Adopted FY20 Operating and Capital Budget by City of Suffolk, Virginia

CITY of SUFFOLK

ADOPTED OPERATING FY 2019& CAPITAL BUDGET 2020

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FY 2019-2020 Operating & Capital Budget Table of Contents I.

City Managerâ&#x20AC;&#x2122;s Message ..................................................................................................... i

II.

Budget Document Overview How to Read the Budget Document .................................................................................................. 1 Our City Council ............................................................................................................................... 2 City Council Vision .......................................................................................................................... 3 City Organization Chart ................................................................................................................... .4 Strategic Planning and Budget Development Process ...................................................................... 5 Budget Development Calendar ......................................................................................................... 8 City Financial Structure .................................................................................................................... 9 Summary of Financial and Budget Policy Compliance .................................................................. 14

III.

Fund Summaries and Details Executive Summary By Fund .......................................................................................................... 32 All Funds Revenues and Expenditures Summary ........................................................................... 53 Revenue Analysis ............................................................................................................................ 60 General Fund Revenue Summary .................................................................................................... 68 General Fund Expenditure Summary .............................................................................................. 71 General Fund Specific Revenue and Appropriation Details City Council ............................................................................................................................ 73 City Manager ........................................................................................................................... 75 Budget and Strategic Planning ................................................................................................ 77 City Attorney ........................................................................................................................... 79 Human Resources .................................................................................................................... 81 Commissioner of the Revenue ................................................................................................ 83 City Assessor ........................................................................................................................... 85 City Treasurer .......................................................................................................................... 87 Finance .................................................................................................................................... 89 Purchasing ............................................................................................................................... 91 Registrar .................................................................................................................................. 93 Circuit Court - Judges.............................................................................................................. 95

FY 2019-2020 Operating & Capital Budget General District Court ............................................................................................................. 97 Magistrate’s Office .................................................................................................................. 99 Juvenile and Domestic Relations District Court ................................................................... 101 Court Service Unit ................................................................................................................. 103 Clerk of the Circuit Court ...................................................................................................... 105 Sheriff .................................................................................................................................... 107 Commonwealth’s Attorney ................................................................................................... 109 Police .................................................................................................................................... 111 Police –Emergency Communications.................................................................................... 113 Police Department – Animal Shelter Management ............................................................... 115 Community Development Services ....................................................................................... 117 Fire & Rescue ........................................................................................................................ 119 Fire & Rescue – Emergency Management ............................................................................ 121 Western Tidewater Regional Jail Authority .......................................................................... 123 Public Works ......................................................................................................................... 125 Capital Programs and Facilities ............................................................................................. 127 Social Services ...................................................................................................................... 129 Social Services – Children’s Service Act .............................................................................. 131 Suffolk Health Department ................................................................................................... 133 Western Tidewater Community Services Board ................................................................... 135 School Support ...................................................................................................................... 137 Parks and Recreation ............................................................................................................. 139 Library ................................................................................................................................... 146 Planning and Community Development ............................................................................... 148 Economic Development ........................................................................................................ 150 Tourism ................................................................................................................................ 152 Media and Community Relations .......................................................................................... 154 Virginia Cooperative Extension ............................................................................................ 156 Local and Regional Organizations ........................................................................................ 158 Non-Departmental General Fund .......................................................................................... 160

Capital Projects Fund Specific Revenue and Appropriation Details .................................................. 162

FY 2019-2020 Operating & Capital Budget Debt Service Fund Specific Revenue and Appropriation Details ................................................. 166 Special Revenue Fund Specific Revenue and Appropriation Details Aviation Facilities Fund ........................................................................................................ 169 Downtown Business Overlay Taxing District Fund .............................................................. 172 Road Maintenance Fund ........................................................................................................ 175 Consolidated Grants Fund ..................................................................................................... 179 Transit System Fund .............................................................................................................. 182 Law Library Fund .................................................................................................................. 185 Route 17 Special Taxing District Fund ................................................................................. 188 Enterprise Fund Specific Revenue and Appropriation Details Public Utilities Fund .............................................................................................................. 191 Refuse Fund........................................................................................................................... 200

Stormwater Management Fund ............................................................................................. 203 Internal Service Fund Specific Revenue and Appropriation Details Information Technology Fund............................................................................................... 207 Fleet Management Fund ........................................................................................................ 210 Risk Management Fund......................................................................................................... 213 School Board Component Unit Specific Revenue and Appropriation Detail School Operating Fund .......................................................................................................... 216

IV.

Appendices of Supporting Budget Documents Personnel Summary By Fund ....................................................................................................... 219 Capital Improvements Plan (CIP) ................................................................................................ 222 Long Range Budget Projections ................................................................................................... 299 Debt Service……………………………………………………………………………………. 300 City Government, History and Community Attractions ............................................................... 305 City Demographics and Statistics ................................................................................................. 310 Budget Adoption Ordinance ......................................................................................................... 318 Fee Schedule................................................................................................................................. 321 Glossary of Terms ........................................................................................................................ 336

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City Managerâ&#x20AC;&#x2122;s Message

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iii

Budget Document Overview

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HOW TO READ THE BUDGET DOCUMENT __________________________________________________________________ The Operating and Capital Budget Document consists of four sections detailed below. Comparative historical data, projections, explanatory notes and highlighted information have been included to assist the reader. I.

City Manager’s Message - includes budget highlights and significant changes from the prior year, priorities, goals, short and long term initiatives, and policy guidelines for the Operating and Capital Budget.

II.

Budget Document Overview - includes general and high level information to address:  How to Read the Budget Document  City Council  City Council Vision  City Organization Chart  Strategic Planning and Budget Development Process  Budget Development Calendar  City Financial Structure  Summary of Financial and Budget Policy Compliance

III.

Fund Summaries and Details – includes a summary of significant issues and changes by Fund as well as detailed revenue estimates and appropriations for each Fund.  Executive Summary By Fund  All Funds Revenues and Expenditures Summary  Revenue Analysis  General Fund Revenue Summary  General Fund Expenditure Summary  Fund Specific Revenue and Appropriation Details

IV.

Appendices of Supporting Budget Documents – includes important statistics, details, and definitions supporting the Operating and Capital Budget.  Personnel Summary by Fund  Capital Improvements Program and Plan (CIP)  Long Range Budget Projections  Debt Service  City Government, History and Community Attractions  City Demographics and Statistics  Budget Adoption Ordinance  Fee Schedule  Glossary of Terms

CITY COUNCIL OF THE CITY OF SUFFOLK

Linda T. Johnson Mayor At Large Term Expires: 12/31/2020

Leroy Bennett Vice Mayor Cypress Borough Term Expires: 12/31/2022

Michael D. Duman Councilman Chuckatuck Borough Term Expires: 12/31/2022

Timothy J. Johnson Councilman Holy Neck Borough Term Expires: 12/31/2022

Lue R. Ward, Jr. Councilman Nansemond Borough Term Expires: 12/31/2020

Roger W. Fawcett Councilman Sleepy Hole Borough Term Expires: 12/31/2020

Donald Z. Goldberg Councilman Suffolk Borough Term Expires: 12/31/2022

Curtis R. Milteer, Sr. Councilman Whaleyville Borough Term Expires: 12/31/2020 2

TARGETED AREAS PUBLIC SAFETY

Preserve, promote, and continue to invest in public safety.

FINANCIAL STABILITY

Continue practices that ensure strong financial management and fiscal responsibility.

GROWTH MANAGEMENT AND COMPREHENSIVE PLANNING

VISION FOR SUFFOLK SUFFOLK CITY COUNCIL

Suffolk is a vibrant and fiscally strong community leading the region in advancements in education, comprehensive transportation, public safety and diverse economic growth while continuing to preserve its rural heritage and enhancing its neighborhoods and urban centers. Throughout 430 square miles of rich land and pristine waterways, citizens and tourists treasure the beautiful trails, rivers and open spaces. Residents, visitors and merchants delight in the revitalized downtown featuring cultural, educational and recreational opportunities. Diverse shopping, businesses and entertainment venues abound. A sense of harmony and pride permeates this rare community, where crime is low; where schools are cutting edge; where people and goods move safely and efficiently throughout the city; and where citizens receive valuable services and have opportunities to be engaged. Suffolk is the desired destination of the Hampton Roads Region. The City achieves this by focusing on the following:

Use the Comprehensive Plan and Unified Development Ordinance to enable and facilitate private investment in strategic target areas and preserve, conserve, and protect the City's unique natural and agricultural heritage.

CIVIC ENGAGEMENT AND RESPONSIVE CITY SERVICES

Ensure that all citizens have pertinent information in a timely manner and provide convenient and diverse means for citizen input; provide responsive, effective and efficient programs and services to citizens.

EXPANDED ECONOMIC DEVELOPMENT

Implement strategies that add new businesses and provide jobs for a skilled and diverse workforce, retain and enhance existing businesses, promote entrepreneurship, create a vibrant downtown, and build an economy that expands our tax base.

PUBLIC EDUCATION

Create a structure of shared accountability between the City and Schools to build an educational environment known for excellence.

LEISURE, HEALTH, AND WELLNESS

Implement programs and services designed to improve the health, economic and social wellbeing of citizens.

TRANSPORTATION

Increase capacity and connectivity of our roadways and public transportation system.

AAA RATED STANDARD & POOR’S AND FITCH RATINGS. NERD WALLET - BEST PLACES FOR YOUNG FAMILIES/BEST CITIES FOR VETERANS IN AMERICA - 2015. 9TH BEST COMMUNITY ON BEST PLACES TO LIVE TOP 25 LIST OF “WHERE THE JOBS ARE” – CNN MONEY MAGAZINE – 2012. ONE OF AMERICA’S BEST SMALL CITIES TO LIVE - CNN MONEY MAGAZINE 2010. FAST GROWING CITY, HOME TO FAST GROWING COMPANIES.

Treasurer

Director of Public Works

Director of Public Utilities

Director of Parks & Recreation

Director of Capital Programs & Facilities

Director of Economic Development

Director of Planning & Community Development

Assessor

Commissioner of the Revenue

Deputy City Manager

City Attorney

Clerk of the Circuit Court

City Manager

Director of Human Resources

Director of Finance

Fire Chief

Chief of Police

Planning Commission

City Council

Citizens

Commonwealthâ&#x20AC;&#x2122;s Attorney

Other Authorities, Boards, and Commissions

School Board

City of Suffolk FY 2019-2020 Operating and Capital Budget Organizational Chart

Director of Libraries

Director of Social Services

Director of Media & Community Relations

Director of Information Technology

Chief of Staff

City Clerk

Sheriff

STRATEGIC PLANNING AND BUDGET DEVELOPMENT PROCESS __________________________________________________________________ The City of Suffolk’s Annual Capital Planning and Annual Operating and Capital Budget processes begin each year in September and conclude after the final adoption by City Council, prior to June 30th of the following year. The budget process is designed to include an analysis of each department budget and to allocate resources across departmental programs based on the strategic plans, goals and directions provided by City Council and a thorough examination of programs and justifications. Each activity that is funded is reviewed by the City’s Director of Finance, the City Manager, and the City Council. Long and Short Term Strategic Planning: City Council annually reviews the City’s vision, target areas, and priorities to be addressed in the short and long term. This review takes into account the City’s Comprehensive Development Plan, service needs, and economic and financial position. Target areas and strategic initiatives are then updated for use in the development of the City’s ten year Capital Improvements Program and Plan (CIP) and Annual Operating and Capital Budget. Long Range Budget Forecast: The Division of Budget and Strategic Planning, in coordination with the City’s financial advisor, develops a long range budget forecast annually to evaluate projected revenue and expenditures over a five year period. The forecast includes projected operating costs, anticipated debt service for planned capital improvements and the anticipated costs of all new capital facilities. The first year of the forecast is used as a framework for guidelines and targets in planning future CIPs and operating budgets. Development of the Annual Capital Improvements Program and Plan (CIP): The City of Suffolk begins the development of its annual Capital Improvements Program and Plan (CIP) in September to address in detail the five year capital program and additional five year planning horizon for needed City capital improvements. A recommended CIP is developed by the City Manager with input from the various departments of the City. The City Manager’s recommended plan is reviewed by a CIP Committee consisting of the two Council elected representatives on the City’s Finance Committee and two designated members of the City Planning Commission. The CIP Committee reviews the proposal and specific projects with the City Manager and directs adjustments and forwards its recommended plan to the full Planning Commission. The Planning Commission reviews, directs, edits, and recommends the document to the City Council who receives the plan, holds a public hearing, edits as necessary and adopts the plan.

The CIP process is concluded in February prior to the development of the annual operating and capital budget. The first year of the adopted CIP is incorporated into the City Manager’s proposed annual operating and capital budget. Development of the Annual Revenue Estimates and Operating and Capital Budget: The development of the annual operating and capital budget begins in November with the assembly of a budget development committee comprised of appointed staff by the City Manager. A budget work plan and calendar is created to ensure a thorough review of service areas, work processes, and cost centers to address the efficiency and effectiveness of the City, as well as review budget requests from City departments and local service partners. Budget request forms and instructions are disseminated to City departments and local service partners in November. Budget requests are due to the Division of Budget and Strategic Planning in mid-December. Budget staff reviews the budget requests to include line item support detail and personnel and program requests. If necessary, additional information is requested from departments and local service departments. The budget requests are compiled and provided to each member of the City Manager’s budget committee. Meetings are scheduled and held with each department to review budget requests and address questions and possible solutions to improve efficiency and effectiveness. Follow-up meetings are later held to review the City Manager’s proposed budget with each department and address any remaining issues. Revenue estimates and projections are developed by budget staff, the Director of Finance, and the City Manager. Estimates are derived at the line item level projecting the current year’s revenue and estimating anticipated revenues for the following fiscal year based on historic trends; local, regional, state and national economic analysis; and state and federal legislation. Additionally, local tax revenue estimates are reviewed with input from the City Assessor, Commissioner of Revenue, and Treasurer. The City Manager submits a budget message and proposed operating and capital budget to the City Council at least sixty (60) days prior to the beginning of each budget year or July 1st. This budget includes all proposed revenue sources and estimates with recommended expenditures for all funds required to support the City’s operations and capital projects. In accordance with the City Charter, the budget transmitted by the City Manager to the City Council must be balanced, meaning that expenditures recommended by the City Manager must not exceed estimated revenues. Public information meetings are typically held to review the contents of the City Manager’s proposed operating and capital budget with interested residents of the City. Work sessions are conducted with City Council to review the contents of the proposed budget and receive comments and changes as directed by Council.

A public hearing is held for Council to receive public comment on the proposed operating and capital budget. Prior to July 1, the City Council makes its final revisions to the proposed budget and adopts the budget and sets the tax rates and fees by ordinance. Funds are appropriated at the Fund level through an appropriations ordinance. Budgets for all funds are adopted on a basis consistent with generally accepted accounting principles applicable to governmental units. Budgeted amounts reflected in the financial statements are as originally adopted, unless amended by the City Manager or City Council. Appropriations for all funds lapse at fiscal year end with exception to outstanding encumbrances stated in the adopted appropriations ordinance for all ongoing projects and programs. The City Manager is authorized to amend appropriations by transferring unencumbered amounts within the appropriated funds. Otherwise, amendments that alter the total appropriation of any fund must be approved by the City Council. During the fiscal year, the City Council may approve amendments to original appropriations, primarily as a result of various Federal and State grant awards. The City Manager is authorized to reallocate funding sources for capital projects to minimize arbitrage rebates and penalties.

CITY OF SUFFOLK, VIRGINIA BUDGET DEVELOPMENT CALENDAR _____________________________________________________________________________ September – February  Capital Improvement Program and Plan development and adoption November

December



Budget Packages Distributed to Departments / Agencies



Budget Requests Due from Departments/Agencies

January - February  Budget Development Committee – Meetings with Requesting Departments / Agents March

April

   

School Board Budget Request Received by City Council Revenue Projection Committee Meetings City Manager Budget Deliberations City Manager’s Proposed Budget Finalized

    

City Manager’s Proposed Budget Presented to City Council City Council Budget Work Sessions Budget Public Information Meetings Public Hearing Advertisement for Proposed Budget City Council Public Hearing on Proposed Budget & Tax Rate Ordinance



Adoption of City and School Budget & Tax Rates by City Council

May

CITY FINANCIAL STRUCTURE ________________________________________________________________ Description of Account Structure Accounts of the City are organized on the basis of funds or account groups, each of which is considered a separate accounting entity. The operations of each fund are accounted for with a separate set of self-balancing accounts that comprise its assets, liabilities, fund balances/retained earnings, revenues and expenditures/expenses. The following fund types are used by the City of Suffolk: Governmental Funds Governmental Funds are those through which most governmental functions of the City are financed. The City presents the following major governmental funds: General Fund – The General Fund is the primary operating fund of the City. This fund is used to account for all financial transactions and resources except those required to be accounted for in another fund. Revenues are derived primarily from property and other local taxes, state and federal distributions, licenses, permits, charges for services, and interest income. A significant part of the General Fund’s revenues is transferred to other funds and component units, principally to finance the operations of the City of Suffolk Public Schools. Capital Projects Fund – The Capital Projects Fund is used to account for financial resources to be used for the acquisition or construction of major capital facilities (other than those financed by proprietary fund types). Debt Service Fund – The Debt Service Fund is used to account for the accumulation of resources for, and the payment of, general long-term debt principal, interest and related costs. The City presents the following non-major governmental funds: Special Revenue Funds The Special Revenue Funds account for revenue derived from specific sources (other than major capital projects) that are restricted by legal and regulatory provisions to finance specific activities. Aviation Facilities Fund – The Aviation Facilities Fund accounts for the revenues and expenditures related to the City’s airport. Revenues are derived from fuel sales, the rental of airport hangars and facilities, and the transfer of funding support from the General Fund. Downtown Business Overlay District Fund – The Downtown Business Overlay District accounts for revenues and expenditures related to services provided in the Downtown Business Overlay District. Most revenues are derived from a specific percentage of the annual real estate tax assessments in the Downtown Business Overlay District.

Road Maintenance Fund – The Road Maintenance Fund accounts for revenue and expenditures related to maintaining roads city wide. Revenues are derived from the State and sale of service to other funds. Consolidated Grants Fund – The Consolidated Grants Fund accounts for revenues and expenditures involving governmental grant programs. Law Library Fund – The Law Library Fund accounts for the maintenance of a law library. Revenue is derived from court fees. Route 17 Taxing District Fund – The Route 17 Taxing District Fund accounts for revenues and expenditures related to enhanced economic development related services provided in the Route 17 Taxing District. Most revenues are derived from a specific percentage of the annual real estate tax assessments in the Route 17 Taxing District. Transit System Fund – The Transit System Fund accounts for revenues and expenditures of the City’s transit system which includes three full day and three half day routes for a total of six bus routes and ADA service. Revenues are derived from fare collections, State and Federal grants, and the transfer of funding support from the General Fund. Proprietary Funds Proprietary Funds are used to account for activities that are similar to those often found in the private sector. All assets, liabilities, equities, revenues, expenses, and transfers relating to the primary government’s business activities are accounted through proprietary funds. The measurement focus is on the determination of net income, financial position, and cash flows. Proprietary funds distinguish operating revenues and expenses from non-operating revenues and expenses. Operating revenues and expenses generally result from providing services and producing and delivering goods in connection with a proprietary fund’s principal ongoing operations. The principal operating revenues of the proprietary funds are charges for services. Operating expenses include cost of sales and services, personnel, contractual services, and depreciation. Enterprise Funds The Enterprise Funds account for operations that are financed in a manner similar to private business enterprises, where the intent is that costs of providing goods or services to the general public on a continuing basis be financed or recovered primarily through user charges. The City presents the following major enterprise fund: Utility Fund – The Utility Fund accounts for the provision of water and sewer services to City residents. All activities necessary to provide such services are accounted for in this fund, including, but not limited to, administration, operation, maintenance, billing, collections, financing and related debt service and capital assets of the water and sewage systems. The City presents the following non-major enterprise funds:

Refuse Fund – The Refuse Fund accounts for the provision of solid waste disposal and recycling services to City residents. Stormwater Utility Fund – The Stormwater Utility Fund accounts for the maintenance and improvements to the City’s stormwater infrastructure. Internal Service Funds The Internal Service Funds account for the financing of goods or services provided by one department to other departments or agencies of the City on a cost-reimbursement basis. The Internal Service Funds are included in governmental activities for government-wide reporting purposes. The excess revenue or expenses of the funds are allocated to the appropriate functional activity. Information Technology Fund – The Information Technology Fund accounts for the City’s technology infrastructure and allocates costs to the various departments or agencies using the service. Fleet Management Fund – The Fleet Management Fund accounts for the financing of vehicles and the related maintenance, repairs and fuel costs of the City and allocates operating costs to the various departments or agencies using the equipment. Risk Management Fund – The Risk Management Fund accounts for the funding and payment of auto, personal liability, general liability, health insurance, and workers’ compensation claims against the City exclusive of the School Board employees. Charges to other funds are based on estimated claims for the year. School Funds – The School Funds are used to account for the activities of the City of Suffolk Public School System. The appropriation by the City consolidates the funding for the existing three School funds. The School Operating Fund is the general accounting fund of the School System. It is used to account for all financial resources except those required to be accounted for in another fund. Revenues of this fund are derived from State and Federal funds and an annual appropriation from the local government. The School Food Service Fund accounts for the revenues and expenditures relating to the operation of school cafeterias. Revenues are derived from state and federal funds and the sale of commodities. The School Grant Fund accounts for revenues and expenditures relating to grants received by the School System directly from the state and federal government. Basis of Accounting The accounting and financial reporting treatment applied to a fund is determined by its measurement focus. All governmental funds are accounted for using the current financial resources measurement focus. With this measurement focus, only current assets and current liabilities generally are included on the balance sheet in the funds statements. Long-term assets and long-term liabilities are included in the government-wide statements. Operating statements of the governmental funds present increases (i.e., revenues and other financing sources) and decreases (i.e., expenditures and other financing uses) in net current assets.

The government-wide statements of net assets and statements of activities, and proprietary funds, are accounted for on a flow of economic resources measurement focus. With this measurement focus, all assets and all liabilities associated with the operation of these activities are either included on the statement of net assets or on the statement of fiduciary net assets. Proprietary fund-type operating statements present increases (e.g., revenues) and decreases (e.g., expenses) in net total assets. The fund financial statements of the Governmental Funds (for the primary government and component units) are maintained and reported on the modified accrual basis of accounting using the current financial resources measurement focus. Under this method of accounting, revenues are recognized in the period in which they become measurable and available. With respect to real and personal property tax revenue and other local taxes, the term “available” is limited to collection within forty-five days of the fiscal year-end. Levies made prior to the fiscal year-end but which are not available are deferred. Interest income is recorded as earned. Federal and State reimbursement-type grants are recorded as revenue when related eligible expenditures are incurred. Expenditures, other than accrued interest on long-term debt, are recorded when the fund liability is incurred. Basis of Budgeting The City prepares its annual operating budget providing estimates on the same basis as is used for its accounting and financial reporting noted above in the section entitled “Basis of Accounting”. The City utilizes the following procedures in establishing budgetary data reflected in the basic financial statements: 

The budget is prepared on a “zero base”.

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At least 60 days prior to June 30, the City Manager submits to City Council a proposed operating budget for the fiscal year commencing the following July 1. The operating budget includes proposed expenditures and the means of financing them.



The budget is formulated from estimates of revenues and expected expenditures from each department. The School Board is treated as a single expenditure line item.

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The City Manager submits the proposed budget to City Council, and recommends an appropriation ordinance and an ordinance levying the tax rates for the ensuing year.

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City Council then holds public hearings on the proposed budget. Notice of such public hearing must appear in a local newspaper not less than seven days prior to the hearing.

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The budget must be approved by a majority vote of City Council and legally adopted before July 1. If City Council does not adopt the proposed budget before July 1, the City Manager proposed budget as submitted is automatically adopted.

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Additional appropriations may be made by City Council only if there is an unencumbered fund balance or additional funding becomes available. Supplemental budget appropriations may be approved during the fiscal year.

Formal budgetary integration is employed as a management control device. Annual operating budgets are adopted by ordinance passed by City Council for the General Fund, Capital Projects Fund, the Debt Service Fund, Special Revenue Funds (Aviation Facilities, Consolidated Grants Fund, Downtown Business Overlay District, Law Library, Road Maintenance, Route 17 Taxing District, and Transit System), Enterprise Funds (Utility, Refuse, and Stormwater), Internal Service Funds (Fleet Management, Information Technology, and Risk Management), and the School Operating Fund. The General, Special Revenue, Internal Service and Debt Service Fundsâ&#x20AC;&#x2122; budgets are adopted on a basis consistent with accounting principles generally accepted in the United States of America. Budgets for proprietary fund types are prepared on the accrual basis of accounting. Beginning fund balances for budgetary basis presentation purposes are adjusted for the carryforward or prior year encumbrances. According to City Code, unexpended and unencumbered appropriations lapse at June 30 of each year. Continuation of previously authorized projects and grants by the City Council not completed as of June 30 of each year are authorized by ordinance to be reappropriated to the following year to allow for completion. Individual grants and projects included in the Consolidated Grants Fund and Capital Projects Fund are budgeted separately from the operating budget. These project authorizations do not parallel the Cityâ&#x20AC;&#x2122;s fiscal year and the accounting, encumbering and controlling of the funds are managed and monitored upon the length of each individual grant or project, which may be more than one year.

Summary of Financial and Budget Policy Compliance _____________________________________________________________________________ The City of Suffolk has established financial policies to ensure prudent financial practices and accountability of public funds managed by the City. The financial policies include guidelines for Revenues, Budget, Capital Improvements Planning, and Debt. A Finance Committee created by the Suffolk City Council meets on a regular basis to review and monitor compliance. As demonstrated in the attached copy of the City’s financial policies and compliance summary, the City of Suffolk is achieving compliance with its financial policies. Highlights of each major compliance area include: Revenues  City fees and charges have been reviewed and updated in the FY 20 Operating & Capital Budget.  Revenue collections are strong with collection rates between 96% - 99%. Budget  The FY 20 Operating & Capital Budget is balanced with current revenues supporting all current expenditures.  A long range projection of revenues and expenditures is included in the FY 20 Operating & Capital Budget.  The City has met the General Fund unassigned fund balance policy goal of 12% of Governmental Fund Expenditures. The City’s General Fund unassigned fund balance is 18.9% of Governmental Fund Expenditures.  The projected fund balance in the Risk Fund is anticipated to be sufficient to provide the required support in the FY 20 Operating and Capital Budget. Capital Improvements Planning  A 10 year Capital Improvements Plan has been prepared and adopted for use in the FY 20 budget year.  The FY 20 Operating and Capital Budget includes 3.1% of General Fund departmental expenditures in cash funding to achieve the policy goal of a 3% pay-as-you-go capital funding level. Debt  Debt as a percentage of assessed value is 2.1% for FY 20, below the 4% policy ceiling.  Debt as a percentage of general government expenditures is 8.0% for FY 20, below the 10% policy ceiling.

CITY OF SUFFOLK

Financial Policies Adopted: December 5, 2007 Revised: January 16, 2019

FY 20 Budget Status: Responses where appropriate for all compliance requirements for FY 20 are denoted in red.

CITY OF SUFFOLK, VIRGINIA FINANCIAL POLICIES

POLICY PURPOSE The City of Suffolk (the “City”) and its governing body, the City Council (the “Council”), is responsible to the City's citizens to carefully account for all public funds, to manage City finances wisely and to plan for the adequate funding of services desired by the public, including the provision and maintenance of facilities. The following financial policies and guidelines establish the framework for the City’s overall fiscal planning and management. 1.01 Policy Goals This fiscal policy is a statement of the guidelines and goals that will influence and guide the financial management practices of the City. A fiscal policy that is adopted, adhered to, and regularly reviewed is recognized as the cornerstone of sound financial management. Effective fiscal policy: 

Contributes significantly to the City's ability to insulate itself from fiscal crisis,



Enhances short term and long term financial credit ability by helping to achieve the highest credit and bond ratings possible,

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Promotes long term financial stability by establishing clear and consistent guidelines,

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Directs attention to the total financial picture of the City rather than single issue areas,

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Promotes the view of linking long term financial planning with day to day operations, and



Provides the Council and the citizens a framework for measuring the fiscal impact of government services against established fiscal parameters and guidelines.

1.02 Policy Implementation and Coordination The City has established a Finance Committee that meets quarterly in concert with the release of the City’s quarterly financial projection. The purpose of the Finance Committee is to review the financial affairs of the city generally; and its specific duties shall include, but not be limited to: review of the quarterly financial projection; the tracking of expenditures and revenues generally; compliance with city financial policies and guidelines; and the consideration and recommendations concerning candidates for financial management positions. 1.03 Review and Revision These polices will be reviewed for appropriateness and comparability with AAA rated jurisdictions every three years or more frequently if a need for review is identified.

CITY OF SUFFOLK, VIRGINIA FINANCIAL POLICIES

REVENUES 2.01 Revenue Diversification The City will strive to maintain diversified and stable revenue streams to protect the government from problematic fluctuations in any single revenue source and provide stability to ongoing services. Current revenues will fund current expenditures and a diversified and stable revenue system will be maintained to protect programs. FY 20 Budget Status: Local revenues are diversified in the FY 20 budget. Real estate assessed values increased 2.09% overall due to reassessment and new construction resulting in $2.3M of additional revenue. Personal Property tax revenue is projected to increase $1.3M or 6%. Other local revenues anticipated to increase in FY 20 include public service corporations (7%), business licenses (7%), sales and use tax (3%), meals (11%), lodging (3%), bank stock (4%), and utility taxes (4%). Overall, local tax revenue including general property and other local taxes are anticipated to increase $6.2M or 4%. 2.02 Fees and Charges All fees established by the City for licenses, permits, fines, services, applications and other miscellaneous charges shall be set to recover all or a portion of the City’s expense in providing the attendant service. These fees shall be reviewed annually with the development of the annual operating budget. FY 20 Budget Status: All city fees and charges are reviewed annually with revisions provided to recoup a fair portion of the City’s expenses associated with the service delivery. New fees in the adopted FY 20 fee schedule include an outside storage fee at the Suffolk Executive Airport, a document reproduction fee in the clerk of the circuit court’s office, visitor pass fees for youth and seniors at the East Suffolk and Whaleyville Recreation Centers, fees for tourism kayak tours at Bennett’s Creek and Lone Star Lakes, and stormwater/public works engineering and public utilities inspection fees for overtime work requested by developers. Community development fees for building inspections and plan reviews are increased 5% in line with surrounding localities. The public utilities water meter service charge is increased $1.25 per month in FY 20. The refuse fee is increased $1.80 per month. The adopted fee schedule adjusts the size of the City’s free bulk refuse collection service from 8 to 12 cubic yards in FY 20. Also, fees for parks and recreation risers and steps are eliminated as the department will no longer offer these rentals. 2.03 Revenue Collections The City will strive to achieve an overall property tax collection rate of 100%. FY 20 Budget Status: The City continues to maintain strong local collection rates ranging from 96% to 99% for local taxes and fees with collection rates documented annually in the Comprehensive Annual Financial Report.

CITY OF SUFFOLK, VIRGINIA FINANCIAL POLICIES

2.04 Use of Fund Balance The City’s General Fund equity balance will be utilized to provide sufficient working capital in anticipation of current budgeted revenues and to finance unforeseen emergencies without borrowing. The General Fund equity of the City (Unassigned Fund Balance) will not be used to finance current operations. FY 20 Budget Status: The City’s budget is balanced with current General Fund revenues supporting all current General Fund expenditures for FY 20. The adopted FY 20 budget provides for $1.0M from the General Fund unassigned fund balance for one-time capital projects. 2.05 Restricted Revenue Restricted revenue (such as Medicaid or Asset Forfeiture funds) shall only be used for the purpose intended and in a fiscally responsible manner. FY 20 Budget Status: The adopted budget utilizes restricted revenues for designated intended purposes.

BUDGET 3.01 Balanced Budget The provisions of the Code of Virginia shall control the preparation, consideration, adoption and execution of the budget of the City. In addition, the City Charter requires the budget to be balanced with planned expenditures equal to estimated revenues. The City will annually adopt and execute a budget for such funds as may be required by law or by sound financial practices and generally accepted accounting principles. The budget shall control the levy of taxes and the expenditure of money for all City purposes during the ensuing fiscal year. The City budget shall be balanced within all available operating revenues, including the fund balance, and adopted by the City Council. FY 20 Budget Status: The adopted FY 20 budget is balanced for all funds operated by the City and includes appropriate tax rates where applicable to sustain operations. Budget and tax rate ordinances have been adopted by City Council authorizing the appropriation of all required funds. 3.02 Use of Current Revenues to Support Current Expenditures Ongoing and stable revenues will be used to support ongoing operating costs. FY 20 Budget Status: The City’s budget is dependent on stable revenues and conservative revenue projections to support operations.

CITY OF SUFFOLK, VIRGINIA FINANCIAL POLICIES

3.03 Use of One-time Revenue and One-time Expenditure Savings The use of one-time revenues and one-time expenditure savings (excess cash balances) will be used for non-recurring expenditures. FY 20 Budget Status: All one-time revenues are designated to support one-time expenditures. 3.04 Review of Fees and Charges Fees established by the City for licenses, permits, fines, services, applications and other miscellaneous charges shall be set to recover all or a portion of the Cityâ&#x20AC;&#x2122;s expense in providing the attendant service and reviewed annually with the development of the annual operating budget. FY 20 Budget Status: All City fees and charges are reviewed annually with revisions provided to recover a portion of the Cityâ&#x20AC;&#x2122;s expenses associated with the service provision. 3.05 Revenue and Expenditure Projections The City will prepare and annually update a long range (5 year) financial forecast model utilizing trend indicators and projections of annual operating revenues, expenditures, capital improvements and related debt service and operating costs, and fund balance levels. FY 20 Budget Status: A five year projection of revenues and expenditures has been prepared using conservative assumptions including planned capital improvements, related debt service, operating costs, projected fund balance levels and required real estate tax rate adjustments. This report is provided as an appendix to the budget. 3.06 Budget Performance Monitoring The Finance Budget Division will maintain ongoing contact with the departmental fiscal officers during the process of the budget execution. Expenditure and revenue projections will be developed quarterly and reviewed with Departmental Directors, the Finance Committee of the City Council, the City Manager, and the City Council. The City Manager through the Budget Division of Finance will exercise appropriate fiscal management as necessary to live within the limits of the adopted budget. FY 20 Budget Status: Quarterly revenue and expenditure projections are provided to the City Manager and City Council. All required budget adjustments are reviewed and approved by the City Manager or designee to comply with budget requirements. 3.07 Maintenance of Capital Assets The budget should provide sufficient funds for regular repair and maintenance of capital assets. FY 20 Budget Status: The operating and capital budget provides adequate repair and maintenance funds to support City capital assets.

CITY OF SUFFOLK, VIRGINIA FINANCIAL POLICIES

3.08 Fund Balance Levels The City will employ sound financial management principles to include the establishment of an unassigned fund balance sufficient to maintain required working capital and provide a reserve for unanticipated expenditures or emergencies, revenue shortfalls, and other non-recurring uses. The ratio of Unassigned General Fund balance as a percentage of Budgeted Governmental Funds Expenditures (net of the General Fund Contribution to Schools, transfer to other Governmental Funds, and Capital Projects Fund Expenditures) plus budgeted expenditures in the School Operating and Food Service Funds indicates the ability of the City to cope with unexpected financial problems or emergencies. The larger the Unassigned General Fund balance, the greater the Cityâ&#x20AC;&#x2122;s ability to cope with financial emergencies and fluctuations in revenue cycles. The City has established a target rate of 12% at the close of each fiscal year as computed on the upcoming budget year. Once the Unassigned general fund balance target is achieved by the City, it is intended to be maintained for the upcoming fiscal year from prior year surpluses and budgeted additions as available before any other needs are addressed. In the event Unassigned Fund Balance is required to be drawn below the 12% target rate due to an emergency (such as a natural disaster) or due to severe economic circumstances, the City will develop a plan to restore the Unassigned Fund Balance over the ensuing two to three years. Compliance with fund balance policy will be reviewed and reported to City Council at least annually in conjunction with the development of the operating budget and with any significant budget amendments made during the fiscal year. FY 20 Budget Status: The General Fund unassigned fund balance exceeds the financial policy target of 12% and is projected at 18.9% at the close of the fiscal year. 3.09 Self-Insurance Rate Stabilization Fund The City will strive to maintain a rate stabilization fund for its insured risks in an amount equal to 20% of anticipated annual premium costs. This rate stabilization fund may be reduced or increased by management based on professional judgment and anticipated claims cost estimates. FY 20 Budget Status: The Risk Management unrestricted fund balance exceeds the required $3.7M in rate stabilization funds to support the FY 20 budget.

CITY OF SUFFOLK, VIRGINIA FINANCIAL POLICIES

CAPITAL IMPROVEMENTS PLANNING 4.01 Capital Improvement Program In order to prepare and plan for upcoming capital needs, comply with debt ratio targets, schedule debt issuance, and systematically improve capital infrastructure, the City will annually prepare and adopt a minimum five-year Capital Improvements Plan. The adopted Capital Improvements Plan will include major capital improvements and identify estimated revenue sources and annual operational costs for facilities to include anticipated debt service requirements. Capital improvements do not include routine maintenance on existing capital assets. FY 20 Budget Status: A 10 year Capital Improvements and Program and Plan (CIP) is prepared and updated annually providing five years of detailed projects, revenue sources, debt requirements and annual operating costs. This plan is prepared by the City Manager and reviewed by a committee to include members of the Planning Commission and the City’s elected Finance Committee members. The Plan is reviewed, edited, and recommended by the Planning Commission to the City Council who in turn, reviews, edits and adopts the Plan for consideration of year one projects in the upcoming operating budget proposal. A current CIP was adopted by City Council in February 2019. The projects and funding included in the first year of the CIP are included in the adopted FY 20 budget. 4.02 Pay-As-You-Go Capital Improvement Funding The City will develop an escalation plan to accomplish an annual allocation of an amount equal to 3% of the General Fund departmental expenditures (excluding transfers out, grants, fund balance and reserve allocations, debt service, and respective flow-through expenditures) to pay-as-you-go-capital improvements annually. The escalation plan will begin with the FY 08 adopted budget and shall be increased annually for the ensuing five (5) year period until the 3% target is achieved. FY 20 Budget Status: The adopted FY 20 budget includes $4,875,391 in General Fund cash for capital projects which equates to 3.1% of General Fund departmental expenditures in FY 20.

DEBT The City Council generally follows the guidelines listed below in making financial decisions on debt issuance. Adherence to these guidelines allows the City to plan for the necessary financing of capital projects while maintaining credit worthiness. In addition, continued adherence to these policies will ensure the City’s strong financial position. The City shall use an objective analytical approach to determine whether it can afford new or additional general purpose debt. This process shall use the City’s standards of affordability. These 21

CITY OF SUFFOLK, VIRGINIA FINANCIAL POLICIES

standards include the measures of debt service payments as a percent of current expenditures and debt as a percent of taxable real estate value. 5.01 Revenue Anticipation Notes (RANS) The City does not intend to issue tax or revenue anticipation notes (RANS) to fund government operations but rather to manage cash in a fashion that will prevent any borrowing to meet working capital needs. The City may issue RANS in an extreme emergency beyond the City’s control or ability to forecast when the revenue source will be received subsequent to the timing of funds needed. Such issuances will be for a period not to exceed a one year period. 5.02 Bond Anticipation Notes (BANS) The City may issue Bond Anticipation Notes (BANS) in expectation of General Obligation or Revenue Bonds when cash is required in order to initiate or continue a capital project or when longterm markets do not appear appropriate but have a clear potential for improvement within the designated BAN time frame. The City will not issue Bond Anticipation Notes (BANS) for a period beyond two years. If the City issues a bond anticipation note for a capital project, the BAN will be converted to a long-term bond or redeemed at its expiration. 5.03 Letters of Credit The City may enter into a letter-of-credit (LOC) agreement when such an agreement is deemed prudent and advantageous. The City will prepare and distribute a request for proposals to qualified banks which includes terms and conditions that are acceptable to the City. 5.04 Lease Purchase Obligations Lease purchase and master lease obligations, including certificates of participation or lease revenue bonds, shall be considered as an alternative to long-term vendor leases. Such debt shall be subject to annual appropriation. 5.05 Public Private Partnerships The City recognizes the value of developing public-private partnerships. As such, public-private partnerships financings that require the City to provide capital or credit enhancement to a project will be considered in light of the following:    

The project is multi-faceted requiring coordinated and/or accelerated development; The project is non-traditional with mixed use of public and private components; The project calls for the bundling of design, construction and operation phases; or There is an urgent need to construct multiple facilities or other public infrastructure simultaneously to keep pace with a rapidly growing population. 22

CITY OF SUFFOLK, VIRGINIA FINANCIAL POLICIES 

The project has undergone a rigorous cost-benefit analysis by City Staff (or agents employed by the City for such purpose). If the project ultimately requires City credit enhancement, such obligations will be treated as if debt by the City.

5.06 Compliance with Legal Requirements Pursuant to the Constitution of Virginia (the Constitution), the City is authorized to issue bonds secured by a pledge of its full faith and credit and unlimited taxing power. There is no requirement in the Constitution, the Virginia Code or the City Charter that the issuance of general obligation bonds be subject to the approval of voters of the City at referendum. The issuance of general obligation bonds is subject to a constitutional limitation of ten percent (10%) of the assessed value of taxable real property. The City’s Charter further limits the issuance of general obligation bonds to seven percent (7%) of the assessed value of taxable property. 5.07 Debt Ratio Policies

Debt as a Percentage of Assessed Value This ratio indicates the relationship between the City’s debt and the total taxable value of real and personal property in the City. It is an important indicator of the City’s ability to repay debt, because property taxes are the source of the City’s revenues used to repay debt. A small ratio is an indication that the City will be better able to withstand possible future economic downturns and continue to meet its debt obligations. Debt as a Percentage of General Government Expenditures This ratio is a measure of the City’s ability to repay debt without hampering other City services. A smaller ratio indicates a lesser burden on the City’s operating budget. The numerator shall include debt that is not selfsupporting from a user fee revenue stream. A selfsupporting revenue stream is defined as a revenue stream that provides coverage of all debt service obligations without general fund support (to include tax assessment districts and funds supported by committed state revenues in support of such debt). Any long term financing lease obligations which may be subject to annual appropriation by the City will also be included in the calculations of tax-supported debt service. General governmental expenditures are expenditures reported in the City’s governmental funds (excluding the General Fund Contribution to Schools and the Capital Projects Fund)

Ceiling

FY 20 Status

2.1%

10%

8.0%

CITY OF SUFFOLK, VIRGINIA FINANCIAL POLICIES

and expenditures reported in the School Operating and Food Service Funds. Compliance with the above debt policy ratios will be calculated each fiscal year in conjunction with the budget development process and provided to Council with the proposed annual budget.

5.08 Long Term Debt Policy The City will use debt financing for capital improvement projects and unusual equipment purchases under the following circumstances: A. When the project is included in the City’s capital improvement program and/or is generally in conformance with the City’s Comprehensive Plan. B. When the project is not included in the City’s Capital Improvement Program, but it is an emerging critical need whose timing was not anticipated in the Capital Improvement Program, or it is a project mandated immediately by state or federal requirements. C. When the project’s useful life, or the projected service life of the equipment, will be equal to or exceed the term of the financing. D. When there are designated revenues sufficient to service the debt, whether from project revenues, other specified and reserved resources, or infrastructure cost sharing revenues. The following criteria will be used to evaluate funding options for capital improvements: A. Factors that favor pay-as-you-go: 1. Current revenues and adequate fund balances are available. 2. Project phasing is feasible. 3. Debt levels would adversely affect the City’s credit rating. 4. Financial market conditions are unstable or present difficulties in marketing the sale of long-term financing investments. B. Factors that favor long-term financing: 1. Revenues available for debt service are considered sufficient and reliable so that longterm financing can be marketed with the highest possible credit rating. 2. The project for which financing is being considered is of the type that will allow the City to maintain the highest possible credit rating. 3. Market conditions present favorable interest rates and demand for municipal financings. 4. A project is mandated by state or federal requirements and current revenues and fund balances are insufficient to pay project costs. 5. A project is immediately required to meet or relieve capacity needs. There are many different types of long-term debt instruments available. Depending on the specific circumstances, the City will consider using the following types of financing instruments: 

General Obligation Bonds 24

CITY OF SUFFOLK, VIRGINIA FINANCIAL POLICIES     

General Obligation Bonds sold to Virginia Public School Authority for School Capital Projects Revenue Bonds Certificates of Participation Lease Revenue Bonds Selected State Pooled-Borrowing Programs for Utility Revenue Bonds, Including Those of the Virginia Resources Authority.

5.09 Bond Structure The City shall establish all terms and conditions relating to the issuance of bonds, and will invest all bond proceeds pursuant to the terms of the City’s Investment Policy. Unless otherwise authorized by the City, the following shall serve as bond requirements: 1. Term. All capital improvements financed through the issuance of debt will be financed for a period not to exceed the useful life of the improvements, but in no event will the term exceed thirty (30) years. 2. Capitalized Interest. From time to time certain financings may require the use of capitalized interest from the issuance date until the City has beneficial use and/or occupancy of the financed project. Interest shall not be funded (capitalized) beyond three years or a shorter period if further restricted by law. Interest earnings may, at the City’s discretion, be applied to extend the term of capitalized interest but in no event beyond the term allowed by law. 3. Debt Service Structure. Debt issuance shall be planned to achieve relatively equal payment of principal (declining debt service) while matching debt service to the useful life of facilities. The City shall avoid the use of bullet or balloon maturities except in those instances where these maturities serve to make existing overall debt service level. The City may elect a less rapid or other debt service structure, such as level debt service at its discretion. 4. Call Provisions. In general, the City’s debt will include an early redemption (or “call”) feature, which is no later than 10 years from the date of delivery of the bonds. The City will avoid the sale of non-callable bonds absent careful, documented evaluation by the City in conjunction with its financial advisor with respect to the value of the call option. 5. Original Issue Discount. An original issue discount will be permitted if the City determines that such discount results in a lower true interest cost on the bonds and that the use of an original issue discount will not adversely affect the project funding. 6. Deep Discount Bonds. Deep discount bonds may provide a lower cost of borrowing in certain markets. The City will carefully consider their value and effect on any future refinancings as a result of the lower-than-market coupon associated with deep discount bonds. 7. Derivative Structures. Alternative, non-traditional financing structures such as derivatives are becoming more common in the municipal market. Structured properly, these products frequently provide a means for the City to achieve its goals in a cost effective manner.

CITY OF SUFFOLK, VIRGINIA FINANCIAL POLICIES

The City will consider the use of derivatives as a hedge against future interest rate risk or to create “synthetic” fixed rate or variable rate debt, when appropriate. The City will not use derivative structures for speculative or investment purposes. The City will consider the use of derivative structures when it is able to gain a comparative borrowing advantage, and is able to quantify and understand potential risks. Prior to the use of such structures, the City will consider the adoption of a comprehensive Swap and Derivative Management Plan that is consistent and does not conflict in principle with this governing policy. Prior to use of a derivative structure, the City will provide written communication to City Council describing potential risks associated with each proposed derivative structure. 5.10 Variable Rate Debt To maintain a predictable debt service burden, the City may give preference to debt that carries a fixed interest rate. The City, however, may consider variable rate debt. The percentage of variable rate debt outstanding (excluding debt which has been converted to synthetic fixed rate debt) shall not exceed 20% of the City’s total outstanding debt and will take into consideration the amount and investment strategy of the City’s operating cash. The City will consider issuing variable rate debt to: a) Match Asset and Liabilities: By issuing variable rate debt the City matches variable interest rates to its short-term investment assets. b) Potentially Lower Debt Service Costs: Historically variable interest rates are less than fixed rate cost of capital. c) Add Flexibility and Diversity to the City’s Debt Structure: Variable rate bonds are traditionally callable every 30 days and can generally be refunded on a fixed rate basis to take advantage of low fixed rates and open up variable rate capacity for higher rate environments. In determining its use of variable rate debt, the City will utilize an analysis from the City’s Financial Advisor evaluating and quantifying the risks and returns involved in the variable rate financing. 5.11 Refinanced Outstanding Debt The Director of Finance with assistance from the City’s Financial Advisor will have the responsibility to analyze outstanding bond issues for refunding opportunities. The City will consider the following issues when analyzing possible refunding opportunities: 1. Refunding Policy. The City establishes a minimum aggregate present value savings threshold of 3% of the refunding bond principal amount. The present value savings will be net of all costs related to the refinancing. Debt service savings may be taken in equal amounts over time or on an upfront or deferred basis, at the City’s discretion. 2. Restructuring. The City will refund debt when it is in the best financial interest of the City to do so. Such refundings will be limited to restructuring to meet unanticipated revenue expectations, achieve costs savings, mitigate irregular debt service payments release reserve funds or remove unduly restrictive bond covenants. 26

CITY OF SUFFOLK, VIRGINIA FINANCIAL POLICIES

3. Term of Refunding Issues. The City will refund bonds within the term of the originally issued debt. However, the City may consider maturity extension, when necessary to achieve a desired outcome, provided that such extension is legally permissible. The City may also consider shortening the term of the originally issued debt to realize greater savings. The remaining useful life of the financed facility and the concept of inter-generational equity should guide this decision. 4. Escrow Structuring. The City shall utilize the least costly securities available in structuring refunding escrows. A certificate will be provided by a third party agent stating that the securities were procured through an arms-length, competitive bid process (in the case of open market securities), and that the price paid for the securities was reasonable within Federal guidelines. Under no circumstances shall an underwriter, agent or financial advisor sell escrow securities to the City from its own account. 5. Arbitrage. The City shall take all necessary steps to optimize escrows and to avoid negative arbitrage in its refundings. Any resulting positive arbitrage will be rebated as necessary according to Federal guidelines. 5.12 Methods of Issuance The City will determine the method of issuance on a case-by-case basis. 1. Competitive Sale. In a competitive sale, the Cityâ&#x20AC;&#x2122;s bonds shall be awarded to the bidder providing the lowest true interest cost as long as the bid adheres to the requirements set forth in the official note of sale. 2. Negotiated Sale. The City recognizes that some securities are best sold through negotiation. In its consideration of a negotiated sale, the City shall assess the following circumstances: a. Bonds issued as variable rate demand obligations b. A structure which may require a strong pre-marketing effort such as a complex transaction or a â&#x20AC;&#x153;storyâ&#x20AC;? bond c. Size of the issue which may limit the number of potential bidders d. Market volatility is such that the City would be better served by flexibility in timing a sale in a changing interest rate environment 3. Private Placement. From time to time the City may elect to privately place its debt. Such placement shall be considered if other methods are not viable. 5.13 Bond Insurance The City may purchase bond insurance when such purchase is deemed prudent and advantageous. Use of bond insurance shall be based on such insurance being less costly than the present value of the difference between the interest on insured bonds versus uninsured bonds.

CITY OF SUFFOLK, VIRGINIA FINANCIAL POLICIES

In the case of a competitive sale, the City may permit bidders for its bonds to purchase bond insurance if such insurance will enhance the market reception and lower the interest rate on the City’s bonds. The City will submit an application for pre-qualification for insurance to facilitate bidders’ ability to purchase bond insurance. The winning bidder in a competitive sale will bear any associated cost with such enhancement. In the instance of a negotiated sale, the City will solicit quotes for bond insurance from interested providers. The City will select a provider whose bid is most cost effective and whose terms and conditions governing the guarantee are satisfactory to the City. 5.14 Use of Special Districts The City may consider using special districts such as Tax Increment Financing Districts, Community Development Authorities and special taxing districts to finance projects that:      

Strengthen the employment and economic base of the City; Increase property values and tax revenues; Reduce poverty; Create economic stability; Facilitate economic self-sufficiency; or Assist in implementing the City’s economic development strategies.

Before using such districts, the City will consider the fiscal impact, the market feasibility and credit implications of the project or district. 5.15 Debt Service Reserves If necessary, the City may establish a reserve fund funded from bond proceeds, subject to federal tax regulations and in accordance with the requirements of credit enhancement providers and/or rating agencies. The City may purchase reserve equivalents (i.e., a reserve fund surety or letter of credit) when such purchase is deemed prudent and advantageous. Such equivalents shall be evaluated in comparison to cash funding of reserves on a net present value basis. 5.16 Underwriter Selection Senior Manager Selection. The City shall select a senior manager for any proposed negotiated sales. The selection criteria shall include but not be limited to the following:      

The firm’s ability and experience in managing transactions similar to that contemplated by the City Prior knowledge and experience with the City The firm’s ability and willingness to risk capital and demonstration of such risk and capital availability Quality and experience of personnel assigned to the City’s engagement Financing plan presented Underwriting fees 28

CITY OF SUFFOLK, VIRGINIA FINANCIAL POLICIES

Co-Manager Selection. Co-managers may be selected on the same basis as the senior manager. In addition to their qualifications, co-managers appointed to specific transactions will be a function of transaction size and the necessity to ensure maximum distribution of the City’s bonds. Selling Groups. The City may establish selling groups in certain transactions. To the extent that selling groups are used, the Director of Finance at his or her discretion, may make appointments to selling groups from within the pool of underwriters or from outside the pool, as the transaction dictates. Underwriter’s Counsel. In any negotiated sale of City debt in which legal counsel is required to represent the underwriter, the appointment will be made by the Senior Manager with input from the City. Underwriter’s Discount. The Director of Finance with assistance from the City’s financial advisor will evaluate the proposed underwriter’s discount against comparable issues in the market. If there are multiple underwriters in the transaction, the Director of Finance will determine the allocation of underwriting liability and management fees. The allocation of fees will be determined prior to the sale date; a cap on management fee, expenses and underwriter’s counsel will be established and communicated to all parties by the Director of Finance. The senior manager shall submit an itemized list of expenses charged to members of the underwriting group. Any additional expenses must be substantiated. Evaluation of Underwriter Performance. The City will evaluate each bond sale after completion to assess the following: costs of issuance including underwriters’ compensation, pricing of the bonds in terms of the overall interest cost and on a maturity-by-maturity basis, and the distribution of bonds and sales credits. Following each sale, the Director of Finance shall provide a report to the City Manager and City Council on the results of the sale. Syndicate Policies. For each negotiated transaction, the Director of Finance will prepare syndicate policies that will describe the designation policies governing the upcoming sale. The Director of Finance shall ensure receipt of each member’s acknowledgement of the syndicate policies for the upcoming sale prior to the sale date. Designation Policies. To encourage the pre-marketing efforts of each member of the underwriting team, orders for the City’s bonds will be net designated, unless otherwise expressly stated. The City shall require the senior manager to:   

Equitably allocate bonds to other managers and the selling group Comply with MSRB regulations governing the priority of orders and allocations Within 10 working days after the sale date, submit to the Director of Finance a detail of orders, allocations and other relevant information pertaining to the City’s sale.

CITY OF SUFFOLK, VIRGINIA FINANCIAL POLICIES

5.17 Consultants Financial Advisor. The City shall select a financial advisor (or advisors) to assist in its debt issuance and debt administration processes. Selection of the City’s financial advisor(s) shall be based on, but not limited to, the following criteria:    

Experience in providing consulting services to entities similar to the City Knowledge and experience in structuring and analyzing bond issues Experience and reputation of assigned personnel Fees and expenses

Conflicts of Interest. The City requires that its consultants and advisors provide objective advice and analysis, maintain the confidentiality of City financial plans, and be free from any conflicts of interest. Bond Counsel. City debt will include a written opinion by legal counsel affirming that the City is authorized to issue the proposed debt, that the City has met all legal requirements necessary for issuance and a determination of the proposed debt’s federal income tax status. The approving opinion and other documents relating to the issuance of debt will be prepared by counsel with extensive experience in public finance and tax issues. The Bond Counsel will be selected by the City. Disclosure by Financing Team Members. All financing team members will be required to provide full and complete disclosure, relative to agreements with other financing team members and outside parties. The extent of disclosure may vary depending on the nature of the transaction. However, in general terms, no agreements shall be permitted which could compromise the firm’s ability to provide independent advice which is solely in the City’s best interests or which could reasonably be perceived as a conflict of interest. 5.18 City Financial Disclosure The City is committed to full and complete financial disclosure, and to cooperating fully with rating agencies, institutional and individual investors, City departments, and the general public to share clear, comprehensive, and accurate financial information. The City is committed to meeting secondary market disclosure requirements on a timely and comprehensive basis.

CITY OF SUFFOLK, VIRGINIA FINANCIAL POLICIES

UTILITY FUND It is the intent to reflect the financial policies of the Utility Fund to provide for adequate cash management and bond coverage for the operation of the system. 6.01 Independence The Utility Fund will maintain financial independence from the General Fund by: a. Continuing the funding of all Utility Enterprise Fund revenue requirements from the Utility Enterprise Fund, thereby receiving no financial support from the General Fund. b. Issuing self-supporting debt payable solely from the Utility Enterprise Fund. 6.02 Unrestricted Cash and Long Term Investments Balance It is the intent of the Utility Enterprise Fund to have adequate cash reserves to provide for ninety days of operating activity including debt service. Current unrestricted cash and cash equivalent balances plus operating long term investments will be at a target percentage rate of 25% of the operating expenses less depreciation expense plus current debt expenses (principal and interest). If the Unrestricted Cash and Long Term Investments Balance fall below the target level, the utility system will have twenty four months to bring the balance back in line with the target level. 6.03 Amortization The Utility Fund will continue to amortize bond issues so the useful life of the project being financed is not exceeded. 6.04 Debt Service Coverage Ratio Net Revenues should be at least 1.15 times the annual debt service requirement. Net Revenues shall be defined as operating revenues plus availability charges plus interest income plus contributions from Western Tidewater Water Authority less operating expenses plus depreciation and amortization. Excess revenues will be available to first build and maintain the Utility enterprise Cash and Cash Equivalents plus Long Term Investments then secondly to provide equity funding for future capital projects. Over time adherence to this policy will reduce the overall amount of debt issued by the City for various utility projects. 6.05 Asset Replacement and System Extension After the completion of the Cityâ&#x20AC;&#x2122;s new water treatment facility (estimated completion is 2015), the City will review the amount of funds being set aside for replacement and/or extension of all Utility system assets such that new assets will not be 100 percent debt financed.

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Fund Summaries and Details

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CITY OF SUFFOLK, VIRGINIA ADOPTED FY 2019-20 OPERATING AND CAPITAL BUDGET Annual Operating and Capital Budget by Fund

Budget 2016-2017

Fund General Fund

195,841,288 $

Budget 2017-2018 202,168,029 $

Budget 2018-2019 213,191,824 $

Adopted Budget 2019-2020

Prior Yr. % Change

219,040,993

Capital Projects Fund

68,081,823

68,386,582

66,589,675

64,557,855

-3%

Debt Service Fund

30,012,458

27,179,729

28,420,944

28,964,818

167,973

176,222

171,907

171,749

1,400,000

1,855,432

1,702,885

1,715,017

654,567

424,594

634,215

660,129

Transit System Fund

1,140,759

1,624,388

1,934,197

1,699,144

-12%

Aviation Facilities Fund

1,037,558

1,026,872

1,052,067

1,055,583

41,774

41,561

39,815

41,580

Road Maintenance Fund

27,822,616

26,186,245

26,587,628

27,956,333

Fleet Management Fund

12,212,043

15,559,912

13,615,592

14,768,171

7,762,072

8,666,702

9,466,929

10,087,567

Risk Management Fund

20,507,505

21,429,654

20,513,322

20,541,171

Utility Fund

49,984,650

52,684,425

59,124,808

58,924,100

Stormwater Fund

6,298,975

6,114,295

7,246,864

6,297,184

-13%

Refuse Services Fund

6,121,438

7,595,277

8,528,433

9,091,649

157,382,210

161,536,936

168,662,537

173,824,500

586,469,710 $

602,656,857 $

627,483,641 $

639,397,543

Downtown Business Overlay District Route 17 Special Taxing District Grants Fund

Law Library Fund

Information Technology Fund

School Fund Total Funds Budget

.05 .07 .07 .29

.34

_______________General Government ______________Health and Welfare ______________________Debt Service ______________________Public Safety

__________Education & Related Debt

Total______________________________$1.00

.01 .01 .02 .02 .03 .04 .05

_______________Local and Regional _______________Non Department _____________________Public Works _________________ Capital “Pay Go” ___________Community Development ___________________________Judicial ________Parks, Recreation & Culture

Debt Service Fund $28,964,818

Capital Projects Fund $64,557,855

General Govt. $11,061,228 Judicial 9,271,338 Public Safety 64,083,405 Public Works 5,281,637 Health &Welfare 14,507,652 Education 61,366,920 Parks, Rec. & Cultural 11,459,226 Community Development 6,961,704 Local and Regional Orgs. 1,091,408 Non-Departmental Fringe Benefits/Insurances 640,000 Transfer to Funds 33,316,473 $219,040,993

General Fund $219,040,993

Major Govâ&#x20AC;&#x2122;t. Funds

Governmental Funds

SUMMARY CHART

Transit System Fund $1,699,144

Route 17 Taxing District Fund $1,715,017

Law Library Fund $41,580

Grants Fund $660,129

Road Maint. Fund $27,956,333

Downtown Business Overlay District $171,749

Aviation Fund $1,055,583

Special Revenue Funds

Stormwater Fund $6,297,184

Refuse Services Fund $9,091,649

Utility Fund $58,924,100

Enterprise Funds

$639,397,543

Operating & Capital Budget

Risk Management Fund $20,541,171

Fleet Management Fund $14,768,171

Information Technology Fund $10,087,567

Internal Service Funds

School Funds $173,824,500

Component Unit

TOTAL EXPENDITURES

City of Suffolk Adopted FY 2019-20 Operating and Capital Budget General Fund - Executive Summary Current R.E. Tax Rate: Adopted R.E. Tax Rate:

$ $

1.11 1.11

Adopted Tax Rate Adjustment: Reassessment Tax Rate Impact to Citizens:

$ $

0.01

% Change

General Fund

Adopted Revenues:

219,040,993

2.7%

Adopted Expenditures:

219,040,993

2.7%

Unfunded Gap:

(0)

PRIMARY BUDGET GOALS: 1 2 3 4 5 6

Maintain Service Levels for all Citizens with No Tax Impact Support for Suffolk Public Schools Employee Compensation and Critical Personnel Resources Enhance Public Safety Resources Continued Investment in Quality of Life Compliance with Financial Policies

OTHER IMPORTANT BUDGET ITEMS TO NOTE:  $1,000,000 additional local funding provided in support of Suffolk Public Schools.  2.5% Cost-of-Living Adjustment (COLA) effective July 1, 2019 for all full and regular part-time employees, grant employees, Constitutional Officers and their employees, and Council Appointees, who were hired before April 1, 2019.  Provides for new FTEs • Appraiser I • Systems Analyst • Building Maintenance Technician • Deputy Clerk III • Assistant Commonwealth Attorney II • Business Development Manager • Permit Technician • Building Inspector I • Plans Reviewer • Police Officers (9) • Police Sergeant • Police Planner • Communications Lead Operator (2) • Public Works Fund Manager • Deputy Treasurer I  $1,000,000 for transfer to the Capital Projects Fund to comply with the capital pay-go financial policy.

FINANCIAL POLICY COMPLIANCE STATUS:  Unassigned Fund Balance as % of Governmental Funds - 12% minimum  Capital Cash "Pay-Go" - 3% min. of General Fund Expenses  Debt as % of Assessed Value - 4% maximum  Debt as % of General Govt. Expense - 10% maximum

18.9% Projected 3.1% Projected 2.1% Projected 8.0% Projected

SUMMARY OF BUDGETED REVENUE CHANGES FROM PRIOR YEAR:  Revenue Gains / (Losses) : - Local Tax - Miscellaneous/Fees - State Revenue & Aid - Federal Revenue & Aid - Other

5,849,169

6,232,506 1,503,019 336,123 25,292 (2,247,771)

SUMMARY OF BUDGETED EXPENDITURE CHANGES FROM PRIOR YEAR:  Expenditure Increases / (Decreases): - Personnel & Benefits - Purchased Services - Professional Services - Repairs and Maintenance - Maintenance Service Contracts - Printing and Binding - Advertising - Juvenile Detention Services - Information Technology - Fleet - Risk - Utilities - Postage - Telecommunications - Lease of Equipment - Lease of Buildings - Travel & Training - Dues and Memberships - Codes - Rewards - Marketing - Office Supplies - Uniforms - Books & Subscriptions - Other Operating Supplies - Merchandise for Resale - Copier - Special Programs - Capital Outlay - Regional Jail Detention Costs - Health & Welfare - Social Services - Local Organization Contributions - Regional Organization Memberships - Local Contribution to Schools (including lease payment) - Debt Payments - Transfer to Other Funds (Aviation, Capital, Debt, Fleet, Grants, Public Utilities, Transit)

5,849,169

3,653,584 20,657 241,686 31,700 13,800 (1,970) 7,550 448,085 580,287 195,846 4,999 13,050 75,381 16,002 (18,930) 84,602 10,869 4,000 46,250 10,397 149,589 3,445 93,146 93,453 29,775 5,050 (126,402) 70,775 36,200 (781) 980,274 513,746 (1,436,948)

5,849,169

TOTAL INCREASED SERVICE REQUIREMENTS:

City of Suffolk Adopted FY 2019-20 Operating and Capital Budget Capital Projects Fund - Executive Summary % Change

Capital Projects Adopted Revenues:

64,557,855

-3%

Adopted Expenditures:

64,557,855

-3%

Unfunded Gap:

Increase / (Decrease) from Prior Fiscal Year:

(2,031,820)

Includes:  $5,550,000 in Public Utility bond funding for recommended essential water/sewer projects.  $400,000 in Stormwater Obligation Bonds for neighborhood drainage improvements.  Includes GO Bonded Projects of the following: Education: Major Repairs/Systems Replacement Parks & Recreation: Lone Star Lakes Park Trail Enhancements Driver Complex Cypress Park and Pool Bennett's Creek Recreation Center Public Buildings & Facilities: Central Library Public Safety: Fire Engines Fire Tanker Truck Lake Kilby Station Renovation College Drive Fire Station Self Contained Breathing Apparatus Transportation Safety: Local Urban Intersections (N Pkwy/Bennett's Pasture Intersection/Rt17 Crittenden Rd/Kenyon Rd Connector) Pitchkettle Road Improvements Relocation of Zone C Headquarters Pruden Blvd Culvert Improvements

2020 Bond $ $ 2,500,000 125,000 275,000 200,000 135,000 1,247,000 1,900,000 350,000 506,479 1,100,000 2,500,000 1,268,987

 Cash Pay-Go Funding to leverage significant grant support of the following projects: Aviation: Obstruction Removal Terminal Apron Rehabilitation

% Grant

Grant $

3,604,695 2,898,349 1,980,000 500,000 21,090,510

Cash Pay-Go 12,000 6,000 $ 18,000 $

2,395,305 2,898,349

40% 50%

500,000 5,793,654

50%

Grant $ $ $

588,000 294,000 882,000

98% 98%

 $24.9M or 39% of Adopted capital project expenses funded by State/Federal dollars.

FINANCIAL POLICY COMPLIANCE STATUS:

 Capital Cash "Pay-Go" - 3% min. of General Fund Expenses

3.1% Projected

City of Suffolk Adopted FY 2019-20 Operating and Capital Budget Aviation Facilities Fund- Executive Summary % Change

Aviation Adopted Revenues:

1,055,583

Adopted Expenditures:

1,055,583

Unfunded Gap:

Increase / (Decrease) from Prior Fiscal Year:

3,516

Includes:  Administrative and operational services and facilities to the general aviation community. Division maintains and operates the Suffolk Executive Airport to include runways, taxiways, hangar facilities, apron and tie down facilities, fueling facilities, required navigational equipment, and the airport café.  A transfer of $91,531 to support Airport operations from the General Fund to a Special Revenue Fund under the management of the Department of Economic Development.

City of Suffolk Adopted FY 2019-20 Operating and Capital Budget Downtown Business Overlay Tax District Fund - Executive Summary

Current Tax Rate: Adopted Tax Rate:

$ $

0.105 0.105

Adopted Tax Rate Adjustment:

% Change

DBOD

Adopted Revenues:

171,749

Adopted Expenditures:

171,749

Unfunded Gap:

Increase / (Decrease) from Prior Fiscal Year:

(158)

Includes: ď&#x192;&#x2DC; Funding to foster economic development in Downtown Suffolk. Revenues provide for beautification enhancements to the downtown business district, sidewalk and street sweeping, and refuse services.

City of Suffolk Adopted FY 2019-20 Operating and Capital Budget Law Library Fund - Executive Summary % Change

Law Library

Adopted Revenues:

41,580

Adopted Expenditures:

41,580

Unfunded Gap:

Increase / (Decrease) from Prior Fiscal Year:

(0)

1,766

Includes: ď&#x192;&#x2DC; Funding to provide the general public and legal community access to current legal and consumer protection information at no cost. A special fee of $4.00 is levied on civil court cases in the General District and Circuit Courts. This fee is held in a separate fund for the purpose of providing the public and Officers of the Court with a reliable network of legal information and educational support. This fund also supports community outreach efforts, legal publications, the salaries of support staff, and operating costs of the library.

City of Suffolk Adopted FY 2019-20 Operating and Capital Budget RT. 17 Tax District Fund - Executive Summary

Current Tax Rate: Adopted R.E. Tax Rate:

$ $

0.24 0.24

Adopted Tax Rate Adjustment:

RT. 17 Tax District

% Change

Adopted Revenues:

1,715,017

Adopted Expenditures:

1,715,017

Unfunded Gap:

Increase / (Decrease) from Prior Fiscal Year:

12,132

Includes: ď&#x192;&#x2DC; Funding for purposes of the taxing district to foster economic development in the northern region of the City to promote economic development and business attraction in the district. ď&#x192;&#x2DC; Transfer of debt service for payment of financed transportation improvements in the taxing district.

City of Suffolk Adopted FY 2019-20 Operating and Capital Budget Road Maintenance Fund - Executive Summary % Change

Road Maintenance

Adopted Revenues:

27,956,333

Adopted Expenditures:

27,956,333

1,368,704

Unfunded Gap:

Increase / (Decrease) from Prior Fiscal Year:

Includes: ď&#x192;&#x2DC; State Road Maintenance revenue based on City lane miles of: 1,251.21 secondary and 380.85 primary.

City of Suffolk Adopted FY 2019-20 Operating and Capital Budget Debt Fund - Executive Summary % Change

Debt

Adopted Revenues:

28,964,818

Adopted Expenditures:

28,964,818

Unfunded Gap:

Increase / (Decrease) from Prior Fiscal Year:

(0)

543,874

Includes:  Current annual debt service for General Government and RT17 Taxing District Projects.  Includes GO Bond Revenue for the following projects: Education: Major Repairs/Systems Replacement Parks & Recreation: Lone Star Lakes Park Trail Enhancements Driver Complex Cypress Park and Pool Bennett's Creek Recreation Center Public Buildings & Facilities: Central Library Public Safety: Fire Engines Fire Tanker Truck Lake Kilby Station Renovation College Drive Fire Station Self Contained Breathing Apparatus Transportation Safety: Local Urban Intersections (N Pkwy/Bennett's Pasture Intersection/Rt17 Crittenden Rd/Kenyon Rd Connector) Pitchkettle Road Improvements Relocation of Zone C Headquarters Pruden Blvd Culvert Improvements

2,500,000 125,000 275,000 200,000 135,000 1,247,000 1,900,000 350,000 506,479 1,100,000 2,500,000 1,268,987

3,604,695 2,898,349 1,980,000 500,000 21,090,510

FINANCIAL POLICY COMPLIANCE STATUS:  Debt as % of Assessed Value - 4% maximum  Debt as % of General Govt. Expense - 10% maximum

2.1% Projected 8.0% Projected

City of Suffolk Adopted FY 2019-20 Operating and Capital Budget Public Utilities - Executive Summary % Change

Public Utilities

Adopted Revenues:

58,924,100

Adopted Expenditures:

58,924,100

Unfunded Gap:

Increase / (Decrease) from Prior Fiscal Year:

(0)

(200,707)

Includes:  New customer revenue projection of 475 ERUs (Equivalent Residential Units)  Addition of 1 FTE - Pump Station Instrumentation & Control Supervisor  The following rate structure adjustments are Adopted effective July 1: FY 19 Water per 100 cubic feet Sewer per 100 cubic feet Meter Service Charge 5/8 inch & 3/4 inch meter Water Availability Charge - Single Family Sewer Availability Charge - Single Family

$ $ $ $ $

FY 20 9.71 7.27 10.00 5,520 6,000

$ $ $ $ $

9.71 7.27 11.25 5,520 6,000

% Change 0% 0% 13% 0% 0%

 Transfer of $7.275M to cash fund Public Utilities Capital Projects.

FINANCIAL POLICY COMPLIANCE STATUS:  Utility Fund Financial Independence of the General Fund  Unrestricted Cash and Long Term Investments Balance at 25% of operations  Bond amortization not to exceed useful life of projects financed  Debt Service Coverage Ratio of 1.15 or greater

Yes 78% Yes 1.17

City of Suffolk Adopted FY 2019-20 Operating and Capital Budget Stormwater Fund - Executive Summary

Current Monthly Fee per ERU: Adopted Monthly Fee per ERU:

$ $

6.00 6.00

% Change

Stormwater

Adopted Revenues:

6,297,184

-13%

Adopted Expenditures:

6,297,184

-13%

Unfunded Gap:

Increase / (Decrease) from Prior Fiscal Year:

(0)

(949,680)

Includes: ď&#x192;&#x2DC; Mandated provision of Stormwater management services citywide to include mosquito control services.

City of Suffolk Adopted FY 2019-20 Operating and Capital Budget Transit Fund - Executive Summary % Change

Transit

Adopted Revenues:

1,699,144

-12%

Adopted Expenditures:

1,699,144

-12%

Unfunded Gap:

Increase / (Decrease) from Prior Fiscal Year:

(235,053)

Includes: ď&#x192;&#x2DC; Outsource of service delivery via Virginia Regional Transit Authority. ď&#x192;&#x2DC; Capital acquisition of (1) 19 passenger bus.

City of Suffolk Adopted FY 2019-20 Operating and Capital Budget Refuse Fund - Executive Summary

Current Monthly Fee per Household: Adopted Monthly Fee per Household:

$ $

19.50 21.30

% Change

Refuse

Adopted Revenues:

9,091,649

Adopted Expenditures:

9,091,649

Unfunded Gap:

Increase / (Decrease) from Prior Fiscal Year:

(0)

563,216

Includes:  Provides for Citywide Refuse, Recycling, and Bulk Refuse pick up.  Provides for Citywide residential refuse and recycling pick-up to an estimated 30,101 households.  Compliance plan for State 25% citywide recycling requirement.  $1.80 per month fee increase to address cost requirements of trash disposal.

City of Suffolk Adopted FY 2019-20 Operating and Capital Budget Grants Fund - Executive Summary % Change

Grants

Adopted Revenues:

660,129

Adopted Expenditures:

660,129

Unfunded Gap:

Increase / (Decrease) from Prior Fiscal Year:

25,914

Includes: ď&#x192;&#x2DC; $660,129 in local cash match funds to leverage State and Federal grant opportunities for the City.

City of Suffolk Adopted FY 2019-20 Operating and Capital Budget Fleet Fund - Executive Summary % Change

Fleet

Adopted Revenues:

14,768,171

Adopted Expenditures:

14,768,171

1,152,579

Unfunded Gap:

Increase / (Decrease) from Prior Fiscal Year:

Includes:  Cost estimate for fuel of $2.72 per gallon (govt. secured rate).  Replacement of fleet equipment exceeding standards for replacement due to cost and safety factors.

City of Suffolk Adopted FY 2019-20 Operating and Capital Budget Information Technology Fund - Executive Summary

Information Technology

% Change

Adopted Revenues:

10,087,567

Adopted Expenditures:

10,087,567

620,637

Unfunded Gap:

Increase / (Decrease) from Prior Fiscal Year:

Includes: ď&#x192;&#x2DC; Funding to provide for technology support services citywide for: - information technology disaster recovery - website maintenance - telecommunications, radio and tower services - network infrastructure - internet services - numerous and varied hardware and software program support ď&#x192;&#x2DC; Addition of 1 FTE - IT Security Administrator

City of Suffolk Adopted FY 2019-20 Operating and Capital Budget Risk Fund - Executive Summary % Change

Risk

Adopted Revenues:

20,541,171

Adopted Expenditures:

20,541,171

Unfunded Gap:

Increase / (Decrease) from Prior Fiscal Year:

(0)

27,849

Includes:  Mandated coverage of workman's compensation, public safety "line of duty" benefits, and employee drug and alcohol screenings.  Mandated provision of health insurance benefits to employees with employer/employee cost sharing formula.  Mandated funding of required contribution to retiree benefits per GASB 45 OPEB ruling.

FINANCIAL POLICY COMPLIANCE STATUS:  Projected compliance for Risk Stabilization Reserve of 20% of anticipated claims.

Yes

City of Suffolk Adopted FY 2019-20 Operating and Capital Budget School Operating Fund - Executive Summary % Change

Schools

Adopted Revenues:

173,824,500

Adopted Expenditures:

173,824,500

5,161,963

Unfunded Gap:

Increase / (Decrease) from Prior Fiscal Year:

Includes:  Increase of $1,000,000 in local contributions.

Request: $

 Additional local appropriation request for funding of $1,000,000.

1,000,000

Recommended: $ 1,000,000

Operating Fund

Year to Year Comparative Data Adopted FY 19 Requested FY 20 Adopted FY 20 % Change $ 148.3 $ 153.5 $ 153.0 3.17%

Lease of Building

0.5

0.00%

Grant Fund

11.4

11.6

11.7

2.63%

Food Services Fund

8.5

8.6

1.18%

Operating Request: $

168.7

174.2

173.8

3.02%

School Debt Service: $

11.0

11.6

5.45%

Total School Funding: $

179.7

185.8

185.4

3.17%

Student Population: September Enrollment: Average Daily Membership: * Spending Per Pupil:

14,324 13,800

14,265 13,800

0% 0%

13,022

13,464

13,435

3.17%

* calculation includes all revenue of State, Federal, Local, Grants, and Other

Summary of Revenues and Expenditures for All Funds FY 2018 - FY 2020

FY 2018 Actual REVENUES General Property Taxes Other Local Taxes Permits, Fees, and Regulatory Licenses Fines and Forfeitures Use of Money and Property Charges for Services Miscellaneous Revenue Recovered Costs Revenue from the Commonwealth Revenue from the Federal Government Fund Transfers In Long Term Debt Issuance Fund Balance TOTAL REVENUES EXPENDITURES - by Function General Government Judicial Public Safety Public Works Public Utilities Health & Welfare Education Parks, Recreation & Cultural Community Development Other Public Services Non-Departmental Debt Fund Transfers Out TOTAL EXPENDITURES

FY 2019 Budget

127,068,265 45,736,944 2,075,697 1,142,491 3,419,569 106,089,617 11,000,150 1,145,621 141,102,109 23,376,947 98,037,638 32,373,366 592,568,414

34,803,231 9,059,267 63,811,083 68,090,345 20,847,314 13,316,914 184,490,128 11,965,947 5,818,061 6,975,427 17,528,811 44,893,824 97,193,135 578,793,485

FY 2020 Budget

131,509,563 43,775,000 2,079,550 790,000 2,474,898 112,541,671 3,549,180 794,900 161,615,055 20,585,368 109,640,988 23,561,886 14,565,587 627,483,641

46,444,827 8,867,365 63,252,436 95,366,004 36,314,374 13,979,976 171,237,537 13,654,235 6,875,228 4,433,177 6,190,301 51,227,195 109,640,988 627,483,641

135,679,043 45,850,000 1,716,475 1,040,000 2,954,998 117,614,049 3,362,000 949,423 161,820,735 21,656,753 106,803,615 27,040,510 12,909,942 639,397,543

44,646,521 9,312,919 70,893,012 92,929,963 36,868,125 14,507,652 176,399,500 14,333,726 8,666,454 4,740,387 7,858,727 51,561,941 106,678,615 639,397,543

Projected Fund Balances - June 30, 2019

136,343,983

Projected Fund Balances - June 30, 2020

125,152,247

Notes: FY 2018 Actual amounts are tied to the City's Comprehensive Annual Financial Report (CAFR) and do not reflect receipts carried forward from prior years or unexpended funds for future years. Fund Balances are shown in total to include nonspendable, restricted, unrestricted, committed, assigned, and unassigned fund balance classifications.

City of Suffolk All Funds Revenues and Expenditures Summary FY 2019 - 2020 Operating and Capital Budget

General Fund REVENUES General Property Taxes Other Local Taxes Permits, Fees, and Regulatory Licenses Fines and Forfeitures Use of Money and Property Charges for Services Miscellaneous Revenue Recovered Costs Revenue from Commonwealth Revenue from Federal Government Fund Transfers In Long Term Debt Issuance Fund Balance TOTAL REVENUES

11,061,228 9,271,338 64,083,405 5,281,637 14,507,652 11,459,226 6,961,704 1,091,408 640,000 94,683,393 219,040,993

Fund Balances - June 30, 2018

65,326,008

Projected Fund Balances - June 30, 2019

68,121,239

Appropriations to/from Fund Balances during the year - FY 20

(1,000,000)

Projected Fund Balances - June 30, 2020

Aviation Fund

133,792,277 45,850,000 1,346,475 790,000 2,270,946 3,442,381 970,000 697,217 21,207,551 4,978,215 2,695,930 1,000,000 219,040,993

EXPENDITURES - by Function General Government Judicial Public Safety Public Works Public Utilities Health & Welfare Education Parks, Recreation & Cultural Community Development Other Public Services Non-departmental Debt Fund Transfers Out TOTAL EXPENDITURES

67,121,239

Downtown Business Overlay Taxing District Fund

269,052 695,000 91,531 1,055,583

1,006,029 49,554 1,055,583

171,749 171,749

513,677

187,528

171,749 171,749

513,677

187,528

513,677

187,528

Notes: General Fund - $1M budgeted from General Fund unassigned fund balance for one-time capital projects.

City of Suffolk All Funds Revenues and Expenditures Summary FY 2019 - 2020 Operating and Capital Budget

Law Library Fund

Transit Fund REVENUES General Property Taxes Other Local Taxes Permits, Fees, and Regulatory Licenses Fines and Forfeitures Use of Money and Property Charges for Services Miscellaneous Revenue Recovered Costs Revenue from Commonwealth Revenue from Federal Government Fund Transfers In Long Term Debt Issuance Fund Balance TOTAL REVENUES

81,350 18,500 222,860 627,538 748,896 1,699,144

1,692,950 6,194 1,699,144

Fund Balances - June 30, 2018

236,674

Projected Fund Balances - June 30, 2019

Projected Fund Balances - June 30, 2020

35,000 6,580 41,580

41,580 41,580

28,964,818 28,964,818

220,741

492,720

226,674

Appropriations to/from Fund Balances during the year - FY 20

226,674

220,741

Debt Service Fund

90,353

(6,580) $

214,161

28,964,818 28,964,818

90,353

Notes: Law Library Fund - $6,580 is budgeted from the Law Library restricted fund balance for one-time expenses.

City of Suffolk All Funds Revenues and Expenditures Summary FY 2019 - 2020 Operating and Capital Budget

Utility Fund REVENUES General Property Taxes Other Local Taxes Permits, Fees, and Regulatory Licenses Fines and Forfeitures Use of Money and Property Charges for Services Miscellaneous Revenue Recovered Costs Revenue from Commonwealth Revenue from Federal Government Fund Transfers In Long Term Debt Issuance Fund Balance TOTAL REVENUES

Information Technology Fund

- $ 400,000 51,149,100 100,000 7,275,000 58,924,100 $

- $ 12,867,921 1,900,250 14,768,171 $

10,087,567 10,087,567

- $ 24,043,125 50,000 5,001,006 22,010,830 7,819,139 58,924,100 $

- $ 14,123,553 21,981 293,401 329,236 14,768,171 $

9,636,991 124,562 121,538 204,476 10,087,567

37,173,594 $

10,953,551 $

(329,507)

Projected Fund Balances - June 30, 2019

31,530,346

10,338,351

(329,507)

Appropriations to/from Fund Balances during the year - FY 20

(7,275,000)

(1,900,250)

Projected Fund Balances - June 30, 2020

Fleet Mgmt. Fund

24,255,346 $

8,438,101 $

(329,507)

Notes: Utility Fund - $7,275,000 budgeted from Utility Fund unrestricted fund balance for cash funded water and sewer capital projects. Fleet Management Fund - $1,900,250 budgeted from Fleet Management Fund unrestricted fund balance for cash funded vehicle and equipment additions and replacements.

City of Suffolk All Funds Revenues and Expenditures Summary FY 2019 - 2020 Operating and Capital Budget

Risk Mgmt. Fund REVENUES General Property Taxes Other Local Taxes Permits, Fees, and Regulatory Licenses Fines and Forfeitures Use of Money and Property Charges for Services Miscellaneous Revenue Recovered Costs Revenue from Commonwealth Revenue from Federal Government Fund Transfers In Long Term Debt Issuance Fund Balance TOTAL REVENUES EXPENDITURES - by Function General Government Judicial Public Safety Public Works Public Utilities Health & Welfare Education Parks, Recreation & Cultural Community Development Other Public Services Non-departmental Debt Fund Transfers Out TOTAL EXPENDITURES Fund Balances - June 30, 2018

20,541,171 20,541,171

20,412,173 84,659 44,339 20,541,171

8,609,260

Projected Fund Balances - June 30, 2019 Appropriations to/from Fund Balances during the year - FY 20 Projected Fund Balances - June 30, 2020

Route 17 Taxing District Fund

1,715,017 1,715,017

7,865,129 454,000 250,206 522,314 9,091,649

1,386,847 328,170 1,715,017

8,638,860 159,250 293,539 9,091,649

1,699,098

3,649,110

9,035,239

1,856,396

1,386,847

9,035,239

Refuse Fund

3,243,243

3,164,677 (522,314) $

2,642,363

Notes: Route 17 Taxing District Fund - $1,386,847 is budgeted as reserve for future cash funded or debt funded capital projects in the Route 17 Taxing District Fund. Refuse Fund - $522,314 budgeted from Refuse Fund restricted fund balance for one-time expenses.

City of Suffolk All Funds Revenues and Expenditures Summary FY 2019 - 2020 Operating and Capital Budget

Road Maintenance Fund REVENUES General Property Taxes Other Local Taxes Permits, Fees, and Regulatory Licenses Fines and Forfeitures Use of Money and Property Charges for Services Miscellaneous Revenue Recovered Costs Revenue from Commonwealth Revenue from Federal Government Fund Transfers In Long Term Debt Issuance Fund Balance TOTAL REVENUES EXPENDITURES - by Function General Government Judicial Public Safety Public Works Public Utilities Health & Welfare Education Parks, Recreation & Cultural Community Development Other Public Services Non-departmental Debt Fund Transfers Out TOTAL EXPENDITURES Fund Balances - June 30, 2018

6,297,184 6,297,184

24,100,595 810,000 12,275,391 27,040,510 331,359 64,557,855

$ $

10,851,467

2,715,375

9,676,311

1,711,958

Appropriations to/from Fund Balances during the year - FY 20

Capital Projects Fund

25,789,076 2,167,257 27,956,333

Projected Fund Balances - June 30, 2019

Projected Fund Balances - June 30, 2020

370,000 250,000 15,000 1,214,504 24,500 2,000 24,205,890 1,874,439 27,956,333

Stormwater Mgmt. Fund

(1,874,439) $

7,801,872

5,263,449 599,672 12,104 421,959 6,297,184

2,876,000 6,809,607 33,661,639 12,825,000 2,575,000 2,874,500 1,704,750 900,000 331,359 64,557,855

1,711,958

Notes: Road Maintenance Fund - $1,874,439 budgeted from restricted Road Maintenance fund balance for one-time expenses.

City of Suffolk All Funds Revenues and Expenditures Summary FY 2019 - 2020 Operating and Capital Budget

Grants Fund REVENUES General Property Taxes Other Local Taxes Permits, Fees, and Regulatory Licenses Fines and Forfeitures Use of Money and Property Charges for Services Miscellaneous Revenue Recovered Costs Revenue from Commonwealth Revenue from Federal Government Fund Transfers In Long Term Debt Issuance Fund Balance TOTAL REVENUES EXPENDITURES - by Function General Government Judicial Public Safety Public Works Public Utilities Health & Welfare Education Parks, Recreation & Cultural Community Development Other Public Services Non-departmental Debt Fund Transfers Out TOTAL EXPENDITURES Fund Balances - June 30, 2018

Schools Fund

660,129 660,129

Grand Total

4,032,742 1,100,000 92,083,839 15,241,000 61,366,920 173,824,500

173,824,500 173,824,500

135,679,043 45,850,000 1,716,475 1,040,000 2,954,998 117,614,049 3,362,000 949,423 161,820,735 21,656,753 106,803,615 27,040,510 12,909,942 639,397,543

44,646,521 9,312,919 70,893,012 92,929,963 36,868,125 14,507,652 176,399,500 14,333,726 8,666,454 4,740,387 7,858,727 51,561,941 106,678,615 639,397,543

142,299,296

Projected Fund Balances - June 30, 2019

136,343,983

Appropriations to/from Fund Balances during the year - FY 20

(11,191,736)

Projected Fund Balances - June 30, 2020

125,152,247

REVENUE ANALYSIS General Fund The General Fund is the primary operating fund of the City. It provides the financial resources for the majority of City programs and services including general administration, capital programs, courts, economic development, planning, zoning, and inspections, health and social services, libraries, public safety, public works, parks and recreation, and tourism. General Fund revenue is comprised of general property tax revenue (61%), other local tax revenue (21%), revenue from fees and charges (4%), state revenue (10%), federal revenue (2%), and fund transfers (2%). General Fund revenue is projected to increase 2.7% over the previous year budget in FY 20 to $219M.

General Fund Revenue FY 17 Actual General Property Taxes Other Local Taxes Revenue from Fees and Charges State Revenue Federal Revenue Fund Transfers

FY 18 Actual

FY 19 Budget

FY 19 Projected

FY 20 Adopted

$ 121,658,169 $ 125,207,480 $ 129,634,771 $ 132,322,264 $ 133,792,277 43,167,506 45,736,944 43,775,000 45,933,814 45,850,000 8,242,414 9,204,034 8,014,000 9,262,578 9,517,019 21,339,317 20,291,781 20,871,429 21,102,208 21,207,551 5,471,106 4,919,215 4,952,923 4,981,312 4,978,215 2,350,066 5,943,701 9,832,749 3,695,930 2,493,685 $ 202,372,197 $ 207,709,520 $ 213,191,824 $ 223,434,925 $ 219,040,992

General Property Taxes General property taxes account for approximately 61% of General Fund revenue and consist of taxes on real estate, personal property (i.e. airplanes, boats, cars, trucks, trailers, mobile homes, recreational vehicles and machinery and tools), public service corporation taxes, and penalties and interest. Real estate tax revenue is the Cityâ&#x20AC;&#x2122;s largest source of revenue, comprising 48% of General Fund revenue. A 2% or $2.4M increase in real estate tax revenue is projected in FY 20 which is attributed to assessed value growth and new construction. The assessed value of real estate increased 2.1% due to reassessment. Assessed value growth of existing properties accounted for 1.17% of the increase, while new construction garnered .92% of the total increase in assessed value. The real estate tax rate will remain at $1.11 per $100 of assessed value in FY 20. Personal property tax revenue, which accounts for nearly 10% of General Fund revenue, is projected to increase 6% or $1,300,000 in FY 20. The projected increase is based on analysis of current assessed values and historic trends.

Other Local Taxes Other local taxes include levies on sales and use, communications sales, utilities, business licenses, motor vehicle licenses, bank stock, recordation and probate, tobacco, admissions, lodging and meals. Other local tax revenue is projected to increase 5% or $2,075,000 in FY 20. Local taxes driving the 5% increase include meals tax (11%), business license (7%), recordation and probate tax (24%), utility tax (4%), and bank stock tax (4%). New residential, office, commercial, retail, and restaurant developments in central and northern Suffolk have bolstered local tax revenue in recent years. Continued economic growth and development is anticipated in the next fiscal year. Revenue from Fees and Charges Revenue from fees and charges account for 4% of all General Fund revenue and consist of permits, privilege fees, and regulatory licenses; fines & forfeitures; revenue from the use of money and property; charges for services; miscellaneous revenue; and recovered costs. Revenue from fees and charges is projected at $9.5M in FY 20 or 19% increase over the previous year budget. The primary drivers of the increase include General District Court fines and interest on investments and bond proceeds due to an uptick in interest rates. Additionally, the FY20 budget increases various permits and inspection fees by 5%. Â

Permits, Privilege Fees, and Regulatory Licenses Revenue from permits, privilege fees, and regulatory licenses consists of fees for animal licenses, land use applications, land transfers, zoning, use and ordinances, building and weapons permits, borrow pit fees, and fishing and other miscellaneous permits. Based on current trends revenue from permit, privilege fees and regulatory licenses are projected to increase 4% or approximately $55,675 in FY 20. The increased revenue is due to land transfer fees, building permits and zoning, use an ordinance fees which will be increased 5% in FY20 to bring the Cityâ&#x20AC;&#x2122;s fees in line with other localities in the region.

Fines & Forfeitures Revenue from fines and forfeitures is comprised of General District Court fines, parking fines and violation fees, and false alarm violation fees. Revenue from fines and forfeitures is projected to increase 46% or approximately $250,000 in FY20. The increased revenue is due General District Court fines which have trended higher the last two years. Revenue from Use of Money and Property Revenue from the use of money and property consists of interest earned on investments, bond proceeds, and the rental of City facilities. An increase of $922,000 is projected in FY 20 due to the rise of interest rates on investments and bond proceeds. Charges for Services Charges for Services includes fees and charges for emergency medical service, court security, animal adoptions, recreation and special events, grave openings, and sale of service revenue to other City funds. Revenue from Charges for Services is projected to increase 4% or $119,821 in FY 20. The increase is primarily due to higher trends in excess fees received by the Circuit Court Clerk’s office and increased utilization of the City’s emergency medical services. Miscellaneous Revenue Miscellaneous revenue is comprised of delinquent tax collection fees; tourism gift shop sales; gifts, donations, and contributions and payments in lieu of taxes from the Suffolk Redevelopment and Housing Authority. Miscellaneous revenue is projected to remain flat at $970,000 in FY 20. Recovered Costs Recovered costs include reimbursements from other governmental agencies such as Suffolk Public Schools and the Western Tidewater Community Service Board for services provided by City departments. Recovered cost revenue is projected to increase 28% or $154,523 in FY 20 due to reimbursements from the school division for school resource officers and the Western Tidewater Community Service Board for crisis intervention transports by the police department. State Revenue Revenue from the Commonwealth of Virginia represents approximately 10% of General Fund revenue and includes non-categorical aid, shared expenses, and categorical aid. State revenue is projected to increase slightly by 2% or approximately $336,122 in FY 20. The increase is primarily due to an increase in shared expenses from the Commonwealth of Virginia Compensation Board. Non-Categorical Aid The City receives various sources of non-categorical aid from the Commonwealth of Virginia including motor vehicle carrier, mobile home titling, rolling stock, deeds/grantors, and vehicle rental tax revenue, as well as House Bill 599 (police operational aid) and personal property tax relief funding. Non-categorical aid is projected to remain flat in FY 20. Shared Expenses The City receives funding from the Commonwealth of Virginia Compensation Board for the shared expenses of operating state-assisted local offices including the offices of the Commonwealth’s Attorney, Sheriff, the Commissioner of the Revenue, Treasurer, Voter Registrar, and Circuit Court Clerk. State shared expense revenue is projected to increase by 5% in FY 20. 63

Categorical Aid The City receives categorical aid from the Commonwealth of Virginia for specific locally administered programs and services including social services, public safety, courthouse maintenance, and library services. Categorical aid is projected to increase 4% in FY 20 to $4.4M based on state aid estimates for social services programs. Federal Revenue The City receives federal revenue for emergency services, the food stamp program, and temporary assistance for needy families. Federal revenue is projected to increase 1% or approximately $25,292 in FY 20.

Other Funds In addition to the General Fund, the City also has 16 other funds which account for the proceeds of revenue sources that are legally restricted to expenditures for specified purposes. These funds include the Capital Projects Fund, the Debt Service Fund, seven special revenue funds (Aviation, Consolidated Grants, Downtown Business Overlay Taxing District, Road Maintenance, Law Library, Route 17 Special Taxing District, and Transit), three enterprise funds (Utility, Stormwater Utility, and Refuse), three internal service funds (Fleet Management, Information Technology, and Risk Management), and one discreetly presented component unit, the Schools Fund. Capital Projects Fund The Capital Projects Fund budget for FY 20 is $64.5M which represents a 4% decrease over FY 19. The Capital Projects Fund derives revenues from the issuance of bonds, state and federal grants, and fund transfers. The Capital Projects Fund is supported by the following funding sources in FY20: $21.5M general obligation bonds (33%), $24.9M state and federal funds (39%), $7.4M transfer from other funds (12%), $5.5M public utility bonds (9%), and $4.9M general funds cash (7%). Capital Projects Fund Revenue Sources FY 2019‐2020

General Obligation Bonds 33%

State and Federal Grants 39%

Transfer from Other Funds 12%

General Fund Cash 7%

Public Utility Revenue Bonds 9%

Debt Service Fund The Debt Service Fund is used to account for the payment of general long term debt principal, interest, and related costs associated with general government projects that are debt financed. Revenues in this fund are derived through the transfer of funds from the General Fund, Road Maintenance Fund, and the Route 17 Special Taxing District Fund. The Debt Service Fund budget will increase 2% in FY 20 to $28.9M. Special Revenue Funds Special Revenue Funds provide for revenue derived from specific sources other than major capital projects that are restricted by legal and regulatory provisions to finance specific activities. Downtown Business Overlay Taxing District Fund The Downtown Business Overlay Taxing District (DBOD) provides for revenues and expenditures related to enhanced services provided in a specifically designated area of downtown Suffolk. Revenues are derived from an additional real estate tax levy of $.105 assessed on properties located within the districtâ&#x20AC;&#x2122;s boundaries. The projected DBOD revenue for FY 20 remains flat at $171,749. Road Maintenance Fund The Road Maintenance Fund accounts for revenues and expenditures related to the maintenance of roads and bridges. Revenues are derived primarily from the State Urban Street Maintenance Program and sale of services to other funds. The Road Maintenance Fund budget for FY 20 is $27.9M, a 5% increase over FY 19. The increase is due primarily to an increase in sale of service for banners and developer plan review and increased reliance on fund balance for bridge repairs in FY 20. State revenue, which is based on a funding formula accounting for roadway miles in the City, is projected to increase by 3% to $24.2M in FY 20. Consolidated Grants Fund The Consolidated Grants Fund accounts for revenues and expenditures of grant and local matching funds provided for various programs and services. Budgeted revenue includes a transfer from the General Fund, which is used for required local matching funds to state and federal grants accepted and appropriated during the fiscal year. The Consolidated Grants Fund budget for FY 20 is $660,129, a 4% increase over FY 19 due to additional required matching funds. Law Library Fund The Law Library Fund provides for the operation, maintenance, and purchase of legal materials for the Suffolk Law Library. Revenues are obtained through the collection of fees on court cases processed in the Circuit and General District courts. The Law Library Fund budget for FY 20 is $41,580, a 4% increase over FY 19. Route 17 Special Taxing District Fund The Route 17 Special Taxing District Fund accounts for revenues and expenditures related to enhanced economic development and transportation services provided in a specifically designated area of northern Suffolk. Revenues are derived from an additional real estate tax levy of $.24 assessed on properties located within the districtâ&#x20AC;&#x2122;s boundaries. The projected revenue for FY 20 remains flat at $1.7M.

Aviation Facilities Fund The Aviation Facilities Fund accounts for the revenues and expenditures of the Suffolk Executive Airport. Fund revenues are comprised of fuel sales (64%), rental of facilities such as airport hangars (25%), miscellaneous revenue to include an airport usage fee (2%), and the transfer of funding support from the General Fund (9%). The Aviation Facilities Fund budget for FY 20 remains flat at approximately $1.1M. Transit Fund The Transit Fund accounts for the revenues and expenditures of Suffolkâ&#x20AC;&#x2122;s transit service, which is outsourced to the Virginia Regional Transit Authority (VRTA), and includes six bus routes and ADA service. The Transit Fund derives revenues from General Fund transfers (44%), state and federal funding (50%), fare collections (5%), and miscellaneous revenue (1%). The Transit Fund budget for FY 20 is approximately $1.7M, a 12% decrease over FY 19 due to a projected reduction in state funding. Enterprise Funds Enterprise funds are used to account for operations that are financed and operated in a manner similar to private business enterprises. The intent of enterprise funds is for the costs of providing goods or services to the general public to be financed or recovered primarily through user charges. Utility Fund The Utility Fund provides for water and sewer services to City residents and businesses. All activities necessary to provide these services are accounted for in this fund, including, but not limited to, administration, operation, maintenance, billing, collections, capital financing and related debt service and fixed assets of the water and sewer systems. The Utility Fund is designed to be self-sustaining. The Utility Fund budget for FY 20 remains flat at approximately $58.9M. The Utility Fund derives revenues through charges for water and sewer service, water and sewer availability charges, bulk water sales, meter service charges, hydrant rentals, capital contributions from development, capitalized interest, bond rebates, special fees, sale of services, and miscellaneous revenue. Consumption based water and sewer rates will remain flat at $9.71 (water) and $7.27 (sewer) monthly per 100 cubic feet in FY 20. Meter services charges will increase by $1.25 in FY20. Stormwater Fund The Stormwater Fund provides for the operation, management, construction and maintenance of stormwater facilities, as well as mosquito control services. A stormwater fee of $6.00 per month is assessed on all residential units. Commercial businesses pay a multiple of the equivalent residential unit. The stormwater fee is a result of the Federal Clean Water Act of 1972 and amendments thereafter which require cities to make improvements to reduce the amount of pollution from stormwater runoff. No federal or state funding is provided to offset the cost of the water quality measures. The Fund earns additional revenue through permit and inspection fees paid by developers based on a percentage of hard surface coverage required for development and the sale of services such as engineering services to other City funds. The Stormwater Fund budget for FY 20 is approximately $6.3M, a 13% decrease over FY 19. The reduction is due to the elimination of using fund balance for Stormwater capital improvements in FY 20.

Refuse Fund The Refuse Fund accounts for the revenues and expenditures of the City’s refuse collection and recycling services which include citywide refuse, recycling, and bulk refuse pickup. The Fund is designed to be self-sustaining through revenue generated by fees for refuse collection, the sale of trash cans, sale of service to other City funds, and landfill host fee revenue. The Refuse Fund budget for FY 20 is approximately $9.1M, a 7% increase over FY 19. The FY 20 monthly refuse collection fee will increase from $19.50 to $21.30 to address cost requirements of trash disposal at the regional landfill. Internal Service Funds Internal service funds are used to account for the operational cost of services provided to other city departments. Revenue is derived from charges on a cost reimbursement basis. The internal service funds include the Fleet Management Fund, Information Technology Fund, and Risk Management Fund. Information Technology Fund The Information Technology Fund provides for the operation and maintenance of the City’s technology infrastructure including computer, software, and telephone systems. The cost of operating these systems is allocated to the various city departments and agencies on a cost reimbursement basis. The Information Technology Fund budget for FY 20 is approximately $10.1M, a 7% increase over FY 19. Fleet Management Fund The Fleet Management Fund accounts for the revenue and expenditures of the City’s centralized fleet management program including vehicle and equipment acquisition, maintenance, repairs, and fuel. Operating costs are allocated to city departments and agencies that use fleet equipment and assets on a cost reimbursement basis. The Fleet Management Fund budget for FY 20 is approximately $14.8M, an 8% increase over FY 19. Risk Management Fund The Risk Management Fund provides for the funding and payment of auto, general liability, health and worker’s compensation claims against the City. The Fund derives revenue from the allocation of costs to City departments based on insured asset values, the number of employees per department, and estimated premiums and claims for the year. The Risk Management Fund budget for FY 20 is flat at approximately $20.5M. Discretely Presented Component Unit Discretely presented component units are reported separate from the primary government to emphasize that they are legally separate from the City. The Schools Fund is a discretely presented component unit. Schools Fund The Schools Fund provides for the activities of the Suffolk Public School System. The appropriation by the City consolidates the funding for the existing three School funds including the School Operating Fund, School Food Service Fund, and School Grants Fund. Revenues are derived from local, state, federal, and other sources. The School Operating Fund budget for FY 20 is approximately $173.8M, a 3% increase over FY 19. The increase is primarily due to a $4.2M increase in state, federal, and other funding for education and a $1M increase in local funding. 67

General Operating Fund

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CITY OF SUFFOLK, VIRGINIA ADOPTED FY 2019-20 OPERATING AND CAPITAL BUDGET GENERAL FUND Revenue Summary

2016-2017 Actual

Revenue Type

2017-2018 Actual

2018-2019 Budget

2019-2020 Adopted

Budget % Change

GENERAL PROPERTY TAXES Real Property Public Service Corporation Taxes Personal Property Penalties and Interest on Taxes

95,562,092 $ 97,643,722 $ 103,634,771 $ 4,114,710 4,344,058 4,300,000 20,765,549 22,008,594 20,700,000 1,215,818 1,211,106 1,000,000

105,992,277 4,600,000 22,000,000 1,200,000

2% 7% 6% 20%

Total General Property Taxes

121,658,169 $ 125,207,480 $

129,634,771 $

133,792,277

10,399,254 3,311,375 4,447,778 6,891,756 2,436,079 629,727 1,477,475 2,069,356 365,757 1,706,709 9,432,240

11,000,000 3,300,000 4,500,000 7,000,000 2,400,000 625,000 1,450,000 1,950,000 350,000 1,700,000 9,500,000

11,300,000 3,000,000 4,700,000 7,500,000 2,400,000 650,000 1,800,000 1,900,000 350,000 1,750,000 10,500,000

3% -9% 4% 7% 0% 4% 24% -3% 0% 3% 11%

43,775,000 $ 173,409,771 $

45,850,000 179,642,277

5% 4%

OTHER LOCAL TAXES Sales and Use Tax Communications Sales Tax Utility Taxes ( Electric / Gas) Business License Tax Motor Vehicle License Tax / Fee Bank Stock Tax Recordation & Probate Tax Tobacco Tax Admissions Tax Lodging Tax Meals Tax Total Other Local Taxes TOTAL LOCAL TAX REVENUE

$ $

10,977,388 3,212,841 4,839,131 7,552,220 2,354,440 675,738 1,866,957 1,971,283 387,581 1,787,927 10,111,438

43,167,506 $ 45,736,944 $ 164,825,676 $ 170,944,424 $

PERMITS, PRIVILEGE FEES, AND REGULATORY LICENSES Animal License Land Use Application Fee Land Transfer Fee Zoning, Use and Ordinance Fee Building Permits Weapons Permits Borrow Pit Fees Fishing Permits Miscellaneous Permits Total Permits, Privilege Fees, and Regulatory Licenses

34,869 17,450 3,080 254,209 826,718 47,182 120,830 1,612 330 $

1,306,280 $

31,311 14,610 3,281 373,590 886,897 57,656 100,497 1,620 625 1,470,087 $

35,000 15,000 2,500 250,000 875,000 45,000 65,000 3,000 300 1,290,800 $

35,000 15,000 3,000 262,500 918,750 45,000 65,000 1,600 625

0% 0% 20% 5% 5% 0% 0% -47% 108%

1,346,475

500,000 140,000 150,000

67% 40% 7%

FINES & FORFEITURES General District Court Fines Parking Fines and Violation Fees False Alarm Violation Fees Total Fines & Forfeitures

361,543 136,897 156,300 $

654,739 $

547,450 175,092 161,766 884,308 $

300,000 100,000 140,000 540,000 $

790,000

46%

800,000 1,100,000 217,471 20,000 100,000 28,800 4,675

60% 120% 0% 11% 25% 0% 0%

2,270,946

68%

REVENUE FROM USE OF MONEY AND PROPERTY Interest on Investments Interest on Bond Proceeds Municipal Center Building Rent Park Facility Use Fees Recreational Building Rental Antenna Space Rental Vending Machine Commission Other Rentals Total Revenue from Use of Money and Property

231,142 558,359 217,471 17,317 116,462 28,800 16,646 4,675 $

1,190,872 $

576,456 1,067,338 205,148 27,933 101,215 28,800 18,488 4,675 2,030,053 $

500,000 500,000 217,471 18,000 80,000 28,800 4,675 1,348,946 $

CITY OF SUFFOLK, VIRGINIA ADOPTED FY 2019-20 OPERATING AND CAPITAL BUDGET GENERAL FUND Revenue Summary

2016-2017 Actual

Revenue Type

2017-2018 Actual

2018-2019 Budget

2019-2020 Adopted

Budget % Change

CHARGES FOR SERVICES Excess Fees - Circuit Court Clerk Sheriff's Fees (Serving Court Papers) Court Appointed Attorney Fees Court Security Fee Commonwealth Attorney's Fees Police Fire & Rescue EMS Fee Animal Control Fees Recreation & Special Event Fees Library Fines and Charges Tourism Special Event Fees Charges for Planning & Community Development Sale of Service - Capital Projects Administration Sale of Service - Road Maintenance (Police Weights & Measures) Sale of Service - Road Maintenance Fund (Landscape by P&R) Grave Openings Total Charges for Services

87,628 5,787 19,468 83,488 13,090 43,895 30,030 1,808,640 65,601 932,394 20,597 23,979 108 13,151 113,871 10,282 79,215 $

3,351,222 $

99,389 5,787 18,102 113,192 11,556 39,612 22,786 1,722,296 51,965 927,991 19,284 16,442 5 48,792 103,631 22,925 51,404 3,275,161 $

75,000 5,787 18,000 120,000 10,000 30,000 15,000 1,823,773 70,000 900,000 18,000 29,400 100 15,000 115,000 7,500 70,000 3,322,560 $

85,000 5,787 18,000 120,000 10,000 30,000 15,000 1,975,594 50,000 900,000 18,000 27,400 100 15,000 115,000 7,500 50,000

13% 0% 0% 0% 0% 0% 0% 8% -29% 0% 0% -7% 0% 0% 0% 0% -29%

3,442,381

3,000 4,000 6,000 700,000 250,000 7,000

0% 0% 20% 0% 0% 0%

MISCELLANEOUS REVENUE SRHA - Payment in Lieu of Taxes Sale of Salvage/Surplus Property Sale of Real Estate Delinquent Tax Collection Fee Miscellaneous Revenue Sales - Tourism Total Miscellaneous Revenue

10,474 9,599 719,506 242,613 7,118 $

989,309 $

8,744 10,666 749,434 163,540 16,705 949,089 $

3,000 4,000 5,000 700,000 250,000 7,000 969,000 $

970,000

RECOVERED COSTS Reimbursement - Other Localities Reimbursement - School Board Reimbursement - Community Service Board Reimbursement - Jury Duty Compensation Total Recovered Costs TOTAL REVENUE FROM FEES / CHARGES

95,382 370,014 283,983 612 $ $

749,990 $ 8,242,414 $

73,903 374,837 146,059 537 595,336 $ 9,204,034 $

95,000 447,194 500 542,694 $ 8,014,000 $

95,000 501,717 100,000 500

0% 12% 0%

697,217 9,517,019

28% 19%

REVENUE FROM THE COMMONWEALTH - NON CATEGORICAL AID Mobile Home Titling Tax Tax on Deeds - Grantors Tax Rolling Stock Tax Police House Bill 599 Personal Property Tax Relief Vehicle Rental Tax Total Non-Categorical Aid

20,094 288,770 126,736 2,853,820 10,169,730 130,414 $

13,589,564 $

21,641 369,677 128,377 2,853,820 10,169,730 183,121 13,726,367 $

15,000 350,000 130,000 2,959,411 10,169,730 130,000 13,754,141 $

25,000 350,000 130,000 2,959,411 10,169,730 150,000 13,784,141

67% 0% 0% 0% 0% 15% 0%

CITY OF SUFFOLK, VIRGINIA ADOPTED FY 2019-20 OPERATING AND CAPITAL BUDGET GENERAL FUND Revenue Summary

Revenue Type

2016-2017 Actual

2017-2018 Actual

1,005,885 904,808 163,423 209,025 46,977 481,399

1,037,668 947,533 176,773 215,777 47,458 602,953

2018-2019 Budget

2019-2020 Adopted

Budget % Change

SHARED EXPENSES Commonwealth Attorney Sheriff Commissioner of the Revenue Treasurer Registrar Circuit Court Clerk Total Shared Expenses

2,811,516 $

3,028,161 $

1,026,702 933,199 166,610 213,431 46,977 491,630 2,878,549 $

1,065,744 980,485 188,983 219,529 47,458 507,089

4% 5% 13% 3% 1% 3%

3,009,288

CATEGORICAL AID Asset Forfeiture Funds Jurors' Fees Courthouse Maintenance Fees Public Assistance Grants Comprehensive Services Act Property Seizure Program - Police Wireless E911 Grant Miscellaneous Grants Four for Life Grant - EMS Fire Programs Fund Economic Development Incentive Program Library Aid Total Categorical Aid TOTAL STATE REVENUE

$ $

13,065 17,104 33,517 1,897,785 862,764 56,009 227,809 63,503 81,765 274,489 1,250,000 160,427

23,139 24,033 39,479 1,742,163 839,581 50,034 235,603 95 80,663 282,780 60,000 159,683

20,000 40,000 2,541,203 912,553 200,000 81,765 282,780 160,438

20,000 40,000 2,669,809 945,928 200,000 81,046 292,774 164,565

0% 0% 5% 4% 0% -1% 4% 3%

4,938,237 $ 21,339,317 $

3,537,253 $ 20,291,781 $

4,238,739 $ 20,871,429 $

4,414,122 21,207,551

4% 2%

54,487 26,203 5,324,312 23,753 42,351

7,396 21,914 4,870,412 19,493 -

4,932,923 20,000 -

4,958,215 20,000 -

1% 0% -

4,978,215

REVENUE FROM THE FEDERAL GOVERNMENT - NON CATEGORICAL AID Property Seizure Program - Police Public Safety DEA Overtime Public Assistance Grants Refuge Revenue Sharing (Dismal Swamp) Miscellaneous Grants TOTAL FEDERAL REVENUE

FUND TRANSFERS Transfer from Fund Balance Indirect Cost Return: Transfer from Road Maintenance Fund Transfer from Transit Transfer from Aviation Fund Transfer from Utility Fund Transfer from Stormwater Fund Transfer from Refuse Fund Transfer from Fleet Management Fund Transfer from Information Technology Fund Transfer from Risk Management Fund TOTAL OTHER REVENUE

TOTAL REVENUES

5,471,106 $

4,919,215 $

4,952,923 $

3,500,000

1,000,000

593,220 14,207 58,979 663,551 318,352 237,746 351,523 186,427 69,680

571,885 18,027 51,046 644,822 284,527 235,036 311,652 182,629 50,442

664,438 1,480 61,577 651,324 276,291 228,279 291,159 220,111 49,042

802,494 6,194 49,554 544,139 421,959 293,539 329,236 204,476 44,339

21% -20% -16% 53% 29% 13% -7% -10%

2,493,685 $

2,350,066 $

5,943,701 $

3,695,930

-38%

202,372,197 $ 207,709,517 $

213,191,824 $

219,040,993

2.7%

CITY OF SUFFOLK, VIRGINIA ADOPTED FY 2019-20 OPERATING AND CAPITAL BUDGET GENERAL FUND Expenditure Summary Budget 2016-2017

2017-2018

2018-2019

2019-2020

Actual

Budget

Request

Incr

Adopted

Change

GENERAL GOVERNMENT City Council

434,207

1,015,807

1,048,200

1,080,358

1,107,573

325,508

330,681

341,185

345,499

354,633

City Attorney

1,030,147

1,045,912

1,060,831

1,063,588

1,090,671

Human Resources

1,043,659

1,090,225

1,176,780

1,030,036

-12%

City Manager Budget & Strategic Planning

443,141 $

357,203 $

422,192 $

463,692

10% $

Commissioner of the Revenue

1,081,745

1,153,618

1,088,733

1,094,019

1,135,083

Assessor

1,551,733

1,674,250

1,578,765

1,797,561

14%

1,745,106

11%

Treasurer

1,481,569

1,585,431

1,497,881

1,735,387

16%

1,636,998

Finance

1,294,015

1,500,378

1,490,470

1,492,438

1,555,021

Purchasing

331,390

339,181

350,933

374,770

331,860

-5%

Registrar

546,814

452,307

529,627

647,481

22%

640,040

21%

10,145,528 $

10,577,387 $

10,617,757 $

11,061,228

Total General Government

11,271,573

6% $

JUDICIAL Circuit Court Judges

197,413

202,660

209,413

209,913

213,733

General District Court

56,540

57,600

68,613

93,613

36%

68,631

Magistrate's Office

16,382

16,061

17,611

27,611

57%

18,129

Juvenile & Domestic Relations Court

11,719

11,605

16,460

20,810

26%

17,028

693,781

543,995

973,435

Clerk of the Circuit Court

1,381,342

1,536,081

1,496,437

1,572,527

1,589,049

Sheriff

2,663,124

2,741,880

2,781,344

2,997,039

2,891,771

Commonwealth's Attorney

3,004,623

3,074,829

3,264,237

3,658,169

12%

3,499,563

8,024,925 $

8,184,711 $

8,827,550 $

9,553,117

9,271,338

Court Services Unit

Total Judicial

8% $

PUBLIC SAFETY Police Police - Emergency Communications Animal Shelter Management Community Development Services Fire and Rescue Fire and Rescue - Emergency Management Western Tidewater Regional Jail Total Public Safety

22,383,864

23,368,380

23,233,201

26,387,296

14%

25,010,614

1,861,574

1,966,240

1,954,831

2,641,798

35%

2,057,198

887,741

941,230

1,006,913

1,118,325

11%

983,004

-2%

2,415,904

2,466,645

27,799,996

28,987,053

29,992,065

32,164,456

31,717,884

35,078

28,365

20,997

35,904

71%

17,047

-19%

4,364,037

4,364,052

4,424,060

4,297,658

-3%

4,297,658

-3%

66,645,437

10% $

64,083,405

59,748,194 $

62,121,964 $

60,632,067 $

PUBLIC WORKS Public Works - Administration Capital Programs & Facilities Total Public Works

881,330

925,633

953,938

989,106

946,862

-1%

3,804,397

4,055,844

4,178,105

4,295,356

4,334,775

4,685,727 $

4,981,477 $

5,132,043 $

5,284,462

3% $

5,281,637

CITY OF SUFFOLK, VIRGINIA ADOPTED FY 2019-20 OPERATING AND CAPITAL BUDGET GENERAL FUND Expenditure Summary Budget 2016-2017

2017-2018

2018-2019

2019-2020

Actual

Budget

Request

Incr

Adopted

Change

10,835,317

10,779,465

11,439,427

11,746,347

11,844,087

1,295,783

1,402,240

1,405,339

1,455,274

1,460,580

Western Tidewater Health District

840,000

895,655

Western Tidewater Community Service Board

281,152

295,210

307,330

13,252,252 $

13,316,914 $

13,979,976 $

14,404,606

3% $

14,507,652

54,900,378

56,467,515

60,386,646

61,366,920

54,900,378 $

56,467,515 $

60,386,646 $

61,366,920

2% $

61,366,920

2,889,796

HEALTH & WELFARE Social Services Children's Services Act

Total Health & Welfare

EDUCATION Transfer to School Operating - Local Support Total Education

PARKS, RECREATION & CULTURAL Parks and Recreation - Administration

1,693,197

1,764,049

2,839,269

102,913

91,855

2,281,930

2,316,542

2,945,381

Parks and Recreation - Grounds Maintenance

458,811

569,603

Parks and Recreation - Support Services

553,283

582,158

Parks and Recreation - Office on Youth Parks and Recreation - Parks, Gateways & Maintenance

2,947,817 3,219,891

4% 9%

2,916,187

-1%

Parks and Recreation - Recreation

2,495,470

2,558,659

2,250,466

3,488,175

55%

2,294,325

Library

2,857,826

3,062,504

3,314,118

3,598,006

3,358,918

13,253,889

17% $

11,459,226

Total Parks, Recreation & Cultural

10,443,430 $

10,945,371 $

11,349,235 $

COMMUNITY DEVELOPMENT Planning and Community Development

1,342,086

1,484,429

4,064,993

4,436,118

4,387,276

Economic Development

3,747,220

1,207,634

850,073

957,649

13%

986,960

16%

Tourism

589,802

665,941

735,187

764,721

746,704

Media and Community Relations

695,131

725,301

760,890

797,442

771,321

53,607

39,735

69,085

69,185

69,444

6,427,847 $

4,123,040 $

6,480,228 $

7,025,115

6,961,704

983,896

982,096

1,029,970

1,761,784

71%

1,091,408

983,896 $

982,096 $

1,029,970 $

1,761,784

71% $

1,091,408

Virginia Cooperative Extension Service Total Community Development

8% $

OTHER PUBLIC SERVICES Local and Regional Organizations Total Other Public Services

NON-DEPARTMENTAL Non-departmental Transfer to Funds (Capital, Debt, Transit, Aviation)

323,728

226,481

516,679

640,000

24%

640,000

24%

27,512,745

30,305,592

34,239,675

33,670,920

-2%

33,316,473

-3%

27,836,473 $

30,532,072 $

34,756,354 $

Total Non-departmental

34,310,920

-1% $

33,956,473

-2%

Total General Fund Expenditures

$ 196,448,649 $ 202,232,546 $ 213,191,824 $ 224,877,823

5% $

219,040,993

2.7%

THIS PAGE INTENTIONALLY BLANK

CITY COUNCIL DESCRIPTION The City Council is the legislative and policy making body of the City Government. It establishes policies, sets goals and priorities, and interprets and represents the needs of the community to ensure the economic, social, educational, and physical quality of the City. The City Council is supported by the City Clerk whose office is responsible for the preservation and maintenance of the legislative record; recording and publishing City Council minutes; serving as an information center to address inquiries from citizens, municipal departments, and agencies; the management of boards and commissions; and fulfilling research requests. FY 2019 ACCOMPLISHMENTS 

Prepared 100% of City Council retreat, regular meeting, special meeting, and work session minutes in accordance with the Code of Virginia.



Complied with 100% of Freedom of Information Act (FOIA) requests within five working days as prescribed by the Code of Virginia.



Prepared and disseminated 100% of City Council ordinances and resolutions within five days of approval.



Expanded the availability of electronic records internally and externally.

FY 2020 OBJECTIVES 

To prepare 100% of City Council meeting minutes in accordance with the Code of Virginia.



To comply with 100% of Freedom of Information Act requests within five working days as prescribed by the Code of Virginia.



To disseminate 100% of City Council ordinances and resolutions within seven days of approval.



To prepare all boards and commissions records accurately and to prepare all ceremonial items as requested and approved by City Council.



To expand the availability of electronic records both internally and externally.

STATISTICS/PERFORMANCE MEASURES Average time to post Council actions to City website Percentage Council Member attendance at public meetings Public inquiries received Average response time to public inquiries

FY 18 Actual 2 days 99% 1,900 2 days

FY 19 Projected 2 days 100% 2,200 2 days

FY 20 Estimate 2 days 100% 2,400 2 days

Department: City Council Budget Detail 2016-2017 Actual

Account Number: 100-1111051100.02 52100 52210 52400 53100 53500 53600 54100 54500 55210 55230 55500 55810 55840 56001 56012 56017 56026

Salaries and Wages FICA VRS Retirement Group Life Professional Services Printing and Binding Advertising Information Technology Risk Management Postal Services Telecommunications Travel and Training Dues & Association Memberships Code Expense Office Supplies Books and Subscriptions Copier Costs Special Events

Total Operating Expenditures

2017-2018 Actual

2018-2019 Budget

2019-2020 Requested

% Change

2019-2020 Adopted

% Change

256,191 19,052 14,691 1,745 11,910 108,659 367 7,832 6,468 300 3,098 2,490 4,159 6,179

258,890 19,312 14,988 1,780 13,288 22,169 487 7,213 3,849 365 2,360 3,191 4,009 5,302

262,287 20,065 15,001 1,825 5,000 41,863 21,648 1,000 8,007 15,000 500 5,000 5,500 4,496 15,000

262,287 20,065 15,001 1,825 20,000 500 1,000 41,863 21,648 1,000 8,007 20,000 500 20,000 5,000 500 4,496 20,000

0% $ 0% 0% 0% 300% 0% 0% 0% 0% 33% 0% 300% -9% 0% 33%

265,770 20,331 15,376 1,870 5,000 49,610 21,228 1,000 8,007 15,000 500 5,000 5,000 500 5,014 15,000

1% 1% 3% 3% 0% 19% -2% 0% 0% 0% 0% 0% -9% 12% 0%

443,141

357,203

422,192

463,692

10%

434,207

56026 - Special Events: Christmas Party, & Peanut Fest City Reception and special event sponsorships Personnel Summary

Range

Class Mayor Councilman City Clerk 127 Deputy City Clerk

Number of Full-Time Positions

2016-2017 Actual

2017-2018 Actual

2018-2019 Budget

2019-2020 Requested

2019-2020 Adopted

1 7 1 1

CITY MANAGER DESCRIPTION The City Manager is the Chief Executive Officer of the City of Suffolk and is responsible for the day-today administration of City Government. The City Manager recommends policy alternatives to the City Council and implements the policies and priorities established by the governing body in accordance with the City Charter, City Code and Ordinances, and State and Federal regulations. Other essential activities and duties include oversight of operating departments, coordination of legislative affairs with state and congressional leaders, and serving as a liaison to businesses, community organizations, and various local and regional boards and commissions. FY 2019 ACCOMPLISHMENTS 

Affirmed strong bond ratings on the City’s general obligation bonds (AAA/Aa1).



Awarded the Distinguished Budget Presentation Award and Certificate of Achievement for Excellence in Financial Reporting from the Government Finance Officers Association (GFOA).



Initiated capital improvement projects to improve the quality of life of citizens including various roadway and intersection improvements, public safety enhancements, stormwater, and utility improvements.

FY 2020 OBJECTIVES 

To improve the overall efficiency and effectiveness of City Government by continuing to refine the City’s administrative and business practices. (Civic Engagement and Responsive City Services)



To continue strengthening the City’s financial position by adhering to adopted financial policies and best financial management practices and encouraging job growth and capital investment in the community. (Financial Stability)



To ensure the delivery of high quality services and programs to the citizens of Suffolk. (Civic Engagement and Responsive City Services)

STATISTICS/PERFORMANCE MEASURES Bond Rating: Moody’s Standard & Poor’s Fitch Fund Balance at/above 12% per City Financial Policies GFOA Certificate of Excellence in Financial Reporting GFOA Distinguished Budget Presentation Award Jobs created Private Investment

FY 18 Actual

FY 19 Projected

FY 20 Estimate

Aa1 AAA AAA 17.0%   712 $144M

Aa1 AAA AAA 18.9%   600 $55M

Aa1 AAA AAA 18.9%   500 $90M

Department: City Manager Budget Detail 2016-2017 Actual

Account Number: 100-1211051100.02 51100.04 51100.14 52100 52210 52400 53100 54100 54200 54500 55210 55230 55310 55410 55500 55810 56001 56012 56017 58200

Salaries and Wages Salaries and Wages - Overtime Transportation Expense FICA VRS Retirement Group Life Professional Services Information Technology Fleet Risk Management Postal Services Telecommunications Employer HDHP Expense Lease/Rent of Equipment Travel and Training Dues and Association Memberships Office Supplies Books and Subscriptions Copier Costs Capital Outlay

Total Operating Expenditures

2017-2018 Actual

2018-2019 Budget

2019-2020 Requested

% Change

2019-2020 Adopted

% Change

665,986 19 13,200 43,932 73,961 8,784 54,432 46,293 2,999 76,649 48 9,221 525 2,583 4,275 1,858 278 10,764 -

687,929 149 13,200 46,167 75,878 9,012 53,856 48,497 3,376 77,228 53 8,727 5,529 4,569 3,419 288 10,322 -

705,127 13,200 53,942 75,942 9,237 60,000 30,138 3,842 75,870 1,000 10,647 1,000 20,000 2,833 2,500 1,500 13,580 -

0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% -

722,759 13,200 55,291 77,841 9,468 60,000 37,340 3,848 74,498 1,000 10,655 1,000 20,000 2,833 2,500 1,500 13,839 -

3% 0% 3% 3% 3% 0% 24% 0% -2% 0% 0% 0% 0% 0% 0% 0% 2% -

1,015,807

1,048,200

1,080,358

1,107,573

53100 - Professional Services: Legislative Services Personnel Summary

Range

Class

146 145 130 125 121

City Manager Deputy City Manager Chief of Staff Administrative Analyst Administrative Assistant Executive Secretary

Number of Full-Time Positions

2016-2017 Actual

2017-2018 Actual

2018-2019 Budget

2019-2020 Requested

2019-2020 Adopted

1 1 1 2 1 1

1 1 1 1 1 2

BUDGET AND STRATEGIC PLANNING DESCRIPTION The Division of Budget and Strategic Planning provides financial and management information, control, and guidance to the City Council, City Manager, and City departments. The primary responsibilities of the division include the development and execution of the Annual Financial Plan and multi-year Capital Improvement Program, oversight of City department budgets and funds, strategic financial planning and fiscal impact analysis. FY 2019 ACCOMPLISHMENTS 

Achieved 100% of the City’s financial policy goals through the adopted annual operating budget.



Awarded the Distinguished Budget Presentation Award from the Government Finance Officers Association (GFOA) for the 10th consecutive year reflecting the achievement of the highest principles in governmental budgeting.

FY 2020 OBJECTIVES 

To develop a balanced budget in compliance with the City Charter and within local and state mandated timeframes for financial plan development. (Financial Stability)



To provide quarterly budget status reports to the City Manager, City Council, City Departments, and citizens of Suffolk within 30 days of the end of each quarter. (Financial Stability)



To review and submit at least 95% of budget adjustment requests for processing within 48 hours of receipt from city departments. (Financial Stability)

STATISTICS/PERFORMANCE MEASURES Balanced Budget prepared within prescribed timeframes GFOA Distinguished Budget Award received Financial Policies: Budgeted capital projects meet 3% “Pay Go” policy Debt as a percentage of assessed value at/below 4% Debt as a percentage of general gov’t expenditures at/below 10% Fund Balance at/above 12% per City Financial Policies Variance in actual to projected General Fund revenue Percent of budget transfers reviewed/processed within 48 hours

FY 18 Actual  

FY 19 Projected  

FY 20 Estimate  

3.0% 2.3% 8.8% 17.0% 3.1% 99%

3.0% 2.2% 8.3% 18.9% 3.1% 100%

3.1% 2.1% 8.0% 18.9% 3.0% 100%

Division: Budget & Strategic Planning (Department of Finance) Budget Detail 2016-2017 Actual

Account Number: 100-1244051100.02 52100 52210 52400 53600 54100 54500 55210 55230 55310 55500 55810 56001 56012 56017 58200

Salaries and Wages FICA VRS Retirement Group Life Advertising Information Technology Risk Management Postal Services Telecommunications Employer HDHP Expense Travel and Training Dues and Association Memberships Office Supplies Books and Subscriptions Copier Costs Capital Outlay

Total Operating Expenditures

2017-2018 Actual

2018-2019 Budget

2019-2020 Requested

% Change

2019-2020 Adopted

% Change

226,840 16,724 25,020 2,972 2,417 10,079 32,739 55 708 990 110 690 1,415 4,748 -

230,388 16,784 25,412 3,018 2,384 10,900 33,061 135 748 1,430 211 690 820 4,700 -

236,148 18,065 25,433 3,094 2,000 12,559 32,485 100 1,387 2,000 1,200 1,500 200 5,014 -

239,751 18,341 25,821 3,141 2,000 12,559 32,485 100 1,387 2,000 1,200 1,500 200 5,014 -

2% 2% 2% 2% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% -

245,746 18,800 26,467 3,219 2,000 14,883 31,859 100 1,387 2,000 1,200 1,500 200 5,273 -

4% 4% 4% 4% 0% 19% -2% 0% 0% 0% 0% 0% 0% 5% -

325,508

330,681

341,185

345,499

354,633

Personnel Summary

Range

Class 138 Assistant Director of Finance - Budget 134 Senior Budget Analyst 133 Budget Analyst

Number of Full-Time Positions

2016-2017 Actual

2017-2018 Actual

2018-2019 Budget

2019-2020 Adopted 1 1 1

2019-2020 Requested

1 1 1 3

CITY ATTORNEY DESCRIPTION The City Attorney is the head of the Department of Law and chief legal advisor of the City Council, the City Manager, and all departments, boards, commissions, and agencies of the City including the Economic Development Authority. The Department of Law institutes and defends all legal proceedings which it deems necessary and proper to protect the interests of the City of Suffolk. FY 2019 ACCOMPLISHMENTS 

Successfully represented the City in court on various matters including condemnation, juvenile and domestic relations cases, and property maintenance violations.



Closed on the sale of various parcels of land in support of City economic development, transportation, and public utilities projects.



Provided monthly training to Department of Social Services to include staffing current cases and researching legal issues for circumstances that the family services workers encounter and civil liability issues for police personnel.

FY 2020 OBJECTIVES 

To limit the use of outside counsel unless there is no attorney in the office with the legal proficiency required to provide the service or if a conflict of interest exists. (Financial Stability)



To respond to requests for legal services to City Council, departments, boards, and commissions in a timely manner. (Civic Engagement and Responsive City Services)



To provide training to City staff on legal issues affecting the City. (Civic Engagement and Responsive City Services)

STATISTICS/PERFORMANCE MEASURES Request for legal services Contract reviews Court appearances Real Estate matters handled: Deeds Easements Closings

FY 18 Actual 1,330 121 115

FY 19 Projected 1,500 150 225

FY 20 Estimate 1,550 150 225

6 18 41

10 50 40

10 55 40

Department: City Attorney Budget Detail 2016-2017 Actual

Account Number: 100-1221051100.02 52100 52210 52400 53100 53100.11 53600 54100 54500 55210 55230 55310 55500 55810 56001 56012 56017

Salaries and Wages FICA VRS Retirement Group Life Professional Services Legal Services Advertising Information Technology Risk Management Postal Services Telecommunications Employer HDHP Expense Travel and Training Dues and Association Memberships Office Supplies Books and Subscriptions Copier Costs

Total Operating Expenditures

2017-2018 Actual

2018-2019 Budget

2019-2020 Requested

% Change

2019-2020 Adopted

% Change

697,897 49,098 76,602 9,713 4,824 3,236 49,737 98,105 904 6,103 1,800 11,695 3,837 2,961 4,621 9,016

702,320 49,561 77,425 9,817 10,384 51,848 99,444 856 6,982 2,860 16,009 3,645 2,302 3,443 9,017

723,397 55,340 77,910 9,476 5,000 3,744 1,000 41,127 97,719 1,500 7,940 11,500 5,633 5,000 4,000 10,545

723,397 55,340 77,910 9,477 5,000 4,000 1,000 41,127 97,719 1,500 7,940 13,000 5,633 5,000 5,000 10,545

0% 0% 0% 0% 0% 7% 0% 0% 0% 0% 0% 13% 0% 0% 25% 0%

739,538 56,575 79,648 9,688 5,000 4,000 1,000 48,203 95,768 1,500 9,798 13,000 5,633 5,000 5,000 11,321

2% 2% 2% 2% 0% 7% 0% 17% -2% 0% 23% 13% 0% 0% 25% 7%

1,030,147

1,045,912

1,060,831

1,063,588

1,090,671

Personnel Summary

Range

144 135/138/140 130 127 124 120

Class City Attorney Deputy City Attorney Assistant City Attorney I-III Paralegal Administrator Legal Services Coordinator Paralegal Legal Secretary

Number of Full-Time Positions

2016-2017 Actual

2017-2018 Actual

2018-2019 Budget

2019-2020 Requested

2019-2020 Adopted

1 1 3 1 1 1 1

HUMAN RESOURCES DESCRIPTION The Department of Human Resources provides support to the City Manager and City departments in the recruitment, hiring, development, and retention of employees. These services are provided through data collection, needs projection, recruitment, selection, retention, general training, advice to management, and review of human resources policies and procedures. The Department oversees ongoing programs related to employee health and welfare, employee recognition, and employee relations with internal and external customers. FY 2019 ACCOMPLISHMENTS 

Implemented a new entry level hiring process, in collaboration with the Department of Fire and Rescue.



Expanded the leadership skills and knowledge of the workforce through senior and middle management training and network opportunities, training classes for general employees, and the implementation of the administrative assistant certification program.



Implemented a coaching essentials program for senior and middle managers designed to improve knowledge and skills in targeted areas identified as “drivers” of engagement on the employee engagement survey.



Facilitated employee engagement teams in three departments focused on enhancing employee engagement within the department.



Streamlined the recruitment and onboarding process through training of hiring managers.

FY 2020 OBJECTIVES 

To maintain a well-trained and engaged workforce now and in the future. (Civic Engagement and Responsive City Services)



To develop and implement policies and programs to support competitive compensation practices consistent with the City’s fiscal condition. (Civic Engagement and Responsive City Services)



To develop and implement employee engagement and recognition initiatives based on employee engagement survey results. (Civic Engagement and Responsive City Services)



To implement a technology solution for managing, tracking and evaluating employee performance using performance management and evaluation tools. (Civic Engagement and Responsive City Services)

STATISTICS/PERFORMANCE MEASURES Employee Turnover Rate New Hires Percent of Vacant Positions Training Programs: Training programs provided for City staff Training program participants

FY 18 Actual 6.5% 160 6.0% 11 609

FY 19 Projected 6.5% 160 7.0% 13 550

FY 20 Estimate 6.7% 403 7.0% 11 475

Department: Human Resources Budget Detail 2016-2017 Actual

Account Number: 100-1222051100.02 51100.04 51100.06 52100 52210 52400 52820 53100 53500 53600 54100 54500 55210 55230 55310 55500 55810 55841 56001 56012 56017 58200

Salaries and Wages Salaries and Wages - Overtime Salaries and Wages - Part-time FICA VRS Retirement Group Life Tuition Assistance Professional Services Printing and Binding Advertising Information Technology Risk Management Postal Services Telecommunications Employer HDHP Expense Travel & Training Dues and Association Memberships Service Awards Office Supplies Books and Subscriptions Copier Costs Capital Outlay

Total Operating Expenditures

2017-2018 Actual

504,352 1,414 28,868 39,894 55,806 6,628 82,028 367 2,239 183,194 76,641 3,842 5,384 730 18,919 4,250 18,147 7,024 3,931 -

1,043,659

508,458 (1,163) 20,979 39,313 56,079 6,660 13,810 75,984 3,007 236,471 77,132 3,651 5,420 180 17,275 1,466 13,400 8,132 3,972 1,090,225

2018-2019 Budget

2019-2020 Requested

% Change

2019-2020 Adopted

% Change

521,131 31,865 42,304 56,126 6,827 30,000 65,000 10,000 263,341 75,785 3,500 11,194 18,000 980 25,000 8,000 3,000 4,727 -

0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% -

514,171 32,662 41,833 55,376 6,736 30,000 65,000 10,000 123,939 74,315 3,500 12,539 18,000 980 25,000 8,000 3,000 4,986 -

-1% 3% -1% -1% -1% 0% 0% 0% -53% -2% 0% 12% 0% 0% 0% 0% 0% 5% -

1,176,780

1,030,036

-12%

55500 - Travel & Training: City wide training. Personnel Summary

Range

Class 144 138 135 135 133 130 122

Director of Human Resources Assistant Director of Human Resources Training Manager Human Resources Manager Senior Human Resources Generalist Human Resources Generalist Human Resources Assistant

Number of Full-Time Positions

2016-2017 Actual

2017-2018 Actual

2018-2019 Budget

1 1 1 1

2019-2020 Requested

2019-2020 Adopted

1 2

2 1

1 1 1 1 1 1 1

1 1 1 1 1 1 1 7

COMMISSIONER OF THE REVENUE DESCRIPTION The Office of the Commissioner of the Revenue is required by Section 15.2-1600 of the Code of Virginia. The Commissioner of the Revenue is an elected official whose responsibilities are to assess individual personal property, business personal property, and machinery and tools for taxation and issue City business licenses and administer special taxes on meals, lodging, cigarettes, and admissions. The Office also processes state income and estimated tax returns, assesses public service corporations, maintains the City’s personal property record and assessment books, enforces City business license codes, and assists individuals and businesses with tax and license inquiries, as well as with income and estimated tax inquiries. FY 2019 ACCOMPLISHMENTS 

Assessed all personal property and other local taxes in accordance with the Code of Virginia and Suffolk City Code.



Achieved 100% compliance with the Auditor of Public Accounts.



Responded to all customer inquiries within one business day.



Maintained certification with the Weldon Cooper Center for Public Service.



Maintained membership of all eligible deputies in the Career Development Program of the Commissioners of the Revenue Association of Virginia.



Successfully implemented the RBS software package for assessing local taxes.

FY 2020 OBJECTIVES 

To assess all personal property and other local taxes in accordance with the Code of Virginia and Suffolk City Code. (Civic Engagement and Responsive City Services)



To achieve 100% audit compliance with the Commonwealth of Virginia Auditor of Public Accounts. (Civic Engagement and Responsive City Services)



To respond to all customer inquiries and initiate resolutions to problems within one business day. (Civic Engagement and Responsive City Services)



To enroll all eligible deputies in the Career Development Program of the Commissioners of Revenue Association of Virginia. (Civic Engagement and Responsive City Services)

STATISTICS/PERFORMANCE MEASURES Number of Tax Accounts: Meals Lodging Admissions Business Licenses

CY 16 Actual

CY 17 Actual

CY 18 Actual

363 16 9 5,627

384 16 7 5,821

359 19 5 5,816

Department: Commissioner of the Revenue Budget Detail 2016-2017 Actual

Account Number: 100-1231051100.02 51100.04 51100.06 52100 52210 52400 53500 53600 54100 54500 55210 55230 55500 55810 56001 56012 56017 58200

Salaries and Wages Salaries and Wages - Overtime Salaries and Wages - Part-time FICA VRS Retirement Group Life Printing and Binding Advertising Information Technology Risk Management Postal Services Telecommunications Travel and Training Dues and Association Memberships Office Supplies Books and Subscriptions Copier Costs Capital Outlay

Total Operating Expenditures

2017-2018 Actual

2018-2019 Budget

2019-2020 Requested

% Change

596,841 441 28,577 45,213 65,932 7,830 4,939 297 133,085 130,542 14,437 4,619 4,676 1,025 30,156 1,279 11,856 -

615,694 4,030 27,782 47,251 67,815 8,054 5,049 287 175,229 132,112 15,576 4,312 5,621 1,030 30,085 1,776 11,916 -

630,193 31,047 50,585 67,872 8,256 6,100 350 82,758 129,798 16,100 7,634 6,200 1,575 32,850 1,800 15,616 -

633,898 31,047 50,868 68,271 8,304 4,250 500 82,758 129,798 16,100 7,634 6,500 1,575 35,100 1,800 15,616 -

1,081,745

1,153,618

1,088,733

1,094,019

2019-2020 Adopted

% Change

1% 0% 1% 1% 1% -30% 43% 0% 0% 0% 0% 5% 0% 7% 0% 0% -

659,115 31,823 52,857 70,987 8,634 4,250 350 93,453 127,258 16,100 7,635 6,200 1,575 35,100 1,800 17,946 -

1,135,083

5% 3% 4% 5% 5% -30% 0% 13% -2% 0% 0% 0% 0% 7% 0% 15% 4%

Personnel Summary

Range

Class

138 132 125 127 124 122 121 118

Commissioner of the Revenue Chief Deputy Commissioner of the Revenue Auditor Business Tax Investigator Deputy Commissioner of the Revenue IV Deputy Commissioner of the Revenue III Deputy Commissioner of the Revenue II Deputy Commissioner of the Revenue I Customer Service Representative

Number of Full-Time Positions

2016-2017 Actual

2017-2018 Actual

2018-2019 Budget

1 1 1 1 1 1 3 2 1

1 1 1 1 1 1 3 3

2019-2020 Requested

2019-2020 Adopted 1 1 1 1 1 1 3 3

1 1 1 1 1 1 3 3 12

NOTE: Comp Board provides partial salary reimbursement for 9 of 12 full time positions with reimbursement by the State and contribution by the City for the balance for operations.

CITY ASSESSOR DESCRIPTION The purpose of the City Assessor’s Office is to discover, list, and value all real property in the City of Suffolk. Real estate values are based on local market conditions and governed by Section 58.1-3200 of the Code of Virginia, which requires assessments to reflect one hundred percent of market value. FY 2019 ACCOMPLISHMENTS 

Deployed new technology to improve the accuracy of property valuation using aerial imagery to detect previously unidentified improvements.



Implemented new mass appraisal system to improve the quality of assessments, reduce costs, and enhance the flow of information between departments.



Improved the sales verification process to provide accurate analysis and characterization of sales activity.

FY 2020 OBJECTIVES 

To increase the accuracy of building permit contributory values. (City Engagement and Responsive City Services)



To continue to enhance customer service and technical ability in the new assessment cycle. (City Engagement and Responsive City Services)



To maintain a high median sales ratio to ensure assessments reflect market value. (City Engagement and Responsive City Services)

STATISTICS/PERFORMANCE MEASURES Real Property Parcels Assessed Single Family Urban/Suburban Multi Family Commercial/Industrial Agricultural (20-99 acres) Agricultural (>99 acres) Total Number of Sales Median Residential Sales Price Foreclosures Tax Relief Programs Elderly/Disabled Program Participants Value of Exemptions Veterans Program Participants Value of Exemptions

CY 16 Actual

CY 17 Actual

CY 18 Actual

34,795 115 2,418 1,304 418 2,504 $265,000 340

35,134 114 2,419 1,311 417 2,771 $265,000 204

35,304 114 2,402 1,309 418 2,187 $255,000 199

1,675 $2,384,242 373 $1,107,405

1,673 $2,351,318 426 $1,294,345

2,108 $3,102,114 446 $1,416,763

Department: City Assessor Budget Detail 2016-2017 Actual

Account Number: 100-1232051100.02 51100.04 51100.06 51100.27 52100 52210 52400 53100 53200 53500 53600 54100 54200 54500 55210 55230 55500 55810 56001 56011 56012 56014 56017 58200

Salaries and Wages Salaries and Wages - Overtime Salaries and Wages - Part-time Special Compensation FICA VRS Retirement Group Life Professional Services Temporary Services Printing and Binding Advertising Information Technology Fleet Risk Management Postal Services Telecommunications Travel and Training Dues and Association Memberships Office Supplies Uniforms & Wearing Apparel Books and Subscriptions Other Operating Supplies Copier Costs Capital Outlay

Total Operating Expenditures

2017-2018 Actual

2018-2019 Budget

2019-2020 Requested

% Change

2019-2020 Adopted

% Change

926,259 8 745 67,138 102,453 12,168 4,071 575 174,806 19,109 187,167 16,079 5,492 15,357 3,545 3,000 4,163 8,917 680

937,299 2,598 16,385 1,129 69,195 102,646 12,614 600 16,837 4,368 543 222,714 20,710 202,688 16,106 7,552 18,649 4,477 3,587 1,008 2,768 825 8,953 -

965,311 2,100 74,007 103,964 12,646 7,500 780 121,526 24,417 187,544 23,000 10,327 20,000 3,500 5,500 1,500 4,000 900 10,244 -

1,143,509 2,100 87,478 123,156 14,980 7,380 780 121,526 24,417 187,544 23,000 10,327 25,000 4,600 5,620 1,000 4,000 900 10,244 -

18% 0% 18% 18% 18% -2% 0% 0% 0% 0% 0% 0% 25% 31% 2% -33% 0% 0% 0% -

1,080,706 2,100 82,835 116,392 14,157 7,380 780 148,625 25,639 184,286 23,000 11,926 20,000 4,600 5,500 1,000 4,000 900 11,280 -

12% 0% 12% 12% 12% -2% 0% 22% 5% -2% 0% 15% 0% 31% 0% -33% 0% 0% 10% -

1,551,733

1,674,250

1,578,765

1,797,561

14%

1,745,106

11%

53500 - Printing and Binding: Assessment notices. Personnel Summary

Range

138 134 131 131 128 126/127/130 125 123 121 121 119

Class Assessor Deputy Assessor Real Estate Valuations/Cama Analyst Residential Appraiser Supervisor Commercial Appraiser Systems Analyst Appraiser I-III Senior Land Records Technician Land-Use Compliance Coordinator Land Records Technician Executive Secretary Office Assistant

Number of Full-Time Positions

2016-2017 Actual

2017-2018 Actual

2018-2019 Budget

1 1 1 1 2

2019-2020 Requested

% Change

7 1 1 1 1 1

6 1 1 1 1 1

1 1 1 1 2 1 9 1 1 1 1 1

2019-2020 Adopted 1 1 1 1 2 1 7 1 1 1 1 1 19

CITY TREASURER DESCRIPTION The scope of the Treasurer's Office includes the collection of state and local funds, the disbursements and investment of local funds, and the accounting of those funds. The Treasurer is responsible for all activities related to the receipt, deposit, investment, reconciliation, and disbursements of funds. The integrity of the operation of the Treasurer's Office revolves around the proper use of government accounting. This ensures that the public funds entrusted to the Treasurer's care are monitored in a fiscally responsible manner. The Treasurer is personally responsible for the locality's funds. The legal authority for the Treasurer's duties is grounded in the Constitution of Virginia, the Code of Virginia, local ordinances and charter provisions, case law from court decisions, and opinions of the Attorney General. FY 2019 ACCOMPLISHMENTS 

Continued to maintain a high collection rate of real estate and personal property taxes and stormwater and refuse fees.



Collaborated with City Management and the City’s financial advisors to help maintain the City’s AAA bond rating and with debt issuance.



Increased interest earnings through proactive management of City funds with financial institutions.

FY 2020 OBJECTIVES 

To implement and use the State Set-Off Debt Collections Program and DMV Block processes for the collection of taxes or other charges owed and to help improve revenue results. (Financial Stability)



To implement the Virginia Employment Commission (VEC) automated file transfer process for the collection of taxes or other charges owed, via notice of tax-lien and demand for payment in accordance with Section 58.1-3952 of the Code of Virginia. (Financial Stability)

STATISTICS/PERFORMANCE MEASURES Tax Collection Rate: Real Estate Personal Property Storm Water Maintenance Fee Vehicle License Fee Refuse Collection Fee

FY 18 Actual

FY 19 Projected

FY 20 Estimate

99% 97% 98% 90% 97%

Department: City Treasurer Budget Detail 2016-2017 Actual

Account Number: 100-1241051100.02 51100.04 51100.06 52100 52210 52400 53100 53300 53600 54100 54200 54500 55210 55230 55310 55410 55500 55810 56001 56012 56015 56017 58200

Salaries and Wages Salaries and Wages - Overtime Salaries and Wages - Part-time FICA VRS Retirement Group Life Professional Services Repair and Maintenance Advertising Information Technology Fleet Risk Management Postal Services Telecommunications Employer HDHP Expense Lease/Rent of Equipment Travel and Training Dues and Association Memberships Office Supplies Books and Subscriptions Merchandise for Resale Copier Costs Capital Outlay

Total Operating Expenditures

2017-2018 Actual

2018-2019 Budget

2019-2020 Requested

% Change

2019-2020 Adopted

% Change

799,181 81 29,857 60,495 88,079 10,461 136 2,036 137,182 3,678 174,139 107,898 8,055 300 9,469 2,224 11,371 2,155 12,520 22,253 -

832,139 21,126 31,636 64,982 91,471 11,326 236 2,081 180,674 4,921 176,156 101,098 9,237 180 85 8,450 3,561 12,346 2,114 7,863 21,967 1,781

859,696 31,287 68,160 92,589 11,262 1,000 2,350 51,371 7,366 173,072 115,000 12,237 9,100 2,035 15,000 5,620 16,600 24,135 -

988,652 56,287 79,938 106,478 12,951 42,500 1,000 2,500 51,371 7,366 173,072 125,000 12,237 12,000 2,200 15,300 5,800 16,600 24,135 -

15% 80% 17% 15% 15% 0% 6% 0% 0% 0% 9% 0% 32% 8% 2% 3% 0% 0% -

942,449 32,069 74,551 101,502 12,346 1,000 2,350 89,297 7,366 169,687 115,000 12,844 9,100 2,200 15,000 5,620 16,600 28,018 -

10% 3% 9% 10% 10% 0% 0% 74% 0% -2% 0% 5% 0% 8% 0% 0% 0% 16% -

1,481,569

1,585,431

1,497,881

1,735,387

16%

1,636,998

NOTE: Comp Board provides partial salary reimbursement for 11 of 17 full time positions with reimbursement by the State and contribution by the City of the balance annually for operations.

Personnel Summary

Range

Class

138 133 133 130 130 127 127 124 122 121 121

Treasurer Chief Deputy Treasurer II-Operations Compliance Manager Chief Deputy Treasurer I - Accounting Chief Deputy Treasurer I - Operations Deputy Treasurer - Accounting Deputy Treasurer IV- Accounting Deputy Treasurer IV Deputy Treasurer III Deputy Treasurer II Deputy Treasurer I Executive Secretary

Number of Full-Time Positions

2016-2017 Actual

2017-2018 Actual

1 -

1 1 1 -

1 1 1 1 1 1 1 3 1 3 5

1 1 1 -

4 -

4 5 1

2019-2020 Adopted

1 1 1

2019-2020 Requested

2018-2019 Budget

4 -

3 5 16

1 1 1 1 1 4 1 1 6 17

FINANCE DESCRIPTION The Department of Finance provides for the general accounting, payroll, accounts payable, accounts receivable, and timely and accurate financial reporting of City funding. The Department is responsible for the issuance of general obligation and revenue bonds and other structure debt, as well as the administration of debt. FY 2019 ACCOMPLISHMENTS 

Obtained an unmodified opinion for the FY 2017-2018 financial audit.



Affirmed the City’s AAA bond ratings with Fitch and Standard & Poor’s, and Aa1 with positive outlook from Moody’s rating agencies.



Received the Government Finance Officers Association (GFOA) Award for Excellence in Financial Reporting and Outstanding Achievement In Popular Annual Financial Reporting.

FY 2020 OBJECTIVES 

To deliver high quality programs and services within allocated resources. (Financial Stability)



To make financial information accessible to the citizens by publishing the Popular Annual Financial Report and the Citizen’s Centric Report. (Civic Engagement and Responsive City Services)



To implement a more effective and efficient payroll system to track spending on personnel services. (Financial Stability)

STATISTICS/PERFORMANCE MEASURES Annual Audit Audit Opinion Received GFOA Certificate of Excellence Received Number Transactions Processed: Accounts Payable Payroll Value of Transactions Processed: Accounts Payable Payroll

FY 18 Actual Unmodified 

FY 19 Projected

FY 20 Estimate

Unmodified 

40,690 24

41,000 24

42,000 24

$184M $70.8M

Department: Finance - Administration and Accounting Budget Detail 2016-2017 Actual

Account Number: 100-1242051100.02 51100.04 51100.06 52100 52210 52400 53100 53100.02 53200 53500 53600 54100 54500 55210 55230 55310 55500 55810 56001 56012 56017

Salaries and Wages Salaries and Wages - Overtime Salaries and Wages - Part-time FICA VRS Retirement Group Life Professional Services Accounting and Auditing Services Temporary Help Service Fees Printing and Binding Advertising Information Technology Risk Management Postal Services Telecommunications Employer HDHP Expense Travel and Training Dues and Association Memberships Office Supplies Books and Subscriptions Copier Costs

Total Operating Expenditures

2017-2018 Actual

2018-2019 Budget

2019-2020 Requested

% Change

2019-2020 Adopted

% Change

674,995 506 48,781 73,635 8,459 12,041 107,773 2,300 11,720 136,040 184,997 10,152 4,396 138 4,948 1,883 4,946 60 6,245

747,783 2,338 53,761 82,161 9,000 65,554 125,878 19,173 13,917 529 182,379 165,168 8,360 4,558 6,019 1,684 4,836 913 6,367

865,761 66,231 93,242 11,341 35,380 140,700 14,215 50,235 173,082 7,758 6,859 10,031 1,610 4,430 635 8,959

865,761 66,231 93,242 11,341 35,380 140,700 14,215 50,235 173,082 7,758 6,859 12,000 1,610 4,430 635 8,959

0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 20% 0% 0% 0% 0%

910,281 69,636 98,037 11,925 35,380 140,700 14,215 74,414 159,114 7,758 6,861 10,031 1,610 4,430 635 9,994

5% 5% 5% 5% 0% 0% 0% 48% -8% 0% 0% 0% 0% 0% 0% 12%

1,294,015

1,500,378

1,490,470

1,492,438

1,555,021

Personnel Summary

Range

Class 144 138 135 135 132 131 130 127 124 123 121

Director of Finance Assistant Director of Finance - Comptroller Financial Reporting and Compliance Manager Accounting Manager Senior Accountant Payroll Administrator Accountant Senior Payroll Technician Payroll Technician Senior Accounting Technician Executive Secretary

Number of Full-Time Positions

2016-2017 Actual

2017-2018 Actual

2018-2019 Budget

1 1

1 3 1 2 1 2 2 1

1 1 1 1 3 1 2 1 2 2 1

2019-2020 Requested

2019-2020 Adopted 1 1

1 1 -

1 3 1 2 1 2 2 1

PURCHASING DESCRIPTION The Division of Purchasing provides a centralized system for the management of public funds expended for the procurement of materials, supplies, equipment, professional consulting and other services, and construction via competitive pricing of the appropriate product quality for timely delivery. The Division also provides for the transfer or disposal of surplus property and administers the City’s purchasing card program. FY 2019 ACCOMPLISHMENTS 

Facilitated the sale of surplus items resulting in over $100,000 in proceeds.



Conducted training for departments on the City’s purchasing policies and procedures and the Virginia Public Procurement Act.



Participated in small, woman-owned, and minority small business conferences and business fairs to promote participation in City procurements.



Executed new contracts for goods and services that were not previously under contract, including generator maintenance and repair, pet licenses, septic pump and hall service, power washing of bus stations, and integrated digital storage of police body, vehicle, and interview room cameras.



Developed policies and procedures to ensure compliance with new federal regulations for procurement of goods and services funded by federal grants.

FY 2020 OBJECTIVES 

To leverage the City’s purchasing power by maximizing vendor participation. (Financial Stability)



To respond to internal and external customers in a timely fashion to ensure a high level of customer service. (Civic Engagement and Responsive City Services)



To monitor and enforce City, State, and Federal procurement policies, procedures, laws, and statutes. (Financial Stability)



To provide training to City departments to ensure proper ethics, fiscal accountability, and adherence to procurement laws and policies. (Financial Stability)

STATISTICS/PERFORMANCE MEASURES Number of Procurement Instruments Issued: RFP IFB RFQ Purchasing Card Transactions Dollar Value of P-Card Transactions Number of Purchase Orders Modifications to Purchase Orders Dollar Amount of Purchase Orders Surplus Revenue

FY 18 Actual

FY 19 Projected

FY 20 Estimate

26 63 5 19,940 $6.0M 917 500 $67.3M $472,301

28 55 5 20,205 $6.3M 993 400 $82.0M $196,064

30 60 5 21,000 $6.4M 1,000 450 $85.0M $200,000

Division: Purchasing (Department of Finance) Budget Detail 2016-2017 Actual

Account Number: 100-1253051100.02 51100.04 51100.06 52100 52210 52334 52400 53600 54100 54500 55210 55230 55500 55810 56001 56012 56017

Salaries and Wages Salaries and Wages - Overtime Salaries and Wages - Part-time FICA VRS Retirement HSA Health Plan Group Life Advertising Information Technology Risk Management Postal Services Telecommunications Travel and Training Dues and Association Memberships Office Supplies Books and Subscriptions Copier Costs

Total Operating Expenditures

2017-2018 Actual

2018-2019 Budget

2019-2020 Requested

% Change

2019-2020 Adopted

% Change

209,462 15,755 23,104 900 2,744 770 16,646 43,514 249 2,128 3,724 5,782 2,161 180 4,270

213,641 (160) 16,059 23,633 1,250 2,807 2,292 18,582 44,041 301 1,946 2,953 5,699 2,174 3,963

223,357 17,087 24,056 2,926 2,000 16,745 43,270 500 3,097 4,500 5,869 2,500 300 4,727

223,357 20,163 18,629 24,056 2,926 3,000 16,745 43,270 500 3,097 4,500 7,000 2,500 300 4,727

0% 9% 0% 0% 50% 0% 0% 0% 0% 0% 19% 0% 0% 0%

207,689 15,888 22,368 2,721 3,000 14,883 42,426 500 3,099 4,500 7,000 2,500 300 4,986

-7% -7% -7% -7% 50% -11% -2% 0% 0% 0% 19% 0% 0% 5%

331,390

339,181

350,933

374,770

331,860

-5%

Personnel Summary

Range

Class 135 130 127 120

Purchasing Agent Senior Buyer Buyer Purchasing Associate

Number of Full-Time Positions

2016-2017 Actual

2017-2018 Actual

2018-2019 Budget

2019-2020 Requested

2019-2020 Adopted

1 1 1 1

1 2 1 4

REGISTRAR DESCRIPTION The Registrar is appointed by the City of Suffolk Electoral Board whose three members are appointed by the Circuit Court Judges. The Registrar is responsible for carrying out directives from the State Board of Elections and the Suffolk Electoral Board to ensure all eligible citizens the right to vote. The duties of the Registrar’s Office include arranging and supervising primary, general, and special elections at the local, state, and federal levels, registering voters, and maintaining registration records that reflect up to date information. FY 2019 ACCOMPLISHMENTS 

Provided voter registration information and materials, maintained web pages, distributed literature and developed programs specifically aimed at informing and educating the public.



Implemented mobile voter photo identification outreach program.



Assisted citizens complete voter registration and absentee ballot application forms.



Developed training programs for officers of election using the standardized training programs and materials adopted by the State Board of Elections.

FY 2020 OBJECTIVES 

To maintain the integrity of the election process and make sure that the citizens of the City of Suffolk continue to receive their election information in a timely manner. (Civic Engagement and Responsive City Services)



To conduct elections under the guidance of the Electoral Board in accordance with federal and state laws in an efficient and equitable manner to ensure fairness and accuracy in all elections. (Civic Engagement and Responsive City Services)



To provide information, materials, and assistance to candidates. (Civic Engagement and Responsive City Services)



To provide voter registration information and materials, distribute literature and develop programs to educate the general public concerning registration as well as encourage voter registration. (Civic Engagement and Responsive City Services)

STATISTICS/PERFORMANCE MEASURES Registered Voters Percent of Election Results certified within 3 days of an election Polling Precincts

FY 18 Actual 63,500 100% 28

FY 19 Projected 64,000 100% 28

FY 20 Estimate 64,500 100% 28

Department: Registrar Budget Detail 2016-2017 Actual

Account Number: 100-1320051100.02 51100.04 51100.06 51100.27 52100 52210 52400 53300 53600 54100 54500 55210 55230 55410 55420 55500 55810 56001 56017 58200

Salaries and Wages Salaries and Wages - Overtime Salaries and Wages - Part-time Special Compensation FICA VRS Retirement Group Life Repair and Maintenance Advertising Information Technology Risk Management Postal Services Telecommunications Lease/Rent of Equipment Lease/Rent of Building Travel and Training Dues and Association Memberships Office Supplies Copier Charges Capital Outlay

Total Operating Expenditures

2017-2018 Actual

2018-2019 Budget

2019-2020 Requested

% Change

2019-2020 Adopted

% Change

130,651 7,574 34,276 149,169 12,721 14,187 1,685 70,702 926 29,257 21,880 12,916 2,935 2,539 3,900 3,329 200 10,528 7,937 29,500

135,352 4,759 29,089 104,281 12,339 14,918 1,767 45,102 926 31,272 33,612 10,731 3,500 1,603 3,450 3,165 380 8,089 7,973 -

138,223 26,980 125,092 22,208 14,887 1,811 60,000 1,900 47,255 32,973 15,000 10,795 4,500 4,700 3,700 380 10,000 9,224 -

138,223 30,888 182,265 26,880 14,887 1,811 90,000 2,850 47,255 32,973 30,000 10,795 4,500 5,850 3,700 380 15,000 9,224 -

0% $ 14% 46% 21% 0% 0% 50% 50% 0% 0% 100% 0% 0% 24% 0% 0% 50% 0% -

141,681 31,967 182,265 27,227 15,259 1,856 90,000 2,850 29,173 33,545 30,000 14,787 4,500 5,850 3,700 380 15,000 10,000 -

3% 18% 46% 23% 3% 3% 50% 50% -38% 2% 100% 37% 0% 24% 0% 0% 50% 8% -

546,814

452,307

529,627

647,481

22%

640,040

21%

Personnel Summary

Range

Class General Registrar 124 Deputy Registrar 120 Assistant Registrar

Number of Full-Time Positions

2016-2017 Actual

2017-2018 Actual

2018-2019 Budget

2019-2020 Requested

2019-2020 Adopted

1 1 1

CIRCUIT COURT - JUDGES DESCRIPTION The Circuit Court is the trial court of general jurisdiction in the Commonwealth of Virginia. The Circuit Court has jurisdiction over: 1) Civil Actions involving monetary claims over $4,500, by appeals from the General District Court, by original jurisdiction, and contesting the validity of a City or municipal ordinance or corporate bylaw, and involving equitable proceedings; 2) Criminal Cases including all felonies punishable by confinement in the penitentiary and misdemeanor charges originating from a grand jury indictment or appeal from the General District Court or Juvenile and Domestic Relations District Court, or from state and local administrative agencies or boards. The Circuit Court also handles any case for which jurisdiction is not specified in the Code of Virginia. Additionally, the Circuit Court convenes grand juries to consider bills of indictment, charging people with serious crimes. The Circuit Court may also convene special grand juries to investigate criminal activity in the community or malfeasance of governmental agencies or officials. The City of Suffolk provides additional local funding support for this State function. FY 2019 ACCOMPLISHMENTS 

Fully utilized technology provided by the Supreme Court of Virginia to improve the management of civil and criminal case loads.



Improved utilization of Fifth Judicial Circuit procedures and staff in order to improve the rate of case closure within Supreme Court of Virginia guidelines.

FY 2020 OBJECTIVES 

To leverage technology to provide for the efficient management and pace of caseloads.



To observe the highest standards of conduct to ensure the integrity of the courts are preserved and that the duties performed by court staff reflect a devotion to serving the public.



To continue to improve on the efficiency of concluding civil and criminal case filings with the time guidelines established by the Supreme Court of Virginia.

STATISTICS/PERFORMANCE MEASURES Civil filings Criminal filings Other filings

CY 16 Actual 738 2,967 1,965

CY 17 Actual 826 2,746 2,241

CY 18 Actual 2,413 3,229 899

Department: Circuit Court - Judges Budget Detail 2016-2017 Actual

Account Number: 100-2110051100.02 51100.06 52100 52210 52400 53300 54500 55210 55230 55500 56001 56012 56017

Salaries and Wages Salaries and Wages - Part-time FICA VRS Retirement Group Life Repair and Maintenance Risk Management Postal Services Telecommunications Travel and Training Office Supplies Books & Subscriptions Copier

Total Operating Expenditures

2017-2018 Actual

2018-2019 Budget

2019-2020 Requested

% Change

141,752 10,898 15,635 1,857 21,786 668 1,982 1,839 179 817

146,007 11,213 16,104 1,913 22,038 653 2,094 1,642 180 817

149,657 11,449 16,118 1,961 400 21,653 1,200 3,951 2,000 200 824

149,657 11,449 16,118 1,961 400 21,653 1,200 3,951 2,000 700 824

197,413

202,660

209,413

209,913

2019-2020 Adopted

0% $ 0% 0% 0% 0% 0% 0% 0% 0% 250% 0% 0%

% Change

153,400 11,735 16,521 2,010 400 21,233 1,200 3,951 2,000 200 1,083

3% 3% 3% 3% 0% -2% 0% 0% 0% 0% 31%

213,733

Personnel Summary

Range

Class Court Administrator - Civil Court Administrator - Criminal

Number of Full-Time Positions

2016-2017 Actual

2017-2018 Actual

2018-2019 Budget

2019-2020 Requested

2019-2020 Adopted

1 1

GENERAL DISTRICT COURT DESCRIPTION The General District Court is responsible for the trial of misdemeanor cases, traffic infractions, preliminary hearings in felony matters, and civil cases and suits up to $15,000. The General District Court has three divisions (criminal, traffic, and civil) and is responsible for maintaining the records and accounts of each of these divisions. The City of Suffolk provides additional local funding support for this State function. FY 2019 ACCOMPLISHMENTS 

Managed case flows in an efficient manner by conferring with judges, attorneys, and public and private agencies to ensure adequate service levels are provided to the public.



Effectively managed resources to adequate response to service demands.

ensure

FY 2020 OBJECTIVES 

To provide safe and secure court facilities and a customer friendly court system.



To effectively manage resources to instill confidence in the court system among the general public.



To leverage technology to expand and enhance the provision of court services.

STATISTICS/PERFORMANCE MEASURES Criminal filings Traffic filings Civil filings

CY 16 Actual 3,249 9,956 9,239

CY 17 Actual 3,228 11,791 9,283

CY 18 Actual 2,881 13,060 9,355

Department: General District Court Budget Detail 2016-2017 Actual

Account Number: 100-2120053100 53100.10 55230 55410 55810 56001 56011 56012 56017 58200

Professional Services Court Appointed Attorney Fees Telecommunications Lease/Rent of Equipment Dues and Association Memberships Office Supplies Uniforms & Wearing Apparel Books and Subscriptions Copier Capital Outlay

Total Operating Expenditures

2017-2018 Actual

2018-2019 Budget

2019-2020 Requested

% Change

2019-2020 Adopted

% Change

460 32,675 1,558 2,400 100 1,683 6,738 7,478 3,449

940 35,261 1,645 1,637 260 3,334 506 6,623 7,394 -

5,000 40,000 3,051 2,500 1,500 3,000 5,000 8,562 -

5,000 45,000 3,051 2,500 3,500 5,000 6,000 8,562 15,000

0% $ 13% 0% 0% 133% 67% 20% 0% -

2,000 40,000 3,051 2,500 1,500 3,500 7,000 9,080 -

-60% 0% 0% 0% 0% 17% 40% 6% -

56,540

57,600

68,613

93,613

36%

68,631

MAGISTRATE’S OFFICE DESCRIPTION The Magistrate’s Office serves as an immediate buffer between law enforcement and citizens and can authorize or deny law enforcement the ability to detain individuals suspected of crimes. In addition, the Magistrate provides services in disputes involving citizens versus citizens. These functions are available 24 hours per day. The Magistrate conducts hearings as the first step in the legal process to determine whether there is probable cause to move forward in one of the following statutory procedures: to issue arrest or search warrants in criminal cases; to issue a temporary detention order in either civil, medical, or criminal cases; or to authorize pretrial seizures in civil matters. Where individuals have been arrested, Magistrates are called upon to conduct bail hearings to determine whether they should be committed to jail or released, and, if released, the conditions of release. Magistrates preside over hearings, maintain order and proper decorum, administer oaths, define issues, interpret and explain pertinent laws, take testimony, question parties, and issue or decline to issue the legal process requested. The City of Suffolk provides additional local funding support for this State function. FY 2019 ACCOMPLISHMENTS 

Conducted neutral and impartial hearings for the public and law enforcement officers related to arrests, searches, emergency protective orders, bail, emergency custody orders, and temporary detention orders.



Conducted financial eligibility hearings for Fifth Judicial District criminal cases at the time bond hearings were held.



Engaged in training of local law enforcement officers with Crisis Intervention Team (CIT) training.



Effectively worked with the community served by the Magistrate’s Office including judges, clerks, law enforcement agencies, jails, and community services boards in addition to the citizens of the Fifth Judicial District.

FY 2020 OBJECTIVES 

To conduct neutral and impartial hearings for the public and law enforcement related to arrests, searches, emergency protective orders, bail, emergency custody orders, and temporary detention orders. (Civic Engagement and Responsive City Services)



To work effectively with the community including judges, clerks, law enforcement agencies, jails, and community services boards in addition to the citizens of the Fifth Judicial District who are served by the Magistrate’s Office. (Civic Engagement and Responsive City Services)



To engage in continuing legal education and training of all staff members, as well as local law enforcement agencies. (Civic Engagement and Responsive City Services)

STATISTICS/PERFORMANCE MEASURES Arrest Warrants and Summonses Issued Search Warrants Issued Emergency Custody Orders Issued Temporary Detention Orders Issued Emergency Protective Orders Issued Commitments, Recognizances, and Releases Issued

CY 16 Actual 6,677 615 478 527 1,135 8,360

CY 17 Actual 6,603 831 456 553 1,239 8,619

CY 18 Actual 6,040 792 466 484 1,314 8,276

Department: Magistrate Budget Detail 2016-2017 Actual

Account Number: 100-2130053300 55230 55420 55810 56001 56017 58200

Repair and Maintenance Telecommunications Lease/Rent of Building Dues and Association Memberships Office Supplies Copier Costs Capital Outlay

Total Operating Expenditures

2017-2018 Actual

2018-2019 Budget

2019-2020 Requested

% Change

2019-2020 Adopted

% Change

397 708 9,000 660 1,921 3,696 -

361 748 9,000 540 1,717 3,696 -

400 1,387 9,000 700 2,000 4,124 -

400 1,387 9,000 700 2,000 4,124 10,000

0% 0% 0% 0% 0% 0% -

400 1,387 9,000 700 2,000 4,642 -

0% 0% 0% 0% 0% 13% -

16,382

16,061

17,611

27,611

57%

18,129

100

JUVENILE AND DOMESTIC RELATIONS DISTRICT COURT DESCRIPTION The Juvenile and Domestic Relations District Court has jurisdiction in matters involving juvenile delinquency, juvenile traffic infractions, adult criminal matters with a juvenile victim, children subjected to abuse or neglect, family abuse, family or household members charged with an offense against a family or household member, protective orders, child and/or spousal support, custody and/or visitation issues, abandonment of children, foster care and entrustment agreements, court-ordered rehabilitative services, court consent for certain medical treatments, commitment of mentally ill or retarded children, petitions filed by school boards against parents, and judicial by-pass for authorization of abortions by minors. The Juvenile and Domestic Relations District Court Clerk’s Office is the administrative arm of the court. The Clerk of Court is the court’s chief administrative officer and is accountable to the presiding judges for all office functions, including personnel matters, finance, court housekeeping, maintenance of court records and information systems, assisting with outside liaison, preparation of budgets, and conducting research and planning in relation to court operations. The City of Suffolk provides additional local funding support for this State function. FY 2019 ACCOMPLISHMENTS 

Continued to work effectively and efficiently to process high caseloads with limited manpower and resources.



Effectively accommodated a high volume of custody and visitation matters with a high clearance rate.

FY 2020 OBJECTIVES 

To efficiently and effectively process high caseloads.



To maintain the court’s continuance rate at or below the State rate.

STATISTICS/PERFORMANCE MEASURES Adult filings Juvenile filings

CY 16 Actual 2,522 2,193

CY 17 Actual 2,643 2,830

CY 18 Actual 2,255 2,633

101

Department: Juvenile and Domestic Relations District Court Budget Detail 2016-2017 Actual

Account Number: 100-2161053100.10 53300.00 55230 55410 55500 55810 56001 56012 56017

Court Appointed Attorney Fees Repair & Maintenance Telecommunications Lease/Rent of Equipment Travel & Training Dues and Association Memberships Office Supplies Books and Subscriptions Copier Costs

Total Operating Expenditures

2017-2018 Actual

2018-2019 Budget

2019-2020 Requested

255 4,699 372 194 2,299 204 3,696

4,899 279 175 2,277 276 3,698

600 8,386 400 400 2,300 250 4,124

600 500 8,386 400 1,000 400 5,000 400 4,124

11,719

11,605

16,460

20,810

% Change

2019-2020 Adopted

0% $ 0% 0% 0% 117% 60% 0% 26%

% Change

600 8,386 400 400 2,300 300 4,642

0% 0% 0% 0% 0% 20% 13%

17,028

102

COURT SERVICE UNIT DESCRIPTION The Fifth District Court Service Unit is a local organizational unit of the Virginia Department of Juvenile Justice which aims to protect the public through a balanced approach of accountability and comprehensive services that prevent and reduce delinquency through partnerships with families, schools, communities, law enforcement, and others, while providing opportunities for delinquency youth to become responsible and productive citizens. The City of Suffolk provides local funding to support the operation and detention costs associated with this State function. FY 2019 ACCOMPLISHMENTS



Partnered with the Western Tidewater Community Services Board to offer services and referrals for court involved young people.



Hosted truancy reduction hearings aimed at addressing and improving attendance patterns of identified school age children in partnership with Suffolk Public Schools.



Maintained compliance with Virginia Department of Juvenile Justice standards as related to contacts with persons on probation, parole, and in direct care.

FY 2020 OBJECTIVES 

To refer high risk youth in jeopardy of commitment to the Chesapeake Juvenile Services Detention Facility for enrollment in the post-dispositional program. (Civic Engagement and Responsive City Services)



To divert a minimum of 28% of all juvenile delinquency/status offense intakes to an in-house diversion program or to the Juvenile Conference Committee (JCC). (Civic Engagement and Responsive City Services)



To ensure 100% compliance with Virginia Department of Juvenile Justice standards. (Civic Engagement and Responsive City Services)

STATISTICS/PERFORMANCE MEASURES Juveniles receiving services Juveniles placed in Secure Detention Average Length of Stay in Secure Detention (days) Average Cost per Day for Secure Detention

FY 18 Actual 760 64 28 $189

FY 19 Projected 760 65 32 $189

FY 20 Estimate 760 60 30 $189

103

Department: Court Services Unit Budget Detail 2016-2017 Actual

Account Number: 100-2165053845 Juvenile Detention Costs 55230 Telecommunications 58200 Capital Outlay-Additions Total Operating Expenditures

2017-2018 Actual

2018-2019 Budget

2019-2020 Requested

% Change

2019-2020 Adopted

% Change

691,657 2,124 -

539,453 2,243 2,299

969,275 4,160 -

0% 0% -

969,275 4,160 -

0% 0% -

693,781

543,995

973,435

104

CLERK OF THE CIRCUIT COURT DESCRIPTION The Clerk of the Circuit Court is required by 15.2-1600 of the Code of Virginia and the Rules of the Supreme Court of Virginia. The Clerk of Court is charged with the custody, safekeeping, and proper indexing of legal and quasi-legal papers deposited in the Clerk’s Office. The Clerk's Office is responsible for the filing of civil suits, docketing and filing of criminal actions, and the filing of divorce suits and adoption petitions. Additional services provided by the Clerk's Office include recording land records and plats, probating wills, administering various oaths' of office, issuing marriage licenses, recording military discharge forms (DD-214's), and recording assumed business names. The Clerk is also an acceptance agent for the U.S. Department of State and accepts passports applications on its behalf. FY 2019 ACCOMPLISHMENTS 

Achieved compliance with internal control and operations in accordance with the Commonwealth of Virginia Auditor of Public Accounts standards and state laws, regulations, and policies.



Collected taxes and fees associated with the legal recordation of land records and completed turnaround of documents within 24 hours of presentation.



Secured grants to aid in the conservation of historical records.



Indexed, imaged, and made land records from 1866 to 1973 available electronically.

FY 2020 OBJECTIVES 

To provide direct administrative support to the judges in court proceedings with 100% accuracy. (Civic Engagement and Responsive City Services)



To collect taxes and fees associated with the legal recordation of land records and complete turnaround of documents within 24 hours of presentation. (Financial Stability)



To perform all 800 plus mandated duties placed upon the Clerk of Court within the guidelines established by the Code of Virginia. (Civic Engagement and Responsive City Services)

STATISTICS/PERFORMANCE MEASURES Criminal Cases commenced Civil Cases commenced Wills/Estates initiated Judgments Deed/Land Instruments Finance Statements Fictitious Names Marriage License Notary Qualifications Concealed Handgun Applications Restitution Passport Applications

CY 16 Actual 2,955 1,124 415 6,286 14,879 183 414 409 345 1,625 1,652 1,356

CY 17 Actual 2,734 1,207 400 5,672 14,842 217 432 399 296 1,622 1,671 1,371

CY 18 Actual 3,245 1,150 408 5,682 13,765 229 410 408 318 1,732 1,921 1,429 105

Department: Clerk of the Circuit Court Budget Detail 2016-2017 Actual

Account Number: 100-2171051100.02 51100.04 51100.06 52100 52210 52400 53100 53100.10 53100.16 53300 54100 54500 55210 55230 55410 55500 55810 56001 56012 56017 58110 58200

Salaries and Wages Salaries and Wages - Overtime Salaries and Wages - Part-time FICA VRS Retirement Group Life Professional Services Legal Services - Court Appointed Legal Services - Jurors and Public Defenders Repair and Maintenance Information Technology Risk Management Postal Services Telecommunications Lease/Rent of Equipment Travel and Training Dues and Association Memberships Office Supplies Books and Subscriptions Copier Costs Capital Outlay-TTF Capital Outlay

Total Operating Expenditures

2017-2018 Actual

2018-2019 Budget

2019-2020 Requested

% Change

742,883 3 50,249 56,821 81,856 9,274 6,478 30,918 21,552 163,018 152,358 12,000 6,147 3,072 1,906 510 13,626 438 15,922 12,312

765,149 3 52,932 58,757 84,476 9,566 4,627 5,372 33,888 21,552 169,344 154,216 13,826 5,957 3,073 2,322 895 12,925 473 15,933 111,758 9,036

784,489 76,151 65,839 84,489 10,277 5,000 10,000 52,000 22,252 173,036 151,521 12,000 9,920 3,080 2,500 1,015 15,000 783 17,085 -

822,896 97,800 70,433 88,626 10,780 5,000 10,000 52,000 22,252 173,036 151,521 14,000 9,920 3,080 2,500 765 15,000 783 17,085 5,050 -

1,381,342

1,536,081

1,496,437

1,572,527

2019-2020 Adopted

% Change

5% 28% 7% 5% 5% 0% 0% 0% 0% 0% 0% 17% 0% 0% 0% -25% 0% 0% 0% -

843,476 78,055 70,497 90,842 11,050 5,000 10,000 52,000 22,252 186,782 148,543 13,000 9,923 3,080 2,500 765 15,000 783 20,451 5,050 -

1,589,049

8% 3% 7% 8% 8% 0% 0% 0% 0% 8% -2% 8% 0% 0% 0% -25% 0% 0% 20% 6%

53100 - Professional Services: APA Audit Costs. Personnel Summary

Range

138 127 121/122/124/127 125

Class Clerk Chief Deputy Court Clerk Deputy Court Senior Accountant Deputy Court Clerk I-IV Senior Deputy Court Clerk

Number of Full-Time Positions

2016-2017 Actual

2017-2018 Actual

2018-2019 Budget

2019-2020 Requested

2019-2020 Adopted

1 1 10 2

1 1 1 8 3

1 1 1 9 3

NOTE: Comp Board provides partial salary reimbursement for 12 of 15 full time positions with reimbursement by the State and contribution by the City of the balance annually for operations.

106

SHERIFF DESCRIPTION The Sheriff’s Department performs the duties for civil process ordered by the Courts and provides security for the Courthouse and all courts while in session. The Sheriff’s Department may provide transportation for certain juvenile prisoners awaiting trial or commitment to state facilities and adult citizens under temporary detention orders or civil commitment to a state hospital. FY 2019 ACCOMPLISHMENTS 

Provided a safe and secure court environment for over 195,000 visitors and employees of the Mills E. Godwin, Jr. Courts Building.



Served over 96,000 civil papers, executed approximately 750 preliminary protective orders, over 1,125 evictions, and approximately 1,450 writ of fieri facias without incident.



Made over 26,000 citizen contacts through the distribution of firearms safety gun locks and missing child identification kits, as well as presented bullying, stranger, gun safety, and pool safety programs to over 3,000 elementary school students.

FY 2020 OBJECTIVES 

To execute civil summons and other court notices and requests within the specific dated guidelines set forth on each individual summons to 100% of the court’s request. (Public Safety)



To provide court security personnel for all sessions of court held within the Mills E. Godwin, Jr. Courts Building. (Public Safety)



To provide a safe and secure environment for all persons conducting business or visiting the Mills E. Godwin, Jr. Courts Building by searching all persons entering the courts building during hours of operation. (Public Safety)



To provide transportation for juvenile offenders, adult inmates, civil commitment of violent sexual predators, and temporary detention orders as directed by court orders. (Public Safety)

STATISTICS/PERFORMANCE MEASURES Civil Process Papers served Protective Orders served Security Searches conducted at Court Building entrance Inmates held in Court Building lock-up Transports Sessions of Court

CY 17 Actual 96,000 700 189,420 3,046 335 1,319

CY 18 Projected 99,000 750 190,000 3,150 450 1,330

CY 19 Estimate 102,000 760 190,500 3,200 460 1,380

107

Department: Sheriff Budget Detail 2016-2017 Actual

Account Number: 100-2181051100.02 51100.04 51100.06 52100 52210 52400 53100 53300 53500 53600 54100 54200 54500 55210 55230 55410 55500 55810 56001 56011 56012 56014 56017 58200

Salaries and Wages Salaries and Wages - Overtime Salaries and Wages - Part-time FICA VRS Retirement Group Life Professional Services Repair and Maintenance Printing & Binding Advertising Information Technology Fleet Risk Management Postal Services Telecommunications Lease/Rent of Equipment Travel and Training Dues and Association Memberships Office Supplies Uniforms & Wearing Apparel Books and Subscriptions Other Operating Supplies Copier Costs Capital Outlay

Total Operating Expenditures

2017-2018 Actual

1,367,659 64,294 288,126 126,439 148,554 16,432 114 483 136,287 109,588 311,592 5,700 12,048 738 5,532 2,301 7,750 9,727 407 39,897 9,457 -

2,663,124

2018-2019 Budget

1,378,970 90,234 274,441 127,779 149,417 15,617 67 80 178,614 109,303 319,128 5,700 13,743 730 6,459 2,168 6,951 11,000 248 22,991 9,495 18,745

2,741,880

2019-2020 Requested

1,445,783 216,499 127,165 155,711 18,940 1,000 250 500 500 277,206 131,147 323,464 5,700 20,863 1,356 5,000 3,500 7,000 11,000 500 18,000 10,260 -

2,781,344

% Change

2019-2020 Adopted

1,514,478 50,000 281,499 141,217 163,109 19,840 1,000 250 500 500 277,306 131,147 323,464 5,700 20,863 1,356 6,500 3,550 7,000 18,000 500 19,000 10,260 -

5% 30% 11% 5% 5% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 30% 1% 0% 64% 0% 6% 0% -

2,997,039

% Change

1,470,013 288,537 134,529 158,320 19,257 1,000 250 500 500 237,380 166,238 323,705 5,700 20,863 1,356 6,500 3,550 7,000 15,000 500 19,000 12,072 -

2% 33% 6% 2% 2% 0% 0% 0% 0% -14% 27% 0% 0% 0% 0% 30% 1% 0% 36% 0% 6% 18% -

2,891,771

NOTE: Comp Board provides partial salary reimbursement for 21 of 25 full time positions with reimbursement from the State and contribution by the City of the balance annually for operations.

Personnel Summary

Range

138 136 135 130 129 125/126/127 127 125 121 120

Class Sheriff Chief Deputy Sheriff Deputy Sheriff - Captain Deputy Sheriff - Lieutenant Deputy Sheriff - Sergeant Deputy Sheriff - Sergeant Deputy Sheriff I-III Community Outreach Coordinator Accreditation Manager Executive Secretary Secretary

Number of Full-Time Positions

2016-2017 Actual

2017-2018 Actual

2018-2019 Budget

2019-2020 Requested

2019-2020 Adopted

1 1 1 1

1 1 1 2 4

1 1 1 1

5 14 1 1

5 14 1 1 -

15 1 1 -

5 14 1 1 -

108

COMMONWEALTH’S ATTORNEY DESCRIPTION The Office of the Commonwealth’s Attorney prosecutes criminal offenses in the City of Suffolk. The Office prosecutes cases in the Juvenile and Domestic Relations Court, the General District Court, and the Circuit Court. It also prepares briefs for the Virginia Court of Appeals and the Virginia Supreme Court. In addition, the Office investigates cases and advises other City law enforcement personnel during investigations as to the substance and procedure of the criminal law. The Office also issues opinions on conflict of interest matters and is responsible for the collection of unpaid fines and court costs. In addition to prosecuting felony cases, the Office also prosecutes all misdemeanor cases in which a crime victim requests assistance, all drunk driving cases, certain domestic violence cases, all crimes that occur in schools, and all misdemeanor and traffic appeals to Circuit Court including violations of local ordinances. FY 2019 ACCOMPLISHMENTS 

Achieved continued success in the aggressive prevention, education, and prosecution of gang violence including gang violence presentations to all middle and high schools.



Continued the successful implementation of the Cold Case Homicide Prosecution Program.



Held the Suffolk Commonwealth’s Attorney’s Citizens Academy and CSI Camp for children ages 12 to 15 years old.



Provided the Victim Witness Program serving 5,947 victims and witnesses.

FY 2020 OBJECTIVES 

To present the Commonwealth’s Attorney’s gang deterrence presentation to all Suffolk middle and high schools. (Public Safety)



To attain a 95% approval rating from victims and/or witnesses involved in cases assisted by attorneys and victim witness staff of the Commonwealth’s Attorney’s office. (Public Safety)



To provide over 78 hours of classroom training and materials to over 482 police officers, fire and rescue, and other law enforcement agency personnel. (Public Safety)



To promote community outreach awareness and crime prevention by attending 137 community outreach events. (Civic Engagement and Responsive City Services)

STATISTICS/PERFORMANCE MEASURES Circuit Court defendants prosecuted Circuit Court indictments prosecuted Victims and Witnesses assisted Community Outreach events attended Hours of instruction provided to local law enforcement

FY 18 Actual 630 1,547 5,947 129 62 hrs.

FY 19 Projected 649 1,593 6,125 133 76 hrs.

FY 20 Estimate 668 1,641 6,308 137 78 hrs.

109

Department: Commonwealth's Attorney Budget Detail 2016-2017 Actual

Account Number: 100-2210051100.02 51100.04 51100.06 52100 52210 52400 53100 53300 53600 54100 54200 54500 55210 55230 55310 55500 55810 55854 55855 55860 56001 56012 56017 58200

Salaries and Wages Salaries and Wages - Overtime Salaries & Wages - Part-time FICA VRS Retirement Group Life Professional Services Repair and Maintenance Advertising Information Technology Fleet Risk Management Postal Services Telecommunications Employer HDHP Expense Travel and Training Dues and Association Memberships Asset Forfeiture - State Asset Forfeiture - Federal Community Outreach Crime Prevention Office Supplies Books and Subscriptions Copier Capital Outlay

Total Operating Expenditures

2017-2018 Actual

2018-2019 Budget

2019-2020 Requested

% Change

2019-2020 Adopted

% Change

1,966,993 102,563 147,832 217,070 25,877 152 197 120 167,935 22,473 261,809 6,756 9,039 4,298 11,195 17,070 3,133 40,109 -

1,996,270 102,202 150,925 220,276 26,054 178 80 181,862 24,095 265,331 5,895 10,950 4,025 11,261 30,519 4,767 40,140 -

2,148,817 111,588 172,921 231,428 28,150 3,500 3,120 500 168,375 23,437 260,724 6,500 14,200 7,230 11,850 21,000 8,300 42,598 -

2,453,757 116,588 196,631 264,270 32,144 3,500 3,120 500 168,375 23,437 260,724 6,500 14,200 7,230 14,295 21,000 9,300 42,598 20,000

14% 4% 14% 14% 14% 0% 0% 0% 0% 0% 0% 0% 0% 0% 21% 0% 12% 0% -

2,290,238 114,377 183,953 246,659 30,002 3,500 3,120 500 207,370 28,905 266,328 6,500 16,663 7,230 13,000 21,000 8,300 51,917 -

7% 3% 6% 7% 7% 0% 0% 0% 23% 23% 2% 0% 17% 0% 10% 0% 0% 22% -

3,004,623

3,074,829

3,264,237

3,658,169

12%

3,499,563

NOTE: Comp Board provides partial salary reimbursement for 17 of 26 full time positions with reimbursement from the State and contribution by the City of the balance annually for operations.

Personnel Summary

Range

144 135/138/141 138 136 127 124

Class Commonwealth's Attorney Deputy Commonwealth's Attorney Assistant Commonwealth's Attorney I-III Chief Administrative Manager Chief Investigator Community Outreach Coordinator Legal Assistant

Number of Full-Time Positions

2016-2017 Actual

2017-2018 Actual

2018-2019 Budget

2019-2020 Requested

2019-2020 Adopted

1 3 9 1 1 1 8

1 3 10 1 1 1 8

1 3 13 1 1 1 10

1 3 11 1 1 1 8

110

POLICE DESCRIPTION The Suffolk Police Department is committed to law enforcement excellence and public service through partnership with the community. The Department seeks to improve the quality of life for citizens by focusing on the primary responsibilities of suppression of crime, apprehension of criminal offenders, and recovery of property, while providing proactive crime prevention and community policing services. FY 2019 ACCOMPLISHMENTS 

Continued addressing criminal/traffic trends and patterns through monthly Comp Stat meetings.



Implemented a new Chiefs Challenge to address distracted driving.



Achieved forensic reaccreditation from the International Organization for Standardization, American National Standards Institute.



Completed multiple active shooter presentations and participated in a large scale exercise at Kings Fork High School.



Utilized unmanned aircraft systems to monitor high risk search warrant entries and traffic assessment.

FY 2020 OBJECTIVES 

To maintain or achieve accreditation/reaccreditation for the police department including communications and forensics. (Public Safety)



To engage officers in various training programs including mental health and crisis intervention, leadership and succession planning, and specialized training based on internal needs assessments. (Public Safety)



To implement the citizen academy and related outreach programs in conjunction with the department of Fire & Rescue, Sheriff’s Department, and Commonwealth’s Attorney’s Office. (Civic Engagement and Responsive City Services)

STATISTICS/PERFORMANCE MEASURES Average Response Time (Priority 1 Calls) Clearance Rate (Part I Offenses) Motor Vehicle and Traffic Enforcement: Traffic Citations DUI Arrests Motor Vehicle Crashes Traffic Fatalities

FY 18 Actual 5:52 22%

FY 19 Projected 5:40 28%

FY 20 Estimate 5:44 28%

11,745 358 2,511 9

13,666 460 2,708 10

12,440 409 2,608 10

111

Department: Police Budget Detail 2016-2017 Actual

Account Number: 100-3110051100.02 51100.04 51100.06 52100 52210 52400 53000.16 53100 53300 53500 54100 54200 54500 55100 55210 55230 55310 55410 55500 55810 55842 56001 31700-56007 31705-58200 31710-56007 56011 56012 56014 31715-56014 56017 56026 58200

Salaries and Wages Salaries and Wages - Overtime Salaries and Wages - Part-time FICA VRS Retirement Group Life Purchased Services - Refuse Collection Professional Services Repair and Maintenance Printing and Binding Information Technology Fleet Risk Management Utilities Postal Services Telecommunications Employer HDHP Expense Lease/Rent of Equipment Travel and Training Dues and Association Memberships Rewards Office Supplies Property Seizure E-Ticking Fee Confiscation Program Uniforms & Wearing Apparel Books and Subscriptions Other Operating Supplies DARE Copier Costs Special Events Capital Outlay

Total Operating Expenditures

2017-2018 Actual

2018-2019 Budget

2019-2020 Requested

% Change

2019-2020 Adopted

% Change

10,382,186 1,633,733 129,289 891,132 1,135,098 137,183 324 149,461 15,526 9,482 1,961,154 1,822,180 2,618,999 132,740 7,730 206,109 4,440 67,923 99,685 4,649 16,000 31,128 36,560 13,629 233,851 2,157 316,374 82,741 10,871 231,531

11,187,152 1,765,595 127,546 957,927 1,201,735 144,877 396 175,081 20,491 11,489 2,160,397 1,834,190 2,682,431 128,151 7,718 197,398 9,540 67,658 138,144 5,538 16,000 27,674 10,446 109,670 5,589 138,563 1,888 124,660 82,085 9,863 18,486

11,546,894 690,228 130,000 946,085 1,234,078 151,264 284 160,600 23,200 11,737 2,470,542 2,082,630 2,734,594 160,000 8,000 270,943 81,858 120,172 4,922 16,000 30,000 144,111 2,000 110,000 93,119 9,940 -

12,026,171 1,851,725 174,491 1,075,008 1,295,219 157,543 284 320,000 23,800 11,737 2,582,122 2,495,969 2,734,594 160,000 8,000 270,943 97,610 146,649 4,922 20,000 32,000 264,083 2,000 110,000 93,119 22,940 406,367

4% $ 168% 14% 5% 4% 0% 99% 3% 0% 5% 20% 0% 0% 0% 0% 19% 22% 0% 25% 7% 83% 0% 0% 0% 131% -

12,136,213 875,571 128,837 1,005,257 1,297,695 158,984 284 320,000 23,200 11,737 2,554,774 2,491,934 2,724,735 160,000 8,000 310,679 97,610 146,649 4,922 20,000 30,000 264,083 2,000 110,000 104,509 22,940 -

5% 27% -1% 6% 5% 5% 0% 99% 0% 0% 3% 20% 0% 0% 0% 15% 19% 22% 0% 25% 0% 83% 0% 0% 12% 131% -

22,383,864

23,368,380

23,233,201

26,387,296

14%

25,010,614

51100.04 - Overtime: Holiday, Court, Inclement Weather, Staffing, Cycle, On Call, CIT Drop Off Center, Special Events 53100 - Professional Services: Promotional assessment, polygraph, medical/psych./fitness for duty Evals; false alarm billing services; PPE testing; CALEA Accred.; vet services; biohazard disposals 53300 - Repair & Maintenance: Software/Hardware system maintenance and radar repairs. 55500 - Travel & Training: HRCJA training of new officers; recertification of officers; specialized training for officers 56014 - Other Operating Supplies: ammunition, dog food, recruiting and safety supplies, crime scene processing materials. 56026 - Special Events: Youth Public Safety Academy Department: Police Personnel Summary

Range 144 141 138 136 133 132 130 130 130 125/127/128/129 127 127 124 124 124 124 121 120 120 119

Class Chief of Police Deputy Chief of Police Police Captain Police Lieutenant Police Planner Police Sergeant Forensic Supervisor Evidence Technician Supervisor Administrative Analyst Police Officer I-III/Master Police Officer Records Management Supervisor Accreditation Manager Forensic Technician Evidence Technician Crime Analyst Administrative Specialist Executive Secretary Secretary Accounting Technician Police Records Technician

Number of Full-Time Positions

2016-2017 Actual

2017-2018 Actual

2018-2019 Budget

2019-2020 Requested

2019-2020 Adopted

1 3 4 10 23 1 1 147 1 4 2 1 1 1 13

1 3 4 10 23 1 1 148 1 1 4 2 1 1 1 13

1 3 5 10 23 1 1 148 1 4 2 1 1 1 14

1 3 5 10 1 24 1 1 157 1 4 2 1 1 1 1 13

213

215

216

227

112

POLICE – EMERGENCY COMMUNICATIONS DESCRIPTION The Police – Emergency Communications Division is the Public Safety Answering Point (PSAP) for all landline and wireless non-emergency and 911 calls. The Division receives and dispatches all police and fire and rescue related calls, monitors, and dispatches on-call City agencies, state police, and state game commission agencies. In addition, the Division furnishes information from the National Crime Information Center and Virginia Criminal Information Network relating to wanted persons, license checks, and general broadcasts from all criminal justice agencies across the nation. FY 2019 ACCOMPLISHMENTS 

Completed 85% toward the geographic information systems boundary line delineation between Isle of Wight County and Suffolk to provide dispatched emergency services to citizens within a geographically defined boundary line with bordering localities.



Installed the radio interoperability system enabling cross communication with phones, computers, and voice over internet to bridge the gap of regional communication during disaster events.



Facilitated the upgrade of three call taker position to communications operators providing shift management with all communications operators with dual capabilities.

FY 2020 OBJECTIVES 

To maintain a high level of customer service through monthly review of citizen surveys. (Public Safety)



To conduct outreach with the community through senior citizens and youth public safety academies. (Public Safety)



To partner with elementary schools to educate youth on 911. (Public Safety)

STATISTICS/PERFORMANCE MEASURES Calls for Service: Self-Initiated Calls received from Officers Calls from Citizens Percent of reviewed calls meeting or exceeding expectations

FY 18 Actual

FY 19 Projected

FY 20 Estimate

132,143 58,546 95%

134,000 60,000 95%

135,000 61,000 96%

113

Division: Police Emergency Communications (Department of Police) Budget Detail 2016-2017 Actual

Account Number: 100-3140051100.02 51100.04 51100.06 52100 52210 52400 53100 53300 54500 55230 55310 55410 55500 55810 56011 56014 58200

Salaries and Wages Salaries and Wages - Overtime Salaries and Wages - Part-time FICA VRS Retirement Group Life Professional Services Repair and Maintenance Risk Management Telecommunications Employer HDHP Expense Lease/Rent of Equipment Travel and Training Dues and Association Memberships Uniforms & Wearing Apparel Other Operating Supplies Capital Outlay

Total Operating Expenditures

2017-2018 Actual

2018-2019 Budget

2019-2020 Requested

% Change

2019-2020 Adopted

% Change

1,103,040 141,560 9,324 90,432 119,957 14,260 9,517 3,387 293,658 66,447 1,949 92 4,000 3,949 -

1,141,194 170,037 3,092 94,913 123,070 14,809 18,743 1,175 298,432 86,670 6,774 92 4,000 3,239 -

1,232,199 24,857 96,165 132,372 16,142 18,850 2,500 302,748 113,701 6,985 225 4,088 4,000 -

1,530,145 250,880 136,248 164,797 20,045 18,850 2,500 302,748 113,701 74,644 13,335 300 8,863 4,000 742

24% $ 909% 42% 24% 24% 0% 0% 0% 0% 91% 33% 117% 0% -

1,329,213 24,857 103,586 141,812 17,413 18,850 2,500 285,576 113,974 9,735 300 5,381 4,000 -

8% 0% 8% 7% 8% 0% 0% -6% 0% 39% 33% 32% 0% -

1,861,574

1,966,240

1,954,831

2,641,798

35%

2,057,198

51100.04 - Overtime: Holiday, Inclement Weather, Staffing Personnel Summary

Range

Class 132 132 128 123/124 121

Police Sergeant PSAP Manager Communications Lead Operator Communications Operator I-II Call Taker

Number of Full-Time Positions

2016-2017 Actual

2017-2018 Actual

1 3 20 3

1 1 3 20 3

2018-2019 Budget

2019-2020 Requested

2019-2020 Adopted

1 3 23 -

1 5 28 -

1 5 23 -

114

POLICE DEPARTMENT - ANIMAL SHELTER MANAGEMENT DESCRIPTION The Animal Shelter Management Division of the Suffolk Police Department investigates all reports concerning domestic animals within the City, provides 24 hour services for emergency situations involving animals, houses and cares for all animals coming into the facility in accordance with the Code of Virginia, implements an adoptive and redemptive services program, and educates citizens regarding domestic animal laws and regulations. FY 2019 ACCOMPLISHMENTS 

Participated with other local shelters in events to increase the percentage of animals adopted.



Held 22 external adoption events in an effort to increase the percentage of animals adopted.



Trained 30 new volunteers in a variety of activities including adoption events, animal foster care, and staff assistance at the animal shelter.

FY 2020 OBJECTIVES 

To increase redemptions and adoptions by use of social media. (Civic Engagement and Responsive City Services)



To increase animal transfers by reaching out to other rescue organizations. (Civic Engagement and Responsive City Services)



To provide opportunities for volunteerism for positions working in the animal shelter, as well as foster care families for our animals. (Civic Engagement and Responsive City Services)



To utilize social media to inform citizens on issues involving animal care. (Civic Engagement and Responsive City Services)

STATISTICS/PERFORMANCE MEASURES Animal Adoptions Animal Redemptions Animal Transfers Animal Foster Homes Citizen Calls for Service Self-Initiated Calls for Service

FY 18 Actual 557 281 624 24 3,729 2,232

FY 19 Projected 415 300 700 25 3,808 2,742

FY 20 Estimate 450 305 700 26 3,845 2,734

115

Division: Animal Shelter Management (Department of Police) Budget Detail 2016-2017 Actual

Account Number: 100-3510051100.02 51100.04 51100.06 52100 52210 52400 53000.02 53000.16 53100 53300 54200 54500 55100 55230 55410 55500 55810 56001 56011 56014 56015 56017 58200

Salaries and Wages Salaries and Wages - Overtime Salaries and Wages - Part-time FICA VRS Retirement Group Life Purchased Services - Road Maintenance (incineration) Purchased Services - Refuse Collection Professional Services Repair and Maintenance Fleet Risk Management Utilities Telecommunications Lease/Rent of Equipment Travel and Training Dues and Association Memberships Office Supplies Uniforms & Wearing Apparel Other Operating Supplies Merchandise for Resale Copier Costs Capital Outlay

Total Operating Expenditures

2017-2018 Actual

2018-2019 Budget

2019-2020 Requested

% Change

373,563 30,060 11,632 30,295 41,133 4,885 15,000 963 87,011 955 91,119 112,075 33,930 2,311 16,804 240 255 1,721 3,191 25,456 3,001 2,142

379,800 22,454 28,044 31,290 40,600 4,822 15,000 1,445 102,435 72 91,047 113,547 36,550 2,460 16,752 518 315 1,300 3,000 26,985 3,000 635 19,156

395,710 3,286 39,106 30,523 42,618 5,184 15,000 500 116,550 1,000 137,862 112,350 38,000 7,187 20,562 1,000 550 1,300 3,500 28,000 3,000 4,124 -

395,710 39,298 39,106 36,270 42,618 5,184 15,000 1,500 116,550 1,000 137,862 112,350 38,000 7,187 20,562 1,000 580 1,300 3,570 28,000 3,000 4,124 68,554

887,741

941,230

1,006,913

1,118,325

2019-2020 Adopted

0% $ 1096% 0% 19% 0% 0% 0% 200% 0% 0% 0% 0% 0% 0% 0% 0% 5% 0% 2% 0% 0% 0% 11%

% Change

384,445 3,286 40,083 29,661 41,069 5,036 22,000 1,500 116,550 1,000 115,166 115,037 38,000 7,587 20,562 1,000 580 1,300 3,500 28,000 3,000 4,642 -

-3% 0% 2% -3% -4% -3% 47% 200% 0% 0% -16% 2% 0% 6% 0% 0% 5% 0% 0% 0% 0% 13% -

983,004

-2%

51100.04 - Overtime: Holiday, Inclement Weather, Staffing, On Call 53100 - Professional Services: Vet services. 56014 - Other Operating Supplies: pet food and supplies, cleaning supplies. Personnel Summary

Range

Class 130 130 121 116

Chief Animal Control Officer Animal Shelter Manager Animal Control Officer Animal Caretaker

Number of Full-Time Positions

2016-2017 Actual

2017-2018 Actual

2018-2019 Budget

2019-2020 Requested

2019-2020 Adopted

1 1 5 3

116

COMMUNITY DEVELOPMENT SERVICES DESCRIPTION The budget for the Community Development Services Division was merged with the Department of Planning and Community Development in the adopted FY 2018-2019 budget.

117

Division: Community Development (Department of Planning and Community Development) Budget Detail 2016-2017 Actual

Account Number: 100-3450051100.02 51100.04 51100.06 52100 52210 52400 53100 53100.30 53175 53600 54100 54200 54500 55210 55230 55500 55810 56001 56012 56014 56017

Salaries and Wages Salaries and Wages - Overtime Salaries and Wages - Part-time FICA VRS Retirement Group Life Professional Services Professional Service - Demolition Neighborhood Improvements Advertising Information Technology Fleet Risk Management Postal Services Telecommunications Travel and Training Dues and Association Memberships Office Supplies Books and Subscriptions Other Operating Supplies Copier Costs

Total Operating Expenditures

2017-2018 Actual

2018-2019 Budget

2019-2020 Requested

% Change

2019-2020 Adopted

% Change

1,280,932 6,101 92,620 141,766 17,455 194,243 66,629 1,112 176,349 93,826 290,923 14,440 13,043 7,815 1,526 6,438 1,527 252 8,906

1,352,680 19,907 98,030 149,721 18,445 112 174,104 62,446 1,495 134,112 97,726 293,298 14,885 19,398 9,354 1,690 8,615 1,391 527 8,707

2,415,904

2,466,645

Personnel Summary

Range

Class 138 135 133 133 130 127 127 125/127 124/125 125 124 123 120 119

Assistant Director of Community Development Zoning Administration and Enforcement Manager Housing/Property Maintenance Official Building Official Plans Reviewer Customer Service Manager Assistant Zoning Administration and Enforcement Coordinator Building Inspector I-II Zoning Inspector I-II Housing/Property Maintenance Inspector Senior Permit Technician Permit Technician Secretary Office Assistant

Number of Full-Time Positions

2016-2017 Actual

2017-2018 Actual

1 1 1 1 1 1 1 7 2 4 3 1 1 1

2018-2019 Budget

2019-2020 Requested

2019-2020 Adopted

118

FIRE AND RESCUE DESCRIPTION The Suffolk Department of Fire and Rescue provides fire prevention, fire protection, public education, emergency management, and emergency medical care and transportation to the citizens of Suffolk 24 hours per day, 365 days per year. The Fire Prevention Bureau of the Department of Fire and Rescue performs fire prevention and education, commercial fire inspections, new construction plans review in conjunction with the City Building Official, and fire/arson investigations in order to determine cause and origin. FY 2019 ACCOMPLISHMENTS 

Implemented Phase II of the technical rescue program to bring members of Engine 2 and all the Ladder Companies up to operations level in the core technical rescue disciplines.



Participated in several planned events including Peanut Fest and the Local Emergency Planning Committee full-scale exercise.



Personnel attended numerous training events to enhance and strengthen the capabilities of the department.

FY 2020 OBJECTIVES 

To provide efficient and effective fire prevention, fire protection, and emergency medical services to residents and visitors. (Financial Stability)



To increase staffing levels and fill vacancies to address the continued growth of the City of Suffolk and the Suffolk Department of Fire & Rescue. (Public Safety)



To enhance the efficiency and effectiveness of the Department of Fire & Rescue personnel through continuing education, training, and workforce development. (Public Safety)



To enhance fire and life safety public education programing by offering two fire and life safety camps, one youth public safety academy, and participating in the Partners in Education program through fiscal year 2020.

STATISTICS/PERFORMANCE MEASURES Calls for Service Average Response Time Number of Fires Fire Prevention: Plan Reviews Fire/Safety Inspections Investigations Arson, Bomb Threats, Threats to Burn Community Outreach: Fire Safety House Presentations Youth Public Safety Academy sessions Fire/Life Safety Camps

FY 18 Actual 14,049 7:25 152

FY 19 Projected 14,470 7:25 155

FY 20 Estimate 14,904 7:25 158

335 204 207 36

400 425 225 40

450 600 230 45

54 24 3

65 24 4

70 24 4

119

Department: Fire and Rescue Budget Detail 2016-2017 Actual

Account Number: 100-3210051100.02 51100.04 51100.06 52100 52210 52400 53000.16 53100 53100.22 53300 53320 53500 54100 54200 54500 55100 55210 55230 55310 55410 55420 55440 55500 55645 55700 55810 55843 56001 56007 56007.12 56011 56012 56014 56017 58200

Salaries and Wages Salaries and Wages - Overtime Salaries and Wages - Part-time FICA VRS Retirement Group Life Purchased Services - Refuse Collection Professional Services Medical Services Repair and Maintenance Maintenance Service Contracts Printing and Binding Information Technology Fleet Risk Management Utilities Postal Services Telecommunications Employer HDHP Expense Lease/Rent of Equipment Lease/Rent of Building Fire Hydrant Rental Travel and Training Four for Life - EMS Support VFD Operations Dues and Association Memberships Fire Programs Fund Expense Office Supplies Repair and Maintenance Supplies Educational Supplies Uniforms & Wearing Apparel Books and Subscriptions Other Operating Supplies Copier Costs Capital Outlay - Additions

Total Operating Expenditures

2017-2018 Actual

2018-2019 Budget

2019-2020 Requested

12,907,484 3,731,685 491,096 1,239,606 1,419,311 169,440 5,598 127,414 40,874 7,229 80,511 1,003 1,097,344 1,619,001 3,376,038 189,402 944 80,041 9,035 143,311 4,800 140,000 28,585 91,541 107,500 19,546 368,839 4,558 11,065 6,438 131,857 1,692 43,942 35,201 68,065

13,728,059 4,114,633 448,239 1,323,681 1,494,868 177,912 8,725 190,723 36,890 9,931 76,402 304 1,124,714 1,651,689 3,406,927 193,359 455 83,665 17,673 142,394 140,000 38,661 69,891 85,974 19,210 121,658 4,144 13,284 6,845 121,184 1,828 47,823 35,342 49,967

15,381,412 1,849,764 500,000 1,356,435 1,650,615 201,496 8,011 181,733 293,966 12,300 89,004 1,160 1,608,245 1,796,222 3,582,807 220,626 850 95,802 176,988 140,000 57,525 81,765 100,000 20,677 282,780 5,060 15,000 8,000 188,300 1,830 46,000 37,691 -

16,022,070 2,500,000 741,924 1,473,696 1,725,577 209,889 8,011 181,733 293,996 20,000 100,804 1,160 1,608,245 1,796,222 3,582,807 220,626 850 95,802 176,988 140,000 135,385 81,765 75,000 20,677 282,780 5,060 15,000 8,000 302,100 1,830 166,592 37,691 132,176

27,799,996

28,987,053

29,992,065

32,164,456

% Change

2019-2020 Adopted

4% $ 35% 48% 9% 5% 4% 0% 0% 0% 63% 13% 0% 0% 0% 0% 0% 0% 0% 0% 0% 135% 0% -25% 0% 0% 0% 0% 0% 60% 0% 262% 0% 7%

% Change

15,615,777 2,500,000 528,490 1,426,286 1,674,724 204,567 8,011 181,733 293,996 15,000 100,804 1,160 1,827,349 1,991,473 3,776,388 220,626 850 97,589 176,988 140,000 100,000 81,046 75,000 20,677 292,774 5,060 15,000 8,000 201,924 1,830 89,046 45,716 -

2% 35% 6% 5% 1% 2% 0% 0% 0% 22% 13% 0% 14% 11% 5% 0% 0% 2% 0% 0% 74% -1% -25% 0% 4% 0% 0% 0% 7% 0% 94% 21% -

31,717,884

51100.04 - Overtime: Holiday, FLSA, Inclement Weather, Special Events 51100.06 - Part-time: EMS Paramedics 53100 - Professional Services: Dept. of Forestry contracts for forest fire prevention & suppression; independent ladder testing services & EMS billing; firefighter entrance testing. 53100.22 - Medical Services: OSHA required annual medical eval.'s & medical director services. 55440 - Fire Hydrant Rental: Fire hydrant rentals and maintenance charges from Public Utilities. 56007 - Repair & Maintenance Supplies: Supplies to maintain building facilities, tools and equipment. 56014 - Other Operating Supplies: Medical supplies, emergency food supplies, & janitorial supplies for facilities. * Amounts for Four for Life and Fire Programs are estimates of grant funds to be received and are offset by anticipated revenues in the General Fund. **Above includes supplemental funding for volunteer organizations of approximately $753,860 annually. Department: Fire and Rescue Personnel Summary

Range

Class 144 141 137 137 134 134 132 130 129 129

127/128/129 125/126 124 124 121 119 118

Fire Chief Deputy Fire Chief Fire Marshal Battalion Chief Fire Captain Deputy Emergency Management Coordinator Fire Lieutenant Administrative Analyst Public Education Specialist-Fire Investigator Community Risk Reduction Coordinator Firefighter I-II/Senior Firefighter/ FirefighterMedic I-II/Master Firefighter/Fire Inspector/Fire Investigator-Inspector Accounting Associate II Community Risk Reduction Educator/Civilian Executive Secretary Office Assistant Stockroom Clerk

Number of Full-Time Positions

2016-2017 Actual

2017-2018 Actual

2018-2019 Budget

1 3 8 19 31 1 1 -

1 3 1 7 19 31 1 1 -

1 3 1 7 20 33 1 1 -

1 3 1 7 22 37 1 1 1

1 3 1 7 19 1 33 1 1 -

185 1 2 -

188 1 2 -

203 1 1 2 -

206 1 1 1 3 1

203 1 1 2 -

252

255

274

287

274

2019-2020 Requested

2019-2020 Adopted

120

FIRE AND RESCUE – EMERGENCY MANAGEMENT DESCRIPTION The Emergency Management Division of the Suffolk Department of Fire and Rescue is responsible for disaster preparedness and seeks to lesson the impact of natural and man-made disasters on the Suffolk community through effective mitigation, planning, emergency response, and recovery. This is accomplished through a comprehensive all-hazards emergency management program aimed at coordinating local, state, and federal resources during a disaster. FY 2019 ACCOMPLISHMENTS 

Completed all work elements required by the Local Emergency Management Performance Grant.



Reviewed, assisted, and guided local medical facilities with meeting the emergency preparedness requirements for Medicaid and Medicare providers and suppliers through emergency operations plan reviews and drills.



Participated in 15 regional meetings, committees, and work groups such as Hampton Roads Emergency Management Committee, All Hazard Advisory Committee, North Carolina/Virginia Evacuation Coordination Group, and Regional Re-Entry workshop.



Provided emergency management education and outreach to citizens and businesses.



Participated in National, State and Local emergency drills.

FY 2020 OBJECTIVES 

To administer a comprehensive all-hazards emergency management program aimed at coordinating local, state, federal, and private resources to address natural and man-made disasters through preparedness, response, recovery, and mitigation. (Public Safety)



To assist businesses in evaluating and implementing Emergency Operations Plans. (Civic Engagement and Responsive City Services)



To complete all work elements required by the Local Emergency Management Performance Grant. (Public Safety)



To provide educational outreach to residents and businesses. (Civic Engagement and Responsive City Services)



To establish and strengthen local and regional emergency management relationships through private/ public partnerships. (Public Safety)

STATISTICS/PERFORMANCE MEASURES Training exercises held Percentage of City staff with emergency management responsibilities receiving at least one class annually Percent compliance with State/Federal emergency management mandates

FY 18 Actual 3

FY 19 Projected 3

FY 20 Estimate 3

100%

121

Division: Emergency Management (Department of Fire & Rescue) Budget Detail 2016-2017 Actual

Account Number: 100-3550054100 55210 55230 55500 55810 56001 56014

Information Technology Postal Services Telecommunications Travel and Training Dues and Association Memberships Office Supplies Other Operating Supplies

Total Operating Expenditures

2017-2018 Actual

2018-2019 Budget

2019-2020 Requested

% Change

2019-2020 Adopted

% Change

24,125 2,832 6,750 150 1,221 -

23,130 2,991 929 150 25 1,140

4,350 50 11,947 1,800 200 1,250 1,400

4,350 50 11,974 16,260 520 1,250 1,500

0% $ 0% 0% 803% 160% 0% 7%

50 11,947 2,000 300 1,250 1,500

-100% 0% 0% 11% 50% 0% 7%

35,078

28,365

20,997

35,904

71%

17,047

-19%

122

WESTERN TIDEWATER REGIONAL JAIL AUTHORITY DESCRIPTION The Western Tidewater Regional Jail Authority is a regional partnership of the cities of Suffolk and Franklin, and the counties of Isle of Wight and Southampton, which provides incarceration services to enhance the safety and security of the residents of these localities. The City of Suffolk supports the regional jail’s operations through a local funding contribution based on inmate population served. FY 2020 OBJECTIVES 

To increase the federal inmate count.



To identify cost saving/production enhancing technologies and training to improve efficiency and reduce costs to member localities.



To enhance programs that reduces recidivism and provides inmates more options upon their release.



To foster improved working relationships with other regional jails to facilitate collaborative agreements, contract negotiations, and new technologies that can be cooperative utilized to decrease costs.



To enhance staff training and education programs in an effort to become one of the premier jails in the State.

123

Department: Western Tidewater Regional Jail Budget Detail 2016-2017 Actual

Account Number: 100-3320057001 Required Jurisdiction Contribution Total Operating Expenditures

2017-2018 Actual

2018-2019 Budget

2019-2020 Requested

% Change

2019-2020 Adopted

% Change

4,364,037

4,364,052

4,424,060

4,297,658

-3%

4,297,658

-3%

4,364,037

4,364,052

4,424,060

4,297,658

-3%

4,297,658

-3%

Above represents required local contribution to operate the regional jail facility. Local jurisdiction costs are apportioned based on % of local inmate population.

124

PUBLIC WORKS DESCRIPTION The Department of Public Works provides a wide range of services in support of the economic vitality and quality of life of the City of Suffolk and its citizens including fleet management, refuse collection, stormwater and mosquito control, roadway maintenance, traffic engineering, and transit services. FY 2019 ACCOMPLISHMENTS 

Inspected 75 bridges to meet state and federal standards and guidelines and initiated the replacement of three structurally deficient bridge structures at Southwestern Boulevard, Simon Drive, and Badger Road.



Initiated the installation of closed conveyance storm water pipe, roll curb, manholes, and ADA ramps on North Lloyd Street and South Division Street.



Facilitated completion of various road and traffic improvement projects including the Harbour View area traffic signal upgrade, systematic flashing yellow arrow upgrade, and construction of new traffic signals at Bridge Road and Winward Lane, Bennett’s Creek Commons, and Bennett’s Pasture Road and Lee Farm Lane.



Secured state and federal funding assistance for numerous transportation projects.

FY 2020 OBJECTIVES 

To provide sound oversight of all funds administered by the Department with special attention to ensuring refuse, stormwater utility, and special revenue funds are used for intended purposes. (Financial Stability)



To identify opportunities and funding for transportation improvements and enhancements. (Transportation)



To respond to citizen requests for information and to proactively reach out to communities where significant projects will be undertaken. (Civic Engagement and Responsive City Services)

STATISTICS/PERFORMANCE MEASURES Lane miles resurfaced Average time to repair reported potholes Priority 1 Traffic Signal requests repaired within 4 hours Tons of Refuse Collected Tons of Curbside Recycling Collected

FY 18 Actual 49.7 72 hrs. 100% 39,115 5,511

FY 19 Projected 55 72 hrs. 100% 43,000 6,100

FY 20 Estimate 55 72 hrs. 100% 46,000 6,400

125

Department: Public Works - Administration Budget Detail 2016-2017 Actual

Account Number: 100-4110051100.02 51100.04 51100.06 52100 52210 52400 53000.02 53000.06 53000.43 53000.44 53000.45 53100 53130 53600 54100 54200 54500 55210 55230 55310 55500 55810 56001 56012 56014 56017 58200

Salaries and Wages Salaries and Wages - Overtime Salaries and Wages - Part-time FICA VRS Retirement Group Life Purchased Services - RM Dirt Roads Purchased Services - Stormwater - Engineering Purchased Services - RM Salary Allocation Purchased Services - RM Streetlight Installation Purchased Services - RM Impact Analysis Professional Services Landfill Closure Monitoring Advertising Information Technology Fleet Risk Management Postal Services Telecommunications Employer HDHP Expense Travel and Training Dues and Association Memberships Office Supplies Books and Subscriptions Other Operating Supplies Copier Costs Capital Outlay

Total Operating Expenditures

2017-2018 Actual

177,823 12,262 19,614 2,329 57,480 400,000 45,000 20,000 15,000 10,884 72,403 15,843 2,861 24,059 100 2,868 470 554 547 211 1,024 -

881,330

2018-2019 Budget

181,675 12,837 19,849 2,358 68,603 450,000 45,000 20,000 15,000 10,940 50,703 67 16,627 3,858 22,052 132 2,937 782 1,001 187 1,026 -

925,633

2019-2020 Requested

184,457 14,111 19,866 2,416 130,000 450,000 50,193 20,000 15,000 24,000 250 8,373 4,702 21,742 500 3,705 1,000 800 1,500 250 1,073 -

953,938

% Change

2019-2020 Adopted

245,000 18,743 26,387 3,217 130,000 450,000 12,709 20,000 15,000 24,000 250 8,373 4,702 21,742 400 3,705 1,200 960 1,500 145 1,073 -

33% 33% 33% 33% 0% 0% -75% 0% 0% 0% 0% 0% 0% 0% -20% 0% 20% 20% 0% -42% 0% -

989,106

% Change

207,091 15,842 22,304 2,713 130,000 450,000 12,709 20,000 15,000 24,000 250 9,922 5,600 22,187 400 3,707 1,200 960 1,500 145 1,332 -

12% 12% 12% 12% 0% 0% -75% 0% 0% 0% 0% 18% 19% 2% -20% 0% 20% 20% 0% -42% 24% -

946,862

-1%

53000 - Purchased Services: To cover misc. local transportation needs outside VDOT reimbursement regulations and engineering services. 53100 - Professional Services: Surveying / Engineering services. Personnel Summary

Range

Class 144 Director of Public Works 136 Public Works Fund Manager 121 Executive Secretary

Number of Full-Time Positions

2016-2017 Actual

2017-2018 Actual

2018-2019 Budget

2019-2020 Adopted 1 1 1

2019-2020 Requested

1 1 1 3

126

CAPITAL PROGRAMS AND FACILITIES DESCRIPTION The Department of Capital Programs and Facilities is responsible for the administration and management of capital projects, building maintenance, and custodial functions. As part of its capital project management functions, the Department coordinates with City departments, user groups, and approval agencies; develops project plans and budgets; oversees land acquisition, consultant selection, contract negotiation and monitoring, architectural and engineering consultants and contractors; and manages contract payments, fees, and project expenditures. The Department’s building maintenance and custodial functions include the provision of general building maintenance and custodial services, HVAC systems maintenance, and the repair of electrical, plumbing, and other building systems. FY 2019 ACCOMPLISHMENTS 

Completed the design for site improvements to Fire Station 1.



Initiated construction of Godwin Courts Building Upgrades project



Facilitated significant maintenance upgrades to Fire Stations 4 and 8.



Finalized the design of the Sleepy Hole Golf Course Cart Barn, Fire Department Operations Facility, and Parks & Recreation/Police/Capital Programs Joint Operations Facility.



Completed a feasibility study of the proposed Central Library.

FY 2020 OBJECTIVES 

To continue the efficient implementation of capital projects within established budgets. (Financial Stability)



To implement municipal building projects that encourage citizen engagement and efficient service delivery to citizens in concert with the City’s adopted comprehensive plan. (Civic Engagement and Responsive City Services)

STATISTICS/PERFORMANCE MEASURES Building Maintenance and Custodial: Number of Buildings maintained Square Footage of Buildings maintained Service Requests received Building Maintenance Custodial Average Response Time to Service Requests Capital Projects: Percent of Capital Building Projects completed on time/within budget

FY 18 Actual

FY 19 Projected

FY 20 Estimate

44 1,037,500

1,890 895 1 day

1,900 975 1 day

1,900 1,150 1 day

90%

127

Department: Capital Programs & Facilities Budget Detail 2016-2017 Actual

Account Number: 100-43250 51100.02 51100.04 51100.06 52100 52210 52400 53000.16 53100 53300 53320 54100 54200 54500 55100 55210 55230 55410 55500 56001 56011 56014 56017 58200

Salaries and Wages Salaries and Wages - Overtime Salaries and Wages - Part-time FICA VRS Retirement Group Life Purchased Services - Refuse Collection Professional Services Repair and Maintenance Maintenance Service Contracts Information Technology Fleet Risk Management Utilities Postal Services Telecommunications Lease/Rent of Equipment Travel and Training Office Supplies Uniforms & Wearing Apparel Other Operating Supplies Copier Costs Capital Outlay

Total Operating Expenditures

2017-2018 Actual

2018-2019 Budget

2019-2020 Requested

% Change

2019-2020 Adopted

% Change

975,829 24,542 183,554 86,279 107,446 12,766 9,249 1,180 203,663 305,867 72,059 64,936 436,546 549,629 38 8,365 470,503 1,244 1,357 9,453 272,772 7,121 -

977,971 17,807 122,499 81,180 107,062 12,720 14,927 75,000 148,295 537,521 89,327 72,261 458,060 622,775 38 8,856 469,061 1,256 20,223 211,870 7,136 -

1,016,267 201,951 93,194 109,452 13,313 11,322 150,000 525,000 138,147 83,632 415,829 645,000 100 16,250 534,415 2,000 2,000 12,000 200,000 8,234 -

1,084,443 165,372 95,611 116,795 14,206 11,322 175,000 525,000 138,147 83,632 415,829 645,000 100 16,250 534,415 2,000 2,000 12,000 250,000 8,234 -

7% -18% 3% 7% 7% 0% 17% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 25% 0% -

1,052,844 169,506 93,510 113,391 13,792 11,322 175,000 525,000 148,829 80,918 480,146 645,000 100 16,250 534,415 2,000 2,000 12,000 250,000 8,752 -

4% -16% 0% 4% 4% 0% 17% 0% 8% -3% 15% 0% 0% 0% 0% 0% 0% 0% 25% 6% -

3,804,397

4,055,844

4,178,105

4,295,356

4,334,775

Personnel Summary

Range

Class 144 138 130 127 124 123 121 120 120 120 114

Director of Capital Programs & Buildings Assistant Director of Capital Programs & Buildings Facilities Maintenance Manager Facilities Inspector General Services Supervisor Building Maintenance Technician Executive Secretary Secretary Custodial Supervisor Accounting Technician Custodial Worker

Number of Full-Time Positions

2016-2017 Actual

2017-2018 Actual

2018-2019 Budget

1 1 1 1 1 3 1 1 2

2019-2020 Requested

% Change

2019-2020 Adopted

% Change

1 1 1 1 1 4 1 1 2 1 12

1 1 1 1 1 4 1 1 2 12

128

SOCIAL SERVICES DESCRIPTION The Department of Social Services administers a variety of federal and local financial assistance and human services programs. The Department’s services are categorized into five broad service areas: Financial Services, Employment Services, Foster Care Services, Child/Adult Prevention/Protection Services, and Community Corrections. FY 2019 ACCOMPLISHMENTS 

Successfully converted all benefit program cases into the new Virginia Case Management System.



Awarded a certificate at the annual Virginia League of Social Services Executives (VLSSE) Conference for being one of 16 local departments to demonstrate error free compliance during the Childcare Program Payment Accuracy Review.



Researched and deployed a check-in kiosk as an electronic customer tracking record to manage and improve customer wait times and overall customer service.



Collaborated with Paul D. Camp Community College to train students in the school’s Fast Track Health Care Program which provided 14 students with 3 nationally recognized credentials including Certified Clinical Medical Assistant, Certified Phlebotomy Technician, and Certified EKG Technician.

FY 2020 OBJECTIVES 

To process benefit applications in a timely manner in accordance with State standards. (Leisure, Health, and Wellness)



To continue the focus on preventative measures to decrease the number of children entering into foster care. (Leisure, Health, and Wellness)



To advocate for improved efficiencies in maximizing federal and state funding streams. (Financial Stability)



To host employment fairs, and assist existing and new businesses by providing recruitment space and a pool of qualified applicants. (Expanded Economic Development)

STATISTICS/PERFORMANCE MEASURES Persons/Households receiving SNAP Persons/Households receiving TANF Households receiving Medicaid Children in Foster Care Visitors at Workforce Development Ctr. Persons in Community Corrections Program Average Length of Supervision time

FY 18 Actual 10,676 520 12,495 13 16,328 547 219 days

FY 19 Projected 10,800 500 13,000 18 15,500 557 250 days

FY 20 Estimate 11,000 475 13,100 16 16,000 562 235 days 129

Department: Social Services Budget Detail 2016-2017 Actual

Account Number: 100-5310051100.02 51100.04 51100.06 51100.27 52100 52210 52400 52600 53100 53300 54100 54200 54500 55210 55230 55300 55310 55420 55500 55667 55676 55677 55701.02 55701.04 55701.06 55701.08 55701.10 55701.14 55701.16 55701.18 55701.22 55701.24 55810 56001 56017

Salaries and Wages Salaries and Wages - Overtime Salaries and Wages - Part-time Leave Compensation FICA VRS Retirement Group Life Unemployment Professional Services Repair and Maintenance Information Technology Fleet Risk Management Postal Services Telecommunications Insurance and Bonds Employer HDHP Expense Lease/Rent of Building Travel and Training Early Childhood Development Commission Summer Youth Program Suffolk Workforce Development (lease) Auxiliary Assistance - Blind, Aged & Disabled Aid to Dependent Children Aid to Dependent Children - Foster Care Fuel Assistance Healthy Families Title XX Purchased Services Adoption Payments Employment Services Program Quality Initiative Program General Relief Dues and Association Memberships Office Supplies Copier Costs

Total Operating Expenditures

2017-2018 Actual

2018-2019 Budget

2019-2020 Requested

% Change

2019-2020 Adopted

% Change

4,866,643 41,165 364,478 80,317 387,786 538,147 64,277 3,870 37,457 1,128 499,625 59,443 1,128,222 31,182 32,083 2,221 2,420 1,188,163 36,084 58,752 129,033 12,415 179,987 754 143,544 350 43,675 251,620 417,386 50,311 15,480 12,500 1,470 42,383 110,945

4,831,395 36,317 351,008 48,979 381,064 530,436 63,066 15,652 38,081 2,087 546,395 63,182 1,142,705 23,808 36,199 2,076 8,700 1,275,430 33,529 57,627 78,293 10,443 143,329 135,608 527 41,558 243,814 416,496 48,700 5,750 12,000 1,235 42,656 111,322

5,041,006 274,101 100,000 406,606 542,916 66,037 19,490 34,365 10,000 515,717 68,253 1,124,459 72,850 56,101 2,886 1,176,011 21,812 60,000 140,000 85,968 200,000 2,500 250,000 500 50,000 275,000 500,000 125,000 12,000 1,525 82,453 121,869

5,082,201 534,547 100,000 429,681 547,353 66,577 19,490 34,365 10,000 515,717 68,253 1,124,459 70,000 56,101 2,886 1,176,011 21,812 60,000 140,000 65,000 200,000 2,500 250,000 500 50,000 275,000 500,000 125,000 15,000 2,025 80,000 121,869

1% 95% 0% 6% 1% 1% 0% 0% 0% 0% 0% 0% -4% 0% 0% 0% 0% 0% 0% -24% 0% 0% 0% 0% 0% 0% 0% 0% 25% 33% -3% 0%

5,065,111 547,911 100,000 429,396 545,512 66,353 19,490 34,365 10,000 604,895 73,265 1,093,606 70,000 69,917 2,886 1,176,011 21,812 60,000 140,000 65,000 200,000 2,500 250,000 500 50,000 275,000 500,000 125,000 15,000 2,025 80,000 148,531

0% 100% 0% 6% 0% 0% 0% 0% 0% 17% 7% -3% -4% 25% 0% 0% 0% 0% 0% -24% 0% 0% 0% 0% 0% 0% 0% 0% 25% 33% -3% 22%

10,835,317

10,779,465

11,439,427

11,746,347

11,844,087

Above costs are offset by estimated State/Fed Revenues of: $7,635,126

Personnel Summary

Range 144 138 136 135 132 132 130 126/128/130 130 129 128 126/128 123/126/127 124 124 123 123 121 120 120 119 119

Class Director of Social Services Assistant Director of Social Services Administrative Services Manager Financial Manager Social Services Information Technology Administrator Family Services Worker Supervisor II Financial Services Coordinator Family Services Worker I-III Administrative Analyst Workforce Center Coordinator ECDC Coordinator Self Sufficiency Worker I-II Financial Services Case Manager I-III Clerical Support Supervisor Accounting Associate II Senior Accounting Technician Fraud Investigator Accounting Associate I Accounting Technician Lead Screening Clerk Screening Clerk Office Assistant

Number of Full-Time Positions

2016-2017 Actual

2017-2018 Actual

2018-2019 Budget

1 2

2019-2020 Requested

2019-2020 Adopted 1 2 1

1 2 1

1 1 4 5 28 1 1 1 4 34 1 1 3 14 1

1 1 4 5 27 1 1 1 4 34 1 1 1 3 14 1

1 1 4 5 27 1 1 4 34 1 1 1 3 14 1

1 4 5 27 1 1 4 34 1 1 1 3 2 12 1

1 4 5 27 1 1 4 34 1 1 1 3 14 1

103

102

130

SOCIAL SERVICES – CHILDREN’S SERVICES ACT DESCRIPTION The Children’s Services Act (CSA) was implemented by state legislation as a collaborative system of services and funding that is to be child-centered, family-focused, and community-based when addressing the strengths and needs of troubled and at-risk youth and their families. The CSA is administered by a City Council appointed board comprised of representatives from Social Services, Juvenile Court Services, the Community Services Board, the Health Department, Public Schools, the Police Department, a Private and Public Provider, and Parent Representative. The Department of Social Services serves as the fiscal agent and supervises the CSA Division staff. FY 2019 ACCOMPLISHMENTS 

Coordinated with Western Tidewater Community Services Board to establish a Family Support Partner service for CSA families as part of the statewide effort



Developed and implemented new policy requiring filing of child support for all children placed in out of home care that remain in the custody of their parents.



Participated in the Best Practice Court Team to improve outcomes for foster care youth and address truancy and related issues in coordination with the school system.

FY 2020 OBJECTIVES 

To explore new community-based services and providers in order to expand these resources and reduce the number of children placed in residential care. (Leisure, Health, and Wellness)



To achieve improved sustained participation of at least 80% of the stakeholders for the Community Planning Management Team (CPMT) and the Family Assessment and Planning Team (FAPT). (Civic Engagement and Responsive City Services)



To schedule reviews of 95% of eligible participants within 30 days of requesting appointments.



To maintain the average cost per day for CSA services at or below the average state cost per service. (Financial Stability)

STATISTICS/PERFORMANCE MEASURES Children receiving CSA services Average Cost per day for CSA services

FY 18 Actual 41 $30

FY 19 Projected 55 $30

FY 20 Estimate 60 $32

131

Department: Children's Services Act Budget Detail 2016-2017 Actual

Account Number: 100-5350051100.02 51100.04 51100.06 52100 52210 52400 53000.08 54500

Salaries and Wages Salaries and Wages - Overtime Salaries and Wages - Part-time FICA VRS Retirement Group Life CSA Purchased Services Risk Management

Total Operating Expenditures

2017-2018 Actual

114,109 161 27,879 10,480 12,586 1,495 1,107,091 21,982

1,295,783

2018-2019 Budget

109,557 3 27,355 10,102 12,084 1,435 1,219,410 22,294

1,402,240

2019-2020 Requested

119,905 36,958 12,000 12,914 1,571 1,200,066 21,926

1,405,339

% Change

2019-2020 Adopted

119,905 36,958 12,000 12,914 1,571 1,250,000 21,926

0% 0% 0% 0% 0% 4% 0%

1,455,274

% Change

123,849 37,882 12,372 13,339 1,622 1,250,000 21,516

3% 2% 3% 3% 3% 4% -2%

1,460,580

Personnel Summary

Range

Class 131 CSA Coordinator 126 CSA Management Specialist

Number of Full-Time Positions

2016-2017 Actual

2017-2018 Actual

2018-2019 Budget

2019-2020 Requested

2019-2020 Adopted

1 1

Above costs are offset by estimated State/Fed Revenues of: $945,928

132

SUFFOLK HEALTH DEPARTMENT DESCRIPTION The Suffolk Health Department is part of the Western Tidewater Health District which includes Isle of Wight County, Southampton County, the City of Franklin, and the City of Suffolk. The Health Department aims to achieve and maintain personal and community health by emphasizing health promotion, disease prevention, and environmental protection. The City of Suffolk provides local funding to support the operation of the Suffolk Health Department as well as matching funds for the Healthy Families Grant program. FY 2019 ACCOMPLISHMENTS 

Provided Immunization services to 572 citizens and Family Planning Services to 756 citizens.



Served 117 mothers and 80 infants with a total of 1,803 visits for low-income, first-time mothers, as part of the Nurse/Family Partnership program.



Collaborated with state, regional, and local emergency response partners to enhance readiness to respond to bioterrorism, infectious disease outbreaks, and other public health emergencies.

FY 2020 OBJECTIVES 

To increase male involvements in pregnancy prevention and planning efforts to improve statewide family planning involvement. (Leisure, Health, and Wellness)



To increase the number of teens served in family planning clinics and in community education settings. (Leisure, Health, and Wellness)



To enter 100% of immunization records for children less than 6 years of age into the Commonwealth’s Web Vision Immunization Registry System. (Leisure, Health, and Wellness)



To ensure that 100% of children in the Healthy Families program have a primary health care provider within two months of enrolling in the program. (Leisure, Health, and Wellness)



To reduce environmental and communicable disease hazards at food establishments, hotels, swimming pools, migrant labor camps and campgrounds. (Leisure, Health, and Wellness)

STATISTICS/PERFORMANCE MEASURES Teens served by Family Planning Clinics Percent of Immunization data entered in State Webvision system Percent of food establishments inspected by due date

FY 18 Actual 102 100% 56%

FY 19 Projected 102 100% 75%

FY 20 Estimate 102 100% 60%

133

Department: Support of Western Tidewater Health District Budget Detail 2016-2017 Actual

Account Number: 100-5110055610 Transfer to Western Tidewater Health District Total Operating Expenditures

2017-2018 Actual

2018-2019 Budget

2019-2020 Requested

% Change

2019-2020 Adopted

% Change

840,000

895,655

840,000

895,655

134

WESTERN TIDEWATER COMMUNITY SERVICES BOARD DESCRIPTION The Western Tidewater Community Services Board provides ongoing mental health, substance abuse, and mental retardation related services to the children and families of the City of Suffolk. Treatment services include ongoing medical, counseling, and support services. Most of the Western Tidewater Community Services Board’s consumers are underinsured families with children and adult members suffering from chronic and pervasive disabilities. The City of Suffolk provides local funding to support the operation of the Western Tidewater Community Services Board. FY 2019 ACCOMPLISHMENTS 

Partnered with Suffolk Public Schools to ensure comprehensive behavioral health screening and treatment is available to all students.



Contracted with the Hampton Veterans Affairs to provide peer support services to link transitioning military members to services at the VA as part of the Clay Hunt Suicide Prevention for American Veterans Act.



Collaborated with AMIKids and the Department of Juvenile Justice to launch the first functional family therapy team in southeastern Virginia.



Implemented same day access to behavioral health services to expedite available of treatment to all residents in the service area.

FY 2020 OBJECTIVES 

To coordinate services for the expanded Medicaid population including behavioral health treatment options. (Leisure, Health, and Wellness)



To expand employment opportunities for persons diagnosed with developmental disabilities and receiving Medicaid waivers. (Leisure, Health, and Wellness)



To implement cross disability crisis supports to reduce the demand for inpatient hospital care and intervene earlier in crisis situations to affect less restrictive outcomes that protect the health and safety of community members. (Leisure, Health, and Wellness)

STATISTICS/PERFORMANCE MEASURES Total persons served (Suffolk) Service Units Provided to Suffolk citizens Percent of total Service Units provided to Suffolk citizens

FY 18 Actual 2,947 463,534 67%

FY 19 Projected 2,991 477,440 67%

FY 20 Estimate 3,051 486,989 70%

135

Department: Support of Western Tidewater Community Service Board Budget Detail 2016-2017 Actual

Account Number: 100-5210055620 Transfer to Western Tidewater CSB Total Operating Expenditures

2017-2018 Actual

2018-2019 Budget

2019-2020 Requested

% Change

2019-2020 Adopted

% Change

281,152

295,210

307,330

281,152

295,210

307,330

136

SCHOOL SUPPORT DESCRIPTION Each year, the Suffolk City Council appropriates local funding in support of Suffolk Public Schools. This funding is used by the school division for the operation of its 11 elementary schools, 5 middle schools, 3 high schools, 1 alternative school, and the College and Career Academy at Pruden. Additional local funding is provided for the Suffolk School Administration office and print shop leases, as well as for schools related capital projects and debt service.

Local Support of Schools $59.8M

$60,000,000 $50,000,000

$48.0M

$40,000,000 $30,000,000 $20,000,000 $10,000,000 $‐ FY 09 FY 10 FY 11 FY 12 FY 13 FY 14 FY 15 FY 16 FY 17 FY 18 FY 19

137

Department: Support of Schools Budget Detail 2016-2017 Actual

Account Number: 100-6001055420 Local Support for Lease/Rent of Building 55640 Support of Schools Total Operating Expenditures Total School Fund Revenues: State / Federal / Other Transfer from General Fund - Local Support

2017-2018 Actual

2018-2019 Budget

2019-2020 Requested

Total School Fund Expenditures: Instruction Administration and Attendance Health and Psychology Pupil Transportation Operation and Maintenance Food Services Technology

% Change

539,007 54,361,370

550,443 55,917,071

554,445 59,832,201

534,719 60,832,201

-4% 2%

534,719 60,832,201

-4% 2%

54,900,378

56,467,515

60,386,646

61,366,920

112,946,760 60,832,201 173,778,961

4% 2%

112,457,580 60,832,201 173,289,781

4% 2%

534,719

174,313,680

173,824,500

128,762,268 3,444,856 2,252,911 8,634,392 14,981,095 8,640,862 7,062,577

3% -7% 10% 4% 8% 2% 4%

128,322,088 3,444,856 2,252,911 8,634,392 14,981,095 8,640,862 7,013,577

3% -7% 10% 4% 8% 2% 3%

534,719 -

-4% -

534,719 -

-4% -

174,313,680

173,824,500

Local Support - Lease / Rent of Building Local Support Reduction to REQUEST: Total Operating Expenses:

2019-2020 Adopted

Local Support for Lease/Rent of Building Total Operating Revenues:

% Change

138

PARKS AND RECREATION DESCRIPTION The Department of Parks and Recreation provides a variety of high quality recreational and leisure programs for the citizens of Suffolk. The Department is responsible for maintaining over 1,800 acres of parkland including 4 regional parks, 21 community parks, 14 athletic fields, and 60 city gateways; administration of the East Suffolk Recreation Center, Whaleyville Community Center, and 6 joint-use recreational facilities; the Office on Youth; and the Suffolk Art Gallery. The Department is organized into the divisions of Administration; Parks, Gateways, and Facilities Maintenance; and Recreation. FY 2019 ACCOMPLISHMENTS 

Completed design and initiated construction of shoreline stabilization efforts at the Planter’s Club, Sleepy Hole Park and Sleepy Hole Golf Course.



Completed a new playground at Booker T. Washington Recreation Center and added playground pieces to Whaleyville Community Center.



Began construction of City’s first inclusive playground at Lake Meade Park.



Completed resurfacing of the Howard Mast Tennis courts.

FY 2020 OBJECTIVES 

To provide quality adult and youth recreation programs. (Leisure, Health, and Wellness)



To increase opportunities for wellness and lifelong learning for active adults. (Leisure, Health, and Wellness)



To maintain the City’s parks, recreation facilities, and cemeteries. (Growth Management and Comprehensive Planning)



To increase volunteer and civic engagement opportunities through the volunteer management program. (Civic Engagement and Responsive City Services)

STATISTICS/PERFORMANCE MEASURES Regional Park Visitors Recreation and Community Center Members Youth participating in Youth Athletic Programs Youth participating in Before and After-School programs Youth participating in Prevention Programs Adults participating in adult athletic programs Art Exhibitions Special Event Applications Processed Volunteer Hours

FY 18 Actual 315,860 2,345 3,153 4,578

FY 19 Projected 350,000 2,392 3,200 4,650

FY 20 Estimate 375,000 2,440 3,210 4,700

750

825

900

978 10 68 5,957

988 10 80 6,000

1,088 10 85 8,000

139

Department: Parks and Recreation - Administration Budget Detail 2016-2017 Actual

Account Number: 100-7110051100.02 51100.04 51100.06 52100 52210 52400 53100 53300 53500 53600 54100 54200 54500 55100 55210 55230 55310 55500 55810 56001 56011 56012 56014 56017 56026

Salaries and Wages Salaries and Wages - Overtime Salaries and Wages - Part-time FICA VRS Retirement Group Life Professional Services Repair and Maintenance Printing and Binding Advertising Information Technology Fleet Risk Management Utilities Postal Services Telecommunications Employer HDHP Expense Travel and Training Dues and Association Memberships Office Supplies Uniforms & Wearing Apparel Books and Subscriptions Other Operating Supplies Copier Costs Special Events

Total Operating Expenditures

2017-2018 Actual

377,781 27,742 41,264 4,715 423,147 15,474 686,579 345 1,206 48,045 4,638 1,690 2,696 488 2,431 54,954 -

1,693,197

350,262 (160) 26,139 38,922 4,911 465,000 17,235 718,499 10,992 1,789 50,381 15,781 2,379 3,765 465 2,798 54,892 1,764,049

2018-2019 Budget

2019-2020 Requested

% Change

776,172 87,684 59,377 83,441 10,168 4,050 28,000 10,000 15,600 629,498 46,059 715,757 11,000 2,000 57,371 11,000 3,000 7,600 750 500 18,770 60,747 200,725

776,172 139,161 63,315 83,594 10,168 4,050 2,000 10,000 15,600 629,498 46,059 715,757 11,000 2,000 57,371 12,500 3,150 7,600 2,000 500 25,900 60,747 269,675

2,839,269

2,947,817

2019-2020 Adopted

0% $ 59% 7% 0% 0% 0% -93% 0% 0% 0% 0% 0% 0% 0% 0% 14% 5% 0% 167% 0% 38% 0% 34% 4%

% Change

776,502 89,876 59,402 83,473 10,172 4,050 2,000 10,000 15,600 687,059 21,700 743,306 11,000 2,000 60,371 12,500 3,150 7,600 750 500 18,770 69,290 200,725

0% 2% 0% 0% 0% 0% -93% 0% 0% 9% -53% 4% 0% 0% 5% 14% 5% 0% 0% 0% 0% 14% 0%

2,889,796

53600 - Advertising: Marketing for classes, exhibits, and special events. 56014 - Other Operating Supplies: Supplies for exhibits and programs. 56026 - Special Events: Special events supported by sponsorships and fees of $57,075. Personnel Summary

Range

Class 144 138 135 132 130 128 124 121 121 119

Director of Parks & Recreation Assistant Director of Parks & Recreation Principal Planner Business Manager Youth Outreach Coordinator Recreation Supervisor Therapeutic Recreation Specialist Executive Secretary Accounting Associate I Office Assistant

Number of Full-Time Positions

2016-2017 Actual

2017-2018 Actual

2018-2019 Budget

1 1 1

1 1 1 1 1 3 1 1 1 2

1 -

2019-2020 Requested

2019-2020 Adopted

140

Department: Parks and Recreation - Office on Youth Budget Detail 2016-2017 Actual

Account Number: 100-7115051100.02 51100.06 52100 52210 52400 53100 53600 55500 56001 56011 56014 56026

Salaries and Wages Salaries and Wages - Part-time FICA VRS Retirement Group Life Professional Services Advertising Travel and Training Office Supplies Uniforms & Wearing Apparel Other Operating Supplies Special Programs

Total Operating Expenditures

2017-2018 Actual

2018-2019 Budget

2019-2020 Requested

% Change

2019-2020 Adopted

% Change

64,153 4,708 7,259 862 1,268 500 2,169 581 337 2,785 18,291

63,751 4,735 6,937 824 1,200 76 1,400 490 208 4,270 7,966

102,913

91,855

Personnel Summary

Range

Class 130 Youth Outreach Coordinator

Number of Full-Time Positions

2016-2017 Actual

2017-2018 Actual

2018-2019 Budget

2019-2020 Requested

2019-2020 Adopted

141

Department: Parks and Recreation - Parks, Gateways, and Facility Maintenance Budget Detail 2016-2017 Actual

Account Number: 100-7120051100.02 51100.04 51100.06 52100 52210 52400 53000.16 53000.46 53100 53300 53320 54200 55100 55310 55410 55500 56001 56011 56014 56026 58200

Salaries and Wages Salaries and Wages - Overtime Salaries and Wages - Part- time FICA VRS Retirement Group Life Purchased Services - Refuse Collection Purchased Services - RM Banners Professional Services Repair and Maintenance Maintenance Service Contracts Fleet Utilities Employer HDHP Expense Lease/Rent of Equipment Travel and Training Office Supplies Uniforms & Wearing Apparel Other Operating Supplies Special Events Capital Outlay

Total Operating Expenditures

2017-2018 Actual

2018-2019 Budget

2019-2020 Requested

% Change

732,150 31,316 239,924 72,683 80,630 9,554 32,469 2,933 17,309 60,638 189,306 447,315 265,540 3,134 2,041 918 18,870 74,829 372 -

765,434 21,094 218,295 73,181 82,946 9,794 47,379 5,004 9,149 55,152 219,004 415,437 267,934 2,042 840 3,310 843 23,287 86,632 1,181 8,603

855,598 17,389 132,563 76,925 92,148 11,208 51,793 5,000 15,000 100,000 502,000 681,757 265,000 10,000 5,000 1,000 15,000 108,000 -

910,450 17,389 185,089 85,139 98,055 12,012 52,000 5,000 15,000 133,000 559,000 681,757 270,000 10,000 5,000 1,000 30,000 110,000 40,000

2,281,930

2,316,542

2,945,381

3,219,891

2019-2020 Adopted

6% $ 0% 40% 11% 6% 7% 0% 0% 0% 33% 11% 0% 2% 0% 0% 0% 100% 2% 9%

% Change

848,240 17,389 135,877 76,615 91,355 11,112 52,000 5,000 15,000 100,000 502,000 642,598 270,000 10,000 5,000 1,000 25,000 108,000 -

-1% 0% 2% 0% -1% -1% 0% 0% 0% 0% 0% -6% 2% 0% 0% 0% 67% 0% -

2,916,187

-1%

53320 - Maintenance Service Contracts: Grass cutting, security service. 56014 - Other Operating Supplies: Safety material and landscape materials. Personnel Summary

Range

Class 133 131 125 125 125 122 122 115/119 114

Parks Manager Grounds Maintenance Superintendent Superintendent of Cemeteries Park Superintendent Maintenance Coordinator Recreation Facilities Supervisor Park Supervisor Ground Maintenance Worker I-II Custodial Worker

Number of Full-Time Positions

2016-2017 Actual

2017-2018 Actual

2018-2019 Budget

1 1

1 1 1 1 2 1 3 11 3

1 1 1 1 2 1 3 9 3

1 1 1 4 7 3

1 1 1 3 7 3

1 1 1 1 2 1 3 9 3

2019-2020 Requested

2019-2020 Adopted

142

Department: Parks and Recreation - Grounds Maintenance Budget Detail 2016-2017 Actual

Account Number: 100-7125051100.02 51100.04 51100.06 52100 52210 52400 53320 54200 55100 55500 56014

Salaries and Wages Salaries and Wages - Overtime Salaries and Wages - Part-time FICA VRS Retirement Group Life Maintenance Service Contracts Fleet Utilities Travel and Training Other Operating Supplies

Total Operating Expenditures

2017-2018 Actual

2018-2019 Budget

2019-2020 Requested

% Change

2019-2020 Adopted

% Change

93,598 5,913 6,626 10,324 1,226 264,027 73,193 143 3,761

91,403 3,504 6,556 10,023 1,190 257,787 187,542 1,158 2,000 8,441

458,811

569,603

Personnel Summary

Range

Class 125 Superintendent of Cemeteries 115/119 Grounds Maintenance Worker I-II

Number of Full-Time Positions

2016-2017 Actual

2017-2018 Actual

1 3

2018-2019 Budget

2019-2020 Requested

2019-2020 Adopted

143

Department: Parks and Recreation - Support Services Budget Detail 2016-2017 Actual

Account Number: 100-7130051100.02 51100.04 51100.06 52100 52210 52400 53300 53500 53600 55100 55500 56001 56011 56014 56026

Salaries and Wages Salaries and Wages - Overtime Salaries and Wages - Part-time FICA VRS Retirement Group Life Repairs and Maintenance Printing and Binding Advertising Utilities Travel and Training Office Supplies Uniforms & Wearing Apparel Other Operating Supplies Special Events

Total Operating Expenditures

2017-2018 Actual

2018-2019 Budget

2019-2020 Requested

% Change

2019-2020 Adopted

% Change

280,360 2,525 5,895 20,706 30,924 1,616 7,300 6,081 12,285 600 6,654 2,988 1,016 21,377 152,957

274,890 4,075 5,678 19,939 30,339 1,762 22,810 8,607 9,496 1,904 4,227 3,036 677 19,838 174,878

553,283

582,158

Personnel Summary

Range

Class 132 128 121 119

Business Manager Recreation Supervisor Accounting Associate I Office Assistant

Number of Full-Time Positions

2016-2017 Actual

2017-2018 Actual

1 3 1 2

2018-2019 Budget

2019-2020 Requested

2019-2020 Adopted

144

Department: Parks and Recreation - Recreation Budget Detail 2016-2017 Actual

Account Number: 100-7135051100.02 51100.04 51100.06 51100.10 52100 52210 52400 53100 53300 53500 54200 55100 55310 55410 55420 55500 55810 55845 56001 56011 56014 56026 58200

Salaries and Wages Salaries and Wages - Overtime Salaries and Wages - Part-time Salaries and Wages - Seasonal FICA VRS Retirement Group Life Professional Services Repair and Maintenance Printing and Binding Fleet Utilities Employer HDHP Expense Lease/Rent of Equipment Lease/Rent of Building Travel and Training Dues and Association Memberships Expenses Related to Fee Activities Office Supplies Uniforms & Wearing Apparel Other Operating Supplies Special Events Capital Outlay

Total Operating Expenditures

2017-2018 Actual

2018-2019 Budget

2019-2020 Requested

% Change

2019-2020 Adopted

774,229 5,649 746,911 139,547 123,958 85,210 11,745 7,786 55,147 103,321 47,092 480 76,283 1,800 4,648 715 234,647 5,081 14,990 27,185 10,282 18,763

830,504 5,467 793,910 138,026 131,442 91,205 11,736 4,378 50,754 715 95,507 66,641 500 58,937 3,600 12,500 450 211,920 3,748 9,905 22,085 14,730 -

910,845 440,015 103,341 98,098 11,932 8,930 81,600 2,000 133,042 75,000 72,412 5,100 5,000 755 240,000 5,450 9,500 33,575 13,871 -

1,035,094 1,311,888 179,544 111,480 13,560 8,930 84,000 2,000 133,042 75,000 72,662 5,100 9,900 2,200 272,835 6,250 15,800 40,425 23,465 85,000

14% $ 198% 74% 14% 14% 0% 3% 0% 0% 0% 0% 0% 98% 191% 14% 15% 66% 20% 69% -

2,495,470

2,558,659

2,250,466

3,488,175

55%

% Change

911,208 451,015 104,210 98,137 11,937 8,930 81,600 2,000 161,175 75,000 72,662 5,100 7,000 755 240,000 5,450 10,700 33,575 13,871 -

0% 3% 1% 0% 0% 0% 0% 0% 21% 0% 0% 0% 40% 0% 0% 0% 13% 0% 0% -

2,294,325

53300 - Repair & Maintenance - Pool contract for Cypress Park, misc. 55420 - Lease of Buildings: School facility rental, Joyner Park, and Elk's Lodge for American Legion meetings 55845 - Expenses Related to Fee Activities: Instructors, officials, and supply costs. 56014 - Other Operating Supplies: Equipment and supplies for programs. 56026 - Special Events: Supported by sponsorships and fees of $3,150.

Personnel Summary

Range

Class 131 128 128 126 126 124 123 119 114

Recreation Manager Recreation Supervisor Athletic Supervisor Recreation Program Specialist Cultural Arts Coordinator Fitness Specialist Recreation Specialist Office Assistant Custodial Worker

Number of Full-Time Positions

2016-2017 Actual

2017-2018 Actual

2018-2019 Budget

1 3 1 4 2 7 2 1

1 3 1 1 1 2 10 2 1

1 4 1 1 1 3 12 3 2

1 3 1 1 1 2 10 2 1

2019-2020 Requested

2019-2020 Adopted

145

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LIBRARY DESCRIPTION The Suffolk Library System offers access to a comprehensive collection of materials and works to encourage social, economic, cultural, and intellectual growth. The Library System is comprised of the Morgan Memorial Library, North Suffolk Library, Chuckatuck Library Branch, and the Bookmobile. Additionally, the Library System manages the City’s records management functions. FY 2019 ACCOMPLISHMENTS 

Continued implementation of the Libraries Transforming Communities initiative by hosting the Community Conversations series in different areas of the City with diverse audiences.



Implemented summer and winter reading challenges to encourage lifelong learning.



Launched expanded WiFi2Go program to provide wireless internet access to people with varying needs throughout the community.



Provided numerous programs including BARKS, Battle of the Books, IconiCon, Suffolk Speaks, What the Tech, and Flip the Switch.



Provided a universal student library card in partnership with Suffolk Public Schools to break down barriers and increase accessibility to library resources by providing all students with a library card.

FY 2020 OBJECTIVES 

To expand programs, classes, and events for the community to promote lifelong learning and recreation. (Leisure, Health, and Wellness)



To collaborate with City departments, nonprofits, educational institutions, and other governmental organizations to offer efficient and effective services and programs. (Leisure, Health, and Wellness)



To implement the Libraries Transforming Communities initiative to bring people together to facilitate community conversations. (Civic Engagement and Responsive City Services)



To initiate design and planning processes for the new downtown library. (Leisure, Health, and Wellness)

STATISTICS/PERFORMANCE MEASURES Registered Borrowers Circulation Reference Questions answered Computer Sessions Bookmobile stops Adult Programs offered Adult Program participants Youth Programs offered Children's Program participants Teen Programs offered Teen Program participants

FY 18 Actual 36,679 305,607 31,642 30,377 159 197 3,781 940 16,382 232 3,688

FY 19 Projected 40,000 310,000 32,000 31,000 165 200 3,900 1,000 18,000 250 3,800

FY 20 Estimate 45,000 315,000 33,000 32,000 170 210 4,100 1,100 20,000 260 4,000

146

Department: Library Budget Detail 2016-2017 Actual

Account Number: 100-7310051100.02 51100.04 51100.06 52100 52210 52400 53000.16 53100 53200 53300 53500 53600 54100 54200 54500 55100 55210 55230 55310 55420 55500 55810 55846 56001 56012 56017 56026 58200

Salaries and Wages Salaries and Wages - Overtime Salaries and Wages - Part-time FICA VRS Retirement Group Life Purchased Services - Refuse Professional Services Temporary Help Service Repair and Maintenance Printing and Binding Advertising Information Technology Fleet Risk Management Utilities Postal Services Telecommunications Employer HDHP Expense Lease/Rent of Buildings Travel and Training Dues and Association Memberships Marketing Office Supplies Books and Subscriptions Copier Costs Special Events Capital Outlay

Total Operating Expenditures

2017-2018 Actual

2018-2019 Budget

2019-2020 Requested

% Change

2019-2020 Adopted

% Change

1,352,365 1,066 252,767 116,814 148,650 17,654 3,557 5,891 13,799 45,629 1,824 97,917 40,668 346,395 54,657 9,486 10,167 660 17,940 26,566 789 53,740 183,499 35,461 3,728 16,137

1,458,460 13,621 283,611 127,353 158,186 18,732 2,961 2,000 374 47,815 2,000 104,114 47,314 362,276 66,910 10,378 15,415 3,522 17,940 17,192 952 8,543 51,279 188,352 35,000 15,086 3,119

1,582,802 272,756 141,950 170,468 20,735 5,504 292,337 58,615 356,368 61,451 9,000 30,279 17,940 9,000 700 31,500 200,000 40,214 12,500 -

1,582,802 272,756 141,950 170,468 20,735 5,504 292,337 58,615 356,368 61,450 9,000 30,279 18,828 9,000 700 9,000 44,000 256,000 40,214 23,000 195,000

0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 5% 0% 0% 40% 28% 0% 84% -

1,597,727 279,574 143,614 172,075 20,930 5,504 287,574 56,267 359,763 61,450 9,000 34,761 18,828 9,000 700 44,000 200,000 45,651 12,500 -

1% 3% 1% 1% 1% 0% -2% -4% 1% 0% 0% 15% 5% 0% 0% 40% 0% 14% 0% -

2,857,826

3,062,504

3,314,118

3,598,006

3,358,918

Personnel Summary

Range

Class 144 138 134 133 129 127 124 121 120 118

Director of Libraries Assistant Director of Libraries Library Manager Senior Administrative Analyst Senior Librarian Librarian I, II, III & IV Librarian Library Services Coordinator Executive Secretary Library Assistant I-III Secretary Library Associate

Number of Full-Time Positions

2016-2017 Actual

2017-2018 Actual

2018-2019 Budget

1 1

1 1 4 1 4

1 12 1 14 1 1 32

4 7 1

2019-2020 Requested

2019-2020 Adopted 1 1 4 1 4

4 8 1

1 1 4 1 4 -

4 8 1 -

1 8

1 7

147

PLANNING AND COMMUNITY DEVELOPMENT DESCRIPTION The Department of Planning and Community Development is responsible for the City’s overall land planning program and building permit, inspections, enforcement, and zoning administration. The Department also manages the Community Development Block Grant (CDBG) and HOME Investment Partnership (HOME) grant programs and staffs the Suffolk Planning Commission, Board of Zoning Appeals, Wetlands Board, and Historic Landmark Commission. The Department is comprised of the divisions of Planning and Community Development Services. FY 2019 ACCOMPLISHMENTS 

Managed the review and approval of 39 site plans, 57 site plan waivers/minor site plans, and six engineering plans.



Presented twelve ordinance text amendments to the Planning Commission and City Council for consideration, addressing noise, food trucks, family transfers, mini-warehouses, lot and design standards, and other items.



Administered CDBG and HOME funds providing funding to assist with emergency home repairs, homeownership, neighborhood improvements, and services for low-to-moderate income residents.

FY 2020 OBJECTIVES 

To provide plan review services in an effective and efficient manner that will promote a diverse local economy and enhanced tax base. (Growth Management and Comprehensive Planning)



To provide building inspection services in support of new construction activities in an efficient and timely manner. (Growth Management and Comprehensive Planning)



To resolve Code Compliance violations within 45 calendar days through the initiation of court actions and voluntary and involuntary codes compliance. (Growth Management and Comprehensive Planning)



To provide property maintenance and zoning inspections and enforcement citywide within two business days. (Growth Management and Comprehensive Planning)

STATISTICS/PERFORMANCE MEASURES Number of planning applications processed Percent of site/subdivision plans reviewed within 30 days Number of building permits processed Code Compliance violations Percent of code violations resolved in 45 days or less Building Inspection requests Percent of building inspections completed within 2 days Requests for zoning inspections Percent of zoning inspections completed within 2 days

FY 18 Actual 322 98% 1,085 8,253 83% 19,803 75% 1,037 95%

FY 19 Projected 310 98% 1,278 8,666 83% 20,793 70% 1,089 95%

FY 20 Estimate 370 98% 1,245 9,099 83% 21,833 65% 1,143 95% 148

Department: Planning and Community Development Budget Detail 2016-2017 Actual

Account Number: 100-8110051100.02 51100.04 52100 52210 52400 53100 53100.06 53100.30 53175 53600 54100 54200 54500 55210 55230 55310 55500 55810 56001 56012 56014 56017 58200

Salaries and Wages Salaries and Wages - Overtime FICA VRS Retirement Group Life Professional Services Professional Services - Consulting Services Professional Services - Demolition Neighborhood Improvements Advertising Information Technology Fleet Risk Management Postal Services Telecommunications Employer HDHP Expense Travel and Training Dues and Association Memberships Office Supplies Books and Subscriptions Other Operating Supplies Copier Costs Capital Outlay

Total Operating Expenditures

2017-2018 Actual

2018-2019 Budget

2019-2020 Requested

% Change

760,545 487 56,021 82,797 9,833 23,473 63,612 20,074 136,158 5,755 152,847 1,077 2,932 5,625 2,796 4,945 1,288 11,821 -

824,026 9 60,280 90,458 10,344 23,144 88,333 30,262 151,621 5,665 165,274 2,221 3,564 1,445 7,263 3,244 4,587 1,295 11,394 -

2,297,552 175,763 247,446 30,098 30,400 125,000 200,000 60,000 20,000 189,058 112,908 449,399 22,336 32,230 19,140 5,200 20,000 3,295 1,000 24,168 -

2,488,022 190,334 267,960 32,593 30,400 250,000 200,000 60,000 23,000 189,058 112,908 449,399 22,336 32,230 30,640 5,520 23,000 3,550 1,000 24,168 -

1,342,086

1,484,429

4,064,993

4,436,118

2019-2020 Adopted

8% $ 8% 8% 8% 0% 100% 0% 0% 15% 0% 0% 0% 0% 0% 60% 6% 15% 8% 0% 9%

% Change

2,480,389 189,750 267,138 32,493 30,400 150,000 250,000 60,000 23,000 216,446 110,749 441,891 22,336 32,230 25,140 5,520 20,000 3,295 26,499 -

8% 8% 8% 8% 0% 20% 25% 0% 15% 14% -2% -2% 0% 0% 31% 6% 0% 0% 10% -

4,387,276

53170 - Professional Service - Demolition: Demo of unsafe structures and public nuisance. 53175 - Neighborhood Improvements: Removal of trash, debris, weeds, grass, inoperable vehicles and nuisances in violation of City ordinances. 56014 - Other Operating Supplies: Protective clothing for inspectors. Personnel Summary

Range

Class 144 138 138 136 136 135 135 133 133 133 127/130 130 130 129 127 125/127 124/125 125 124 124 123 123 121 120 119

Director of Planning & Community Development Assistant Director of Planning Assistant Director of Community Development Current Planning Manager Comprehensive Planning Manager Zoning Administration and Enforcement Manager Principal Planner Housing/Property Maintenance Official Community Dev & Housing Grants Administrator Building Official Planner I-II Plans Reviewer Administrative Analyst Permit Manager Assistant Zoning Administration and Enforcement Coordinator Building Inspector I-II Zoning Inspector I-II Housing/Property Maintenance Inspector Senior Permit Technician Senior Graphics Technician Planning Technician Permit Technician Executive Secretary Secretary Office Assistant

Number of Full-Time Positions

2016-2017 Actual

2017-2018 Actual

2018-2019 Budget

1 1

1 1 1 1 1 1 2 1

1 1

1 1 -

2 -

3 -

1 3 -

1 -

1 1 1 1 1 1 2 1 1 1 3 2 1 1 1 8 2 4 3 1 3 2

1 3 1 1 1 1 7 2 4 3 1 3 1

2019-2020 Adopted

1 3

2019-2020 Requested

1 -

1 2

1 1 1 1 1 1 2 1 1 3 2 1 1 1 8 2 4 3 1 3 2 -

1 2

149

ECONOMIC DEVELOPMENT DESCRIPTION The Department of Economic Development promotes enhanced job opportunities and broadens the tax base of the City of Suffolk through the recruitment and retention of business and industry, maintains and encourages the continuation of a favorable business environment for businesses to locate and expand within the City, and attracts and encourages new national and international businesses to locate and invest in Suffolk. The Department provides staff support to the Economic Development Authority (EDA) and oversees the divisions of Aviation Facilities and Tourism. FY 2019 ACCOMPLISHMENTS 

600 new jobs and $55 million in capital investment attained in 2018.



Continued to host the ReStored event in downtown Suffolk to provide opportunities for businesses to operate over a weekend in vacant retail spaces.



Awarded $45,000 for the establishment of a Downtown Community Business Launch Program which included seven business education classes.



Developed a new Workforce Development Partnership between Target and Lakeland High School.

FY 2020 OBJECTIVES 

To partner with the Suffolk existing industry base for growth opportunities as well as continue aggressive business development efforts to the seven Suffolk industry targets which include advanced manufacturing, retail, medical, warehousing and distribution, food and beverage processing, hospitality and modeling, simulation and technology. (Expanded Economic Development)



To promote the City’s planned business park locations for future commercial growth opportunities. (Expanded Economic Development)



To continue outreach efforts through monthly e-newsletter distribution, new business announcements, social media, and speaking engagements with civic and business organizations and schools. (Civic Engagement and Responsive City Services)

STATISTICS/PERFORMANCE MEASURES Jobs Created Amount of Capital Investment Square Footage of Capital Investment Existing Industry Visits Prospect Visits Marketing Missions

CY 17 Actual 712 $144M 1,180,000 499 71 277

CY 18 Actual 600 $55M 450,000 448 68 235

CY 19 Estimate 500 $90M 850,000 450 72 250

150

Department: Economic Development Budget Detail 2016-2017 Actual

Account Number: 100-8150051100.02 51100.04 51100.14 52100 52210 52400 53100 53500 54100 54200 54500 55210 55230 55500 55671 55810 55846 56001 56012 56017

Salaries and Wages Salaries and Wages - Overtime Transportation Expense FICA VRS Retirement Group Life Professional Services Printing and Binding Information Technology Fleet Risk Management Postal Services Telecommunications Travel and Training Economic Development Investment Program Dues and Association Memberships Marketing Office Supplies Books and Subscriptions Copier Costs

Total Operating Expenditures

2017-2018 Actual

2018-2019 Budget

2019-2020 Requested

% Change

2019-2020 Adopted

% Change

403,860 3,996 29,524 44,546 5,291 18,000 1,798 22,963 54,785 2,460 6,096 29,123 2,883,625 83,682 146,325 1,764 343 9,041

410,101 3 3,996 30,344 45,234 5,372 14,730 1,368 16,562 1,808 55,113 5,133 5,591 21,262 346,100 85,898 148,229 1,762 9,028

420,354 4,000 32,157 45,272 5,507 5,000 4,000 20,931 6,805 54,154 2,500 6,617 30,000 90,000 110,000 1,750 350 10,677

485,354 4,000 37,130 52,273 6,358 5,000 4,000 20,931 6,805 54,154 2,500 6,617 30,000 95,000 135,000 1,500 350 10,677

15% 0% 15% 15% 15% 0% 0% 0% 0% 0% 0% 0% 0% 6% 23% -14% 0% 0%

491,617 4,000 37,609 52,947 6,440 5,000 4,000 29,766 4,750 53,156 2,500 6,622 30,000 95,000 150,000 1,750 350 11,453

17% 0% 17% 17% 17% 0% 0% 42% -30% -2% 0% 0% 0% 6% 36% 0% 0% 7%

3,747,220

1,207,634

850,073

957,649

13%

986,960

16%

53100 - Professional Services: Conceptual site plans for commercial / industrial sites. 53500 - Printing & Binding: Promotional material, Direct Mail Campaigns. 55671 - Economic Development Investment Program: Funds are reserved with accumulating balance reappropriated annually for expenditure. Personnel Summary

Range

Class 144 136 134 133 130 127

Director of Economic Development Assistant Director of Economic Development Business Development Manager Economic Development Manager Business Development Analyst Economic Development Associate

Number of Full-Time Positions

2016-2017 Actual

2017-2018 Actual

2018-2019 Budget

1 1

2019-2020 Requested

2019-2020 Adopted

1 1 1

1 1 1 1 1 1

1 1 1 1 1 1 6

151

DIVISION OF TOURISM DESCRIPTION The Division of Tourism is the destination marketing organization (“DMO”) of record for the City of Suffolk. The Division works with public and private hospitality industry sectors to develop and implement programs that encourage “More People, Staying Longer, Spending More Money.” The Division operates the visitor center and gift shop seven days a week; operates the Seaboard Station Railroad Museum; distributes collateral to statewide visitor and welcome centers; fulfills daily consumer orders for travel information; oversees group tour operations; manages advertising, marketing, and special events; and promotes product development. FY 2019 ACCOMPLISHMENTS 

Coordinated a robust tour schedule featuring Great Dismal Swamp Safaris, Historic Narrated Suffolk Bus Tours, Legends of Main Street: A Suffolk Ghost Walk, Cedar Hill Cemetery Strolls, and kayak tours of the Nansemond River, Lone Star Lakes and Bennett’s Creek.



Produced the fifth annual Suffolk Mystery Authors Festival featuring 38 best-selling authors plus headliners Toni L.P. Kelner and #1 New York Times Best-selling Author Charlaine Harris.



Secured Virginia Tourism Corporation Marketing Leverage Grant to support the “Untap the Possibilities” marketing initiatives by Brick & Mortar Brewing Company, Decent People Taproom, and Suffolk Economic Development and Tourism.



Worked closely with Suffolk arts organizations to enhance Suffolk’s visibility as an arts destination with organizations such as Suffolk Art League, Suffolk Center for Cultural Arts, One Past 7 and The SPARC Initiative.

FY 2020 OBJECTIVES 

To partner with local businesses and attractions to develop events and marketing to encourage spending and support by visitors and residents. (Expanded Economic Development)



To offer educational programs and displays in conjunction with the Suffolk Farmers’ Market. (Expanded Economic Development)



To maintain the new Suffolk Tourism mobile responsive website to offer extensive information on attractions, tours, accommodations, eateries, and conference space. (Expanded Economic Development)

STATISTICS/PERFORMANCE MEASURES Customers at Visitor Center/Seaboard Station Railroad Museum Interpretive tour customers Collaborative meetings hosted Sales missions, conferences/tradeshows attended Conferences, reunions, weddings serviced

CY 17 Actual 13,735 583 100 10 53

CY 18 Actual 15,500 698 75 11 42

CY 19 Estimate 16,000 720 85 12 45

152

Division: Tourism (Department of Economic Development) Budget Detail 2016-2017 Actual

Account Number: 100-8155051100.02 51100.04 51100.06 52100 52210 52400 53000.16 53100 53500 53600 54100 54200 54500 55100 55210 55230 55500 55810 55846 56001 56015 56017 56026

Salaries and Wages Salaries and Wages - Overtime Salaries and Wages - Part-time FICA VRS Retirement Group Life Purchases Services - Refuse Collection Professional Services Printing and Binding Advertising Information Technology Fleet Risk Management Utilities Postal Services Telecommunications Travel and Training Dues and Association Memberships Marketing Office Supplies Merchandise for Resale Copier Costs Special Events

Total Operating Expenditures

2017-2018 Actual

2018-2019 Budget

2019-2020 Requested

% Change

170,166 2,908 59,854 17,423 18,769 2,229 162 23,499 31,749 11,719 32,745 12,731 3,686 1,473 6,537 3,085 44,040 2,903 12,434 11,101 120,589

172,282 1,764 98,761 20,458 19,002 2,257 198 39,035 43,890 13,217 33,132 16,370 2,676 1,196 4,727 2,980 45,402 5,765 14,109 11,175 117,546

176,579 127,679 23,276 19,018 2,313 233 6,000 1,500 33,900 45,376 19,208 32,551 28,900 6,000 2,219 5,000 2,980 40,000 15,250 17,300 14,405 115,500

176,579 134,845 23,824 19,018 2,313 233 6,000 5,500 36,500 45,376 19,208 32,551 28,900 6,000 2,219 5,000 3,000 45,000 15,250 20,000 14,405 123,000

589,802

665,941

735,187

764,721

2019-2020 Adopted

0% $ 6% 2% 0% 0% 0% 0% 267% 8% 0% 0% 0% 0% 0% 0% 0% 1% 13% 0% 16% 0% 6% 4%

% Change

180,996 130,871 23,858 19,493 2,371 233 6,000 1,500 36,500 44,649 14,600 32,042 28,900 6,000 2,219 5,000 3,000 45,000 8,250 17,300 14,922 123,000

3% 2% 3% 3% 3% 0% 0% 0% 8% -2% -24% -2% 0% 0% 0% 0% 1% 13% -46% 0% 4% 6%

746,704

56026 - Special Events: Costs offset by sponsorships and fees of: $27,400. Personnel Summary

Range

Class 134 Tourism Development Manager 132 Tourism Development Specialist 123 Visitor Center Supervisor

Number of Full-Time Positions

2016-2017 Actual

2017-2018 Actual

2018-2019 Budget

2019-2020 Requested

2019-2020 Adopted

1 1 1

153

MEDIA AND COMMUNITY RELATIONS DESCRIPTION The Department of Media and Community Relations provides communication and public information advice to the City Manager, City Council, and City departments; serves as the City’s spokesperson with news and media outlets; oversees the City’s Freedom of Information Act (FOIA) Office, Municipal Access Channel 190, and the City’s website; disseminates information regarding City activities, programs, and services; and coordinates public meetings and forums. FY 2019 ACCOMPLISHMENTS 

Continued to provide quality programming and the enhancement of Municipal Channel 190 with specialized graphics and station identification.



Continued production of “Suffolk on the Scene” to provide informative features and highlight City departments and staff.



Produced the State of the City event in-house resulting in annual savings of $30,000.



Received national awards related to the graphical and layout work provided for numerous publications including the Popular Annual Financial Report (PAFR) and the Comprehensive Annual Financial Report (CAFR), as well as for video content.

FY 2020 OBJECTIVES 

To continue to answer questions and direct calls regarding meetings and events, provide relevant contact information, and direct callers to appropriate departments and agencies. (Civic Engagement and Responsive City Services)



To provide timely and accurate responses to Freedom of Information Act (FOIA) requests. (Civic Engagement and Responsive City Services)



To promote City programs, services, and initiatives via social media, media releases, public service announcements, and Council announcements. (Civic Engagement and Responsive City Services)

STATISTICS/PERFORMANCE MEASURES Public Service Announcements prepared Programs produced on Municipal Channel 8 Followers, Fans, or Subscribers on Social Media Websites FOIA requests received Percent of FOIA requests responded to within mandatory timeframes prescribed by state law Citizens visits to City Hall

FY 18 Actual 98 148 13,546 1,097 100%

FY 19 Projected 31 164 15,000 900 100%

FY 20 Estimate 90 164 16,000 900 100%

70,966

71,000

154

Department: Media and Community Relations Budget Detail 2016-2017 Actual

Account Number: 100-8165051100.02 51100.04 51100.06 51100.14 52100 52210 52400 53100 53300 53320 53500 54100 54200 54500 55210 55230 55500 55810 55846 56001 56012 56016 56017 58200

Salaries and Wages Salaries and Wages - Overtime Salaries and Wages - Part-time Transportation Expense FICA VRS Retirement Group Life Professional Services Repair and Maintenance Maintenance Service Contracts Printing and Binding Information Technology Fleet Risk Management Postal Services Telecommunications Travel and Training Dues and Association Memberships Marketing Office Supplies Books and Subscriptions Neighborhood College/Leadership Academy Copier Costs Capital Outlay

Total Operating Expenditures

2017-2018 Actual

380,287 7,218 27,592 3,500 31,199 41,946 4,982 7,855 17,221 1,885 42,067 3,646 65,436 484 5,333 658 975 17,870 4,964 326 10,264 19,424

695,131

2018-2019 Budget

382,339 9,767 27,346 2,187 31,060 41,666 4,968 12,011 15,570 1,518 45,871 6,165 68,030 369 6,280 2,817 1,125 26,025 3,097 440 10,290 26,360

725,301

2019-2020 Requested

398,837 10,000 29,500 3,500 33,533 42,955 5,225 10,000 17,000 3,000 79,294 7,351 65,803 1,500 8,474 3,000 1,000 25,000 3,000 750 12,170 -

760,890

% Change

398,837 10,000 29,500 33,533 42,955 5,225 2,000 10,000 21,000 3,000 79,294 7,351 65,803 1,500 8,474 5,250 1,150 26,250 3,500 750 2,500 12,170 27,400 797,442

2019-2020 Adopted

0% $ 0% 0% -100% 0% 0% 0% 0% 24% 0% 0% 0% 0% 0% 0% 75% 15% 5% 17% 0% 0% 5%

% Change

415,241 10,000 30,237 34,844 44,721 5,440 10,000 10,000 19,000 3,000 60,873 7,351 63,802 1,500 8,474 3,000 1,150 26,250 3,000 750 12,688 -

4% 4% 4% 4% 0% 12% 0% -23% 0% -3% 0% 0% 0% 15% 5% 0% 0% 4% -

771,321

Personnel Summary

Range

Class 144 136 133 133 121 121

Director of Media & Community Relations Assistant Director of Media & Community Relations Video Production Manager Multi-Media Analyst Video Production Assistant Executive Secretary

Number of Full-Time Positions

2016-2017 Actual

2017-2018 Actual

2018-2019 Budget

2019-2020 Requested

2019-2020 Adopted

1 1 1 1 1 1

155

VIRGINIA COOPERATIVE EXTENSION DESCRIPTION The Virginia Cooperative Extension Service is a division of Virginia Polytechnic and State University responsible for providing technical information, educational programs, and problem solving consultation in the area of agriculture, 4-H and youth, home economics, natural resources, and community resource development for all citizens. The City of Suffolk provides local funding support for this State function. FY 2019 ACCOMPLISHMENTS 

Conducted 4-H youth development programs and projects to assist youth in becoming successful citizens and adults.



Strengthened partnerships with other public service organizations as well as agricultural entities to provide overall Virginia Cooperative Extension programming.



Continued to demonstrate the Farm to Table concept in agriculture with local youth through demonstration gardens and increased agricultural literacy.



Provided training and implementation of the Suffolk master gardener program.

FY 2020 OBJECTIVES 

To increase the profitability and sustainability of small farmers through programs that increase productivity and availability of agricultural technology. (Expanded Economic Development)



To promote the Virginia Cooperative Extension to the citizens of Suffolk by exploring various media outlets and partnerships with local libraries. (Leisure, Health, and Wellness)



To provide 4-H educational programs, workshops, camps, and meetings. (Leisure, Health, and Wellness)

STATISTICS/PERFORMANCE MEASURES Agriculture and Natural Resources: Programs offered Citizens participating in Programs Requests for Services Youth Programs: Youth participating in 4-H Club (Delivery) Youth Programs offered Youth participating in Youth Programs

FY 18 Actual

FY 19 Projected

FY 20 Estimate

4 152 142

10 650 320

15 700 350

1,612 6 2,120

1,700 12 2,500

1,750 15 2,600

156

Department: Virginia Cooperative Extension Budget Detail 2016-2017 Actual

Account Number: 100-8350053100 55210 55230 55500 55810 56001 56017

Professional Services Postal Services Telecommunications Travel and Training Dues and Association Memberships Office Supplies Copier Costs

Total Operating Expenditures

2017-2018 Actual

2018-2019 Budget

2019-2020 Requested

% Change

2019-2020 Adopted

% Change

43,691 929 2,280 443 310 2,024 3,931

29,900 1,088 2,255 1,350 155 1,047 3,940

56,000 1,100 4,160 1,200 400 1,600 4,625

56,000 1,100 4,160 1,200 400 1,700 4,625

0% 0% 0% 0% 0% 6% 0%

56,000 1,100 4,160 1,200 400 1,700 4,884

0% 0% 0% 0% 0% 6% 6%

53,607

39,735

69,085

69,185

69,444

157

LOCAL AND REGIONAL ORGANIZATIONS DESCRIPTION The City of Suffolk provides financial assistance to a number of non-profit organizations which provide services on both a local and regional basis. Many of the organizations receive matching grants or support from other localities allowing for more extensive and comprehensive services for Suffolk citizens than the City could afford by acting on its own due to economies of scale.

158

Department: Local and Regional Organizations Budget Detail 2016-2017 Actual

Account Number: 100-151100Regional Membership Organizations: 55661 Hampton Roads Planning District Commission 55680 Hampton Roads Military and Fed Fac. Alliance 55810 City Wide Dues/ Memberships Local Organization Partnerships: 55655 SRHA 55674 Suffolk Center for the Cultural Arts Local Nonprofit Organization Contributions: 55648 Suffolk Nansemond Historic Society 55651 Senior Services of Southeastern Virginia 55652 ForKids 55653 Food Bank of Southeastern Virginia 55654 The Genieve Shelter 55656 Endependence Center, Inc. 55658 Riddick's Folly 55659 Suffolk Fine Arts Commission 55660 Suffolk Clean Community Commission 55664 Suffolk Sister Cities International 55665 Peanut Soil and Water Conservation District 55668 The Children's Center 55675 Suffolk Festivals, Inc. 55679 Virginia Legal Aid Society 55681 Western Tidewater Free Clinic 55685 Nansemond Suffolk Vol. Rescue Squad 55688 Paul D Camp Community College 55689 Suffolk Literacy Council 55694 Opportunity Inc. CHKD Child Abuse Program Eastern Virginia Medical School American Red Cross Coalition Against Poverty (CAPS) Court Appointed Special Advocates (CASA) Suffolk Family YMCA Suffolk's Premier Art, Retail, and Cultural Total Operating Expenditures

2017-2018 Actual

2018-2019 Budget

2019-2020 Requested

% Change

2019-2020 Adopted

% Change

71,669 44,793 45,480

74,175 45,213 47,301

75,212 45,861 50,357

74,026 46,267 51,375

-2% 1% 2%

74,026 46,267 51,375

-2% 1% 2%

150,000 350,000

238,943 550,000

59% 57%

157,500 367,500

5% 5%

10,000 10,000 23,000 20,000 23,000 7,500 20,000 5,000 15,005 5,000 20,000 30,000 8,000 85,449 40,000 -

3,500 10,000 23,000 20,000 23,000 7,500 20,000 5,000 14,958 5,000 20,000 30,000 8,000 85,449 40,000 -

3,500 10,000 30,000 20,000 30,000 7,500 20,000 5,000 15,000 5,000 5,000 20,000 30,000 8,000 100,000 25,000 2,500 22,040 -

5,000 20,000 48,440 20,000 20,000 15,000 35,000 15,000 25,000 15,000 15,000 32,000 75,000 15,000 163,800 54,593 2,500 22,040 15,000 15,300 5,000 25,000 12,500 10,000 120,000

43% $ 100% 61% 0% -33% 100% 75% 200% 67% 200% 200% 60% 150% 88% 64% 118% 0% 0% -

3,675 10,500 31,500 20,000 23,000 7,875 21,000 12,000 15,750 5,250 5,000 21,000 30,000 8,400 105,000 26,250 2,500 22,040 12,000 12,000

5% 5% 5% 0% -23% 5% 5% 140% 5% 5% 0% 5% 0% 5% 5% 5% 0% 0% -

983,896

982,096

1,029,970

1,761,784

71%

1,091,408

159

NON-DEPARTMENTAL GENERAL FUND DESCRIPTION The Non-Departmental General Fund includes expenditures that cover the costs associated with a number of City departments including anticipated costs for leave compensation, unemployment payments, and transfers to other funds.

160

Department: Non-Departmental - General Fund Budget Detail 2016-2017 Actual

Account Number: 100-091400Fringe Benefits & Insurances: 51100.27 Leave Compensation 52100 Leave Compensation - FICA Compensation Vacancy Savings Estimate 52210 VRS 52600 Unemployment Payments 53100 Professional Services 55230 Telecommunications 55821 Employee Funds Expense 58200 Capital Outlay 59902 Contingency Sub-Total:

Transfer to Other Funds / Designations: 50000.211 Transfer to Grants (Local Cash Match) 50000.212 Transfer to Transit Fund (Operating Support) 50000.220 Transfer to Aviation Fund (Operating Support) 50000.310 Transfer to Capital Projects (Cash Fund Projects) 50000.401 Transfer to Debt Service Fund 50000.501 Transfer to Public Utilities 50000.601 Transfer to Fleet Sub-Total: Total Operating Expenditures

2017-2018 Actual

268,847 19,669 19,516 11,610 4,086 -

323,728

2018-2019 Budget

138,918 10,682 64,616 12,263 1 -

226,481

336,236 820,832 98,860 2,064,920 24,191,897 -

27,512,745

27,836,473

2019-2020 Requested

326,679 30,000 100,000 60,000

516,679

337,394 811,511 75,700 5,303,494 23,777,493 -

30,305,592

30,532,072

% Change

2019-2020 Adopted

450,000 30,000 100,000 60,000

38% 0% 0% 0%

640,000

24%

350,000 810,605 99,815 4,552,475 26,426,780 856,802 1,143,198

660,129 775,000 88,515 4,875,391 27,271,885 -

34,239,675

33,670,920

-2%

34,756,354

34,310,920

-1%

% Change

450,000 30,000 100,000 60,000

38% 0% 0% -

640,000

24%

89% $ -4% -11% 7% 3% -100% -100%

660,129 748,896 91,531 4,875,391 26,940,526 -

89% -8% -8% 7% 2% -100% -100%

33,316,473

-3%

33,956,473

-2%

161

Capital Projects Fund

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CAPITAL PROJECTS FUND DESCRIPTION The Capital Projects Fund provides funding for nonrecurring capital expenditures which are primarily financed through transfers from both the General Fund and the sale of General Obligation and Utility Revenue bonds. Supplementing the General Fund and General Obligation and Utility Revenue bond monies are additional funding sources including federal and state grants, special revenue fund, and enterprise fund transfers. Capital projects are planned and funded by incorporating the total funding requirements for completion, inflation, and operations into future construction costs. FY 2019-2020 CAPITAL PROJECTS 

Parks and Recreation Capital Maintenance Lone Star Lakes Park Trail Enhancements Driver Complex Sleepy Hole Park Renovation Cypress Park and Pool Bennett’s Creek Recreation Center Cedar Hill Cemetery Road Repairs



Public Buildings Public Building Capital Maintenance Central Library Airport Obstruction Removal Airport Terminal Apron Rehabilitation



Public Safety Ambulance Replacements Fire Engine Replacement Fire Tanker Truck Lake Kilby Station Renovations College Drive Fire Station Self Contained Breathing Apparatus



Public Schools Hazardous Materials Management Schools Major Repairs/Systems Replacement



Village & Neighborhood Initiatives Village & Neighborhood Improvements Open Space Improvements Downtown Implementation Plan Initiatives



Transportation Local Urban Roadway Construction – Comprehensive Plan  Holland Road Local Urban Intersection Construction – Comprehensive Plan  Nansemond Parkway/Bennett’s Pasture Road  Rt. 17 Crittenden Road Intersection  Kenyon Road Connector Pitchkettle Road Improvements Rail Crossing Improvements Shoulders Hill Road/Rt. 17 Intersection Nansemond Parkway/Wilroy Road Flyover Miscellaneous Roadway Improvements Relocation of Zone C Headquarters Pruden Boulevard Culvert Improvements



Fleet Replacement of Fleet Facilities



Stormwater Neighborhood Drainage Improvements



Public Utilities Water Source Development & Treatment Plant Expansion Water Distribution & Transmission System Expansion Water System Upgrades Sanitary Sewer Extensions Sanitary Sewer System Upgrades

162

CAPITAL PROJECTS FUND Revenue 2016-2017 Actual Transfer from General Fund (Pay-Go) General Obligation Bonds State/Federal Aviation Grants State/Federal Parks & Recreation State/Federal Stormwater State/Federal Tourism State/Federal VDOT Revenue Sharing Cash Proffers Miscellaneous Revenue Transfer from RT17 Tax District Transfer from Road Maintenance Fund Transfer from Debt Transfer from Stormwater Fund Transfer from Fleet Transfer from Risk Fund Balance

Stormwater - Obligation Bonds

Transfer from Public Utility Fund (Pay-Go) Public Utility - Obligation Bonds Miscellaneous Revenue - Public Utilities Total Revenue

2,064,920 29,493,105 2,192,273 1,511 150 6,800,136 75,000 70,599 80,000 2,226,958 2,000,000 645,000 -

2017-2018 Actual

48,257,552

3,300,000 $

56,560,134

4,552,475 18,226,886 432,800 800,000 750,000 26,772,514 1,200,000 1,020,000 -

2,500,000 107,901 $

5,303,494 28,326,304 3,892,323 414,599 419,856 93,400 10,404,965 1,506,774 147,173 1,500,000 990,904 175,000 85,343 -

2018-2019 Budget

66,589,675

% Chng

4,875,391 21,090,510 882,000 50,000 23,978,595 125,000 -

7% $ 16% 104% -94% -100% -10% -100% -100% -

400,000

7,500,000 5,335,000 $

2019-2020 Requested

2019-2020 Adopted

7,275,000 5,550,000 -

-3% 4% -

64,226,496

-4%

2019-2020 Requested

% Chng

4,875,391 21,090,510 882,000 50,000 23,978,595 125,000 331,359 400,000

% Chng 7% 16% 104% -94% -100% -10% -100% -100% -

7,275,000 5,550,000 -

-3% 4% -

64,557,855

-3%

Expenditure Summary 2016-2017 Actual

2017-2018 Actual

2018-2019 Budget

2019-2020 Adopted

% Chng

Capital Projects Expenditures

46,610,497

56,636,724

66,589,675

64,226,496

-4%

64,557,855

-3%

Total Expenditures

46,610,497

56,636,724

66,589,675

64,226,496

-4%

64,557,855

-3%

163

CAPITAL PROJECTS FUND Budget Detail 2016-2017 Actual

Account Number: Parks

Public Buildings

Public Safety

Schools

Villages

Bennett's Creek Recreation Center $ Parks & Rec - Capital Maintenance Planters Club Improvements Sleepy Hole Park Renovation Lake Meade Park Trail Lone Star Lakes Park Parks Maintenance & Storage Facility Canoe/Kayak Launch Construction Trail Enhancements Driver Complex Suffolk Seaboard Trails (Tea21 Grant) Lake Kennedy Park Trail Shoreline Stabilization Project Water Access - Nansemond River Jericho Lane Public Access Lake Kennedy Park - Drainage Improveme Cypress Park and Pool Cedar Hill Cemetery Road Repairs Southwestern Elem Demolition Operations Maintenance Facility Godwin Courts Buildings Improvements Great Dismal Swamp Int Center Public Building Capital Maintenance Sleepy Hole Cart Barn Replacement Joint Operations Facility (Police/P&R) Central Library Airport Equipment Storage Facility Airport Parallel Taxiway Airport Taxi Lane & Ramp Paving Airport Parking Expansion Improvements Airport Runway 4-22 Obstruction Remova Airport Taxi Rehab Construction Airport Runway 4-22 Rehabilitation Airport Easement Acquisition & Obstructio Airport Covered Terminal Entranceway Airport Apron Rehabilitation Ambulance Fire Engines Fire Tanker Truck Fire Station 1 Renovations Aerial Ladder Truck Lake Kilby Station Renovation Analog Security Fire & Rescue Storage Building College Drive Fire Station Self Contained Breathing Apparatus Hazardous Material Management Schools Major Repairs/Systems Replaceme Pioneer Elem Replacement Multiple Campus Land Acquisition New Middle School New Elementary School Operation Facility Village & Neighborhood Improvements Open Space Improvements Downtown Implementaion Plan Initiatives

141,253 255,496 50,805 19,873 56,195 53,014 712,297 30,059 364,838 3,266,894 150 1,108,048 8,406 1,220,760 6,470 49,010 165,725 403,787 382,700 104,561 1,367,692 2,161,318 244,886 82,447 13,955 830,955 78,367 25,363 10,080,278 9,308,490 243,299 27,787 -

2017-2018 Actual $

29,820 479,680 27,615 48,551 46,886 42,248 35,846 44,941 142,896 22,411 1,363 145,020 630,861 304,737 94,388 1,074,659 38,662 182,497 8,476 479,126 160,013 3,217,590 38,670 653,397 182,690 198,555 1,181 47,935 26,177 2,028,178 13,387,383 12,757,371 265,386 470,450 402,754 -

2018-2019 Budget $

425,000 200,000 1,100,000 200,000 200,000 180,000 1,215,000 4,703,000 60,000 100,000 300,000 330,000 790,370 500,000 1,000,000 75,000 2,500,000 145,000 250,000 -

2019-2020 Requested $

1,247,000 430,000 100,000 250,000 275,000 250,000 135,000 187,500 976,000 1,900,000 600,000 300,000 620,060 814,081 506,479 1,100,000 2,500,000 1,268,987 75,000 2,500,000 1,204,750 250,000 250,000

% Chng $ 1% 25% -75% 25% -100% -100% -20% -100% 900% -100% 0% 88% 3% -100% -100% 0% 0% 731% 0% -

2019-2020 Adopted 1,247,000 430,000 100,000 250,000 275,000 250,000 135,000 187,500 976,000 1,900,000 600,000 300,000 620,060 814,081 506,479 1,100,000 2,500,000 1,268,987 75,000 2,500,000 1,204,750 250,000 250,000

% Chng 1% 25% -75% 25% -100% -100% -20% -100% 900% -100% 0% 88% 3% -100% -100% 0% 0% 731% 0% -

164

Transprtn

Local Urban Intrsctn Const-Comp Plan Godwin Blvd/Kings Hwy Intersection RT17/Crittenden Road Nansemond Pkwy/Wilroy Rd Intersectio N Pkwy/Bennett's Pasture Rd Intersectio Local Urban Rdway Const-Comp Plan Holland Rd Improvements Nansemond Pkwy Phase II College Drive/Harbourview Blvd (Rt. 17 T E Washington Streetscape Railroad Crossing Upgrade Channel Dredging North Division Street CMAQ Improvements Harbour View Area Signal Improvements Shoulders Hill Rd/RT17 Intersection Public Utilities Pavement Projects North Suffolk Connector Rt 17 Bridge Road Paving Rt 58 Paving Center Point Drive HSIP Flashing Yellow Arrow Mineral Springs Rd Bridge Lake Cahoon Rd Deck Replacement Simons Dr Bridge/ Culvert Replacement Southwestern Blvd Culvert Replacement Carolina Rd Bridge Replacement Badger Rd Bridge Culvert Replacement Pruden Center Signal & Turn Lanes Pruden Boulevard Culvert Improvements Nansemond Pkwy/Wilroy Rd Overpass Bridge Rd Traffic Signal Upgrade Suffolk Bypass Portsmouth Blvd Sidewalk Phase I Portsmouth Blvd Sidewalk Phase II Portsmouth Blvd Sidewalk Phase III RT 58 Eastbound Segment I RT 58 Holland Road Repaving RT 58 Westbound Segment I Pitchkettle Road Improvements Nansemond Pkwy Safety Improvements Miscellaneous Roadway Improvements Northgate Commerce Holland Road Paving Godwin Road Paving Kenyon Road Connector Godwin/RT 58 Ramp Improvements Harbour Towne Pkwy/Habour View Blvd I Oak Ridge/Colonial Ave Connector Lake View Pkwy/College Dr Sidewalk Relocation of Zone C Headquarters RT17 James River Shoreline Open Space Harbour Towne Pkwy Connector & Wetlan Fleet Replacement of Fleet Facilities Stormwater EPA Phase II Stormwater Sadler Pond Improvements Pughsville Drainage Bay TMDL Implementation Projects Rural Stormwater Improvements Old College Dr Ditch Piping Downtown St Upgrades & Drainage Impro Respass Beach Drainage Improvements Oldetown Master Drainage Study Cedar Hill Stream Restoration Neighborhood Drainage Improvements Seaboard Trail Ponding (Driver) Utilities Water Source Development & Treatment P Water Distribution and Transmission Syste Water System Upgrades Neighborhood Sewer Sanitary Sewer System Upgrades Sanitary Sewer Extensions Non-Departmental Transfer to Debt Fund Total Operating Expenses

111,218 153,498 47,359 7,170,981 1,087,146 54,851 26,000 1,254 1,200 201,093 16,304 92,849 2,031 71,843 277,214 337,513 469,744 28,368 403 237,897 125,345 114,157 243,347 114,157 43,646 1,176 469,627 940,809 4,420 32,000 479,847 28,478 22 10,854 74,994 56,112 65,954 12,352 118,572 236,570 639 58,728 2,000 122,733 13 46,610,497

27,749 150,531 222,002 225,775

3,325,000 2,775,000

2,000,000 3,000,000

-40% 8%

2,000,000 3,000,000

-40% 8%

5,481,392 4,837,811 1,936,900 76,143 749,985 304,756 706,093 252,673 330,257 3,187 219,088 10,361 27,229 26,804 28,999 82,999 271,927 10,021 17,360 18,849 16,866 342,682 106,376 357,399 198,709 86,181 44,450 236,033 24,137 21,920 41,260 183,378 36,892 5,085 632,877 597 35,095 70,598 5,579 176,488 25,708 24,812 6,374 219,927

8,475,000 1,634,740 25,000 600,000 12,162,049 3,200,000 3,358,516 700,000 206,000 50,000 1,000,000 200,000 175,000 1,250,000 270,000 75,000 1,060,000 2,500,000 2,325,000 6,650,000 300,000 -

12,500,000 95,000 1,101,779 1,000,000 4,583,162 5,796,698 80,000 1,000,000 1,980,000 125,000 400,000 850,000 5,000,000 1,525,000 4,900,000 550,000 -

47% -100% 280% -100% -91% -100% 36% 728% -100% 60% -100% -100% -100% -100% 48% -100% -20% 100% -34% -26% 83% -

12,500,000 95,000 1,101,779 1,000,000 4,583,162 5,796,698 80,000 1,000,000 1,980,000 125,000 400,000 850,000 5,000,000 1,525,000 4,900,000 550,000 331,359

47% -100% 280% -100% -91% -100% 36% 728% -100% 60% -100% -100% -100% -100% 48% -100% -20% 100% -34% -26% 83% -

64,226,496

-4%

64,557,855

-3%

56,636,724

66,589,675

165

Debt Service Fund

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DEBT SERVICE FUND DESCRIPTION The Debt Service Fund is used to account for the accumulation of resources for and the payment of general long term debt principal, interest, and related costs. Revenues in this fund consist primarily of an allocation of the citywide real estate tax revenue.

166

DEBT SERVICE FUND Revenue 2016-2017 Actual

2017-2018 Actual

2018-2019 Budget

2019-2020 Requested

% Chng $ 3% 0% -100% -5% -

Interest on Investments 2011 VPSA Interest Refund Local Bond Issues Transfer from General Fund Transfer from Road Maintenance Transfer from Grant Fund (CDBG 108 loan) Transfer from Rt 17 Special Taxing District Transfer from Capital Projects Fund Balance

938 296,756 52,014,457 24,191,897 648,763 304,567 682,978 -

3,914 297,713 4,047,062 23,777,493 1,368,763 74,594 355,432 219,927 -

26,426,780 1,364,363 284,215 345,587 -

27,271,885 1,364,763 328,170 -

Total Revenue

78,140,355

30,144,898

28,420,944

28,964,818

2019-2020 Requested

% Chng

2019-2020 Adopted

% Chng

26,940,526 1,364,763 328,170 331,359 -

2% 0% -100% -5% -

28,964,818

Expenditure Summary 2016-2017 Actual

2017-2018 Actual

2018-2019 Budget

2019-2020 Adopted

% Chng

Consolidated Debt

80,188,519

30,144,898

28,420,944

28,964,818

Total Expenditures

80,188,519

30,144,898

28,420,944

28,964,818

167

DEBT SERVICE FUND Budget Detail 2016-2017 Actual

Account Number: 401-95100 59110 Bond Principal 59120 Interest on Bonded Debt 59130/59140 Bond Issuance and Coupon Handling Transfer to Capital Fund Total Operating Expenditures

2017-2018 Actual

2018-2019 Budget

2019-2020 Requested

% Chng

2019-2020 Adopted

% Chng

68,079,412 9,371,365 737,742 2,000,000

19,502,292 10,304,012 338,595 -

17,083,784 10,837,160 500,000 -

17,567,274 10,897,544 500,000 -

3% 1% 0% -

17,567,274 10,897,544 500,000 -

3% 1% 0% -

80,188,519

30,144,898

28,420,944

28,964,818

168

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Special Revenue Funds

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AVIATION FACILITIES FUND DESCRIPTION The Aviation Facilities Fund is a special revenue fund designed to account for and manage the Suffolk Executive Airport. The fund is supported by revenue generated by airport operations including fuel sales, hangar leases, tie downs, and other services provided to users of the airport as well as state and federal grant funding. The Aviation Facilities Division administers and manages the Suffolk Executive Airport including the operation of runways, taxiways, hangar facilities, apron and tie down facilities, fueling facilities, required navigational equipment, and the airport cafe. FY 2019 ACCOMPLISHMENTS 

Completed several significant capital projects including the terminal parking lot rehabilitation and the runway 4/22 and lighting upgrade projects.



Maintained 100% occupancy of the airport box and thangars.



Continued to experience sustained utilization of the airport by corporate and recreational users.



Facilitated the location of the Curtis Eads Flight School at the airport.

FY 2020 OBJECTIVES 

To increase traffic flow and fuel sales at the airport. (Financial Stability)



To facilitate capital improvements at the airport including the terminal apron rehabilitation project and obstruction removal. (Civic Engagement and Responsive City Services)

STATISTICS/PERFORMANCE MEASURES Number of Airplanes Taking Off/Flying into Airport Number of Businesses located at Airport Percent of Hangar Space Leased Gallons of Fuel Sold at Airport

FY 18 Actual 11,000 5 100% 118,569

FY 19 Projected 11,000 5 100% 119,000

FY 20 Estimate 11,000 5 100% 119,000

169

AVIATION FACILITIES FUND Revenue 2016-2017 Actual

2017-2018 Actual

2018-2019 Budget

2019-2020 Requested

% Chng 1% 0% 100% -11%

269,052 675,000 20,000 91,531

1,055,583

Interest on Investments Rent of Facilities Sale of Fuel Miscellaneous Revenue State Aviation Maintenance Grants Transfer from General Fund

1,541 226,022 443,404 8,775 9,800 98,860

4,947 231,679 456,849 18,821 10,378 75,700

267,252 675,000 10,000 99,815

269,052 675,000 20,000 88,515

Total Revenue

788,401

798,374

1,052,067

1,052,567

2019-2020 Adopted

% Chng -100% -60% 0% 100% -8% 0%

Expenditure Summary 2016-2017 Actual

2017-2018 Actual

2018-2019 Budget

2019-2020 Requested

% Chng

2019-2020 Adopted

% Chng

Aviation Services

732,935

784,491

1,052,067

1,052,567

1,055,583

Total Expenditures

732,935

784,491

1,052,067

1,052,567

1,055,583

170

AVIATION FACILITIES FUND (Department of Economic Development) Budget Detail 2016-2017 Actual

Account Number: 220-150000 51100.02 51100.04 51100.06 52100 52210 52400 53000.16 53300 53300.110 53300.220 53600 53600.110 53600.220 54100 54200 54500 55100 55210 55230 55410 55500 55810 56001 56011 56014 56015 56017 56022 58200 91400-59905 93000-50000.165

Salaries and Wages $ Salaries and Wages - Overtime Salaries and Wages - Part-time FICA VRS Retirement Group Life Purchased Service - Refuse Collection Repair and Maintenance Repair and Maintenance - State Repair and Maintenance - Aviation Advertising Advertising - State Advertising - Aviation Information Technology Fleet Risk Management Utilities Postal Services Telecommunications Lease/Rent of Equipment Travel and Training Dues and Association Memberships Office Supplies Uniforms & Wearing Apparel Other Operating Supplies Merchandise for Resale Copier Fuel Inventory Capital Outlay Local Cash Match Transfer to GF-Indirect Cost

Total Operating Expenditures

2017-2018 Actual

2018-2019 Budget

2019-2020 Requested

% Chng

103,643 784 54,959 12,005 11,173 1,327 1,230 33,910 6,434 1,872 3,757 4,571 4,571 9,304 47,178 49,609 28,821 93 1,907 30,405 1,440 125 222 1,996 5,819 1,840 251,365 3,594 58,979

104,050 380 57,500 12,375 11,458 1,360 3,109 26,601 6,886 1,103 8,184 3,492 2,667 10,272 51,572 48,532 34,727 91 2,093 32,128 1,383 100 199 616 1,648 743 1,841 293,941 14,397 51,046

138,770 36,936 13,441 14,945 1,818 3,150 36,000 10,000 22,600 52,833 47,044 28,000 500 2,355 40,000 2,000 200 500 1,500 5,000 1,000 1,897 500,000 30,000 61,577

138,770 36,936 13,442 14,946 1,818 3,150 36,000 10,000 22,600 52,833 47,044 28,000 500 2,355 40,000 2,500 200 500 1,500 5,000 1,000 1,897 500,000 30,000 61,577

732,935

784,491

1,052,067

1,052,567

2019-2020 Adopted

% Chng

0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 25% 0% 0% 0% 0% 0% 0% 0% 0% 0%

141,431 37,859 13,716 15,232 1,853 3,150 36,000 10,000 14,883 64,600 53,334 28,000 500 2,357 40,000 2,500 200 500 1,500 5,000 1,000 2,415 500,000 30,000 49,554

1,055,583

2% 2% 2% 2% 2% 0% 0% 0% -34% 22% 13% 0% 0% 0% 0% 25% 0% 0% 0% 0% 0% 27% 0% 0% -20% 0%

55410 - Lease of Equipment: Generator and refueler. Personnel Summary

Range

Class 134 Airport Manager 120 Airport Technician

Number of Full-Time Positions

2016-2017 Actual

2017-2018 Actual

2018-2019 Budget

2019-2020 Requested

2019-2020 Adopted

1 2

171

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DOWNTOWN BUSINESS OVERLAY TAXING DISTRICT FUND DESCRIPTION The Downtown Business Overlay Taxing District (DBOD) is a special fund created to foster economic development in downtown Suffolk. A specific additional real estate tax levy is assessed on properties in the DBOD. Revenues provide funding for enhanced beautification, refuse, sidewalk, and street maintenance services. The adopted FY 2019-2020 real estate tax rate is $.105 per $100 of assessed value in the DBOD.

172

DOWNTOWN BUSINESS OVERLAY TAXING DISTRICT FUND Revenue 2016-2017 Actual

2017-2018 Actual

2018-2019 Budget

2019-2020 Requested

% Chng

2019-2020 Adopted

% Chng

Real Property Taxes Penalties and Interest Interest on Investments

180,090 1,970 560

181,359 575 1,541

171,907 -

196,500 -

14% -

171,749 -

0% -

Total Revenue

182,620

183,476

171,907

196,500

14%

171,749

2019-2020 Requested

% Chng

Expenditure Summary 2016-2017 Actual

2017-2018 Actual

2018-2019 Budget

2019-2020 Adopted

% Chng

Services

158,607

153,983

171,907

196,500

14%

171,749

Total Expenditures

158,607

153,983

171,907

196,500

14%

171,749

173

DOWNTOWN BUSINESS OVERLAY TAXING DISTRICT FUND Budget Detail 2016-2017 Actual

Account Number: 20941310-53000.02 41310-53000.46 41310-53100 41310-55100 42310-53000.16

Purchased Service - RM (Maintenance, Sweepin $ Purchased Service - RM Banners Professional Services Utilities Purchased Service - Refuse Fund

Total Operating Expenditures

2017-2018 Actual

2018-2019 Budget

2019-2020 Requested

% Chng

2019-2020 Adopted

% Chng

54,783 1,974 65,456 598 35,797

57,231 3,639 55,600 845 36,668

57,000 2,000 54,716 1,000 57,191

57,500 5,000 75,000 1,000 58,000

1% 150% 37% 0% 1%

57,500 5,000 50,249 1,000 58,000

1% 150% -8% 0% 1%

158,607

153,983

171,907

196,500

14%

171,749

53100 - Professional Services: Provides for beautification and landscape services.

174

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ROAD MAINTENANCE FUND DESCRIPTION The Road Maintenance Fund provides for the maintenance of primary and secondary roadways throughout the City of Suffolk including drainage ditches, sidewalks, grass mowing, and litter control. The Division also evaluates, repairs, and upgrades traffic regulatory markings, signage, and traffic signal operations; directs and manages capital and special projects; assists in the review of all site development plans; analyzes impacts relating to current and future transportation issues; administers the City’s street lighting program; and assists in supporting the Roadway Advisory Commission. FY 2019 ACCOMPLISHMENTS 

Inspected 75 bridges to meet state and federal standards and initiated the replacement of three structurally deficient bridge structures at Southwestern Boulevard, Simon Drive, and Badger Road.



Initiated the installation of closed conveyance storm water pipe, roll curb, manholes, and ADA ramps on North Lloyd Street and South Division Street.



Completed the Harbour View area traffic signal upgrade, systematic flashing yellow arrow upgrade, and construction of new traffic signals at Bridge Road and Winward Lane, Bennett’s Creek Commons, and Bennett’s Pasture Road and Lee Farm Lane.

FY 2020 OBJECTIVES 

To provide safe and quality transportation options. (Transportation)



To continue capital street improvements as identified through the neighborhood street initiative program. (Transportation)



To continue quality maintenance service of the City roadway network and supported assets. (Transportation)

STATISTICS/PERFORMANCE MEASURES Roadway: Lane Miles maintained Lane Miles resurfaced Cost per Lane Mile resurfaced Potholes repaired Average Pothole repair time Linear Feet of Open Conveyance Systems maintained

FY 18 Actual

FY 19 Projected

FY 20 Estimate

1,621.26 49.7 $112,000 10,177 72 hours 357,907

1,621.26 55 $112,000 8,000 72 hours 500,000

99 99 100%

104 104 100%

Traffic: Traffic Signals maintained Traffic Signals receiving preventative maintenance Percent of Priority 1 Traffic Signal requests repaired within 4 hours

175

ROAD MAINTENANCE FUND Revenue 2016-2017 Actual Sale of Permits Height/Weight Permit Fees Fines & Forfeitures Revenue from Use of Property - SW Mosquito Operations of Street Lights Developer Street Sign Contributions Developer Traffic Signal Contributions Sale of Service - Stormwater (Mosquito) Sale of Service - Capital Projects Sale of Service - Stormwater (Engineering) Sale of Service - DBOD Sale of Service - General Fund (PW Admin.) Sale of Service - Animal Control Sale of Service - Public Utilities Sale of Service - Developer Plan Review Sale of Service - Refuse Salary Allocation Sale of Service - PW Salary Allocation Sale of Service - Transit Salary Allocation Sale of Service - PW Streetlight Installation Sale of Service - Impact Analysis Sale of Service - Banners Sale of Salvage/Surplus Miscellaneous Revenue Virginia Logo Program Urban Maintenance Funds Insurance Recovery Interest Proceeds Fund Balance

2017-2018 Actual

2018-2019 Budget

2019-2020 Requested

% Chng

2019-2020 Adopted

% Chng

A $ B C D E F G H I J K L M N O P Q R S T U V W X Y Z

38,000 369,470 329,249 62,698 9,000 18,000 60,000 109,926 300,000 54,783 57,480 15,000 4,500 34,600 55,000 45,000 20,000 15,000 4,906 4,551 526,111 10,650 22,962,202 41,237 -

47,289 339,663 258,183 4,250 9,600 18,000 60,000 144,928 300,000 57,231 68,603 15,000 3,936 36,760 55,000 45,000 20,000 15,000 8,643 4,896 242,818 8,075 23,369,848 91,907 -

43,750 320,000 250,000 15,000 150,000 7,500 90,000 60,000 200,000 300,000 57,000 130,000 15,000 5,000 30,000 76,024 50,193 16,271 20,000 15,000 7,000 5,000 7,500 12,000 23,503,390 2,000 1,200,000

50,000 320,000 250,000 15,000 150,000 10,000 90,000 60,000 200,000 300,000 57,000 130,000 22,000 5,000 40,000 76,024 12,709 16,271 20,000 15,000 7,000 5,000 7,500 12,000 24,205,890 2,000 1,300,000

14% 0% 0% 0% 0% 33% 0% 0% 0% 0% 0% 0% 47% 0% 33% 0% -75% 0% 0% 0% 0% 0% 0% 0% 3% 0% 8%

50,000 320,000 250,000 15,000 150,000 10,000 90,000 60,000 200,000 300,000 57,500 130,000 22,000 5,000 40,000 76,024 12,709 16,271 20,000 15,000 10,000 5,000 7,500 12,000 24,205,890 2,000 1,874,439

14% 0% 0% 0% 0% 33% 0% 0% 0% 0% 1% 0% 47% 0% 33% 0% -75% 0% 0% 0% 43% 0% 0% 0% 3% 0% 56%

25,147,363

25,224,631

26,587,628

27,378,394

27,956,333

2019-2020 Requested

% Chng

Total Revenue

Expenditure Summary 2016-2017 Actual

2017-2018 Actual

2018-2019 Budget

2019-2020 Adopted

% Chng

Road Maintenance Traffic Engineering

22,778,299 4,734,589

21,317,194 4,517,143

21,802,947 4,784,681

22,613,630 4,764,764

4% 0%

23,237,420 4,718,913

7% -1%

Total Expenditures

27,512,888

25,834,336

26,587,628

27,378,394

27,956,333

A - Land use and commercial drive permits issued to public

N - Services provided to Public Utilities

B - Height & Weight Permit Fees

O - Charges to developers for plans review by Engineering.

C - Wide load and overweight citations allocated towards Road Maintenance

P - Services provided to Refuse for salary allocation

D - Revenue for office space at Operations Facility

Q - Services provided to PW for salary allocation

E - 7 yr. adv st. light pymts (Dev.) for st. light maint csts for new dev. Pro Rtd Bases

R - Services provided to Transit for salary allocation

F - Charges to developers for new st. signs related to new developments

S - Cost to install street lights

G - Chrgs to developers for inspectn by Traf. Engin. of traf. sgnl constrctn

T - Preliminary plan and traffic impact analysis review

H - Ditch cleaning services to Stormwater - mosquito control.

U - Services provided to P&R for banner placement

I - Services provided to Capital Projects Fund for roadwork.

V - Salvage of damaged guardrail and other miscellaneous metal

J - BMP residential maintenance and enhanced street sweeping services provided to SW Fund

W - Misc services to depts (signs, pavemt markers, research & engineering)

K - Enhanced street sweeping, roadside beautification, and clean up services provided to DBOD

X - Payment for Virginia Logo System Rights on City Right of Way

L - Non-VDOT funded activities - Misc Services (ex. Dirt roads)

Y - State revenue estimate based on 1251.21 lane miles x $12,365 secondary & 380.85 x $21,061 prim

M - Incinerator usage fee for euthanized animals

Z - Insurance recovery for public property accident damage

176

DIVISION: ROADWAY - TRAFFIC ENGINEERING (Department of Public Works) Budget Detail 2016-2017 Actual

Account Number: 210-4140051100.02 51100.04 52100 52210 52400 53100 53100.26 53300 54100 54200 54500 55100 55210 55230 55310 55500 55810 56001 56011 56012 56014 56017 58200 58210 58215

Salaries and Wages $ Salaries and Wages - Overtime FICA VRS Retirement Group Life Professional Services Professional Services - Traffic Signal Inspe Repair and Maintenance Information Technology Fleet Risk Management Utilities (Street Lights) Postage Telecommunications Employer HDHP Expense Travel and Training Dues and Association Memberships Office Supplies Uniforms & Wearing Apparel Books & Subscriptions Other Operating Supplies Copier Costs Capital Outlay New Street Light Installation Improvements (signals/signs)

Total Operating Expenditures

2017-2018 Actual

2018-2019 Budget

2019-2020 Requested

% Chng

1,012,046 104,717 79,396 111,933 12,638 321,887 8,706 17,806 142,870 191,657 279,228 1,459,943 136 11,927 18,688 3,889 3,968 13,323 2,958 579,555 13,752 241,362 21,242 80,961

1,045,729 107,488 82,075 113,873 12,856 209,295 8,706 21,377 153,530 176,264 303,362 1,512,147 463 14,060 7,230 2,138 2,972 11,907 950 440,955 13,764 247,435 18,165 10,400

1,178,796 77,077 96,074 126,956 15,442 300,000 90,000 15,000 143,351 199,417 298,515 1,500,000 500 14,850 12,000 5,000 3,000 15,000 1,000 420,821 14,881 137,000 20,000 100,000

1,178,796 77,077 96,074 126,956 15,442 300,000 90,000 15,000 143,351 167,000 298,515 1,550,000 500 14,850 12,000 5,000 3,000 15,000 1,000 470,321 14,881 20,000 150,000

4,734,589

4,517,143

4,784,681

4,764,764

2019-2020 Adopted

0% $ 0% 0% 0% 0% 0% 0% 0% 0% -16% 0% 3% 0% 0% 0% 0% 0% 0% 0% 12% 0% -100% 0% 50% 0%

% Chng

1,143,381 77,077 93,365 123,142 14,978 300,000 90,000 15,000 135,431 167,000 294,732 1,550,000 500 19,739 12,000 5,000 3,000 15,000 1,000 470,321 18,246 20,000 150,000

-3% 0% -3% -3% -3% 0% 0% 0% -6% -16% -1% 3% 0% 33% 0% 0% 0% 0% 0% 12% 23% -100% 0% 50%

4,718,913

-1%

Personnel Summary

Class

Range 137 136 134 131 130 130 123/125 125 123 123 123 120 120 119 118 118

City Traffic Engineer Assistant Traffic Engineer Transportation Planning Manager Traffic Signal System Superintendent Sign and Paint Manager Engineering Analyst Traffic Signal Technician I-II Engineering Technician Sign Maintenance Manager Senior Sign Mechanic Paint Crew Leader Sign Mechanic Secretary Highway Paint Equipment Operator Sign Technician Paint Technician

Number of Full-Time Positions

2016-2017 Actual

2017-2018 Actual

2018-2019 Budget

2019-2020 Requested

2019-2020 Adopted

1 1 1 1 1 1 5 2 1 1 1 2 1 1 2 3

177

DIVISION: ROADWAY - MAINTENANCE (Department of Public Works) Budget Detail 2016-2017 Actual

Account Number: 210-41200 51100.02 51100.04 52100 52210 52400 53000.06 53000.10 53000.12 53000.16 53100 53100.22 53300 53310 53500 54100 54200 54500 55210 55230 55310 55420 55500 55810 56001 56011 56012 56014 56017 56024 58200 91400-59902 93000-50000.165 93000-50000.310 93000-50000.401

Salaries and Wages $ Salaries and Wages - Overtime FICA VRS Retirement Group Life Purchase Services - Stormwater Fund Purchase Services - General Fund (landscap Purchase Services - General Fund (Police W Purchase Services - Refuse Fund Professional Services Medical Services Repair and Maintenance Repairs - Bridges Printing and Binding Information Technology Fleet Risk Management Postage Telecommunications Employer HDHP Expense Lease/Rent of Buildings Travel and Training Dues and Association Memberships Office Supplies Uniforms & Wearing Apparel Books and Subscriptions Other Operating Supplies Copier Costs Street Improvements Capital Outlay Contingency Transfer to GF-Indirect Cost Transfer to Capital Projects Transfer to Debt

Total Operating Expenditures

2017-2018 Actual

2018-2019 Budget

2019-2020 Requested

% Chng

2019-2020 Adopted

% Chng

3,639,242 440,510 292,307 395,431 47,713 170,000 10,282 113,871 19,604 76,373 181,430 2,073,160 420 300,520 1,607,448 1,260,315 168 6,573 4,795 2,003 37,374 3,724 5,778 44,343 360,110 21,621 6,169,762 2,024,482 593,220 2,226,958 648,763

3,751,614 366,449 294,600 404,299 48,442 249,200 22,925 103,631 40,285 43,034 149,913 929,487 353,859 1,518,014 1,301,210 150 6,763 4,370 2,003 30,337 3,785 5,360 59,941 434,001 21,682 5,896,043 2,344,247 571,885 990,904 1,368,763

4,072,981 190,638 326,167 438,660 53,356 249,200 7,500 115,000 32,210 75,000 3,500 150,000 2,800,000 1,500 483,164 1,129,236 1,333,044 300 9,500 2,003 35,000 3,000 8,500 70,000 1,000 450,000 23,975 6,500,000 683,800 525,913 664,438 1,364,363

4,072,981 190,638 326,167 438,660 53,356 249,200 7,500 115,000 45,000 75,000 3,500 150,000 3,100,000 1,500 483,164 1,129,236 1,333,044 300 9,500 2,003 35,000 3,000 8,500 80,000 1,000 450,000 23,975 6,500,000 1,100,000 554,222 664,438 1,407,746

0% 0% 0% 0% 0% 0% 0% 0% 40% 0% 0% 0% 11% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 14% 0% 0% 0% 0% 61% 5% 0% -

4,143,362 190,638 331,551 446,240 54,278 249,200 7,500 115,000 45,000 75,000 3,500 150,000 3,100,000 1,500 520,416 2,108,769 1,310,531 300 9,500 2,003 35,000 3,000 8,500 80,000 1,000 450,000 28,375 6,500,000 1,100,000 802,494 1,364,763

2% 0% 2% 2% 2% 0% 0% 0% 40% 0% 0% 0% 11% 0% 8% 87% -2% 0% 0% 0% 0% 0% 0% 14% 0% 0% 18% 0% 61% -100% 21% -

22,778,299

21,317,194

21,802,947

22,613,630

23,237,420

Personnel Summary

Range 138 137 132/134/136 135 132/134 130 125/126/127 124 124 124 123 120/123 120 119 119 116/118 118

Class Assistant Director of Public Works Public Works General Manager Civil Engineer I-III Operations Manager Operations Superintendent I-II Operations Office Manager Construction Inspector I-III Street Crew Leader Maintenance Mechanic - Streets Accounting Associate II Labor Supervisor Heavy Equipment Operator I-II Accounting Technician Street Sweeper Office Assistant Street Maintenance Worker I-II Skilled Laborer Time Keeper

Number of Full-Time Positions

2016-2017 Actual

2017-2018 Actual

2018-2019 Budget

2019-2020 Requested

2019-2020 Adopted

1 1 1 1 7 1 3 14 3 1 31 2 4 1 28 1 1

1 1 1 1 7 1 4 14 3 1 1 35 1 2 28 1 -

1 1 1 1 7 1 4 14 3 1 1 35 2 1 29 -

101

102

178

GRANTS FUND DESCRIPTION The Grants Fund is a special revenue fund that provides required local matching contributions to State, Federal, and private grant funding secured by City departments for various activities, programs, and services for the citizens of Suffolk.

179

GRANTS FUND Revenue 2016-2017 Actual

2017-2018 Actual

2018-2019 Budget

2019-2020 Requested

Transfer from General Fund CDBG Annual Allocation HOME Annual Allocation Revenue from the Commonwealth Revenue from the Federal Government Miscellaneous

336,236 457,792 612,016 517,347 1,244,961 88,565

337,394 444,000 1,700,140 359,324

350,000 284,215 -

660,129 -

Total Revenue

3,256,917

2,840,858

634,215

660,129

% Chng

2019-2020 Adopted

89% $ -100% 4%

% Chng

660,129 -

89% -100% -

660,129

Expenditure Summary 2016-2017 Actual

2017-2018 Actual

2018-2019 Budget

2019-2020 Requested

% Chng

2019-2020 Adopted

% Chng

Grants Operating Expenditures

2,730,998

2,451,552

634,215

660,129

Total Expenditures

2,730,998

2,451,552

634,215

660,129

180

GRANTS FUND Budget Detail 2016-2017 Actual

Account Number: 211-91400

59905 Local Cash Match Requirements $ CDBG Funding Allocation: CDBG Administration 63,484 ForKids Homeless Shelter 10,000 Habitat for Humanity Ches. Bay Presvtn - Septic Pump Out 1,500 SRHA Emergency Repair Program 61,088 Geneive Shelter 10,000 Western Tidewater Free Clinic 14,551 Pleasant Hill Improvements Neighborhood Stabilization Prgm 600 Boys and Girls Club Supportive Housing for the Elderly Neighborhood and Community Improvements HOME Grant Allocation: Lead Agency Admin-Suffolk 37,472 Suffolk Franklin 152,536 Isle of Wight 106,425 Southampton 192,714 CHDO-Admin. 122,871 Other Funding Allocation: Judicial 835,648 Public Safety 706,039 Public Works 16,837 Health and Welfare Education Parks, Recreation and Cultural 92,792 Community Development 1,875 93000-50000.401 Transfer to Debt Fund (CDBG 108 loan) Total Operating Expenses

2017-2018 Actual $

304,567 $

2,730,998

2018-2019 Budget $

660,129

% Chng 89%

2019-2020 Adopted $

660,129

% Chng 89%

67,336 14,700 2,898 3,900 48,934 14,700 25,043 29,149 19,038 9,700 144,030

18,236 39,733 246,422 11,900 84,492 41,604

835,763 605,361 15,698 98,318 -

74,594 $

350,000

2019-2020 Requested

2,451,552

284,215 $

634,215

660,129

181

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TRANSIT SYSTEM FUND DESCRIPTION The Transit System Fund was established to manage transportation services provided to the citizens of Suffolk. This special revenue fund is supported by fare box revenue, State and Federal grants, and a transfer from the General Fund. The City contracts with Virginia Regional Transit (VRT) for the operation of the City’s transit service which includes six bus routes and ADA service. FY 2019 ACCOMPLISHMENTS 

Procured and received two new buses and two new paratransit vans, as well as installed five new bus shelters.



Implemented additional hours, Monday-Friday, on three existing bus routes allowing riders more access to previously limited service routes.



Introduced weekend transit service with the addition of hours on Saturday and the addition of a Saturday only route.



Installed 180 new bus stop signs.

FY 2020 OBJECTIVES 

To provide safe, clean and effective public transit (Transportation)



To identify additional funding opportunities and to add additional revenue sources to fund expansions and improvements. (Financial Stability)



To collaborate with Parks and Recreation on the bicycle and pedestrian plan in an effort to expand multi-modal connections. (Leisure, Health, and Wellness)

STATISTICS/PERFORMANCE MEASURES Ridership: Green Line (Main St./Godwin Blvd) Orange Line (Lake Kennedy/East Washington) Red Line (Magnolia/East Constance/Main Street) Yellow Line (Holland Road/Saratoga) Purple Line (Harbour View/College Drive/Burbage) Pink Line (Downtown/North Suffolk/HRT Connector) Blue Line – Saturday only (Magnolia, Main Street, Holland Road, Saratoga) Americans with Disabilities Act (ADA) Ridership

FY 18 Actual

FY 19 Projected

FY 20 Estimate

34,902 38,628 10,814 9,803 6,427 10,085

36,319 43,557 8,476 19,732 9,302 15,093

38,000 45,000 9,000 21,000 10,000 17,000

N/A

453

800

1,247

1,106

1,250

182

TRANSIT SYSTEM FUND Revenue 2016-2017 Actual

2017-2018 Actual

2018-2019 Budget

2019-2020 Requested

Interest on Investments Fare Collections Miscellaneous VRPT Operating Revenue VRPT Capital Revenue Federal Transit Administration Transfer from General Fund HRTPO - Transit Admin Assistance Fund Balance

903 76,099 11,888 188,364 50,259 820,832 -

6,741 71,652 9,942 186,942 59,508 811,511 -

76,400 9,500 186,942 247,520 583,230 810,605 10,000 10,000

81,350 8,500 200,780 22,080 627,538 775,000 10,000 -

Total Revenue

1,148,346

1,146,296

1,934,197

1,725,248

% Chng

2019-2020 Adopted

$ 6% -11% 7% -91% 8% -4% 0% -100% -

% Chng

81,350 8,500 200,780 22,080 627,538 748,896 10,000 -

6% -11% 7% -91% 8% -8% 0% -100%

1,699,144

-12%

Expenditure Summary 2016-2017 Actual

2017-2018 Actual

2018-2019 Budget

2019-2020 Requested

% Chng

2019-2020 Adopted

% Chng

Transit System

1,093,547

1,108,634

1,934,197

1,725,248

-11%

1,699,144

-12%

Total Expenditures

1,093,547

1,108,634

1,934,197

1,725,248

1,699,144

-12%

183

DIVISION: TRANSIT SYSTEM (Department of Public Works) Budget Detail 2016-2017 Actual

Account Number: 212-8800051100.02 52100 52210 52400 53000.43 53100 53300 53600 54100 54200 54500 55100 55230 55500 55810 56014 58200 93000-50000.165

Salaries and Wages - Regular $ FICA VRS Group Life Purchased Services - RM Salary Allocation Professional Services Repair and Maintenance Advertising Information Technology Fleet Risk Management Utilities Telecommunications Travel and Training Dues & Association Memberships Other Operating Supplies Capital Outlay Transfer to GF-Indirect Cost

Total Operating Expenditures

2017-2018 Actual

2018-2019 Budget

2019-2020 Requested

% Chng

962,325 1,442 587 2,132 687 112,167 14,207

34,722 2,583 3,473 459 936,066 10,981 453 14,441 1,355 1,009 290 687 11,933 72,156 18,027

61,500 4,705 6,624 806 16,271 1,275,280 29,000 500 4,186 12,227 1,500 1,349 5,250 850 30,600 482,070 1,480

61,500 4,705 6,624 806 16,271 1,250,084 47,290 500 14,500 5,600 12,227 1,500 1,349 5,250 850 30,906 247,260 18,027

1,093,547

1,108,634

1,934,197

1,725,248

2019-2020 Adopted

0% $ 0% 0% 0% 0% -2% 63% 0% 246% 0% 0% 0% 0% 0% 1% -49% 1118% -11%

% Chng

63,038 4,822 6,789 826 16,271 1,250,084 47,290 500 4,961 11,254 1,500 1,349 5,250 850 30,906 247,260 6,194

2% 2% 2% 2% 0% -2% 63% 0% 19% -8% 0% 0% 0% 0% 1% -49% 319%

1,699,144

-12%

Personnel Summary

Range

Class 130 Transit Manager

Number of Full-Time Positions

2016-2017 Actual

2017-2018 Actual

2018-2019 Budget

2019-2020 Requested

2019-2020 Adopted

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LAW LIBRARY FUND DESCRIPTION The Law Library Fund was established to provide the general public and legal community access to current legal and consumer protection information at no cost. A special fee of $4.00 is levied on civil court cases in the General District and Circuit courts. This fee is held in a separate fund for the purpose of providing the public and Officers of the Court with a reliable network of legal information and educational support. This fund also supports community outreach efforts, legal publications, the salaries of support staff, and operating costs. FY 2019 ACCOMPLISHMENTS 

Provided the general public, attorneys, and other professionals with free legal resources.

FY 2020 OBJECTIVES 

To coordinate with City departments and agencies to enhance awareness of resources available in the Law Library. (Civic Engagement and Responsive City Services)



To maximize the number of individuals assisted by Law Library resources. (Civic Engagement and Responsive City Services)

STATISTICS/PERFORMANCE MEASURES Number of Patron visits: Public Attorney Driving University Testing Participants

CY 16 Actual

CY 17 Actual

CY 18 Actual

1,383 3,062 44

1,190 3,478 37

1,342 3,624 18

185

LAW LIBRARY FUND Revenue 2016-2017 Actual

2017-2018 Actual

2018-2019 Budget

2019-2020 Requested

% Chng

2019-2020 Adopted

% Chng

Interest on Investments Law Library Fees Miscellaneous Fees Fund Balance

723 35,422 49 -

2,182 36,429 49 -

35,000 4,815

35,000 5,823

0% 21%

35,000 6,580

0% 37%

Total Revenue

36,194

38,660

39,815

40,823

41,580

Expenditure Summary 2016-2017 Actual

2017-2018 Actual

2018-2019 Budget

2019-2020 Requested

% Chng

2019-2020 Adopted

% Chng

Circuit Court - Law Library

39,444

38,792

39,815

40,823

41,580

Total Expenditures

39,444

38,792

39,815

40,823

41,580

186

LAW LIBRARY FUND Budget Detail 2016-2017 Actual

Account Number: 213-2190051100.06 52100 55230 56001 56012 56017

Salaries and Wages - Part-time FICA Telecommunications Office Supplies Books and Subscriptions Copier Costs

Total Operating Expenditures

2017-2018 Actual

2018-2019 Budget

2019-2020 Requested

% Chng

2019-2020 Adopted

% Chng

17,392 1,330 425 665 18,422 1,209

17,647 1,365 449 447 17,676 1,209

18,860 1,443 516 700 17,000 1,296

18,868 1,443 516 700 18,000 1,296

0% 0% 0% 0% 6% 0%

19,332 1,479 516 700 18,000 1,554

2% 3% 0% 0% 6% 20%

39,444

38,792

39,815

40,823

41,580

187

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ROUTE 17 SPECIAL TAXING DISTRICT FUND DESCRIPTION The Route 17 Special Taxing District is a special fund created to foster economic development in a specific geographic region of northern Suffolk. A specific additional real estate tax levy is assessed on properties in the Route 17 Special Taxing District. The adopted FY 2019-2020 real estate tax is $.24 per $100 of assessed value for the Route 17 Special Taxing District. The debt service for enhanced road improvements in the taxing district is repaid by the additional real estate tax.

188

ROUTE 17 SPECIAL TAXING DISTRICT FUND Revenue 2016-2017 Actual

2017-2018 Actual

2018-2019 Budget

2019-2020 Requested

% Chng

2019-2020 Adopted

% Chng

Real Property Taxes Penalties and Interest Fund Balance

1,616,198 6,801 -

1,658,043 20,807 -

1,702,885 -

1,715,017 -

1% -

1,715,017 -

1% -

Total Revenue

1,622,999

1,678,850

1,702,885

1,715,017

Expenditure Summary 2016-2017 Actual

2017-2018 Actual

2018-2019 Budget

2019-2020 Requested

% Chng

2019-2020 Adopted

% Chng

Route 17 Special Taxing District

762,978

1,855,432

1,702,885

1,715,017

Total Expenditures

762,978

1,855,432

1,702,885

1,715,017

189

ROUTE 17 SPECIAL TAXING DISTRICT FUND Budget Detail 2016-2017 Actual

Account Number: 216-8150093000-50000.310 Transfer to Capital Projects 93000-50000.401 Transfer to Debt Service Fund Reserve for Capital/Debt Total Operating Expenses

2017-2018 Actual

2018-2019 Budget

2019-2020 Requested

80,000 682,978 -

1,500,000 355,432 -

1,200,000 345,587 157,298

328,170 1,386,847

762,978

1,855,432

1,702,885

1,715,017

% Chng

2019-2020 Adopted

-100% $ -5% 1%

% Chng

328,170 1,386,847

-100% -5% -

1,715,017

190

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Enterprise Funds

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PUBLIC UTILITIES FUND DESCRIPTION The Department of Public Utilities is responsible for the operation, maintenance, and expansion of the City’s water and wastewater collection systems. The Department is comprised of the divisions of administration, customer service, line maintenance, maintenance, engineering and water production/quality which manage and operate the G. Robert House Water Treatment Plant and the City’s various sanitary sewer pump stations, water and sewer mains. FY 2019 ACCOMPLISHMENTS 

Continued to surpass the 90-day operations and maintenance and debt service reserve policy allowing for generated revenue to be utilized for cash funded capital and lessening the need for greater issuance of bonds.



Completed construction of the Lake Kilby Lane water system upgrade, Hobson water main extension, and Rosewood/Old Somerton water system.



Continued to rehabilitate sections of the sewer system using the find and fix program.

FY 2020 OBJECTIVES 

To maintain compliance with all Utility Fund financial policies. (Financial Stability)



To continue to reevaluate and adjust the Utility Fund 10 Year Capital Improvements Plan to ensure projects are implemented within the appropriate schedule to meet demands and minimize unnecessary financial impacts to the system’s customers. (Financial Stability)



To utilize modeling and enhanced technology to increase efficiencies in the operation of the utility systems and delivery of service. (Civic Engagement and Responsive City Services)



To continue established programs to minimize sanitary sewer overflows in accordance with the City’s special order by consent. (Civic Engagement and Responsive City Services)



To continue to meet all drinking water standards and regulations. (City Engagement and Responsive City Services)

STATISTICS/PERFORMANCE MEASURES Water Customers Sewer Customers Water Consumption (mgd) Average Daily Water Plant Production (mgd) Sanitary Sewer Overflows Plan Reviews Percent of Plan Reviews completed within 30 days Debt Service Ratio

FY 18 Actual 25,576 22,506 5.04 6.86 22

FY 19 Projected 25,900 22,800 5.40 6.95 20

FY 20 Estimate 26,200 23,100 5.70 7.05 20

143 100% 1.42

150 100% 1.20

191

UTILITY FUND Revenue 2016-2017 Actual

2017-2018 Actual

2018-2019 Budget

2019-2020 Requested

% Chng 471% $ -100% -8% 19% 4% 1% 50% 14% 0% 1% 0% 0% 12% -100% 0% -100% -3%

Interest Earned Capitalized Interest Reserve Sale of Service - Engineering Water Availability Charges Bulk Water Sales Water Service Charges Water Connection Charges Meter Service Charges Hydrant Rental Sewer Service Charges Sewer Connection Charges Special Fees Sewer Availability Charges 2009 Build American Bonds Rebate Miscellaneous Capital Contributions from Development Transfer from General Fund Fund Balance

82,774 204,366 3,393,075 3,697,104 19,924,731 108,045 2,850,001 140,000 13,498,778 138,220 459,557 3,544,385 699,457 667,637 1,870,646 -

573,175 167,917 3,293,500 3,206,353 20,899,742 77,750 2,862,172 140,000 14,444,101 92,075 485,282 3,330,545 230,660 392,642 5,483,390 -

70,000 773,700 185,000 2,234,600 3,153,588 22,290,061 50,000 3,589,800 140,000 14,630,077 75,000 475,000 2,550,000 451,180 100,000 856,802 7,500,000

400,000 170,000 2,662,000 3,285,800 22,503,100 75,000 4,107,500 140,000 14,805,700 75,000 475,000 2,850,000 100,000 7,275,000

Total Revenue

51,278,775

55,679,303

59,124,808

58,924,100

2019-2020 Requested

% Chng

2019-2020 Adopted

% Chng

400,000 170,000 2,662,000 3,285,800 22,503,100 75,000 4,107,500 140,000 14,805,700 75,000 475,000 2,850,000 100,000 7,275,000

471% -100% -8% 19% 4% 1% 50% 14% 0% 1% 0% 0% 12% -100% 0% -100% -3%

58,924,100

Expenditure Summary 2016-2017 Actual

2017-2018 Actual

2018-2019 Budget

2019-2020 Adopted

% Chng

Administration Customer Service Line Maintenance Maintenance Water Production Engineering Non-Departmental

999,817 1,700,817 3,280,444 3,420,606 9,533,885 1,250,603 31,852,069

956,659 1,696,275 3,058,054 3,329,420 10,314,885 1,182,462 35,133,129

1,113,354 1,947,022 3,697,867 4,151,631 11,117,907 1,451,593 35,645,433

1,123,044 1,934,915 3,617,555 4,164,904 11,710,906 1,438,367 34,934,410

1% -1% -2% 0% 5% -1% -2%

1,133,543 1,945,525 3,623,240 4,140,788 11,721,047 1,478,982 34,880,975

2% 0% -2% 0% 5% 2% -2%

Total Expenditures

52,038,241

55,670,885

59,124,808

58,924,100

192

DEPARTMENT: PUBLIC UTILITIES - ADMINISTRATION Budget Detail 2016-2017 Actual

Account Number: 501-8951051100.02 51100.04 52100 52210 52400 53100 53300 53320 53500 53600 54100 54200 54500 55210 55230 55420 55500 55810 56001 56011 56012 56017 58200

Salaries and Wages Salaries and Wages - Overtime FICA VRS Retirement Group Life Professional Services Repairs and Maintenance Maintenance Service Contract Printing and Binding Advertising Information Technology Fleet Risk Management Postal Services Telecommunications Lease/Rent of Building Travel and Training Dues and Association Memberships Office Supplies Uniforms & Wearing Apparel Books and Subscriptions Copier Costs Capital Outlay

Total Operating Expenses

2017-2018 Actual

513,840 711 37,166 10,700 6,625 215,084 46 72,204 11,077 98,171 26 5,355 11,668 705 6,722 824 1,146 300 7,449 -

999,817

2018-2019 Budget

2019-2020 Requested

% Chng

560,938 285 40,942 (2,222) 3,986 146,929 75 206 50 64,134 11,040 84,736 145 6,139 11,548 1,392 9,803 612 2,035 7,469 6,419

580,569 3,000 44,643 62,527 7,605 210,000 200 225 250 250 57,677 11,565 87,076 500 11,958 10,228 4,000 5,500 4,000 2,200 1,000 8,380 -

580,569 3,000 44,643 62,527 7,605 210,000 200 240 250 250 68,280 6,100 87,076 500 11,959 11,670 6,200 5,760 4,000 2,300 500 9,415 -

956,659

1,113,354

1,123,044

2019-2020 Adopted

% Chng

0% 0% 0% 0% 0% 0% 0% 7% 0% 0% 18% -47% 0% 0% 0% 14% 55% 5% 0% 5% -50% 12% -

595,085 3,000 45,754 64,091 7,796 210,000 200 240 250 250 62,599 6,100 85,878 500 11,958 11,668 6,200 5,760 4,000 2,300 500 9,415 -

1,133,543

3% 0% 2% 3% 3% 0% 0% 7% 0% 0% 9% -47% -1% 0% 0% 14% 55% 5% 0% 5% -50% 12% 2%

53100 - Professional Services: Consulting services. Personnel Summary

Range

Class 144 138 135 132 130 124 123 121 119 119

Director of Public Utilities Assistant Director of Public Utilities Utility Operations Manager Data Quality Control Technician Safety Officer II Accounting Associate II Stock Room Supervisor Executive Secretary Senior Stock Room Clerk Office Assistant

Number of Full-Time Positions

2016-2017 Actual

2017-2018 Actual 1 1 1 1

1 1 1 1 1

1 1 1 1 1 9

2018-2019 Budget

1 1 1 1 1 -

1 1 1 -

2019-2020 Adopted 1 1 1 1 1

1 1 1

2019-2020 Requested

1 1 1

1 1 1 1 1 1 1 1 -

193

DEPARTMENT: PUBLIC UTILITIES - CUSTOMER SERVICE Budget Detail 2016-2017 Actual

Account Number: 501-8952051100.02 51100.04 51100.06 52100 52210 52400 53000.16 53100 53110 53200 53300 53320 53500 54100 54200 54500 55100 55210 55230 55310 55420 55500 55810 56001 56011 56012 56014 56017 58200

Salaries and Wages $ Salaries and Wages - Overtime Salaries and Wages - Part-time FICA VRS Retirement Group Life Purchased Services - Refuse Collection Professional Services Medical Services Temporary Help Service Fees Repairs and Maintenance Maintenance Service Contracts Printing and Binding Information Technology Fleet Risk Management Utilities Postal Service Telecommunications Employer HDHP Expense Lease of Buildings Travel and Training Dues and Association Memberships Office Supplies Uniform & Wearing Apparel Books and Subscriptions Other Operating Supplies Copier Costs Capital Outlay

Total Operating Expenses

2017-2018 Actual

770,368 22,329 21,178 57,388 (10,931) 8,822 342,860 2,721 949 80,035 85,094 217,157 5,800 73 6,590 990 21,270 263 231 2,252 5,949 5,274 6,935 47,220 1,700,817

830,980 17,267 16,265 61,559 (1,520) 5,878 256,285 9,386 3,651 2,700 4,099 127,318 91,815 209,874 5,769 145 7,180 21,270 1,325 211 2,771 8,100 7,013 6,935 1,696,275

2018-2019 Budget

2019-2020 Requested

% Chng

2019-2020 Adopted

879,913 25,500 16,611 69,264 94,767 11,527 300 325,000 1,000 9,000 2,700 3,000 83,725 104,179 248,488 5,800 500 9,013 21,270 1,500 500 4,000 7,500 100 14,000 7,865 -

879,913 25,500 24,882 71,168 94,767 11,527 300 270,000 1,000 9,000 2,900 3,000 120,135 99,000 248,488 5,800 500 9,014 21,270 1,750 500 4,000 7,500 100 14,000 8,901 -

0% 0% 50% 3% 0% 0% 0% -17% 0% 0% 7% 0% 43% -5% 0% 0% 0% 0% 0% 17% 0% 0% 0% 0% 0% 13% -

899,608 25,500 17,026 70,771 96,888 11,785 300 270,000 1,000 9,000 2,900 3,000 114,102 99,000 251,312 5,800 500 9,013 21,270 1,750 500 4,000 7,500 100 14,000 8,901 -

1,947,022

1,934,915

-1%

1,945,525

% Chng 2% 0% 3% 2% 2% 2% 0% -17% 0% 0% 7% 0% 36% -5% 1% 0% 0% 0% 0% 17% 0% 0% 0% 0% 0% 13% 0%

53100 - Professional Service: Contracted meter reading service. 56014 - Other Operating Supplies: Hand tools and protective equipment for meter service staff. Personnel Summary

Range

Class 133 130 128 121/124 122 118 116

Utility Operations Accounting Manager Assistant Utility Operations Accounting M Field Operations Account Manager Accounting Associate I-II Water Distribution Operator Customer Service Representative Water Meter Service Worker

Number of Full-Time Positions

2016-2017 Actual

2017-2018 Actual

2018-2019 Budget

2019-2020 Requested

2019-2020 Adopted

1 1 1 3 2 6 8

1 1 1 10 2 8

194

DEPARTMENT: PUBLIC UTILITIES - LINE MAINTENANCE Budget Detail 2016-2017 Actual

Account Number: 501-8953051100.02 51100.04 52100 52210 52400 53000.02 53000.16 53100 53110 53300 53320 54100 54200 54500 55100 55230 55310 55410 55420 55500 55852 56001 56011 56014 56017 56024 58200

Salaries and Wages $ Salaries and Wages - Overtime FICA VRS Retirement Group Life Purchased Services - Road Maintenance Purchased Services - Refuse Collection Professional Services Medical Services Repairs and Maintenance Maintenance Service Contract Information Technology Fleet Risk Management Utilities Telecommunications Employer HDHP Expense Lease/Rent of Equipment Lease/Rent of Property Travel and Training HRSD Interceptors Interest Payment Office Supplies Uniforms & Wearing Apparel Other Operating Supplies Copier Costs Paving & Construction Supplies Capital Outlay

Total Operating Expenses

2017-2018 Actual

2018-2019 Budget

2019-2020 Requested

% Chng

827,807 156,762 71,058 11,158 12,581 4,500 54 32,031 2,491 970,760 91,476 426,178 352,655 14,000 17,356 350 1,089 112,481 1,028 15,638 133,977 3,189 16,849 4,977

833,974 143,789 71,346 7,186 7,296 3,698 3,791 19,605 849,440 4,594 98,940 436,740 278,014 11,274 18,106 5,095 304 7,760 3,538 94,567 1,744 26,172 103,729 3,189 19,166 4,998

1,048,291 153,000 91,899 112,901 13,733 5,000 15,800 23,000 4,400 850,000 13,000 137,864 540,494 318,724 15,000 19,039 10,000 10,000 110,000 1,500 21,050 130,500 3,672 20,000 29,000

1,048,013 153,000 91,877 112,871 13,729 5,000 15,800 24,000 4,900 804,000 13,800 151,156 523,165 318,724 15,000 19,039 10,000 10,000 97,000 1,500 21,050 140,000 3,931 20,000 -

3,280,444

3,058,054

3,697,867

3,617,555

2019-2020 Adopted

0% $ 0% 0% 0% 0% 0% 0% 4% 11% -5% 6% 10% -3% 0% 0% 0% 0% 0% -12% 0% 0% 7% 7% 0% -100% -2%

% Chng

1,054,992 153,000 92,411 113,623 13,820 5,000 15,800 24,000 4,900 804,000 13,800 139,172 523,165 328,037 15,000 19,039 10,000 10,000 97,000 1,500 21,050 140,000 3,931 20,000 -

1% 0% 1% 1% 1% 0% 0% 4% 11% -5% 6% 1% -3% 3% 0% 0% 0% 0% -12% 0% 0% 7% 7% 0% -100%

3,623,240

-2%

53100 - Professional Services: Miss Utility costs, immunizations, sewer cleaning. 53300 - Repairs & Maintenance: Equipment maintenance, paving, manhole repairs. 55410 - Lease of Equipment: Rental of outside repair equipment. 56014 - Other Operating Supplies: Line equipment supplies, protective equipment. Personnel Summary

Range

Class 132 127 124 120/123 122 118 117

Line Maintenance Manager Assistant Line Maintenance Manager Utility Crew Leader Heavy Equipment Operator I-II Line Maintenance Technician Skilled Laborer Utility Systems Worker

Number of Full-Time Positions

2016-2017 Actual

2017-2018 Actual 1 1 3

2018-2019 Budget

2019-2020 Requested

2019-2020 Adopted

3 12 8

1 1 3 5 3 7 8

1 1 4 5 3 7 8

195

DEPARTMENT: PUBLIC UTILITIES - MAINTENANCE Budget Detail 2016-2017 Actual

Account Number: 501-8954051100.02 51100.04 52100 52210 52400 53000.16 53100 53110 53300 53320 54100 54200 54500 55100 55230 55310 55410 55500 55810 56001 56011 56014 56017 58200

Salaries and Wages $ Salaries and Wages - Overtime FICA VRS Retirement Group Life Purchased Services - Refuse Collection Professional Services Medical Services Repairs and Maintenance Maintenance Service Contract Information Technology Fleet Risk Management Utilities Telecommunications Employer HDHP Expense Lease/Rent of Equipment Travel and Training Dues and Association Memberships Office Supplies Uniforms & Wearing Apparel Other Operating Supplies Copier Costs Capital Outlay

Total Operating Expenses

2017-2018 Actual

782,192 122,455 65,527 12,460 10,660 945 8,377 336,281 106,704 480,849 291,285 236,717 17,641 420 760,091 3,386 6,973 786 12,685 160,982 3,189 -

3,420,606

2018-2019 Budget

914,015 95,159 72,813 (7,882) 6,798 1,714 346 330,625 3,788 105,262 551,527 247,210 239,753 19,230 2,000 526,156 4,455 6,316 910 27,676 178,335 3,215 3,329,420

2019-2020 Requested

% Chng

2019-2020 Adopted

% Chng

982,053 142,800 86,051 105,767 12,865 1,616 8,000 3,700 360,000 3,825 99,301 699,635 301,071 300,000 19,376 800,000 16,000 7,000 2,500 18,000 152,500 3,672 25,900

1,026,053 143,800 89,494 110,506 13,441 1,800 4,000 4,200 360,000 4,100 129,309 684,738 312,856 300,000 20,376 730,000 10,000 7,000 2,500 22,500 170,800 3,931 13,500

4% 1% 4% 4% 4% 11% -50% 14% 0% 7% 30% -2% 4% 0% 5% -9% -38% 0% 0% 25% 12% 7% -48%

1,044,370 143,800 90,895 112,479 13,681 1,800 4,000 4,200 360,000 4,100 116,715 679,572 285,569 300,000 19,376 730,000 10,000 7,000 2,500 22,500 170,800 3,931 13,500

6% 1% 6% 6% 6% 11% -50% 14% 0% 7% 18% -3% -5% 0% 0% -9% -38% 0% 0% 25% 12% 7% -48%

4,151,631

4,164,904

4,140,788

53100 - Professional Services: Immunizations, Air Vac evaluations. 53300 - Repair & Maintenance: Pump station repairs and vacuum services. 55410 - Lease of Equipment: Lease of portable pumps and generators. 56014 - Other Operating Supplies: Supplies and protective gear. Personnel Summary

Class

Range 132 127 126 125 124 123 122 118 117

Maintenance Manager Assistant Maintenance Manager Pump Station Instrumentation & Control Su Electronics Technician Utility Crew Leader Heavy Equipment Operator II Pump Station Mechanic Skilled Laborer Utility Systems Worker

Number of Full-Time Positions

2016-2017 Actual

2017-2018 Actual 1 1

2018-2019 Budget

9 2 8

2 2 1 9 1 8

2 2

1 1

2019-2020 Adopted 1 1 1 2 2 1 9 1 8

1 1

2019-2020 Requested

1 1 1 2 2 1 9 1 8 26

196

DEPARTMENT: PUBLIC UTILITIES - WATER PRODUCTION Budget Detail 2016-2017 Actual

Account Number: 501-8955051100.02 51100.04 51100.06 52100 52210 52400 53000.16 53100 53110 53300 53320 53500 53600 54100 54200 54500 55100 55210 55230 55310 55311 55410 55500 55810 55853 56001 56011 56012 56014 56017 58200

Salaries and Wages $ Salaries and Wages - Overtime Salaries and Wages - Part-time FICA VRS Retirement Group Life Purchases Services - Refuse Collection Professional Services Medical Services Repairs and Maintenance Maintenance Service Contract Printing and Binding Advertising Information Technology Fleet Risk Management Utilities Postal Service Telecommunications Employer HDHP Expense Well Mitigation Claims Lease/Rent of Equipment Travel and Training Dues and Association Memberships Bulk Water Purchase Office Supplies Uniforms & Wearing Apparel Books & Subscriptions Other Operating Supplies Copier Costs Capital Outlay

Total Operating Expenses

2017-2018 Actual

2018-2019 Budget

2019-2020 Requested

% Chng

2019-2020 Adopted

% Chng

1,242,301 146,123 99,346 8,830 16,315 927 110,702 120,150 101,397 119 269 113,975 53,864 348,264 719,367 1,351 24,219 374,321 6,701 102,924 5,507,237 2,300 10,829 414,117 7,937 -

1,332,087 114,177 103,053 648 10,008 2,987 85,261 89,719 89,706 141 140,316 65,245 301,393 838,121 1,065 24,731 375,175 9,205 98,856 6,137,998 1,135 17,033 466,675 7,950 2,200

1,383,564 150,000 117,318 149,010 18,125 2,000 104,100 3,400 115,150 138,700 1,000 1,000 125,911 97,822 337,684 900,000 2,500 18,851 10,000 483,000 14,300 99,150 6,257,000 3,000 18,500 552,700 9,122 5,000

1,383,564 150,000 117,318 149,010 18,125 3,750 113,600 3,400 115,150 138,280 1,000 1,000 146,176 76,000 337,684 825,000 2,500 18,851 10,000 488,000 14,300 109,850 6,892,250 3,000 18,500 559,700 9,898 5,000

0% 0% 0% 0% 0% 88% 9% 0% 0% 0% 0% 0% 16% -22% 0% -8% 0% 0% 0% 1% 0% 11% 10% 0% 0% 1% 9% 0%

1,402,613 150,000 118,775 151,061 18,374 3,750 113,600 3,400 115,150 138,280 1,000 1,000 142,086 76,000 329,108 825,000 2,500 18,851 10,000 488,000 14,300 109,850 6,892,250 3,000 18,500 559,700 9,898 5,000

1% 0% 1% 1% 1% 88% 9% 0% 0% 0% 0% 0% 13% -22% -3% -8% 0% 0% 0% 1% 0% 11% 10% 0% 0% 1% 9% 0%

9,533,885

10,314,885

11,117,907

11,710,906

11,721,047

53100 - Professional Services: Lab testing services, toxicity and alkaline tests. 53300 - Repairs & Maintenance: Lab equipment maintenance and services contracts; grass cutting, etc. 55853 - Bulk Water Purchase: Portsmouth water purchase. 56014 - Other Operating Supplies: Lab chemicals and supplies. Personnel Summary

Range

Class 137 135 134 127 127 126 125 125 122/124 122 117 114

Water Production Manager Laboratory Manager Assistant Water Production Manager Water Maintenance Supervisor Senior Water Treatment Plant Operator Quality Control Technician Water Maintenance Mechanic Electronics Technician Water Treatment Plant Operator I - II Water Distribution Operator (LAB) Utility Systems Worker Custodial Worker

Number of Full-Time Positions

2016-2017 Actual

2017-2018 Actual 1 1 1 1 7 4 3

2018-2019 Budget

3 2 4 1

2 2 4 1

1 1 1 1 9 4 3 1 1 2 3 1

1 1 1 1 8 4 3 -

2019-2020 Requested

2019-2020 Adopted 1 1 1 1 9 4 3 1 1 2 3 1

1 1 1 1 9 4 3 1 1 2 3 1

197

DEPARTMENT: PUBLIC UTILITIES - ENGINEERING Budget Detail 2016-2017 Actual

Account Number: 501-8956051100.02 51100.04 52100 52210 52400 53000.16 53100 53110 53300 53320 53500 54100 54200 54500 55100 55210 55230 55310 55420 55500 55810 56001 56011 56012 56014 56017 58200

Salaries and Wages $ Salaries and Wages - Overtime FICA VRS Retirement Group Life Purchases Services - Refuse Collection Professional Services Medical Services Repairs and Maintenance Maintenance Service Contract Printing and Binding Information Technology Fleet Risk Management Utilities Postal Service Telecommunications Employer HDHP Expense Lease/Rent of Building Travel and Training Dues and Association Memberships Office Supplies Uniforms & Wearing Apparel Books and Subscriptions Other Operating Supplies Copier Costs Capital Outlay

Total Operating Expenses

2017-2018 Actual

784,332 7,701 57,405 11,461 10,909 2,312 101,356 50,754 166,021 653 8,536 29,112 1,118 466 1,189 2,849 224 4,955 9,250

1,250,603

2018-2019 Budget

756,097 8,438 55,680 8,827 6,157 576 1,800 55 104,132 56,703 136,105 3,600 452 9,010 29,112 2,388 983 1,803 4,490 333 4,971 (9,250) 1,182,462

2019-2020 Requested

% Chng

2019-2020 Adopted

% Chng

887,505 20,000 69,424 95,584 11,626 100 1,500 3,000 2,000 500 63,308 67,266 158,246 3,600 750 11,771 29,112 9,000 1,500 3,000 4,000 500 2,500 5,800 -

870,124 15,000 67,712 93,712 11,399 100 1,500 3,000 2,000 500 78,538 64,484 158,246 3,600 750 11,772 29,112 9,000 1,500 3,000 4,000 500 2,500 6,318 -

-2% -25% -2% -2% -2% 0% 0% 0% 0% 0% 24% -4% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 9% -

906,281 20,000 70,861 97,607 11,872 100 1,500 3,000 2,000 500 74,414 64,389 154,407 3,600 750 11,771 29,112 9,000 1,500 3,000 4,000 500 2,500 6,318 -

2% 0% 2% 2% 2% 0% 0% 0% 0% 0% 18% -4% -2% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 9% -

1,451,593

1,438,367

-1%

1,478,982

Personnel Summary

Range 138 132/134/136 132 130 125/126/127 125

Class Utility Engineering Manager Civil Engineer I-III Construction Manager Senior Engineering Technician Construction Inspector I-III Engineering Technician

Number of Full-Time Positions

2016-2017 Actual

2017-2018 Actual 1 4 1

2018-2019 Budget

5 3

1 4 1 2 5 1

2019-2020 Requested

1 4 1 2 6 14

2019-2020 Adopted 1 4 1 2 6

1 4 1 2 6 14

198

DEPARTMENT: PUBLIC UTILITIES - NONDEPARTMENTAL Budget Detail 2016-2017 Actual

Account Number: 501-9140051100.27 52100 52001 52600 54500 55305 55306 55307 55424 55890 58211 58225 59902 59906 95100-59110 95100-59120 95100-59130 93000-50000.165 93000-50000.501 93000-50000.601

Leave Compensation $ Leave Compensation - FICA Western Tidewater Water Authority Unemployment Expense Risk Management Expense Employer Pension Expense OPEB Expense OPEB Expense - VRS Plans Contribution to Reserve Bad Debt Expense Depreciation Loss (Gain) on Disposition of Assets Contingency Environmental Incentive Reimbursement Bond Principal Bond Interest Bond Coupon & Handling Transfer to GF - Indirect Cost Transfer to PU - Capital Projects Transfer to Fleet

Total Operating Expenses

2017-2018 Actual

2018-2019 Budget

2019-2020 Requested

58,829 4,514 36,299 (1,338) 284,154 438,551 426,501 13,000,842 127,000 13,441,794 871,372 663,551 2,500,000 -

62,061 4,742 44,244 (9,968) 346,886 65,090 228,460 8,619 313,675 15,406,926 168,367 41,000 14,185,764 322,441 644,822 3,300,000 -

40,000 3,000 50,000 5,000 326,389 2,854,865 450,000 328,555 100,000 6,566,380 15,813,118 100,000 651,324 7,500,000 856,802

40,000 3,000 50,000 5,000 326,389 3,679,341 400,000 348,410 100,000 7,071,380 14,839,450 100,000 696,440 7,275,000 -

31,852,069

35,133,129

35,645,433

34,934,410

% Chng

2019-2020 Adopted

0% $ 0% 0% 0% 0% 29% -11% 6% 0% 8% -6% 0% 7% -3% -100% -2%

% Chng

40,000 3,000 50,000 5,000 263,928 3,679,341 400,000 509,737 100,000 7,071,380 14,839,450 100,000 544,139 7,275,000 -

0% 0% 0% 0% -19% 29% -11% 55% 0% 8% -6% 0% -16% -3% -100%

34,880,975

-2%

199

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REFUSE FUND DESCRIPTION The Refuse Fund is a self-sustaining enterprise fund created to account for and manage the City’s refuse collection services. The fund generates revenue through a monthly fee for weekly residential refuse collection, curbside recycling, the sale of trash cans, and bulk collection services. The Department of Public Works oversees the City’s refuse collection services. FY 2019 ACCOMPLISHMENTS 

Removed residents.



Continued expansion of curbside recycling to all residents receiving City trash collection, rerouting nearly 5,600 tons of recyclable materials from the regional landfill.



Provided timely trash collection for more than 31,000 residences on a weekly basis.

84,000

special/bulk

collections

for

Suffolk

FY 2020 OBJECTIVES 

To promote and expand the curbside recycling program. (Civic Engagement and Responsive City Services)



To protect the health and safety of the public by providing exceptional and cost effective collection and disposal of solid waste. (Civic Engagement and Responsive City Services)



To provide excellent customer service to refuse customers. (Civic Engagement and Responsive City Services)

STATISTICS/PERFORMANCE MEASURES Tons of refuse collected Tons of recycling collected Recycling participation rate

FY 18 Actual 39,115 5,511 63%

FY 19 Projected 43,000 6,100 65%

FY 20 Estimate 46,000 6,400 67%

200

REFUSE FUND Revenue 2016-2017 Actual

2017-2018 Actual

2018-2019 Budget

2019-2020 Requested

% Chng

2019-2020 Adopted

% Chng

Refuse Services Fee Automated Refuse Containers Special Events Weekly Refuse Collection Recycling Bins Sale of Service - Mosquito Sale of Service - DBOD Refuse Collection Sale of Service - RM Refuse Collection Sale of Service - GF Refuse Collection Sale of Service - PU Refuse Collection Sale of Service - Aviation Refuse Collection Sale of Service - Fleet Refuse Collection Bulk Refuse Fees Miscellaneous Revenue Dumpster Service Landfill Host Fee Penalties & Interest Fund Balance

5,843,838 35,820 19,660 216 420 35,797 19,604 52,350 1,872 1,230 909 45,771 7,911 142,279 112,595 -

6,860,323 46,740 2,703 161 2,481 36,668 42,022 76,032 10,533 2,869 1,417 34,343 4,105 237,365 218,658 214,194 -

6,992,669 37,500 57,191 32,210 77,647 19,816 3,150 1,854 44,500 250,206 425,000 586,690

7,563,021 46,000 3,000 97,128 45,000 90,000 19,816 3,150 1,854 44,500 250,206 454,000 456,706

8% 23% 70% 40% 16% 0% 0% 0% 0% 0% 7% -22%

7,563,021 46,000 3,000 58,000 45,000 78,854 21,750 3,150 1,854 44,500 250,206 454,000 522,314

8% 23% 1% 40% 2% 10% 0% 0% 0% 0% 7% -11%

Total Revenue

6,320,270

7,790,614

8,528,433

9,074,381

9,091,649

Expenditure Summary 2016-2017 Actual

2017-2018 Actual

2018-2019 Budget

2019-2020 Requested

% Chng

2019-2020 Adopted

% Chng

Refuse Services

5,558,317

6,948,050

8,528,433

9,074,381

9,091,649

Total Expenditures

5,558,317

6,948,050

8,528,433

9,074,381

9,091,649

201

REFUSE FUND Budget Detail 2016-2017 Actual

Account Number: 520-42320 51100.02 51100.04 51100.06 52100 52210 52400 53000 53000.06 53000.42 53100.00 53100.22 53300 53500 54100 54200 54500 55100 55210 55230 55310 55500 55810 56001 56011 56014 56017 58200 58211 91400-55305 91400-55306 91400-55307 91400-59902 93000-50000.165 95100-59110 95100-59120

Salaries and Wages $ Salaries and Wages - Overtime Salaries and Wages - Part-time FICA VRS Retirement Group Life Purchased Services - Landfill/Recycling Purchased Services - Stormwater Purchased Services - Road Maintenance Professional Services Medical Services Repair and Maintenance Printing and Binding Information Technology Fleet Risk Management Utilities Postal Services Telecommunications Employer HDHP Expense Travel and Training Dues and Association Memberships Office Supplies Uniforms & Wearing Apparel Other Operating Supplies Copier Capital Outlay Depreciation Employer Pension Expense OPEB Expense OPEB Expense - VRS Plans Contingency Transfer to GF-Indirect Cost Principle Interest

Total Operating Expenses

2017-2018 Actual

2018-2019 Budget

2019-2020 Requested

1,345,440 83,226 14,853 102,574 6,586 17,562 1,073,224 30,000 55,000 33,459 800 127,682 1,571,402 482,844 16,480 1,564 3,426 1,140 580 6,966 4,129 20,204 89,893 3,189 3,362 140,107 237,746 84,880

1,442,839 43,800 7,602 105,749 (17) 11,040 2,311,443 35,000 55,000 17,256 580 151,646 1,649,941 418,379 23,369 1,629 3,825 3,618 2,771 6,166 2,592 41,708 92,928 3,210 3,362 134,780 72,527 2,296 235,036 67,976

1,470,228 56,000 116,756 158,344 19,260 3,703,230 35,000 76,024 3,500 35,000 1,050 199,148 1,688,828 498,724 19,500 1,350 4,856 1,500 11,710 8,500 23,500 98,186 4,008 5,000 25,000 228,279 35,951

1,470,228 56,000 116,756 158,344 19,260 3,609,443 35,000 76,024 12,000 3,500 35,000 1,050 199,148 2,023,710 498,724 25,000 1,350 4,856 1,500 11,710 8,500 45,000 50,000 4,008 125,000 95,741 228,279 159,250

5,558,317

6,948,050

8,528,433

9,074,381

% Chng

2019-2020 Adopted

0% $ 0% 0% 0% 0% -3% 0% 0% 0% 0% 0% 0% 20% 0% 28% 0% 0% 0% 0% 0% 91% -49% 0% 2400% 283% 0% 343% 6%

% Chng

1,496,558 56,000 118,771 161,179 19,605 3,609,443 35,000 76,024 12,000 3,500 35,000 1,050 215,176 2,023,710 498,661 25,000 1,350 4,856 1,500 11,710 8,500 45,000 50,000 4,267 125,000 293,539 130,000 29,250

2% 0% 2% 2% 2% -3% 0% 0% 0% 0% 0% 8% 20% 0% 28% 0% 0% 0% 0% 0% 91% -49% 6% 2400% -100% 29% -19%

9,091,649

53000 - Purchased Services - Recycling: Convenience center recycling; Hazardous waste program; TFC recycling 53300 - Repair & Maintenance: Front end dumpster loader repairs; sanitization and repairs of containers 55810 - Dues & Memberships: HRPDC dues for Hampton Roads Clean Community & Debris management. Personnel Summary

Range

Class 130 124 123 121/122 121 116 114

Refuse Supervisor Refuse Field Supervisor Customer Service Supervisor Refuse Equipment Operator I-II Refuse Inspector Refuse Dispatcher Refuse Worker

Number of Full-Time Positions

2016-2017 Actual

2017-2018 Actual 1

2018-2019 Budget

2019-2020 Requested

2019-2020 Adopted

1 26 2 2 8

1 1 1 26 2 2 7

202

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STORMWATER FUND DESCRIPTION The Stormwater Fund is a self-sustaining enterprise fund comprised of the divisions of stormwater engineering and mosquito control which oversee initiatives related to infrastructure construction, maintenance, and regulatory compliance. Initiatives include stormwater, transportation, and environmental improvement projects; plan review, inspections, permitting and regulatory compliance of development projects; stormwater asset management; permit issuance impacting City right of ways; land acquisition services; administration of the City’s Virginia Pollutant Discharge Elimination System (VPDES) permit to ensure compliance with regulatory requirements; and mosquito control. FY 2019 ACCOMPLISHMENTS 

Completed several projects including the Old College Drive Drainage Improvements and Pughsville Drainage Improvement Project Phase I.



Continued to streamline the process of performing reviews and issuing approvals by restructuring the rightof-way permit process.



Conducted citizen education and engagement on coastal cleanup, recycling, litter prevention, and stormwater and water quality initiatives.



Partnered with the Hampton Roads Sanitation District (HRSD), the Virginia Department of Health Division of Shellfish Sanitation (VDH DSS) and the Nansemond River Preservation Alliance to identify and remediate sources of bacteria pollution in the Nansemond River and its tributaries.



Treated over 120,000 acres to assist mosquito control throughout the City.

FY 2020 OBJECTIVES 

To provide quality review and recommendations regarding land use applications in accordance with the Unified Development Ordinance and Comprehensive Plan. (Civic Engagement and Responsive City Services)



To continue to address transportation safety and environmental protection concerns through quality reviews and approval of development plans. (Civic Engagement and Responsive City Services)



To provide for the protection and safety of public health through the suppression, abatement and eradication of mosquito populations.(Leisure, Health, and Wellness)

STATISTICS/PERFORMANCE MEASURES Stormwater Engineering: Development Plans reviewed Development Plan reviews completed within review timeframes Construction Inspections performed Stormwater education and outreach events Stormwater BMP inspections Mosquito Control: Traps set for the whole mosquito season Acres treated with adulticide

FY 18 Actual

FY 19 Projected

FY 20 Estimate

123 93%

125 95%

130 98%

1,268 38 316 124,476 1,832 198,847

1,300 38 337 135,000 1,900 200,000

1,400 38 350 140,000 1,900 200,000 203

STORMWATER UTILITY FUND Revenue 2016-2017 Actual Penalties and Interest Interest Earnings Sale of Services - Capital Projects Sale of Services - Road Maintenance Sale of Services - General Fund (PW Admin) Permit and Inspection Fees Sale of Services - Refuse Stormwater Utility Fee Miscellaneous Revenue Transfer from Mosquito Fund Balance Total Revenue

2017-2018 Actual

2018-2019 Budget

2019-2020 Requested

% Chng

2019-2020 Adopted

% Chng

34,063 8,009 610,194 170,000 399,477 515,397 30,000 4,254,095 112,870 -

49,322 26,477 800,516 249,200 450,000 358,156 35,000 4,395,393 37,224 808,600 -

750,000 249,200 450,000 300,000 35,000 4,313,783 1,148,882

750,000 249,200 450,000 315,000 35,000 4,491,180 -

$ 0% 0% 0% 5% 0% 4% -100%

750,000 249,200 450,000 315,000 35,000 4,497,984 -

0% 0% 0% 5% 0% 4% -100%

6,134,104

7,209,889

7,246,865

6,290,380

-13%

6,297,184

-13%

2019-2020 Requested

% Chng

A B C D E F

Expenditure Summary 2016-2017 Actual

2017-2018 Actual

2018-2019 Budget

2019-2020 Adopted

% Chng

Engineering Mosquito Control

4,944,215 768,655

4,565,076 806,548

6,434,594 812,270

5,466,700 823,680

-15% 1%

5,446,098 851,086

-15% 5%

Total Expenditures

5,712,870

5,371,625

7,246,865

6,290,380

-13%

6,297,184

-13%

A - Service revenue for management of Capital Projects by Engineering included right of way acquisition. B - Revenue to provide for the cost of Right of Way, Asset Management, permit services to the Road Maintenance Division C - Revenue for general engineering services provided to Public Works . D - Developer fees based on flat rate fees for plan review and inspections. E - Services by Eng'g staff to the Refuse Fund. F - Represents estimated 65,760 ERU's @ $6.00 p/month fee G - Revenue to provide improvements within the Capital Budget.

204

DIVISION: STORMWATER UTILITY - ENGINEERING (Department of Public Works) Budget Detail 2016-2017 Actual

Account Number: 514-82220 51100.02 51100.04 51100.06 52100 52210 52400 53000.04 53100 53100.18 53200.00 53500 53600 54100 54200 54500 55210 55230 55310 55420 55500 55810 56001 56012 56014 56017 58200 58211 91400-55305 91400-55306 91400-55307 91400-59902 93000-50000.165 93000-50000.310 95100-59120

Salaries and Wages $ Salaries and Wages - Overtime Salaries and Wages - Part-time FICA VRS Retirement Group Life Purchased Services - Road Maint. Fund Professional Services HRPDC Stormwater Management Fees Temporary Help Services Fees Printing and Binding Advertising Information Technology Fleet Risk Management Postal Services Telecommunications Employer HDHP Expense Lease/Rent of Building Travel and Training Dues and Association Memberships Office Supplies Books and Subscriptions Other Operating Supplies Copier Costs Capital Outlay - Additions Depreciation Employer Pension Expense OPEB Expense OPEB Expense - VRS Plans Contingency Transfer to GF-Indirect Cost Transfer to Capital Project Interest

Total Operating Expenditures

2017-2018 Actual

2,038,221 4,976 29,980 151,561 11,165 26,402 300,000 114,132 22,647 251,515 57,726 412,903 801 24,330 3,733 74,628 17,839 7,972 5,204 350 6,700 20,473 4,233 127,432 265,941 -

2019-2020 Requested

% Chng

2019-2020 Adopted

% Chng

2,116,168 1,820 14,103 153,596 3,298 16,469 300,000 149,972 29,918 1,154 1,482 253,134 44,349 384,064 890 26,546 6,290 74,628 22,404 11,365 4,214 6,222 20,542 2,250 144,941 222,907 88,846 3,977 284,527 175,000 -

2,302,392 5,000 45,641 176,515 247,968 30,161 300,000 325,000 30,000 500 244,948 53,481 463,882 1,250 29,569 74,625 22,000 11,700 12,000 1,400 20,000 23,874 716,397 276,291 1,020,000 -

2,239,831 20,000 24,052 174,717 241,230 29,342 300,000 325,000 30,000 500 244,948 54,000 463,882 1,250 29,569 74,625 27,000 11,700 12,000 1,400 20,000 23,874 841,489 276,291 -

-3% $ 300% -47% -1% -3% -3% 0% 0% 0% 0% 0% 1% 0% 0% 0% 0% 23% 0% 0% 0% 0% 0% 17% 0% -100% -

2,273,923 5,000 46,782 174,338 244,901 29,788 300,000 325,000 30,000 500 269,243 54,000 454,426 1,250 30,021 74,628 27,000 11,700 12,000 1,400 20,000 26,463 599,672 421,959 12,104

-1% 0% 2% -1% -1% -1% 0% 0% 0% 0% 10% 1% -2% 0% 2% 0% 23% 0% 0% 0% 0% 11% -16% 53% -100% -

4,565,076

6,434,594

5,466,700

-15%

5,446,098

-15%

318,352 645,000 4,944,215

2018-2019 Budget

53000.04 - Purchased Services - Road Maintenance Fund: Residential BMP maintenance and enhanced street sweeping. 55810 - Dues & Memberships: HRPDC dues for Regional Stormwater Phase II. Personnel Summary

Range 138 137 132/134/136 137 135 134 134 132 130 130 130 125/126/127 127 125 125 124 123 123 123 121 121 120 118

Class Assistant Director of Public Works Development Plan Manager Civil Engineer I-III Capital Improvement Project Manager Environmental Programs Manager Real Estate Manager for Acquisition Enterprise Programs Manager Construction Manager Senior Engineering Technician Land Acquisition Agent Environmental Specialist Construction Inspector I-III Asset Manager Land Acquisition Technician Engineering Technician Accounting Associate II Permit Technician Litter Control Coordinator Asset Management Data Technician Land Acquisition Aide Engineering Aide Accounting Technician Customer Service Representative

Number of Full-Time Positions

2016-2017 Actual

2017-2018 Actual 1

1 1 7 1 1 1 1 1 1 3 1 8 1 1 5 2 1 1 1 1 1

8 1 1 1 1 1 3 1 8 1 1 5 1 1 1 2 2 1 41

2018-2019 Budget

1 1 7 1 1 1 1 1 1 3 1 8 1 1 5 2 1 1 1 1 1 -

2019-2020 Requested

% Chng

2019-2020 Adopted

1 1 7 1 1 1 -

% Chng 1 1 7 1 1 1

1 1 3 1 8 1 1 5 2 1 1 1 1 1

1 1 3 1 8 1 1 5 2 1 1 1 1 1 -

205

DIVISION: STORMWATER UTILITY - MOSQUITO CONTROL (Department of Public Works) Budget Detail 2016-2017 Actual

Account Number: 514-5131051100.02 51100.04 51100.06 52100 52210 52400 53000.02 53000.16 53100 53300 53500 54100 54200 54500 55210 55230 55310 55420 55500 55810 56001 56011 56012 56014 56017 58200

Salaries and Wages $ Salaries and Wages - Overtime Salaries and Wages - Part-time FICA VRS Retirement Group Life Purchased Services - Road Maint. Fund (Di Purchased Services - Refuse Collection Professional Services Repair and Maintenance Printing and Binding Information Technology Fleet Risk Management Postage Telecommunications Exployer HDHP Expense Lease/Rent of Building Travel & Training Dues and Memberships Office Supplies Uniforms & Wearing Apparel Books and Subscriptions Other Operating Supplies Copier Costs Capital Outlay

Total Operating Expenses

2017-2018 Actual

2018-2019 Budget

2019-2020 Requested

% Chng

2019-2020 Adopted

% Chng

277,919 1,830 41,737 24,088 4,213 3,769 60,000 9,002 753 800 49,146 39,067 80,862 203 1,746 1,290 2,599 535 835 1,064 162,764 1,872 2,561

313,080 998 46,359 29,256 (2,171) 2,486 60,000 2,481 13,584 2,686 345 56,959 31,460 67,404 353 1,596 4,987 3,817 120 310 2,692 157,930 1,875 7,943

320,895 1,500 43,771 28,012 34,560 4,204 60,000 15,000 5,000 1,000 21,745 41,474 77,881 1,450 1,980 15,000 3,413 700 1,000 2,500 250 129,000 1,936 -

320,895 1,500 52,272 28,662 34,560 4,236 60,000 3,000 15,000 5,000 1,000 21,745 40,400 77,881 1,450 1,980 15,000 3,413 700 1,000 2,800 250 129,000 1,936 -

0% 0% 19% 2% 0% 1% 0% 0% 0% 0% 0% -3% 0% 0% 0% 0% 0% 0% 0% 12% 0% 0% 0% -

328,921 1,500 44,865 28,709 35,425 4,309 60,000 3,000 15,000 5,000 1,000 44,688 40,400 80,221 1,450 1,982 15,000 3,413 700 1,000 2,800 250 129,000 2,453 -

3% 0% 2% 2% 3% 3% 0% 0% 0% 0% 106% -3% 3% 0% 0% 0% 0% 0% 0% 12% 0% 0% 27% -

768,655

806,548

812,270

823,680

851,086

Personnel Summary

Class

Range 132 130 120 118

Mosquito Control Superintendent Mosquito Control Biologist Mosquito Control Crew Leader Mosquito Control Technician

Number of Full-Time Positions

2016-2017 Actual

2017-2018 Actual

2018-2019 Budget

2019-2020 Requested

2019-2020 Adopted

1 2 1 3

206

Internal Service Funds

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INFORMATION TECHNOLOGY FUND DESCRIPTION The Information Technology Fund operates as an internal service fund providing computer related and telecommunications services to city departments and other governmental agencies including consultation, analysis, office automation, computer operation, software development, equipment maintenance, networking and Internet, and interactive browser based application development to improve the productivity and effectiveness of user departments and agencies. FY 2019 ACCOMPLISHMENTS 

Created policies to govern the administration of cybersecurity on City’s networks, as well as initiated programs to promote cyber awareness to all City employees.



Implemented a complete server environment Windows update solution to include regular monthly scheduling of critical Windows server updates.



Began buildout of the centralized desktop refresh environment to allow for easier management of application deployments and increased desktop security.



Completed initial extraction of data to U.S. Census Bureau for the 2020 Census.



Rerouted internet traffic to a new host which allows for faster application processing.

FY 2020 OBJECTIVES 

To continue to acquire and implement software applications and network accessibility that will benefit the citizens and employees of the City. (Civic Engagement and Responsive City Services)



To continue the maintenance and security levels of our network systems and aggressively pursue new technologies that will provide enhancements. (Civic Engagement and Responsive City Services)



To continue to build out the network infrastructure, including additional fiber runs to provide redundancy where feasible, specifically utilizing potential fiber connectivity in support of the Regional Broadband Initiative. (Expanded Economic Development)

STATISTICS/PERFORMANCE MEASURES Number of Computers maintained Number of Helpdesk requests received Percent of Helpdesk requests closed within 72 hours Percent of Time Network is operational Number of GIS requests for service Number of Website Visits

FY 18 Actual 2,344 7,434 97% 99.9% 805 717,455

FY 19 Projected 2,578 8,177 98% 99.9% 885 724,630

FY 20 Estimate 2,836 8,994 99% 99.9% 974 731,876

207

INFORMATION TECHNOLOGY FUND Revenue 2016-2017 Actual

2017-2018 Actual

2018-2019 Budget

2019-2020 Requested

% Chng

2019-2020 Adopted

% Chng

Interest on Investments Sale of Service - Interfund Revenues Sale of Service - Intergovernmental Revenues GIS Data & Maps Miscellaneous Revenue

2,187 7,542,816 116,014 1,874 46,551

1,948 8,545,483 15,000 3,629 163

9,204,435 262,494 -

13,241,519 641,605 -

44% 144% -

9,831,730 255,837 -

7% -3% -

Total Revenue

7,709,442

8,566,223

9,466,929

13,883,124

47%

10,087,567

2019-2020 Requested

% Chng

Expenditure Summary 2016-2017 Actual

2017-2018 Actual

2018-2019 Budget

2019-2020 Adopted

% Chng

Information Technology

7,523,974

7,772,418

9,466,929

13,883,124

47%

10,087,567

Total Expenditures

7,523,974

7,772,418

9,466,929

13,883,124

47%

10,087,567

Sale of Service - Intergovernmental Revenue - provides service to: Community Corrections, Workforce Development Center.

208

DEPARTMENT: INFORMATION TECHNOLOGY Budget Detail 2016-2017 Actual

Account Number: 603-1251051100.02 51100.04 51100.06 52100 52210 52400 53100 53200 53300 53320 54200 54500 55100 55210 55230 55240 55310 55410 55420 55500 55810 56001 56011 56012 56014 56017 91400-55305 91400-55306 91400-55307 91400-58225 91400-59902 95100-59120 93000-50000.165

Salaries and Wages Salaries and Wages - Overtime Salaries and Wages - Part-time FICA VRS Retirement Group Life Professional Services Temporary Help Services Fees Repair and Maintenance Maintenance Service Contracts Fleet Risk Management Expense Utilities Postal Services Telecommunications Data Communications Employer Pension Expense Lease/Rent of Equipment Lease/Rent of Building Travel and Training Dues and Association Memberships Office Supplies Uniforms & Wearing Apparel Books and Subscriptions Other Operating Supplies Copier Costs Employer Pension Expense OPEB Expense OPEB Expense - VRS Plans Loss(Gain) on Disposition of Assets Contingency Interest Transfer to GF-Indirect Cost

Total Operating Expenses

2018-2019 Budget

2019-2020 Requested

% Chng

2019-2020 Adopted

% Chng

1,409,194 12,217 105,173 7,468 18,212 124,158 163,517 148,069 2,610,290 25,296 292,420 13,191 2,589 55,020 116,082 1,620 31,437 58,300 52,291 2,944 4,886 46 11,447 153,297 44,662 186,427

1,571,884 7,763 116,204 (160) 12,689 294,258 148,205 3,277,791 31,707 262,686 14,541 4,909 51,457 122,836 2,610 19,360 57,977 60,384 2,144 6,343 2,774 8,899 (633) 47,143 2,379 29,872 182,629

1,703,074 8,115 130,906 183,421 22,310 274,600 155,000 3,595,493 33,955 306,061 28,072 3,000 84,000 130,600 56,690 58,300 35,000 5,000 7,000 1,000 10,270 73,986 67,988 220,111

1,812,381 13,582 139,686 195,193 23,742 873,910 208,092 3,897,696 33,955 306,061 28,072 3,000 84,000 130,600 56,690 58,300 47,000 5,000 7,000 1,000 10,270 124,562 67,988 220,111

6% 67% 7% 6% 6% 218% 34% 8% 0% 0% 0% 0% 0% 0% 0% 0% 34% 0% 0% 0% 0% 68% 0% 0%

1,822,266 8,115 140,024 196,258 23,872 531,178 208,092 3,897,696 33,907 282,286 28,072 3,000 84,000 130,600 34,034 58,300 47,000 5,000 7,000 1,000 11,565 124,562 121,538 204,476

7% 0% 7% 7% 7% 93% 34% 8% 0% -8% 0% 0% 0% 0% -40% 0% 34% 0% 0% 0% 13% 68% 79% -7%

5,650,254

6,338,650

7,193,952

8,347,892

16%

8,003,840

11%

3,314,755 1,156,745 1,063,732

631% 53% 0%

450,000 569,995 1,063,732

-1% -25% 0%

13,883,124

47%

10,087,567

Expenses Related to Asset Acquisition 58110 Non Capital Outlay 58200 Capital Outlay 58211 Depreciation Total Annual Budget

2017-2018 Actual

724,542 167,943 981,235 $

7,523,974

312,835 84,503 1,036,430 $

7,772,418

453,345 755,900 1,063,732 $

9,466,929

Personnel Summary

Range

Class

144 138 137 137 135 131/134 134 133 133 131/132/133 132

128 128 124 124 123 121

Director of Information Technology Assistant Director of Information Technolo IT Security Administrator Enterprise Systems Manager Network Manager Network Engineer I-II Database Administrator Service Support Manager Project Manager Programmer Analyst I-III Systems Administrator LAN Administrator Network Coordinator Radio Communications Manager Computer Support Technician Radio & Electronics Technician GIS Technician Senior Accounting Technician Executive Secretary

Number of Full-Time Positions

2016-2017 Actual

2017-2018 Actual 1 1

2018-2019 Budget 1 1

1 1 2 1 1 1 5 1 1 1 1 4 2 1

2019-2020 Requested

1 1

1 1 1 1 1 2 1 1 1 5 4

1 1 2 2 1 1 5 2

1 4 2 1 -

1 1 2 1 1 1 5 3 -

2019-2020 Adopted

4 3 1

1 1 1 1 1 2 1 1 1 5 3 -

4 3

4 3 1 1

209

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FLEET MANAGEMENT FUND DESCRIPTION The Division of Fleet Management is operated as an internal service fund for the purpose of providing equipment and vehicles to City departments. The Division also houses a portion of the school transportation personnel and supplies them with controlled inventory and computerized maintenance records. FY 2019 ACCOMPLISHMENTS 

Continued high fleet availability of over 89% and work order completion time of 7 days or less.



Maintained parts stockroom efficiency by accomplishing an annual inventory turns rate of 4.7.



Preserved an immediate parts fill rate of 86%.



Recognized as meeting the standards to achieve the A.S.E. Blue Seal of Excellence by the National Institute of Automotive Service Excellence.

FY 2020 OBJECTIVES 

To utilize municipal and state contracts to obtain competitive pricing for the purchase of City assets. (Financial Stability)



To continue to maintain a strong replacement program to ensure fleet customers have safe, proper equipment and lower the expense of repairing an aging fleet. (Financial Stability)



To communicate clearly with departments to understand their fleet needs and better serve the City organization. (Civic Engagement and Responsive City Services)

STATISTICS/PERFORMANCE MEASURES Number of Fleet Work Orders received Average Work Order completion time Percent of time Fleet is available for users Parts Inventory Turns Immediate Parts Fill Rate

FY 18 Actual 7,081 6 days 90% 4.8 84%

FY 19 Projected 7,000 6 days 90% 4.7 80%

FY 20 Estimate 7,000 6 days 90% 4.7 80%

210

FLEET MANAGEMENT FUND Revenue 2016-2017 Actual

2017-2018 Actual

2018-2019 Budget

2019-2020 Requested

% Chng $ 18% 9% -100% -100% -100%

Interest on Investments Sale of Service - Interfund Revenue Sale of Service - Intergovernmental Revenue Sale of Surplus Property Miscellaneous Transfer from General Fund Transfer from Public Utilities Fund Balance

29,958 9,275,152 705,465 736,979 53,295 -

88,095 9,498,908 774,960 434,699 780 -

10,166,643 833,749 1,143,198 856,802 615,200

11,957,554 910,367 -

Total Revenue

10,800,850

10,797,441

13,615,592

12,867,921

-5%

2019-2020 Requested

% Chng

2019-2020 Adopted

% Chng

11,957,554 910,367 1,900,250

18% 9% -100% -100% 209%

14,768,171

Expenditure Summary 2016-2017 Actual

2017-2018 Actual

2018-2019 Budget

2019-2020 Adopted

% Chng

Fleet Management

11,285,173

11,136,401

13,615,592

12,867,921

-5%

14,768,171

Total Expenditures

11,285,173

11,136,401

13,615,592

12,867,921

-5%

14,768,171

Sale of Service - Intergovernmental Revenue - includes Fleet service to WTCSB, Health Dept., WTRJ, School Transportation, VRT.

211

DIVISION: FLEET MANAGEMENT (Department of Public Works) Budget Detail 2016-2017 Actual

Account Number: 601-1252051100.02 51100.04 52100 52210 52400 53000.16 53300 53320 53500 54100 54500 55100 55210 55230 55310 55410 55500 55810 56001 56007.04 56007.06 56011 56014 56017 91400-55305 91400-55306 91400-55307 91400-59902 95100-59120 93000-50000.165 93000-50000.310

Salaries and Wages $ Salaries and Wages - Overtime FICA VRS Retirement Group Life Purchased Services - Refuse Collection Repairs and Maintenance Maintenance Service Contracts Printing and Binding Information Technology Risk Management Utilities Postal Services Telecommunications Employer HDHP Expense Lease/Rent of Equipment Travel and Training Dues and Association Memberships Office Supplies Vehicle & Power Equipment Fuels Vehicle & Power Equipment Supplies Uniforms & Wearing Apparel Other Operating Supplies Copier Costs Employer Pension Expense OPEB Expense OPEB Expense - VRS Plans Contingency Interest Transfer to GF-Indirect Cost Transfer to Capital

Total Operating Expenses

Expenses Related to Asset Acquisition 58200 Capital Outlay 58211 Depreciation 58225 Loss (Gain) on Disposition of Assets Total Annual Budget

2017-2018 Actual

2019-2020 Requested

% Chng

881,354 28,459 65,845 7,272 11,361 909 29,719 11,723 777 77,062 602,982 30,470 62 1,982 17,931 5,885 1,016 2,948 1,262,212 2,418,062 4,616 96,659 8,516 48,097 237,345 351,523 -

959,629 22,254 70,784 1,375 7,363 1,417 19,970 11,299 81,114 559,013 30,264 40 2,094 1,000 17,828 4,983 908 1,340 1,477,099 2,196,576 5,610 68,417 8,525 26,522 38,077 1,501 142,874 311,652 -

1,017,266 27,050 79,890 109,180 13,326 1,854 40,200 15,000 96,260 588,442 41,000 150 3,883 41,161 6,000 1,500 4,500 1,972,835 2,400,000 10,000 73,000 9,597 27,165 222,813 291,159 -

1,035,005 27,050 81,247 111,470 13,559 1,854 40,200 15,000 96,260 588,442 41,000 150 3,883 41,161 6,000 1,500 4,500 2,105,280 2,400,000 10,000 73,000 9,600 222,813 291,159 -

6,204,786

6,069,526

7,093,232

7,220,133

5,647,788 -

-100% 45% -

12,867,921

-5%

203,363 4,877,024 $

2018-2019 Budget

11,285,173

9,542 4,953,827 103,506 $

11,136,401

2,615,200 3,907,160 $

13,615,592

2019-2020 Adopted

2% $ 0% 2% 2% 2% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 7% 0% 0% 0% 0% -100% 0% 0% $

% Chng

1,037,146 27,050 81,411 111,158 13,587 1,854 40,200 15,000 108,055 580,855 41,000 150 3,883 41,161 6,000 1,500 4,500 2,105,280 2,400,000 10,000 73,000 10,633 21,981 168,401 329,236 125,000

2% 0% 2% 2% 2% 0% 0% 0% 12% -1% 0% 0% 0% 0% 0% 0% 0% 7% 0% 0% 0% 11% -19% -24% 13% -

7,358,041

1,900,250 5,509,880 -

-27% 41% -

14,768,171

55410 - Lease of Equipment: Generator 56014 - Other Operating Supplies: Cleaning & janitorial, shop supplies, first aid, safety kleen. Personnel Summary

Range 138 132 128 127 121/124/126 123 121 119 118

Class Fleet & Equipment Services Manager Fleet & Equipment Services Assistant Man Mechanic Supervisor Lead Mechanic Mechanic I-III Stock Room Supervisor Accounting Associate I Office Assistant Stock Room Clerk

Number of Full-Time Positions

2016-2017 Actual

2017-2018 Actual

2018-2019 Budget

2019-2020 Requested

2019-2020 Adopted

1 1 1 2 11 1 1 1 2

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RISK MANAGEMENT FUND DESCRIPTION The Division of Risk Management operates as an internal service fund which provides for the payment of expenses associated with the City’s general liability, health insurance, and worker’s compensation coverage. The City is self-insured for health insurance coverage. Revenue to support these expenses is obtained from the various funds within the City’s annual operating budget based on a cost reimbursement allocation. FY 2019 ACCOMPLISHMENTS 

Healthcare premiums maintained at previous year rates due to aggressive evaluation of pharmacy costs, negotiation with Anthem, and 38% increase in the number of employees enrolling in high deductible health plans.



Expanded opportunities for employees to better manage their health as demonstrated by an increase in the number of employees who visited their primary care physician and who participated in wellness programs.



Improved workplace safety through safe driving instruction, replacement of outdated defibrillators, and implementation of a city hall emergency action plan, an exposure control program for high risk departments, and an online program that provides critical information regarding chemicals for employees.



Improved and streamlined processes for Citizens’ claim filing, employee’s Workers’ Compensation, Family Medical Leave, Short Term Disability, and Long Term Disability through greater use of technology and improved fillable forms.

FY 2020 OBJECTIVES 

To manage rising costs of healthcare through strategic benefit plan design with the integration of wellness programs. (Financial Stability)



To ensure adequate insurance coverage for City assets through an annual audit of City property, buildings, contents, land, equipment, vehicles, and other assets. (Financial Stability)



To improve workplace safety through employee engagement in safety programs, policies, and practices. (Financial Stability)



To reduce workers compensation liability exposure through management of claims using case management and appropriate settlement strategies. (Financial Stability)



To improve employee wellness program participation through a robust incentive program on an app platform and targeted wellness programs. (Financial Stability)

STATISTICS/PERFORMANCE MEASURES Workers Compensation claims filed Property and Liability claims filed Number of employees receiving driver training Employees completing health screening and risk assessment Employees participating in onsite wellness programs

FY 18 Actual 179 539 530 496 790

FY 19 Projected 160 460 560 446 810

FY 20 Estimate 160 450 600 520 830 213

RISK MANAGEMENT FUND Revenue 2016-2017 Actual

2017-2018 Actual

2018-2019 Budget

2019-2020 Requested

% Chng

2019-2020 Adopted

% Chng

Sale of Service - Interfund Revenues Employee Premiums Interest Insurance Recoveries Miscellaneous Revenue Fund Balance

16,838,981 3,359,890 29,970 1,595,606 14,631 -

14,727,815 3,465,275 93,394 312,920 21 -

17,194,597 3,318,725 -

18,525,262 3,613,063 -

8% 9% -

17,251,483 3,289,688 -

0% -1% -

Total Revenue

21,839,078

18,599,425

20,513,322

22,138,325

20,541,171

2019-2020 Requested

% Chng

Expenditure Summary 2016-2017 Actual

2017-2018 Actual

2018-2019 Budget

2019-2020 Adopted

% Chng

Risk Management

23,480,824

14,627,085

20,513,322

22,138,325

20,541,171

Total Expenditures

23,480,824

14,627,085

20,513,322

22,138,325

20,541,171

* Includes funding for OPEB (Post Employment Benefit) funding requirement per GASB 45. * Includes funding for State unfunded Line of Duty Mandate.

214

DEPARTMENT: RISK MANAGEMENT (Department of Human Resources) Budget Detail 2016-2017 Actual

Account Number: 606-01255051100.02 51100.04 51000.06 52100 52210 52400 53100 54100 54200 55210 55230 55300 12552-55300 12553-55300 55310 55420 55500 55810 12551-55815 55825 12551-55825 12552-55825 12553-55825 12554-56026 56001 56012 56014 56017 58200 58211 91400-55305 91400-55306 91400-55307 91400-59902 93000-50000.165 93000-50000.310

Salaries and Wages $ Salaries and Wages - Overtime Salaries and Wages - Part-Time FICA VRS Retirement Group Life Professional Services Information Technology Fleet Postal Services Telecommunications Insurance Premiums Insurance Premiums - Wcomp + LODA Insurance Premiums - Property/Casualty Employer HDHP Expense Lease/Rent of Building Travel and Training Dues & Memberships Post Employment Benefits (OPEB) Insurance Claims Claims Payments - Health Claims Payments - Workers Compensation Claims Payments - Property/Casualty Health & Wellness - Special Events Office Supplies Books and Subscriptions Other Operating Supplies Copier Costs Capital Outlay - Additions Depreciation Employer Pension Expense OPEB Expense OPEB Expense - VRS Plans Contingency Transfer to GF-Indirect Cost Transfer to Capital

Total Operating Expenses

2017-2018 Actual

365,922 51,798 30,851 347 4,772 60,349 22,998 15,994 187 3,022

2018-2019 Budget

347,231 7,734 68,912 31,610 (1,385) 2,983 68,338 100,108 16,933 167 2,879

380,471 30,857 31,467 40,977 4,984 73,877 41,844 17,203 500 3,389

2019-2020 Requested $

% Chng

380,471 85,976 35,683 40,977 4,984 77,048 41,844 17,203 500 3,389

0% 179% 13% 0% 0% 4% 0% 0% 0% 0%

2019-2020 Adopted $

% Chng

379,793 31,628 31,474 40,904 4,975 77,048 42,301 7,400 500 3,393

0% 3% 0% 0% 0% 4% 1% -57% 0% 0%

630,376 1,312,977 610 21,930 4,457 2,984 2,280,300

797,935 1,279,844 1,180 21,930 7,903 4,273 -

860,725 1,340,886 21,930 6,000 4,884 -

850,891 1,363,993 21,930 6,000 4,884 -

-1% 2% 0% 0% 0% -

869,110 1,363,995 21,930 6,000 4,884 -

1% 2% 0% 0% 0% -

14,988,101 1,807,987 240,668 5,373 2,102 99 7,891 4,124 1,299,885 119,780 125,260 69,680 -

12,286,866 (1,010,424) 236,412 17,713 1,965 7,035 3,955 40,659 122,395 14,646 10,879 625 50,442 85,343

16,593,627 732,000 217,800 21,850 1,500 1,000 20,500 5,956 10,054 49,042 -

18,065,315 768,600 258,735 21,850 1,500 1,000 20,500 5,956 10,054 49,042 -

9% 5% 19% 0% 0% 0% 0% 0% 0% 0%

16,448,438 768,600 258,735 21,850 1,500 1,000 20,500 6,215 84,659 44,339 -

-1% 5% 19% 0% 0% 0% 0% 4% 742% -10%

22,138,325

20,541,171

23,480,824

14,627,085

20,513,322

Personnel Summary

Class

Range 138 135 133 130 128

Risk, Benefits & Wellness Manager Human Resources Manager Human Resources Senior Generalist Human Resources Generalist Safety Officer I Risk Management Coordinator

Number of Full-Time Positions

2016-2017 Actual

2017-2018 Actual 1 1

2018-2019 Budget 1 1

2 1 1 6

1 1 -

3 1 -

2019-2020 Adopted 1 1

1 1 1 2 1

3 1

2019-2020 Requested

3 1 -

215

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Component Unit - School Fund

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SCHOOL OPERATING FUND DESCRIPTION Each year, the Suffolk City School Board adopts and presents the School Operating Budget to the Suffolk City Council. City Council appropriates the total amount of revenues the School Board expects to receive in order for those funds to be expended by the School Board. Education expenditures are funded primarily through state, federal, and local funding. Suffolk Public Schools operates 11 elementary schools, 5 middle schools, 3 high schools, 1 alternative school, and the Pruden Center for Industry & Technology. The vision of Suffolk Public Schools is that all students will become lifelong learners equipped with the skills, knowledge, and attitudes to succeed as productive citizens in a local, national, and global society.

STATISTICS/PERFORMANCE MEASURES School Enrollment (Fall Membership) High School Graduation Rate (4 Yr. Cohort) High School Dropout Rate (4 Yr. Cohort)

2016 Actual 14,383 87.0% 7.8%

2017 Actual 14,284 87.1% 8.2%

2018 Actual 14,359 86.7% 7.1%

216

SCHOOL OPERATING FUND Revenue 2016-2017 Actual State / Federal / Other Transfer from General Fund - Local Support

2017-2018 Actual $

96,632,895 54,493,580 151,126,475

101,084,973 55,964,411 157,049,384

Local Support for Lease/Rent of Building

539,007

550,443

Total Revenue

151,665,483

157,599,827

2018-2019 Budget

2019-2020 Requested

% Chng

$ 108,275,891 59,832,201 $ 168,108,092

$ 112,946,760 60,832,201 $ 173,778,961

4% 2%

534,719

$ 174,313,680

554,445

$ 168,662,537

2019-2020 Adopted $

% Chng 4% 2%

112,457,580 60,832,201 173,289,781

-4%

534,719

-4%

173,824,500

Expenditure Summary 2016-2017 Actual

2017-2018 Actual

2018-2019 Budget

2019-2020 Requested

% Chng

2019-2020 Adopted

% Chng

School Operating Expenditures

152,104,124

156,025,633

$ 168,662,537

$ 174,313,680

173,824,500

Total Expenditures

152,104,124

156,025,633

$ 168,662,537

$ 174,313,680

173,824,500

217

SCHOOL OPERATING FUND Budget Detail 2016-2017 Actual

Account Number: 205-610000-51000 Instruction Administration and Attendance Health and Psychology Pupil Transportation Operation and Maintenance Food Services Technology Sub-Total:

109,672,735 3,529,081 1,696,058 9,044,776 13,462,841 7,024,487 7,135,139 151,565,117

Local Support - Lease / Rent of Building$ Local Support Reduction to Request: Sub-Total: $

539,007 539,007

152,104,124

Total Operating Expenses

2017-2018 Actual

2018-2019 Budget

112,942,942 3,334,959 1,858,837 8,194,164 15,917,440 7,309,444 5,917,404 155,475,190

550,443 550,443

156,025,633

2019-2020 Requested

% Chng

128,762,268 3,444,856 2,252,911 8,634,392 14,981,095 8,640,862 7,062,577 173,778,961

3% -7% 10% 4% 8% 2% 4%

-4% -

124,946,174 3,705,888 2,047,663 8,324,907 13,829,825 8,462,434 6,791,201 168,108,092

554,445 554,445

534,719 534,719

168,662,537

174,313,680

2019-2020 Adopted

% Chng

128,322,088 3,444,856 2,252,911 8,634,392 14,981,095 8,640,862 7,013,577 173,289,781

3% -7% 10% 4% 8% 2% 3%

-4% -

534,719 534,719

173,824,500

$ $

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Appendix

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CITY OF SUFFOLK, VIRGINIA ADOPTED FY 2019-20 OPERATING AND CAPITAL BUDGET Personnel Summary

General Fund: General Government: City Council City Manager Budget & Strategic Planning City Attorney Human Resources Commissioner of Revenue Assessor Treasurer Finance - Administration and Accounting Purchasing Registrar Total General Government Judicial: Circuit Court Judges Clerk of the Circuit Court Sheriff Commonwealth Attorney Total Judicial Public Safety: Police Administration and Officers Emergency Communications Animal Shelter Management Community Development Fire and Rescue Total Public Safety Public Works: Public Works Administration Capital Programs & Facilities Total Public Works Health and Welfare: Social Services Comprehensive Services Act Total Health and Welfare

2016-2017 Budget

2017-2018 Budget

2018-2019 Budget

2019-2020 Budget

2 7 3 9 7 12 17 16 17 4 2 96

2 7 3 9 7 12 18 16 15 4 3 96

2 7 3 9 7 12 17 16 15 4 3 95

2 7 3 9 7 12 19 17 15 4 3 98

2 14 25 24 65

2 14 25 25 66

2 15 25 26 68

213 27 10 26 252 528

215 28 10 26 255 534

216 27 10 0 274 527

227 29 10 0 274 540

2 24 26

3 25 28

103 2 105

102 2 104

219

CITY OF SUFFOLK, VIRGINIA ADOPTED FY 2019-20 OPERATING AND CAPITAL BUDGET Personnel Summary

Parks, Recreation and Cultural: Parks and Recreation Administration Office on Youth Support Services Parks, Gateway and Facility Maintenance Grounds Maintenance Recreation Library Total Parks, Recreation and Cultural Community Development: Planning Economic Development Tourism Media & Community Relations Total Community Development Total General Fund Special Revenue Funds: Transit Aviation Facilities Road Maintenance Road Maintenance Traffic Engineering Total Special Revenue Funds Enterprise Fund: Public Utilities Administration Customer Service Line Maintenance Maintenance Water Production Engineering Refuse Services Refuse Services Stormwater Utility Engineering Mosquito Control Total Enterprise Funds

2016-2017 Budget

2017-2018 Budget

2018-2019 Budget

2019-2020 Budget

4 1 7 19 4 21 32 88

4 1 7 18 4 22 32 88

13 0 0 22 0 22 32 89

15 5 3 6 29 937

15 5 3 6 29 943

41 5 3 6 55 962

44 6 3 6 59 986

0 3

1 3

101 25 129

102 25 131

9 22 28 25 28 14

8 23 28 25 28 14

8 23 29 25 28 14

8 23 29 26 28 14

41 7 214

42 7 215

42 7 216

41 7 216 220

CITY OF SUFFOLK, VIRGINIA ADOPTED FY 2019-20 OPERATING AND CAPITAL BUDGET Personnel Summary

Internal Service Funds: Fleet Management Information Technology Risk Management Total Internal Service Funds Total All Funds

2016-2017 Budget

2017-2018 Budget

2018-2019 Budget

2019-2020 Budget

21 26 6 53 1,333

21 26 6 53 1,342

21 26 6 53 1,362

21 27 6 54 1,387

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CITY of SUFFOLK

CAPITAL IMPROVEMENTS PROGRAM & PLAN FY 2020-2029

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Ca apital Impro oveme ents P Progra am and d Plan n Ov verview w

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Capital Improvements Program and Plan (CIP) The purpose of the CIP is to plan for the renovation and construction of significant public improvements and the acquisition of major new and replacement equipment over a 10 year period. Years 1 through 5 serve as the capital improvements program, while the plan covers a 10 year horizon. The CIP is intended to: 

Plan for the construction and renovation of facilities and acquisition of equipment in support of the City’s public service responsibilities; Improve financial planning by comparing needs with resources, operating impacts, and annual tax rate implications; and Prioritize limited available funds for projects that will have a positive impact on Suffolk’s citizens.

 

All capital projects in the CIP are aligned with City Council target areas. City Council Target Areas Public Safety – To preserve, promote, and continue to invest in public safety. Financial Stability – Continue practices that ensure strong financial management and fiscal responsibility. Growth Management and Comprehensive Planning – Use the Comprehensive Plan and Unified Development Ordinance to enable and facilitate private investment in strategic target areas and preserve, conserve, and protect the City’s unique natural and agricultural heritage. Civic Engagement and Responsive City Services – Ensure that all citizens have pertinent information in a timely manner and provide convenient and diverse means for citizen input; provide responsive, effective and efficient programs and services to citizens. Expanded Economic Development – Implement strategies that add new businesses and provide jobs for a skilled and diverse workforce, retain and enhance existing businesses, promote entrepreneurship, create a vibrant downtown, and build an economy that expands our tax base. Public Education – Create a structure of shared accountability between the City and Schools to build an educational environment known for excellence. Leisure, Health and Wellness – Implement programs and services designed to improve the health, economic and social wellbeing of citizens. Transportation – Increase capacity and connectivity of our roadways and public transportation system.

222

Eligible Projects Projects are eligible for inclusion in the CIP if they meet the following criteria: 

The project cost is at least $50,000. Projects that do not cost at least $50,000 are not eligible for inclusion in the CIP unless they are part of a larger project that meets this threshold. For example, furniture and fixtures which cost less than $50,000, but are part of a larger renovation or new construction project would be eligible.



The estimated service life of the project is at least five (5) years.

Recurring expenditures for items such as salaries, office supplies, personal computers and software, office furniture, routine maintenance and service contracts, vehicles and equipment or soft or non-durable purchases are not appropriate to include in the capital program. Exceptions are made for ambulances, fire trucks, or similar vehicles and equipment with long service lives or items that are part of a larger project with an estimated value of $50,000 or greater. CIP Development Process The CIP development process typically begins in September of each year with the distribution of CIP request packages and instructions to City departments and agencies. The requests are compiled and reviewed by staff and meetings with the requesting departments and agencies are held with the City Manager. Following these meetings, the City Manager’s proposed CIP is developed and presented to the CIP Subcommittee which consists of the Mayor, Vice Mayor, and two designated members of the Planning Commission. The CIP Subcommittee meets with the City Manager and requesting departments and agencies to review the proposed CIP and make any recommendations. The CIP Subcommittee recommended CIP is then presented to the full Planning Commission at its December meeting. The Planning Commission reviews the CIP, makes any recommendations, and adopts the CIP at its January meeting. The Planning Commission recommended CIP is presented to City Council at its first meeting in February. A public hearing is held to obtain citizen input on the proposed CIP at the second meeting in February. Following the public hearing, City Council directs any edits, and adopts the CIP prior to the development of the annual operating and capital budget. The first year of the adopted CIP is moved forward for consideration as part of the City Manager’s proposed annual operating and capital budget. It is important to note that even if a capital project is included in the adopted CIP, it only moves forward to implementation if included in the adopted operating and capital budget. CIP Calendar CIP Request Package Distributed to City Departments and Suffolk Public Schools

September

CIP Requests reviewed and compiled by staff

City Manager CIP meetings with City Departments and Suffolk Public Schools City Manager’s Proposed CIP prepared

October

223

224

Debt as a Percentage of Assessed Value – The City strives to maintain a ratio of Debt as a Percentage of Assessed Value below 4%. This ratio indicates the relationship between the City’s debt and the total taxable value of real and personal property in the City. The ratio is an indicator of the City’s ability to repay debt which is paid for with property tax revenue. Debt to General Government Expenditures – The City strives to maintain Debt as a Percentage of General Government Expenditures below 10%. This ratio is a measure of the City’s ability to repay debt without hampering other City services. A smaller ratio indicates a lesser burden on the City’s operating budget. Operating Impact - Another important factor that is evaluated as part of CIP development is the financial impact that a capital project will have on future operating costs of the City. The City must evaluate and plan for the ongoing costs of operating a new or expanded capital facility or piece of equipment. As a result, departments and agencies are required to estimate the annual operating cost/recurring expenditures for each project that is submitted for consideration in the CIP. For example, the addition of a new recreation center requires additional staffing, utilities, landscaping, and routine maintenance expenses. Similarly, a new school, without the closure of another facility, requires the hiring of teachers, support staff, and administrative personnel, utilities, landscaping, and routine maintenance expenses. The estimated annual operating impact of capital projects are illustrated in a chart at the bottom of each fund summary page in the CIP. Additionally, debt service payments (principal and interest) must be accounted for the bonds issued to finance these projects. These are real costs that will have an impact on future operating budgets. The CIP includes a fund summary of the estimated annual operating impact of proposed capital projects and the corresponding impact on the real estate tax rate assuming no real estate assessed value growth or growth in other local taxes. Sources of Funding Capital projects are financed by a variety of funding sources including: 

General Fund Revenue – Funding derived from General Fund Revenue (real and personal property taxes, other local taxes such as sales and meals taxes, fines and forfeitures, charges for services, use of money and property, and miscellaneous revenue) is used to fund a portion of general government capital projects. General Fund revenue is the primary revenue source for achieving the City’s Capital Pay-Go policy which strives to cash fund capital projects equal to at least 3% of the General Fund departmental expenditures less certain transfers to other funds. General Fund revenue is typically targeted toward capital projects with shorter life spans. This strategy prevents the City from repaying debt for longer time periods than the useful life of an asset. Bonds are typically financed over a 20 to 30 year period. As such, it is to the City’s advantage to pay for projects, such as the capital maintenance of general government buildings, park facilities and amenities, sidewalks, and some types of equipment with General Fund cash.



Bond Financing – A major source of capital funding is municipal bonds, debt issued by the City to investors on the open financial market. The City has the ability to issue general obligation bonds and revenue bonds. General obligation bonds are backed by the full faith and credit of the City, while revenue bonds finance projects that are supported by user fees

225

such as public utilities. The cost of issuing general obligation bonds or revenue bonds is dependent upon the City’s credit rating and market conditions. Maintaining a high credit rating allows the City to obtain lower interest rates. The City receives credit ratings from national credit rating agencies including Fitch Ratings, Moody’s, and Standard & Poor’s. 

Fee Revenue – The City may use enterprise fund revenue generated from user fees such as stormwater or public utility water and sewer fees to offset the cost of capital projects specific to these enterprise fund operations. The use of fee revenue allows a portion of capital projects for business type enterprises such as Stormwater and Public Utilities to be cash funded which helps to limit borrowing or debt financing.



State and Federal Funding – The City seeks state and federal grant funds to offset the cost of capital improvements whenever possible. State and federal grant funds are typically available for parks and recreation, stormwater, and transportation improvements.



Private Contributions – Funding derived from private contributions and proffers are dedicated to offset the cost of specific infrastructure improvements such as schools, transportation, public safety, and parks and recreation.

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Capital Improvements Program and Plan Summary By Fund

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CAPITAL IMPROVEMENTS PROGRAM & PLAN SUMMARY BY FUND FY 2020 - 2029

PLANNED EXPENDITURES

5 Year Summary 2019-2020

PUBLIC UTILITIES FUND

12,825,000

FLEET FUND

125,000

STORMWATER FUND

400,000

2020-2021 13,300,000 3,000,000

2021-2022

2022-2023

11,500,000 2,175,000 1,500,000

2023-2024

7,285,000 3,700,000

TRANSIT FUND

160,494

INFORMATION TECHNOLOGY FUND

6,894,000

1,600,000

5 Year Subtotal

6-10 Year Subtotal

10 Year Total

18,205,000

63,115,000

114,405,000

177,520,000

6,000,000

8,300,000

6,325,000

14,625,000

3,700,000

12,300,000

10,125,000

22,425,000

1,890,066

2,050,560

8,494,000

1,200,000

9,694,000

GENERAL GOV'T. FUND

50,876,496

57,107,409

37,726,749

40,704,276

35,768,046

222,182,976

515,164,610

737,347,586

TOTAL ALL FUNDS:

64,226,496

73,407,409

59,956,243

53,289,276

65,563,112

316,442,536

647,219,610

963,662,146

FUNDING SOURCES 2019-2020 Public Utilities Revenue Bonds Transfer from Public Utilities Fund PUBLIC UTILITIES FUND General Obligation Bonds Transfer from Fleet Fund FLEET FUND State Transportation Funds Transfer from Stormwater Fund General Obligation Bonds STORMWATER FUND State/Federal Grant Funds Transfer from Transit Fund TRANSIT FUND General Obligation Bonds INFORMATION TECHNOLOGY FUND

2020-2021

2021-2022

2022-2023

2023-2024

5 Year Subtotal

6-10 Year Subtotal

10 Year Total

5,550,000 7,275,000

7,840,000 5,460,000

6,010,000 5,490,000

1,875,000 5,410,000

12,875,000 5,330,000

34,150,000 28,965,000

87,955,000 26,450,000

122,105,000 55,415,000

12,825,000

13,300,000

11,500,000

7,285,000

18,205,000

63,115,000

114,405,000

177,520,000

125,000

2,175,000 -

6,000,000 -

8,175,000 125,000

6,325,000 -

14,500,000 125,000

125,000

2,175,000

6,000,000

8,300,000

6,325,000

14,625,000

400,000

3,000,000 -

1,500,000 -

200,000 3,500,000 -

400,000 11,500,000 400,000

1,150,000 8,975,000 -

1,550,000 20,475,000 400,000

400,000

3,000,000

1,500,000

3,700,000

12,300,000

10,125,000

22,425,000

16,050 144,444

1,890,066 -

1,906,116 144,444

160,494

1,890,066

2,050,560

6,894,000

1,600,000

8,494,000

1,200,000

9,694,000

6,894,000

1,600,000

8,494,000

1,200,000

9,694,000

5,793,654 19,116,941 4,875,391 21,090,510

3,889,151 19,523,502 5,036,277 28,658,479

8,000,000 3,637,763 5,157,986 20,931,000

6,000,000 1,161,970 5,142,306 28,400,000

6,000,000 2,400,000 4,988,046 22,380,000

29,682,805 45,840,176 25,200,006 121,459,989

53,000,000 40,538,425 1,137,364 35,548,742 384,940,079

82,682,805 86,378,601 1,137,364 60,748,748 506,400,068

GENERAL GOV'T. FUND

50,876,496

57,107,409

37,726,749

40,704,276

35,768,046

222,182,976

515,164,610

737,347,586

TOTAL ALL FUNDS:

64,226,496

73,407,409

59,956,243

53,289,276

65,563,112

316,442,536

647,219,610

963,662,146

30,000,000

8,509,490

1,341,521

1,620,000

State Transportation Funds State/Federal Grant Funds Cash Proffers Transfer from General Fund General Obligation Bonds

GO Debt Capacity per Financial Advisor: GO Debt Capacity (Shortfall):

227

Annual Operating Impact UTILITY FUND - OPERATIONS: ANTICIPATED DEBT SERVICE: UTILITY FUND - CAPITAL CASH: PUBLIC UTILITIES FUND FLEET FUND - OPERATIONS: ANTICIPATED DEBT SERVICE: FLEET FUND - CAPITAL CASH: FLEET FUND

2019-2020 (225,000) (225,000) 125,000 125,000

2020-2021 444,000 (1,815,000) (1,371,000)

2021-2022 627,200 30,000 657,200

(125,000) (125,000)

2022-2023 480,800 (80,000) 400,800

2023-2024 150,000 (80,000) 70,000

174,000 174,000

2,000,000 2,000,000

STORMWATER FUND - OPERATIONS: ANTICIPATED DEBT SERVICE: CASH: STORMWATER FUND:

TRANSIT FUND - OPERATIONS: ANTICIPATED DEBT SERVICE: TRANSIT FUND - CAPITAL CASH: TRANSIT FUND:

IT FUND - OPERATIONS: ANTICIPATED DEBT SERVICE: IT FUND - CAPITAL CASH

551,520 -

100,000 128,000 -

FUND:

551,520

228,000

32,000 3,000,000 3,032,000

(1,500,000) (1,500,000) 144,444 144,444

(144,444) (144,444)

GENERAL FUND - OPERATIONS: ANTICIPATED DEBT SERVICE: GENERAL FUND - CAPITAL CASH

1,822,916

614,499 1,687,241 160,886

2,233,012 2,292,678 121,709

761,000 1,674,480 (15,680)

2,798,280 2,272,000 (154,260)

GENERAL GOV'T. FUND

1,822,916

2,462,626

4,647,399

2,419,800

4,916,020

2.7

5.0

2.6

5.3

General Fund Real Estate Tax Rate Impact:

2.0

228

General Government

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CAPITAL IMPROVEMENTS PROGRAM & PLAN GENERAL GOV'T. FUND FY 2020 - 2029

General Government Projects Planned Expenditures

5 Year Summary Previous Funding

2019-2020

2020-2021

2021-2022

2022-2023

2023-2024

5 Year Subtotal

6-10 Year Subtotal

10 Year Total

Parks & Recreation Public Building & Facilities Public Safety Transportation Public Schools Village and Neighborhood Initiatives

2,874,500 3,776,000 6,809,607 33,136,639 2,575,000 1,704,750

2,247,500 14,889,322 8,342,233 26,638,604 3,575,000 1,414,750

2,140,000 5,741,000 860,600 19,080,399 7,935,000 1,969,750

1,595,000 8,109,128 11,098,428 13,146,970 4,575,000 2,179,750

1,500,000 840,000 1,130,646 13,645,000 15,955,000 2,697,400

10,357,000 33,355,450 28,241,514 105,647,612 34,615,000 9,966,400

26,574,475 4,350,000 49,701,207 155,871,928 262,955,000 15,712,000

36,931,475 37,705,450 77,942,721 261,519,540 297,570,000 25,678,400

Total General Government:

50,876,496

57,107,409

37,726,749

40,704,276

35,768,046

222,182,976

515,164,610

737,347,586

General Government Projects Funding Sources

Previous Funding

2019-2020

2020-2021

2021-2022

2022-2023

2023-2024

5 Year Subtotal

6-10 Year Subtotal

10 Year Total

State Transportation Funds State/Federal Grant Funds Cash Proffers Transfer from General Fund General Obligation Bonds

5,793,654 19,116,941 4,875,391 21,090,510

3,889,151 19,523,502 5,036,277 28,658,479

8,000,000 3,637,763 5,157,986 20,931,000

6,000,000 1,161,970 5,142,306 28,400,000

6,000,000 2,400,000 4,988,046 22,380,000

29,682,805 45,840,176 25,200,006 121,459,989

53,000,000 40,538,425 1,137,364 35,548,742 384,940,079

82,682,805 86,378,601 1,137,364 60,748,748 506,400,068

Total General Government:

50,876,496

57,107,409

37,726,749

40,704,276

35,768,046

222,182,976

515,164,610

737,347,586

Annual Operating Impact

2019-2020

Parks & Recreation Public Building & Facilities Public Safety Transportation Public Schools Village and Neighborhood Initiatives

589,499 25,000 -

6,400 2,226,612 -

11,000 750,000 -

65,000 400,000 2,333,280 -

Total Operating Cost

614,499

2,233,012

761,000

2,798,280

2020-2021

2021-2022

2022-2023

2023-2024

229

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CAPITAL IMPROVEMENTS PROGRAM & PLAN PARKS AND RECREATION FY 2020 - 2029

Parks and Recreation Planned Expenditures Parks & Rec-Capital Maintenance Lone Star Lakes Park Trail Enhancements Driver Complex Sleepy Hole Park Renovation East Suffolk Athletic Fields Water Access-Nansemond River Joint Use Facilities Cypress Park and Pool Bennett's Creek Recreation Center Cedar Hill Cemetery Road Repairs Aquatic Facility Inclusive Playground - Northern End

5 Year Summary Previous Funding 3,060,000 200,000 1,150,000 200,000 664,975 200,000 3,672,117 -

Total

2019-2020

2020-2021

2021-2022

2022-2023

2023-2024

5 Year Subtotal

6-10 Year Subtotal

10 Year Total

430,000 250,000 275,000 250,000 100,000 135,000 1,247,000 187,500 -

435,000 250,000 1,375,000 187,500 -

440,000 250,000 1,000,000 100,000 200,000 150,000

445,000 1,000,000 150,000

450,000 1,050,000 -

2,200,000 750,000 2,325,000 250,000 200,000 1,200,000 1,510,000 1,247,000 375,000 300,000

2,325,000 2,000,000 3,000,000 2,500,000 300,000 1,500,000 2,000,000 12,949,475 -

4,525,000 2,750,000 5,325,000 2,750,000 500,000 1,500,000 1,200,000 2,000,000 1,510,000 1,247,000 375,000 12,949,475 300,000

2,874,500

2,247,500

2,140,000

1,595,000

1,500,000

10,357,000

26,574,475

36,931,475

5 Year Subtotal

6-10 Year Subtotal

10 Year Total

Parks and Recreation Funding Sources

Previous Funding

2019-2020

2020-2021

Lone Star Lakes Park Trail Enhancements Driver Complex State/Federal Grant Funds Parks & Rec-Capital Maint. Lone Star Lakes Park Trail Enhancements Driver Complex Sleepy Hole Park Renovation East Suffolk Athletic Fields Water Access-Nansemond River Joint Use Facilities Bennett's Creek Recreation Center Cedar Hill Cemetery Road Repairs Inclusive Playground - Northern End Transfer from General Fund Lone Star Lakes Park Trail Enhancements Driver Complex East Suffolk Athletic Fields Water Access-Nansemond River Joint Use Facilities Lake Kennedy Park-Drainage Improvmts Water Access-Nansemond River Cypress Park and Pool Bennett's Creek Recreation Center Aquatic Facility General Obligation Bonds

50,000 50,000 430,000 125,000 100,000 187,500 842,500 125,000 275,000 200,000 135,000 1,247,000 1,982,000

1,375,000 1,375,000

Total

2,874,500

2,247,500

Annual Operating Impact

2019-2020

100,000 100,000 435,000 150,000 187,500 772,500 -

2020-2021

2021-2022 150,000 800,000 950,000 440,000 100,000 200,000 100,000 200,000 150,000 1,190,000 2,140,000

2021-2022

2022-2023 445,000 150,000 595,000 1,000,000 1,000,000 1,595,000

2022-2023

2023-2024 900,000 900,000 450,000 150,000 600,000 1,500,000

2,000,000

3,000,000

5,000,000

4,000,000

10,625,000

14,625,000

4,357,000

12,949,475

17,306,475

10,357,000

26,574,475

36,931,475

2023-2024

Parks & Rec-Capital Maintenance Lone Star Lakes Park Trail Enhancements Driver Complex Sleepy Hole Park Renovation East Suffolk Athletic Fields Water Access-Nansemond River Joint Use Facilities Cypress Park and Pool Bennett's Creek Recreation Center Cedar Hill Cemetery Road Repairs Aquatic Facility Inclusive Playground - Northern End

589,499 -

6,400 -

11,000 -

35,000 30,000

Total Operating Cost

589,499

6,400

11,000

65,000

230

Parks and Recreation Parks & Recreation - Capital Maintenance City Council Goal â&#x20AC;&#x201C; Leisure, Health & Wellness The Parks & Recreation capital maintenance program is implemented to ensure that existing and new parks and recreation facilities are maintained for continued public use and enjoyment. Funding is used to address compliance with the Americans with Disabilities Act (ADA), fire safety and building code compliance, lighting upgrades, and repair and replacement of antiquated shelters, restrooms, offices, and storage buildings. Other improvements include drainage, roadway, parking, landscaping, water and sewer connections, and minor alterations. FY 20 $430,000

FY 21 $435,000

FY 22 $440,000

FY 23 $445,000

FY 24 $450,000

FY 25-29 $2,325,000

Total $4,525,000

Operating Costs: The project will not have an operational impact on the City.

Lone Star Lakes Park City Council Goal â&#x20AC;&#x201C; Leisure, Health & Wellness The project will implement the Lone Star Lakes Park Master Plan over a 10 year period. Projects will include trails on the north and south sides of the park, improvements to a wayside park at the Butler Tract, restoration, road improvements, and design and construction of a visitor center and meeting facility. FY20 funding is programmed for road infrastructure improvements, 30% design of the Butler Tract, and north/south trails. FY 20 $250,000

FY 21 $250,000

FY 22 $250,000

FY 23 $0

FY 24 $0

FY 25-29 $2,000,000

Total $2,750,000

Operating Costs: The projected annual operating cost is $11,000 for utilities and maintenance beginning in FY 23.

231

Parks and Recreation Trail Enhancements City Council Goal â&#x20AC;&#x201C; Leisure, Health & Wellness The project will provide for enhancements to existing trails as well as new trail connections as identified in the Suffolk Pedestrian Master Plan. FY20 funding includes $275,000 for trail enhancements to include the design and construction of additional parking and trail access to the Driver trailhead of the Seaboard Coastline Trail.

FY 20 $275,000

FY 21 $0

FY 22 $1,000,000

FY 23 $0

FY 24 $1,050,000

FY 25-29 $3,000,000

Total $5,325,000

Operating Costs: The project is not anticipated to have an annual operating impact in the first five years.

Driver Complex City Council Goal â&#x20AC;&#x201C; Leisure, Health & Wellness The project will provide for design and construction of athletic fields, trails, and water access. FY20 funding is programmed for design. Previous funding approved in FY19 is being used for demolition of existing structures and updating the master plan.

FY 20 $250,000

FY 21 $0

FY 22 $0

FY 23 $0

FY 24 $0

FY 25-29 $2,500,000

Total $2,750,000

Operating Costs: The projected annual operating cost is $100,000 for staffing and utilities beginning in FY 25.

232

Parks and Recreation Sleepy Hole Park Renovation City Council Goal â&#x20AC;&#x201C; Leisure, Health & Wellness The project will provide for renovations and improvements to the 66-acre Sleepy Hole Park. Planned improvements will include additional parking, access to shelters, trails, picnic shelters, replacement and restroom renovations. Other planned improvements include a dog park and an adventure camp area with a ropes course and group camping opportunities.

FY 20 $100,000

FY 21 $0

FY 22 $100,000

FY 23 $0

FY 24 $0

FY 25-29 $300,000

Total $500,000

Operating Costs: The projected annual operating cost is $16,000 for equipment, supplies, and utilities beginning in FY 25.

East Suffolk Athletic Fields City Council Goal â&#x20AC;&#x201C; Leisure, Health & Wellness This project will provide for the acquisition and development of property around the East Suffolk Recreation Center for multi-use athletic fields.

FY 20 $0

FY 21 $0

FY 22 $0

FY 23 $0

FY 24 $0

FY 25-29 $1,500,000

Total $1,500,000

Operating Costs: The projected annual operating cost is $50,000 for utilities and supplies beginning in FY 26.

233

Parks and Recreation Water Access –Nansemond River City Council Goal – Leisure, Health & Wellness The project will provide for the acquisition of property and the design and construction of deep water access to the Nansemond River. Previous funding is being used for a feasibility study and preliminary design.

FY 20 $0

FY 21 $0

FY 22 $200,000

FY 23 $1,000,000

FY 24 $0

FY 25-29 $0

Total $1,200,000

Operating Costs: The projected annual operating cost is $35,000 for staffing and maintenance beginning in FY24.

Joint Use Facilities City Council Goal – Leisure, Health & Wellness The project will provide for continued partnering with Suffolk Public Schools for an additional joint use recreation center at a new elementary or middle school or renovation of an existing school.

FY 20 $0

FY 21 $0

FY 22 $0

FY 23 $0

FY 24 $0

FY 25-29 $2,000,000

Total $2,000,000

Operating Costs: The projected annual operating cost is $65,000 for staffing and utilities beginning in FY 28.

234

Parks and Recreation Cypress Park and Pool City Council Goal – Leisure, Health & Wellness The project will provide for renovations to the Cypress Park and Pool to include a beach entry for better accessibility, an expanded refinished pool deck with shade structures, a new pool liner, and restroom improvements. These improvements will enhance swimming lessons and pool enjoyment by children and adults. FY20 funding is programmed for design and engineering.

FY 20 $135,000

FY 21 $1,375,000

FY 22 $0

FY 23 $0

FY 24 $0

FY 25-29 $0

Total $1,510,000

Operating Costs: The projected annual operating cost is $6,400 for utilities beginning in FY 22.

Bennett’s Creek Recreation Center City Council Goal – Leisure, Health & Wellness The project will provide for the furniture, fixtures, fitness equipment, technology, and interior cabling and infrastructure improvements needed to open the Bennett’s Creek Recreation Center.

FY 20 $1,247,000

FY 21 $0

FY 22 $0

FY 23 $0

FY 24 $0

FY 25-29 $0

Total $1,247,000

Operating Costs: The projected annual operating cost is $589,499 for staffing, utilities, and other operating expenses beginning in FY 21.

235

Parks and Recreation Cedar Hill Cemetery Road Repairs City Council Goal – Transportation The project will provide for repairs to the 32,000 linear feet of roadway within the Cedar Hill Cemetery which have become hazardous to staff and the public.

FY 20 $187,500

FY 21 $187,500

FY 22 $0

FY 23 $0

FY 24 $0

FY 25-29 $0

Total $375,000

Operating Costs: The project will not have an operational impact on the City.

Aquatic Facility City Council Goal – Leisure, Health & Wellness The project will provide for an indoor year-round aquatic facility to include 25 meter x 25 yard lap pool, six competition lanes, one warm-up lane, family pool, rooms, lobby, vending/concession area, men’s and women’s locker rooms, party room, life guard office and locker room, staff office and first aid station.

FY 20 $0

FY 21 $0

FY 22 $0

FY 23 $0

FY 24 $0

FY 25-29 $12,949,475

Total $12,949,475

Operating Costs: The projected annual operating cost is $575,000 for staffing, maintenance and utilities beginning in FY 26.

236

Parks and Recreation Inclusive Playground-Northern End City Council Goal â&#x20AC;&#x201C; Leisure, Health & Wellness The project will provide an inclusive playground located on the northern end of the City. There is a need to provide an inclusive/sensory playground for youth with special needs.

FY 20 $0

FY 21 $0

FY 22 $150,000

FY 23 $150,000

FY 24 $0

FY 25-29 $0

Total $300,000

Operating Costs: The projected annual operating cost is $30,000 for maintenance and equipment beginning in FY 24.

237

CAPITAL IMPROVEMENTS PROGRAM & PLAN PUBLIC BUILDINGS AND FACILITIES FY 2020 - 2029

Public Building and Facilities Planned Expenditures City Airport: Obstruction Removal (2% Local) Terminal Apron Rehabilitation (2% local) Corporate Hangar (2% local design) Airport Layout Plan Update (2% local) City Buildings: Public Building Capital Maintenance Central Library Human Resources Bldg. Renovation - School Administration

5 Year Summary Previous Funding

2019-2020

2020-2021

2021-2022

2022-2023

2023-2024

410,000 300,000 -

600,000 300,000 -

2,500,000 -

350,000

800,000 -

8,601,760 2,935,000 -

976,000 1,900,000 -

810,000 11,579,322 -

820,000 4,071,000 500,000

830,000 3,579,128 2,900,000

840,000 -

3,776,000

14,889,322

5,741,000

8,109,128

840,000

Total

5 Year Subtotal

600,000 2,800,000 800,000 350,000

4,276,000 21,129,450 3,400,000 33,355,450

6-10 Year Subtotal

10 Year Total

600,000 2,800,000 800,000 350,000

4,350,000 -

8,626,000 21,129,450 3,400,000

4,350,000

37,705,450

Public Building and Facilities Funding Sources

Previous Funding

2019-2020

2020-2021

2021-2022

2022-2023

2023-2024

5 Year Subtotal

Obstruction Removal (90% Federal) Obstruction Removal (8% State) Terminal Apron Rehabilitation (90% Federal) Terminal Apron Rehabilitation (8% State) Corporate Hangar (80% State-Design) Airport Layout Plan Update (90% Federal) Airport Layout Plan Update (8% State) State/Federal Grant Funds Obstruction Removal (2% Local) Terminal Apron Rehabilitation (2% Local) Corporate Hangar (2% local design) Airport Layout Plan Update (2% local) Public Building Capital Maintenance Transfer from General Fund Central Library Human Resources Bldg. Renovation - School Administration General Obligation Bonds

540,000 48,000 270,000 24,000 882,000 12,000 6,000 976,000 994,000 1,900,000 1,900,000

2,250,000 200,000 2,450,000 50,000 810,000 860,000 11,579,322 11,579,322

315,000 28,000 343,000 7,000 820,000 827,000 4,071,000 500,000 4,571,000

160,000 160,000 640,000 830,000 1,470,000 3,579,128 2,900,000 6,479,128

840,000 840,000 -

24,529,450

Total

3,776,000

14,889,322

5,741,000

8,109,128

840,000

33,355,450

Annual Operating Impact

2019-2020

2020-2021

2021-2022

2022-2023

3,835,000

4,991,000

6-10 Year Subtotal

4,350,000

10 Year Total

3,835,000

9,341,000

24,529,450 37,705,450

2023-2024

City Airport: Obstruction Removal (2% Local) Terminal Apron Rehabilitation (2% local) Corporate Hangar (2% local design) Airport Layout Plan Update (2% local)

City Buildings: Public Building Capital Maintenance Central Library Human Resources Bldg. Renovation - School Administration

400,000 -

Total Operating Cost

400,000

238

Public Buildings and Facilities City Airport Obstruction Removal City Council Goal â&#x20AC;&#x201C; Transportation The project will provide for the acquisition of easements and removal of additional vegetative obstructions around the airport property as identified by the Federal Aviation Administration. Previous funding was provided for environmental assessment, easement acquisition and design. FY 20 funds are programmed for the construction/removal phase. The project will be funded through a combination of federal (90%), state (8%) and local (2%) funds. FY 20 $600,000

FY 21 $0

FY 22 $0

FY 23 $0

FY 24 $0

FY 25-29 $0

Total $600,000

Operating Costs: The project will not have an operational impact on the City.

Terminal Apron Rehabilitation City Council Goal â&#x20AC;&#x201C; Transportation The project will provide for the resurfacing of the aircraft parking apron. The current pavement is over 25 years old and rated in poor condition. The project will be funded through a combination of federal (90%), state (8%) and local (2%) funds.

FY 20 $300,000

FY 21 $2,500,000

FY 22 $0

FY 23 $0

FY 24 $0

FY 25-29 $0

Total $2,800,000

Operating Costs: The project will not have an operational impact on the City.

239

Public Buildings and Facilities City Airport Corporate Hangar City Council Goal â&#x20AC;&#x201C; Transportation The project will provide for the design and construction of a Corporate Hangar. The hangar is needed to recruit and retain corporate customers to base their planes in Suffolk The building will have approximately 10,000 square feet of open hangar bay along with office and restroom facilities. The project will be funded with a combination of state and local funds.

FY 20 $0

FY 21 $0

FY 22 $0

FY 23 $800,000

FY 24 $0

FY 25-29 $0

Total $800,000

Operating Costs: The project will not have an operational impact on the City.

Airport Layout Plan Update City Council Goal - Transportation This project will provide for the update of the Airport Layout Plan taking into account the last 10 years of development at the airport. The Federal Aviation Administration and Virginia Department of Aviation will support the planning exercise to study future facility requirements. The project will be funded through a combination of federal (90%), state (8%) and local (2%) funds.

FY 20 $0

FY 21 $0

FY 22 $350,000

FY 23 $0

FY 24 $0

FY 25-29 $0

Total $350,000

Operating Costs: The project will not have an operational impact on the City.

240

Public Buildings and Facilities City Buildings Public Building Capital Maintenance City Council Goal – Civic Engagement and Responsive City Services A proactive building maintenance program is implemented to protect the City’s significant investment in public buildings. Capital maintenance projects include renovations and repairs to buildings and systems, as well as compliance with Americans with Disabilities Act (ADA) requirements. FY20 funding includes $176,000 for expansion of the Animal Shelter parking lot. FY 20 $976,000

FY 21 $810,000

FY 22 $820,000

FY 23 $830,000

FY 24 $840,000

FY 25-29 $4,350,000

Total $8,626,000

Operating Costs: The project will not have an operational impact on the City.

Central Library City Council Goal – Leisure, Health & Wellness This project will provide for the design and construction of a new Central Library on West Washington Street in downtown Suffolk. The facility will be approximately 45,000 square feet in size and replace the existing Morgan Memorial Library.

FY 20 $1,900,000

FY 21 $11,579,322

FY 22 $4,071,000

FY 23 $3,579,128

FY 24 $0

FY 25-29 $0

Total $21,129,450

Operating Costs: The projected annual operating cost is $400,000 for staffing and utilities beginning in FY24.

241

Public Buildings and Facilities City Buildings Human Resources Building Renovation â&#x20AC;&#x201C; Schools Administration City Council Goal â&#x20AC;&#x201C; Public Education The project will provide for the renovation of the 40,000 square foot Human Resources Building to serve as the Suffolk Public Schools Administration offices. Suffolk Public Schools currently operates out of a leased facility in downtown. The scope of the renovation will include modifying the existing building layout to meet the programmatic needs of the Schools Administration operations along with upgrades to building systems and finishes such as flooring, ceilings, lighting, electrical, plumbing, heating, cooling, and ventilation, and furniture and fixtures. FY 20 $0

FY 21 $0

FY 22 $500,000

FY 23 $2,900,000

FY 24 $0

FY 25-29 $0

Total $3,400,000

Operating Costs: The project will not have an operational impact on the City.

242

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CAPITAL IMPROVEMENTS PROGRAM & PLAN PUBLIC SAFETY FY 2020 - 2029

Public Safety Planned Expenditures Fire & Rescue: Fire Engines (Various New Stations) Fire Engines (Replacements) Ambulance (Replacements) Ambulance (Various New Stations ) Aerial Platform Truck Aerial Ladder Truck Fire Rescue Truck (Various New Stations) Fire Rescue Truck (Replacements) Fire Tanker Truck Joint Public Safety & Training Ctr. Lake Kilby Station Renovations (Station 4) Nansmnd & Wilroy Rd Fire Stn (36 staff) Carolina Road Fire Stn (21 staff) College Drive Fire Station (36 staff) Pruden Blvd. Rt. 460 Fire Stn (21 staff) Holland Road Fire Stn (36 staff) Breathing Air System Self Contained Breathing Apparatus Police: Joint Public Safety & Training Ctr (36 staff) Backup 911 Center

5 Year Summary Previous Funding

2,921,110 1,721,151 1,103,631 34,799 500,000 -

Total

2019-2020

814,081 620,060 506,479 1,100,000 2,500,000 1,268,987

6,809,607

2020-2021

838,503 838,503 577,130 350,097 5,000,000 250,000 -

488,000 8,342,233

2021-2022

360,600 500,000 -

860,600

2022-2023

889,568 863,659 306,138 371,418 1,671,673 1,475,848 1,520,124 4,000,000 -

11,098,428

2023-2024

630,646 500,000 -

1,130,646

5 Year Subtotal

6-10 Year Subtotal

10 Year Total

1,728,071 2,516,243 2,494,574 721,515 1,671,673 1,475,848 1,520,124 506,479 1,100,000 4,500,000 500,000 7,500,000 250,000 1,268,987

2,861,215 6,100,965 742,816 1,194,631 3,877,546 1,656,935 3,996,000 4,000,000 4,500,000 4,500,000 250,000 -

4,589,286 8,617,208 3,237,390 1,916,146 1,671,673 3,877,546 3,132,783 1,520,124 506,479 3,996,000 1,100,000 4,500,000 4,500,000 7,500,000 4,500,000 4,500,000 500,000 1,268,987

488,000

14,000,883 2,020,216

14,000,883 2,508,216

28,241,514

49,701,207

77,942,721

6-10 Year Subtotal

10 Year Total

Public Safety Funding Sources

Previous Funding

2019-2020

2020-2021

2021-2022

2022-2023

2023-2024

5 Year Subtotal

Fire Engines (Various New Stations) Fire Engines (Replacements) Ambulance (Replacements) Ambulance (Various New Stations ) Aerial Platform Truck Aerial Ladder Truck Fire Rescue Truck (Various New Stations) Fire Rescue Truck (Replacements) Joint Public Safety & Training Ctr. Lake Kilby Station Renovations (Station 4) Fire & Rescue Operations Building Nansmnd & Wilroy Rd Fire Stn (36 staff) Carolina Road Fire Stn (21 staff) College Drive Fire Station (36 staff) Pruden Blvd. Rt. 460 Fire Stn (21 staff) Breathing Air System

464,081 620,060 -

500,000 577,130 350,097 250,000

360,600 -

306,138 371,418 -

630,646 -

Self Contained Breathing Apparatus Transfer from General Fund Fire Engines (Various New Stations) Fire Engines (Replacements) Aerial Platform Truck Aerial Ladder Truck Fire Rescue Truck (Various New Stations) Fire Rescue Truck (Replacements) Fire Tanker Truck

1,677,227 838,503 338,503 5,000,000 488,000 6,665,006

360,600 500,000 500,000

677,556 889,568 863,659 1,671,673 1,475,848 1,520,124 4,000,000 10,420,872

630,646 500,000 500,000

4,430,170

2,187,447

6,617,617

Fire & Rescue Operations Building Nansmnd & Wilroy Rd Fire Stn (36 staff) Carolina Road Fire Stn (21 staff) College Drive Fire Station (36 staff) Pruden Blvd. Rt. 460 Fire Stn (21 staff) Holland Road Fire Stn (36 staff) Self Contained Breathing Apparatus Joint Public Safety & Training Ctr. (36 staff) Backup 911 Center General Obligation Bonds

1,084,141 350,000 506,479 1,100,000 2,500,000 1,268,987 5,725,466

23,811,344

47,513,760

71,325,104

Total

6,809,607

8,342,233

860,600

11,098,428

1,130,646

28,241,514

49,701,207

77,942,721

Joint Public Safety & Training Ctr. Lake Kilby Station Renovations (Station 4)

243

Annual Operating Impact

2019-2020

2020-2021

Fire & Rescue: Fire Engines (Various New Stations) Fire Engines (Replacements) Ambulance (Replacements) Ambulance (Various New Stations ) Aerial Platform Truck Aerial Ladder Truck Fire Rescue Truck (Various New Stations) Fire Rescue Truck (Replacements) Fire Tanker Truck Joint Public Safety & Training Ctr. Lake Kilby Station Renovations (Station 4) Nansmnd & Wilroy Rd Fire Stn (36 staff) Carolina Road Fire Stn (21 staff) College Drive Fire Station (36 staff) Pruden Blvd. Rt. 460 Fire Stn (21 staff) Holland Road Fire Stn (36 staff) Breathing Air System Self Contained Breathing Apparatus

25,000 -

Police: Joint Public Safety & Training Ctr (36 staff) Backup 911 Center

Total Operating Cost

25,000

2021-2022

39,612 37,000 2,150,000 -

2,226,612

2022-2023

2023-2024

39,612 37,000 61,668 45,000 2,150,000 -

2,333,280

244

Public Safety Fire & Rescue Fire Engines City Council Goal â&#x20AC;&#x201C; Public Safety The expansion of fire and rescue facilities and aging of existing fire engines requires the acquisition of new and replacement equipment. A systematic approach is used for acquiring new fire engines as new facilities are constructed and replacing old fire engines that have exceeded their life expectancy.

FY 20 $814,081

FY 21 $1,677,006

FY 22 $0

FY 23 $1,753,227

FY 24 $0

FY 25-29 $8,962,180

Total $13,206,494

Operating Costs: The projected annual operating costs of new fire engines purchased in the first five years is $79,224 beginning in FY 22. New fire engines programmed for FY 25 through FY29 that are associated with new fire stations will have additional annual operating costs of $39,612 per fire engine.

Ambulances City Council Goal â&#x20AC;&#x201C; Public Safety The expansion of fire and rescue to include emergency medical services has necessitated the acquisition of additional ambulances to ensure the provision of rapid response to emergency medical incidents. This project identifies a systematic approach for acquiring new ambulances as new facilities are constructed and replacing old ambulances that have exceeded their life expectancy. Some replacement ambulances will require new monitors, stretchers, and equipment, while others will be outfitted with equipment transferred from ambulances that are being moved into a reserve capacity. FY 20 $620,060

FY 21 $927,227

FY 22 $360,600

FY 23 $677,556

FY 24 $630,646

FY 25-29 $1,937,447

Total $5,153,536

Operating Costs: The projected annual operating costs of new ambulances purchased in the first five years is $74,000 beginning in FY 22. New ambulances planned for FY 25 through FY 29 that are associated with new fire stations will have additional annual operating costs of $37,000 per ambulance.

245

Public Safety Fire & Rescue Aerial Platform Truck City Council Goal â&#x20AC;&#x201C; Public Safety The expansion of fire and rescue facilities and aging of existing aerial platform trucks requires the acquisition of new and replacement equipment. A systematic approach is used for acquiring new aerial platform trucks as new facilities are constructed and replacing old aerial platform trucks that have exceeded their life expectancy. A new aerial platform truck is programmed in FY23 for the new Nansemond and Wilroy Road Fire Station. FY 20 $0

FY 21 $0

FY 22 $0

FY 23 $1,671,673

FY 24 $0

FY 25-29 $0

Total $1,671,673

Operating Costs: A new aerial platform truck programmed for FY23 will have an annual operating impact of $61,668 beginning in FY24.

Aerial Ladder Truck City Council Goal â&#x20AC;&#x201C; Public Safety The aging of existing aerial ladder trucks requires the acquisition of new and replacement equipment. These trucks provide elevated fire streams, facilitate the rescue of occupants from buildings, can be utilized for specialized rescue applications, provide entry and egress for firefighters during operations at buildings or access limited structures/locations, and provide an elevated lighting source during incidents. A systematic approach is used for acquiring new aerial ladder trucks as new facilities are constructed and replacing old aerial ladder trucks that have exceeded their life expectancy. FY 20 $0

FY 21 $0

FY 22 $0

FY 23 $0

FY 24 $0

FY 25-29 $3,877,546

Total $3,877,546

Operating Costs: Replacement aerial ladder trucks programmed for FY26 and FY28 will not have an operational impact on the City.

246

Public Safety Fire & Rescue Fire Rescue Truck City Council Goal â&#x20AC;&#x201C; Public Safety The expansion of fire and rescue facilities and aging of existing fire rescue trucks requires the acquisition of new and replacement equipment. These trucks provide specialty rescue equipment such as air tools, hydraulic tools, cutting tools, cutting torches, and lighting for response to motor vehicle incidents, structure fires, collapsed structures, water rescues, and other incidents. A systematic approach is used for acquiring new fire rescue trucks as new facilities are constructed and replacing old fire rescue trucks that have exceeded their life expectancy. FY 20 $0

FY 21 $0

FY 22 $0

FY 23 $2,995,972

FY 24 $0

FY 25-29 $1,656,935

Total $4,652,907

Operating Costs: A new fire rescue truck programmed for FY23 and FY29 will have an annual operating cost of $45,000 A replacement fire rescue truck in FY23 will not have an operational impact on the City.

Fire Tanker Truck City Council Goal â&#x20AC;&#x201C; Public Safety The expansion of fire and rescue facilities and aging of existing fire tanker trucks requires the acquisition of new and replacement equipment. These trucks are used for the purpose of transporting large amounts of water to the fire ground to make it available for extinguishing operations. These trucks are especially useful in rural areas where fire hydrants are not readily available and natural water resources are insufficient. A systematic approach is used for acquiring new fire tanker trucks as new facilities are constructed and replacing old fire tanker trucks that have exceeded their life expectancy. FY 20 $506,479

FY 21 $0

FY 22 $0

FY 23 $0

FY 24 $0

FY 25-29 $0

Total $506,479

Operating Costs: A replacement fire tanker truck programmed for FY20 will not have an operational impact on the City.

247

Public Safety Fire & Rescue

Joint Public Safety and Training Center City Council Goal – Public Safety The project will provide for the construction of a 12,200 square foot police station and 19,000 square foot shared police and fire & rescue training facility to include three classrooms, an indoor firearms range, a burn building and other props, training staff offices, a K-9 Training Facility and restroom/shower facilities. The facility will enhance police protection in the Route 58/460 corridor, helping to reduce response times in the growing areas surrounding the facility. FY 20 $0

FY 21 $0

FY 22 $0

FY 23 $0

FY 24 $0

FY 25-29 $3,996,000

Total $3,996,000

Operating Costs: The projected annual operating cost of the fire & rescue department’s portion of the joint training facility is approximately $60,000 for utilities and maintenance beginning in FY26.

Lake Kilby Station Renovations (Station 4)

. City Council Goal – Public Safety This project will provide for renovations to Fire Station 4 including, but not limited to, an apparatus bay, improved restrooms and showers, kitchen and equipment upgrades, dormitory, and site improvements.

FY 20 $1,100,000

FY 21 $0

FY 22 $0

FY 23 $0

FY 24 $0

FY 25-29 $0

Total $1,100,000

Operating Costs: The projected annual operating cost is $25,000 for utilities beginning in FY21.

248

Public Safety Fire & Rescue Nansemond and Wilroy Road Fire Station City Council Goal â&#x20AC;&#x201C; Public Safety Funding will provide for the construction of a three bay fire station/public safety center to provide fire protection and emergency medical services to the growing areas along Nansemond Parkway and Wilroy Road.

FY 20 $0

FY 21 $0

FY 22 $500,000

FY 23 $4,000,000

FY 24 $0

FY 25-29 $0

Total $4,500,000

Operating Costs: The projected annual operating cost is $2,150,000 beginning in FY24 to include the addition of 36 new firefighters and utilities.

Carolina Road Fire Station City Council Goal â&#x20AC;&#x201C; Public Safety The project will provide for the construction of a three bay fire station/public safety center to provide . fire protection and emergency medical services to the growing areas of Route 13 and Route 32 between Downtown Suffolk and the village of Whaleyville

FY 20 $0

FY 21 $0

FY 22 $0

FY 23 $0

FY 24 $500,000

FY 25-29 $4,000,000

Total $4,500,000

Operating Costs: The projected annual operating cost of the project is $1,254,166 including 21 new firefighters and utilities beginning in FY26

249

Public Safety Fire & Rescue .

College Drive Fire Station City Council Goal â&#x20AC;&#x201C; Public Safety The project will provide for the design and construction of a three bay fire station/public safety center to provide fire protection and emergency medical services to the highly populated area of Harbour View in Northern Suffolk.

FY 20 $2,500,000 .

FY 21 $5,000,000

FY 22 $0

FY 23 $0

FY 24 $0

FY 25-29 $0

Total $7,500,000

Operating Costs: The projected annual operating cost is $2,150,000 including 36 new firefighters and utilities beginning in FY22.

Pruden Boulevard Route 460 Fire Station City Council Goal â&#x20AC;&#x201C; Public Safety The project will provide for the design and construction of a three bay fire station/public safety center to enhance fire protection and emergency medical services to the growing Pruden Boulevard area of the City.

FY 20 $0

FY 21 $0

FY 22 $0

FY 23 $0

FY 24 $0

FY 25-29 $4,500,000

Total $4,500,000

Operating Costs: The projected annual operating cost of the project is $1,254,166 including 21 new firefighters and utilities beginning in FY28.

250

Public Safety Fire & Rescue Holland Road Fire Station City Council Goal â&#x20AC;&#x201C; Public Safety The project will provide for the design of a three bay fire station/public safety center to enhance fire protection and emergency medical services to the growing area near Centerpoint and between the Forest Glen district and the village of Holland.

FY 20 $0

FY 21 $0

FY 22 $0

FY 23 $0

FY 24 $0

FY 25-29 $4,500,000

Total $4,500,000

Operating Costs: The projected annual operating cost of the project is $2,150,000 beginning in FY29 to include the addition of 36 new firefighters and utilities. .

Breathing Air System City Council Goal â&#x20AC;&#x201C; Public Safety The project will provide for the acquisition of replacement breathing air systems to refill breathing air cylinders used by firefighters during entry into hazardous environments, such as structure fires, vehicle fires, and hazmat incidents.

FY 20 $0

FY 21 $250,000

FY 22 $0

FY 23 $0

FY 24 $0

FY 25-29 $250,000

Total $500,000

Operating Costs: The project will not have an operational impact on the City.

251

Public Safety Fire & Rescue Self Contained Breathing Apparatus City Council Goal â&#x20AC;&#x201C; Public Safety The project will provide for the replacement of all selfcontained breathing apparatus (SCBA) used by the Department of Fire & Rescue. SCBAs or air packs are worn by firefighters to provide for safe breathable air in immediate dangerous to health or life atmosphere. The current air packs will have exceeded their useful life in addition to standards set by the National Fire Protection Association.

FY 20 $1,268,987

FY 21 $0

FY 22 $0

FY 23 $0

FY 24 $0

FY 25-29 $0

Total $1,268,987

Operating Costs: The project will not have an operational impact on the City.

252

Public Safety Police Joint Public Safety and Training Center City Council Goal – Public Safety The project will provide for the construction of a 12,200 square foot police station and 19,000 square foot shared police and fire & rescue training facility to include three classrooms, an indoor firearms range, training staff offices, a burn building and other props, training staff offices, a K-9 Training Facility and restroom/shower facilities. The facility will enhance police protection in the Route 58/460 corridor, helping to reduce response times in the growing areas surrounding the facility.

FY 20 $0

FY 21 $0

FY 22 $0

FY 23 $0

FY 24 $0

FY 25-29 $14,000,883

Total $14,000,883

Operating Costs: The projected annual operating cost of the police department’s portion of the project is $2,829,596 for staffing of 36 police officers, civilian personnel, and utilities beginning in FY 26.

Backup 911 Center City Council Goal – Public Safety The project will provide for a Backup 911 Center in the event there is a power or function lost in the primary 911 Center. The facility would consist of a 40’ x 40’ 1,600 square foot room at a public safety center. Programmed funding in FY21 will be used for construction of the room. Future funding will be used for equipment and technology.

FY 20 $0

FY 21 $488,000

FY 22 $0

FY 23 $0

FY 24 $0

FY 25-29 $2,020,216

Total $2,508,216

Operating Costs: The project will not have an operational impact on the City.

253

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CAPITAL IMPROVEMENTS PROGRAM & PLAN TRANSPORTATION FY 2020 - 2029

Transportation Planned Expenditures

5 Year Summary 5 Year Subtotal

Previous Funding

2019-2020

2020-2021

2021-2022

2022-2023

2023-2024

6-10 Year Subtotal

10 Year Total

57,683,424 -

12,500,000 -

10,000,000

25,000,000 30,000,000

50,000,000

25,000,000 80,000,000

5,375,000 2,250,000 6,000,000 700,000 100,000 1,083,382 231,000 4,000,000 17,078,876 20,522,924 50,000 850,000 150,000 -

3,000,000 2,000,000 1,000,000 5,796,698 95,000 1,101,779 4,583,162 80,000 1,980,000 1,000,000 -

2,000,000 1,778,302 156,800 500,000 6,543,452 1,430,050 80,000 1,650,000 -

2,000,000 655,636 500,000 3,765,275 2,079,488 80,000 -

372,530 2,000,000 694,440 80,000 -

1,500,000 2,000,000 65,000 80,000 -

3,000,000 3,872,530 1,000,000 8,000,000 7,575,000 655,636 1,011,240 1,000,000 11,410,506 8,092,700 400,000 3,630,000 1,000,000 -

2,038,425 10,000,000 33,000,000 1,499,295 400,000 46,000,000 400,000 10,034,208 1,300,000 600,000 600,000

3,000,000 5,910,955 1,000,000 18,000,000 7,575,000 33,000,000 2,154,931 1,411,240 1,000,000 11,410,506 46,000,000 8,092,700 800,000 3,630,000 1,000,000 10,034,208 1,300,000 600,000 600,000

33,136,639

26,638,604

19,080,399

13,146,970

13,645,000

105,647,612

155,871,928

261,519,540

2019-2020

2020-2021

2021-2022

2022-2023

2023-2024

5 Year Subtotal

6-10 Year Subtotal

10 Year Total

Local Urban Roadway Construction-Comp Plan Holland Road Yr. 2 - 10 Projects - TBD

Local Urban Intersection Construction-Comp Plan N Pkwy/Bennetts Pasture Rd Intrsctn Rt. 17 Crittenden Road Intrsctn Kenyon Road Connector Yr. 2 - 10 Projects - TBD

Pitchkettle Road Improvements North Suffolk Connector Bennetts Creek Channel Dredging Rail Crossing Improvements Pruden Center Turn Lane Shoulders Hill Rd/Rt 17 Intersection Shoulders Hill Road Widening Nansemond Pkwy/Wilroy Rd Flyover Miscellaneous Roadway Improvements Relocation of Zone C Headquarters Pruden Blvd Culvert Improvements Kimberly Bridge Wilroy Rd/Progress Rd Intersection Washington St/White Marsh Rd Intersection Constance Rd/Wilroy Rd Intersection Total

Transportation Funding Sources Yr. 2 - 10 Projects - TBD Local Urban Intrsctn Const-Comp Plan N Pkwy/Bennetts Pasture Rd Intrsctn Rt. 17 Crittenden Road Intrsctn Yr. 2 - 10 Projects - TBD Pitchkettle Road Improvements Pruden Center Turn Lane Shoulders Hill Rd/Rt 17 Intersection Pruden Blvd Culvert Improvements State Transportation Funds Holland Road Rt. 17 Crittenden Road Intrsctn (CMAQ) Rail Crossing Improvements Shoulders Hill Rd/Rt 17 Intersection Nansemond Pkwy/Wilroy Rd Flyover State/Federal Grant Funds Bennetts Creek Channel Dredging Rail Crossing Improvements Miscellaneous Roadway Improvements Transfer from General Fund Yr. 2 - 10 Projects - TBD Local Urban Intrsctn Const-Comp Plan N Pkwy/Bennetts Pasture Rd Intrsctn Rt. 17 Crittenden Road Intrsctn Kenyon Road Connector Yr. 2 - 10 Projects - TBD Pitchkettle Road Improvements Pruden Center Turn Lane Shoulders Hill Rd/Rt 17 Intersection Relocation of Zone C Headquarters Pruden Blvd Culvert Improvements General Obligation Bonds Total

Previous Funding

1,500,000 895,305 2,898,349 500,000 5,793,654 12,500,000 1,101,779 4,583,162 18,184,941 95,000 80,000 175,000 -

1,000,000 889,151 250,000 1,750,000 3,889,151 12,500,000 3,043,452 1,430,050 16,973,502 156,800 80,000 236,800 -

5,000,000

1,000,000 250,000 1,750,000 8,000,000 265,275 2,079,488 2,344,763 655,636 80,000 735,636 5,000,000

1,000,000 6,000,000 372,530 629,440 1,001,970 65,000 80,000 145,000 5,000,000

1,000,000 6,000,000 1,500,000 1,500,000 65,000 80,000 145,000 5,000,000

29,682,805

53,000,000

82,682,805

40,005,176

37,538,425

77,543,601

1,437,436

2,299,295

3,736,731

1,500,000 1,104,695 1,000,000 2,898,349 1,980,000 500,000 8,983,044

1,000,000 889,151 250,000 1,750,000 1,650,000 5,539,151

1,000,000 250,000 1,750,000 8,000,000

1,000,000 6,000,000

34,522,195

63,034,208

97,556,403

33,136,639

26,638,604

19,080,399

13,146,970

13,645,000

105,647,612

155,871,928

261,519,540

254

Annual Operating Impact

2019-2020

2020-2021

2021-2022

2022-2023

2023-2024

Local Urban Roadway Construction-Comp Plan Holland Road

Yr. 2 - 10 Projects - TBD

N Pkwy/Bennetts Pasture Rd Intrsctn

Rt. 17 Crittenden Road Intrsctn

Kenyon Road Connector

Yr. 2 - 10 Projects - TBD

Pitchkettle Road Improvements

North Suffolk Connector

Bennetts Creek Channel Dredging

Rail Crossing Improvements

Pruden Center Turn Lane

Shoulders Hill Rd/Rt 17 Intersection

Shoulders Hill Road Widening

Nansemond Pkwy/Wilroy Rd Flyover

Miscellaneous Roadway Improvements

Relocation of Zone C Headquarters

Pruden Blvd Culvert Improvements

Kimberly Bridge

Wilroy Rd/Progress Rd Intersection

Washington St/White Marsh Rd Intersection Constance Rd/Wilroy Rd Intersection

Local Urban Intersection Construction-Comp Plan

255

Transportation Local Urban Roadway Construction Comprehensive Plan City Council Goal - Transportation The project will provide funding for various roadway construction projects recommended in the Cityâ&#x20AC;&#x2122;s 2035 Comprehensive Plan. FY20 & FY21 project funding is for the completion of the Holland Road/Route 58 Widening project. Future projects may include the Mills Godwin Bridge Widening, Kings Highway Bridge, Route 17 Widening, and Route 58 Safety Improvements between Centerpoint Drive and the village of Holland. Projects are anticipated to be funded by a combination of state, federal, and local funds.

FY 20 FY 21 FY 22 FY 23 FY 24 FY 25-29 $12,500,000 $12,500,000 $10,000,000 $10,000,000 $10,000,000 $50,000,000

Total $105,000,000

Operating Costs: The project will not have an operational impact on the City.

Local Urban Intersection Construction Comprehensive Plan City Council Goal - Transportation The project will provide for various intersection improvements to enhance traffic flow and safety as recommended in the Cityâ&#x20AC;&#x2122;s 2035 Comprehensive Plan. Priority intersection improvements for FY20 include Nansemond Parkway/Bennetts Pasture Road, Route 17/Crittenden Road and Kenyon Road Connector. Projects are anticipated to be funded through State Revenue Share and local funds.

FY 20 $6,000,000

FY 21 $2,000,000

FY 22 $2,000,000

FY 23 $2,372,530

FY 24 $3,500,000

FY 25-29 $12,038,425

Total $27,910,955

Operating Costs: The project will not have an operational impact on the City.

256

Transportation Pitchkettle Road Improvements City Council Goal - Transportation The project will provide for the realignment and upgrade of Pitchkettle Road from Constance Road to the Lake Meade Bridge. The project will provide a link for pedestrians to the Boston Community and Prentis Street to downtown. Improvements will include storm drainage, concrete curb and gutter, sidewalk, and landscaping. The project is anticipated to be funded with 50% State Revenue Share and 50% local funds. FY 20 $5,796,698

FY 21 $1,778,302

FY 22 $0

FY 23 $0

FY 24 $0

FY 25-29 $0

Total $7,575,000

Operating Costs: The project will not have an operational impact on the City.

North Suffolk Connector City Council Goal - Transportation This project will provide for a new roadway and alignment between Nansemond Parkway and Shoulders Hill Road bypassing two at-grade rail crossings. Funding was allocated in FY17 to conduct a study of this project. The project is anticipated to be funded with federal and local funding.

FY 20 $0

FY 21 $0

FY 22 $0

FY 23 $0

FY 24 $0

FY 25-29 $33,000,000

Total $33,000,000

Operating Costs: The project will not have an operational impact on the City.

257

Transportation Bennetts Creek Channel Dredging City Council Goal - Transportation This project will provide for maintenance dredging of the mouth of Bennetts Creek to allow for passage through the channel by commercial and recreational boaters. Funding will provide for the cost of the dredge as well as toll fees for the disposal of dredged material at Craney Island. The project will be funded by 100% local funds.

FY 20 $0

FY 21 $0

FY 22 $655,636

FY 23 $0

FY 24 $0

FY 25-29 $1,499,295

Total $2,154,931

Operating Costs: The project will not have an operational impact on the City.

Rail Crossing Improvements City Council Goal - Transportation This project provides for improvements to the quality of a select group of at-grade crossings while working collectively with different railroad companies. Asphalt or wood flange crossings would be replaced with concrete panel sections resulting in a smoother ride and reducing traffic backups due to vehicles slowing in order to traverse the crossings. Elevated crossings at Suburban Drive, Wellons Street, and Harvest Drive would be replaced with concrete panels and have additional improvements made to reduce or eliminate the steep approaches to the rail crossing. Additional projects may include eliminating the ability to drive around crossing gates at crossings where it has been demonstrated to pose a risk. Project also includes a Highway Safety Improvement Project located at Main and Prentis to adjust traffic signals and rail crossing signals to improve safety. FY 20 $95,000

FY 21 $156,800

FY 22 $0

FY 23 $694,440

FY 24 $65,000

FY 25-29 $400,000

Total $1,411,240

Operating Costs: The project will not have an operational impact on the City

258

Transportation Pruden Center Turn Lanes City Council Goal - Transportation This project will address safety concerns related to vehicles entering and exiting the College and Career Academy at Pruden. The project will provide for the installation of left and right turn lanes on Route 460 at the entrance of this Suffolk Public School facility. Approximately $4.0M state and local funding has already been appropriated for this project. FY21 and FY22 funding is anticipated to be funded with 50% State Revenue Share funds and 50% local funds.

FY 20 $0

FY 21 $500,000

FY 22 $500,000

FY 23 $0

FY 24 $0

FY 25-29 $0

Total $1,000,000

Operating Costs: The project will not have an operational impact on the City.

Shoulders Hill Rd/Rt. 17 Intersection City Council Goal - Transportation This project provides for improvements to the intersection of Route 17 and Shoulders Hill Road to tie into recently completed improvements south of the intersection. Approximately $17.1M in state, federal, and local funding has already been appropriated for this project. An additional $1.1M in federal funding is programmed in FY20.

FY 20 $1,101,779

FY 21 $6,543,452

FY 22 $3,765,275

FY 23 $0

FY 24 $0

FY 25-29 $0

Total $11,410,506

Operating Costs: The project will not have an operational impact on the City.

259

Transportation . Shoulders Hill Road Widening City Council Goal - Transportation The project provides for the widening of Shoulders Hill Road from approximately 0.3 miles south of Bridge Road to Pughsville Road. The total length is approximately 1.33 miles. The project will widen the corridor from two lanes to a four lane divided roadway with turn lanes, sidewalks, multi-use path and stormwater improvements. The project will continue the roadway section as established at the recently completed Nansemond Parkway/Shoulders Hill Road intersection and is currently under design at the Bridge Road/Shoulders Hill Road intersection. The project is anticipated to be funded with 50% State Revenue Share funds and 50% local funds. FY 20 $0

FY 21 $0

FY 22 $0

FY 23 $0

FY 24 $0

FY 25-29 $46,000,000

Total $46,000,000

Operating Costs: The project will not have an operational impact on the City.

Nansemond Parkway/Wilroy Road Flyover City Council Goal - Transportation The project will provide for a flyover of Nansemond Parkway over the Commonwealth Railway at the intersection of Wilroy Road and Nansemond Parkway. The project will alleviate the conflict between vehicular and rail traffic at this intersection and greatly improve safety. Previous funding of $20.5M has been approved for this project. Federal funds of $8.1M are programmed in FY20, FY21 and FY22.

FY 20 $4,583,162

FY 21 $1,430,050

FY 22 $2,079,488

FY 23 $0

FY 24 $0

FY 25-29 $0

Total $8,092,700

Operating Costs: The project will not have an operational impact on the City.

260

Transportation Miscellaneous Roadway. Improvements City Council Goal - Transportation The project will provide for miscellaneous roadway improvements that are not eligible for completion with state maintenance funds.

FY 20 $80,000

FY 21 $80,000

FY 22 $80,000

FY 23 $80,000

FY 24 $80,000

FY 25-29 $400,000

Total $800,000

Operating Costs: The project will not have an operational impact on the City.

Relocation of Zone C Headquarters City Council Goal â&#x20AC;&#x201C; City Engagement and Responsive City Services The project will relocate Public Works Zone C headquarters, which serves North Suffolk, from the existing location at the entrance of Lone Star Lakes, to a more north-eastern location to accommodate the need for that area. Project includes land purchase, site development and construction of a parking area with some covered parking and a 4,000 square feet small office and locker space. The project also includes storage of sand and salt along with an incinerator . FY 20 $1,980,000

FY 21 $1,650,000

FY 22 $0

FY 23 $0

FY 24 $0

FY 25-29 $0

Total $3,630,000

Operating Costs: The project will not have an operational impact on the City.

261

Transportation Pruden Blvd Culvert Improvements City Council Goal .â&#x20AC;&#x201C; Transportation The project will provide for the installation of double concrete box culverts across Route 460 connecting Sadler Pond and Lake Meade. The improvement will address flooding concerns on Route 460. FY20 funding is anticipated at 50% State Revenue Share and 50% local funding.

FY 20 $1,000,000

FY 21 $0

FY 22 $0

FY 23 $0

FY 24 $0

FY 25-29 $0

Total $1,000,000

Operating Costs: The project will not have an operational impact on the City.

Kimberly Bridge City Council Goal â&#x20AC;&#x201C; Transportation The project will address a recurring flooding problem on North Main Street at the Kimberly Bridge over the Nansemond River. The project will raise the North Main Street roadway, north of the Kimberly Bridge, to an elevation that would be clear of the 100 year flood elevation. Funding is needed for design, right-of-way and construction.

FY 20 $0

FY 21 $0

FY 22 $0

FY 23 $0

FY 24 $0

FY 25-29 $10,034,208

Total $10,034,208

Operating Costs: The project will not have an operational impact on the City.

262

Transportation Wilroy Road/Progress Road Intersection City Council Goal â&#x20AC;&#x201C; Transportation The project will address traffic delays and congestion due to inadequate turn lane capacity and existing traffic control equipment at the intersection of Wilroy Road and Progress Road. The intersection is located at the entrance to an industrial park and is used heavily by intermodal trucks. The project will provide for signal equipment replacement, turn lane improvements, and retiming of the traffic signals.

FY 20 $0

FY 21 $0

FY 22 $0

FY 23 $0

FY 24 $0

FY 25-29 $1,300,000

Total $1,300,000

Operating Costs: The project will not have an operational impact on the City.

Washington St/White Marsh Rd Intersection City Council Goal â&#x20AC;&#x201C; Transportation The project will address traffic delays and congestion due to inadequate turn lane capacity and existing traffic control equipment at the intersection of Washington Street and White Marsh Road. The project will provide for signal equipment replacement, turn lane improvements, and retiming of the traffic signals.

FY 20 $0

FY 21 $0

FY 22 $0

FY 23 $0

FY 24 $0

FY 25-29 $600,000

Total $600,000

Operating Costs: The project will not have an operational impact on the City.

263

Transportation Constance Rd/Wilroy Road Intersection City Council Goal. â&#x20AC;&#x201C; Transportation The project will address traffic delays and congestion due to inadequate turn lane capacity and existing traffic control equipment at the intersection of Constance Road and Wilroy Road. The project will provide for signal equipment replacement, turn lane improvements, and retiming of the traffic signals.

FY 20 $0

FY 21 $0

FY 22 $0

FY 23 $0

FY 24 $0

FY 25-29 $600,000

Total $600,000

Operating Costs: The project will not have an operational impact on the City.

264

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CAPITAL IMPROVEMENTS PROGRAM & PLAN PUBLIC SCHOOLS FY 2020 - 2029

Public Schools Planned Expenditures Hazardous Material Management Schools Major Repairs/Systems Replacement Northern Shores Elementary Addition College and Career Academy at Pruden Excel Academy at Driver Operations Facility JFK Middle Replacement - 800 student Forest Glenn Mid Sch Replacement- 800 student John Yeates Mid Sch Replacement- 800 student Kilby Shores Elem. Replacement - 800 student New Downtown Elementary School - 800 New High School - 2,000 student

5 Year Summary Previous Funding * 550,000 5,500,000 4,000,000 -

Total

2019-2020

2020-2021

2021-2022

2022-2023

2023-2024

5 Year Subtotal

6-10 Year Subtotal

10 Year Total

75,000 2,500,000 -

75,000 2,500,000 1,000,000 -

75,000 2,500,000 5,360,000 -

75,000 2,500,000 2,000,000 -

75,000 2,500,000 3,380,000 10,000,000 -

375,000 12,500,000 6,360,000 2,000,000 3,380,000 10,000,000 -

375,000 12,500,000 5,000,000 8,480,000 35,500,000 42,400,000 45,500,000 30,700,000 26,500,000 56,000,000

750,000 25,000,000 6,360,000 2,000,000 5,000,000 11,860,000 45,500,000 42,400,000 45,500,000 30,700,000 26,500,000 56,000,000

2,575,000

3,575,000

7,935,000

4,575,000

15,955,000

34,615,000

262,955,000

297,570,000

Public Schools Funding Sources New High School - 2,000 student Cash Proffers Hazardous Material Management Transfer from General Fund Schools Major Repairs/Systems Replacement Northern Shores Elementary Addition College and Career Academy at Pruden Excel Academy at Driver Operations Facility

Previous Funding

2019-2020

2020-2021

2021-2022

2022-2023

2023-2024

New High School - 2,000 student General Obligation Bonds

75,000 75,000 2,500,000 2,500,000

75,000 75,000 2,500,000 1,000,000 3,500,000

75,000 75,000 2,500,000 5,360,000 7,860,000

75,000 75,000 2,500,000 2,000,000 4,500,000

75,000 75,000 2,500,000 3,380,000 10,000,000 15,880,000

Total

2,575,000

3,575,000

7,935,000

4,575,000

15,955,000

JFK Middle Replacement - 800 student Forest Glenn Mid Sch Replacement- 800 student John Yeates Mid Sch Replacement- 800 student Kilby Shores Elem. Replacement - 800 student New Downtown Elementary School - 800 student

Annual Operating Impact

2019-2020

2020-2021

2021-2022

2022-2023

Hazardous Material Management Schools Major Repairs/Systems Replacement Northern Shores Elementary Addition College and Career Academy at Pruden Excel Academy at Driver Operations Facility JFK Middle Replacement - 800 student Forest Glenn Mid Sch Replacement- 800 student John Yeates Mid Sch Replacement- 800 student Kilby Shores Elem. Replacement - 800 student New Downtown Elementary School - 800 student New High School - 2,000 student

750,000 -

Total Operating Cost

750,000

5 Year Subtotal

6-10 Year Subtotal

10 Year Total

1,137,364

375,000

750,000

34,240,000

261,442,636

295,682,636

34,615,000

262,955,000

297,570,000

2023-2024

265

Public Schools Hazardous Materials Management City Council Goal - Education Funding is programmed each year to test and abate harmful substances as identified as potential problems to students and staff in school facilities.

FY 20 $75,000

FY 21 $75,000

FY 22 $75,000

FY 23 $75,000

FY 24 $75,000

FY 25-29 $375,000

Total $750,000

Operating Costs: The project will not have an operational impact on Suffolk Public Schools.

Schools Major Repairs/Systems Replacement City Council Goal - Education This project will provide for major repairs and systems replacements such as the replacement of heating, ventilation, air, and cooling systems, roofs, and stormwater drainage infrastructure that are failing or inefficient in Suffolk Public School facilities.

FY 20 $2,500,000

FY 21 $2,500,000

FY 22 $2,500,000

FY 23 $2,500,000

FY 24 $2,500,000

FY 25-29 $12,500,000

Total $25,000,000

Operating Costs: The project will not have an operational impact on Suffolk Public Schools.

266

Public Schools Northern Shores Elementary Addition City Council Goal - Education The project will provide for the design and construction of an additional wing adding 12 classrooms to eliminate overcrowding and use of mobile units. Funding is programmed in FY21 for design with construction funding in FY22.

FY 20 $0

FY 21 $1,000,000

FY 22 $5,360,000

FY 23 $0

FY 24 $0

FY 25-29 $0

Total $6,360,000

Operating Costs: The projected annual operating costs for this project is $750,000 for additional staffing and utilities beginning in FY23.

College and Career Academy at Pruden City Council Goal - Education The project will integrate mechanical systems at the facility with Suffolk Public Schools systems and provide for infrastructure repairs to modernize and upgrade the appearance of the building. The project is part of an overall effort by Suffolk Public Schools to enhance the facility and its programs.

FY 20 $0

FY 21 $0

FY 22 $0

FY 23 $2,000,000

FY 24 $0

FY 25-29 $0

Total $2,000,000

Operating Costs: The project is not anticipated to result in significant new operating costs.

267

Public Schools Excel Academy at Driver City Council Goal - Education The project will repurpose Driver Elementary School into an academy to accelerate learning and achievement for students that have not met success in a traditional classroom environment. Funding will be used to replace the heating, ventilation, air, and cooling system, repair underground sewer, upgrade bathrooms and lighting, paint the interior and exterior of the building, and replace ceiling tiles and pavement.

FY 20 $0

FY 21 $0

FY 22 $0

FY 23 $0

FY 24 $0

FY 25-29 $5,000,000

Total $5,000,000

Operating Costs: The projected annual operating cost is $1,500,000 for staffing and utilities beginning in FY 26.

Operations Facility City Council Goal - Education The project will provide for Phase 2 of the Suffolk Public Schools operations center at the former Mt. Zion Elementary School property. $4M was appropriated in the FY 18 Capital Budget to construct space for the Schools print shop, textbook center, and food services administration. Phase 2 will provide for warehouse space and trades worker shops for a total of 87,600 square feet.

FY 20 $0

FY 21 $0

FY 22 $0

FY 23 $0

FY 24 $3,380,000

FY 25-29 $8,480,000

Total $11,860,000

Operating Costs: The project is not anticipated to result in significant new operating costs.

268

Public Schools John F. Kennedy Middle School Replacement City Council Goal - Education The project will replace John F. Kennedy Middle School with a new 800 student school. The current facility was constructed in 1965 and will be over 60 years old upon replacement. The new school will provide a modern learning environment for Suffolk students. Funding is programmed in FY24 for land acquisition and design with construction funding included in FY25 and FY26.

FY 20 $0

FY 21 $0

FY 22 $0

FY 23 $0

FY 24 FY 25-29 $10,000,000 $35,500,000

Total $45,500,000

Operating Costs: The project is not anticipated to result in significant new operating costs.

Forest Glenn Middle School Replacement City Council Goal - Education The project will replace Forest Glenn Middle School with a new 800 student school. Forest Glenn Middle School was constructed in 1965 and will be over 60 years old upon replacement. The new school will provide a modern learning environment for Suffolk students. Funding is programmed in FY25 for land acquisition and design with construction funding in FY26 and FY27. FY 20 $0

FY 21 $0

FY 22 $0

FY 23 $0

FY 24 $0

FY 25-29 $42,400,000

Total $42,400,000

Operating Costs: The project is not anticipated to result in significant new operating costs.

269

Public Schools John Yeates Middle School Replacement City Council Goal - Education The project will replace John Yeates Middle School with a new 800 student school. John Yeates Middle School was constructed in 1965 and will be over 60 years old upon replacement. The new school will provide a modern learning environment for Suffolk students. Funding is programmed in FY26 for land acquisition and design with construction funding in FY27 and FY28. FY 20 $0

FY 21 $0

FY 22 $0

FY 23 $0

FY 24 $0

FY 25-29 $45,500,000

Total $45,500,000

Operating Costs: The project is not anticipated to result in significant new operating costs.

Kilby Shores Elementary School Replacement City Council Goal - Education This project will replace Kilby Shores Elementary School with a new 800 student school. Kilby Shores Elementary School was constructed in 1979 and will be nearly 50 years old upon replacement. The new school will provide a modern learning environment for Suffolk students. Funding for land acquisition and design is programmed in FY26 with construction funding in FY27. FY 20 $0

FY 21 $0

FY 22 $0

FY 23 $0

FY 24 $0

FY 25-29 $30,700,000

Total $30,700,000

Operating Costs: The project is not anticipated to result in significant new operating costs.

270

Public Schools New Downtown Elementary School

FY 20 $0

FY 21 $0

FY 22 $0

City Council Goal - Education This project will provide for the construction of a new 800 student downtown elementary school. The new elementary school would potentially allow students from Booker T. Washington, Hillpoint, Mack Benn, Elephants Fork, and Nansemond Parkway elementary schools to attend a school closer to their home. It would also help to eliminate mobile units and prepare these schools for future growth. FY 23 FY 24 FY 25-29 Total $0 $0 $26,500,000 $26,500,000

Operating Costs: The projected annual operating cost of the new downtown elementary school is $3.5M for staffing, utilities, and operations beginning in FY 29.

New High School City Council Goal - Education A fourth high school is proposed to accommodate citywide growth of students in grades 9-12. The new high school is proposed to be a 2,000 student school.

FY 20 $0

FY 21 $0

FY 22 $0

FY 23 $0

FY 24 $0

FY 25-29 $56,000,000

Total $56,000,000

Operating Costs: The projected annual operating cost of the new high school is $4.5M for staffing, utilities, and operations beginning in FY29.

271

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CAPITAL IMPROVEMENTS PROGRAM & PLAN VILLAGE & NEIGHBORHOOD INITIATIVES FY 2020 - 2029

Village & Neighborhood Initiatives Planned Expenditures Village & Neighborhood Improvements ** Open Space Improvements Downtown Implementation Plan Initiatives

5 Year Summary Previous Funding 5,788,329 1,215,000

Total

2019-2020

2020-2021

2021-2022

2022-2023

2023-2024

5 Year Subtotal

6-10 Year Subtotal

10 Year Total

1,204,750 250,000 250,000

904,750 250,000 260,000

904,750 250,000 815,000

904,750 250,000 1,025,000

1,372,400 250,000 1,075,000

5,291,400 1,250,000 3,425,000

6,862,000 1,250,000 7,600,000

12,153,400 2,500,000 11,025,000

1,704,750

1,414,750

1,969,750

2,179,750

2,697,400

9,966,400

15,712,000

25,678,400

6-10 Year Subtotal

10 Year Total

**Project includes consolidated funding to address all neighborhood issues to include curb, gutter, and sidewalk improvements.

Village & Neighborhood Initiatives Funding Sources

Previous Funding

2019-2020

2020-2021

2021-2022

2022-2023

2023-2024

5 Year Subtotal

Village & Neighborhood Improvements ** Open Space Improvements Downtown Implementation Plan Initiatives Transfer from General Fund

1,204,750 250,000 250,000 1,704,750

904,750 250,000 260,000 1,414,750

904,750 250,000 815,000 1,969,750

904,750 250,000 1,025,000 2,179,750

1,372,400 250,000 1,075,000 2,697,400

9,966,400

15,712,000

25,678,400

Total

1,704,750

1,414,750

1,969,750

2,179,750

2,697,400

9,966,400

15,712,000

25,678,400

Annual Operating Impact

2019-2020

2020-2021

2021-2022

2022-2023

2023-2024

Village & Neighborhood Improvements ** Open Space Improvements Downtown Implementation Plan Initiatives

Total Operating Cost

272

Village and Neighborhood Initiatives Village & Neighborhood Improvements City Council Goal â&#x20AC;&#x201C; Growth Management and Comprehensive Planning The project will provide for the systematic implementation of short and long term strategies and initiatives specified in the 2035 Comprehensive Plan including the adopted Village and Neighborhood Initiatives Plans and other documented neighborhood needs assessments. The funding request represents the continuation of multi-year implementation strategy to prioritize, fund, and complete safety and drainage related projects that are currently underway and new initiatives subject to the objective analysis and evaluation of the Neighborhood Needs Assessment Tool. FY 20 $1,204,750

FY 21 $904,750

FY 22 $904,750

FY 23 $904,750

FY 24 $1,372,400

FY 25-29 $6,862,000

Total $12,153,400

Operating Costs: The project will not have an operational impact on the City.

Open Space Improvements

FY 20 $250,000

FY 21 $250,000

FY 22 $250,000

City Council Goal â&#x20AC;&#x201C; Growth Management and Comprehensive Planning This project provides for the systematic and ongoing implementation of both short and long term strategies and initiatives as specified in the 2035 Comprehensive Plan, including the adopted Village and Neighborhood Initiatives Plans and other documented neighborhood needs assessments. The funding request represents the continuation of a multi-year implementation strategy, the principal focus of which is to acquire lands and construct improvements for the development of neighborhood parks and other similar quality of life improvements. FY 23 FY 24 FY 25-29 Total $250,000 $250,000 $1,250,000 $2,500,000

Operating Costs: The project will not have an operational impact on the City.

273

274

Project

904,750

407,140

497,610

2020-2021

904,750

38,420

368,720

467,830

29,780

2021-2022

904,750

407,140

497,610

2022-2023

1,372,400

617,580

754,820

2023-2024

5,291,400

300,000

1,063,140

1,183,000

1,720,260

1,025,000

5 Year Subtotal 2020-2024

6,862,000

2,280,000

238,860

2,642,400

750,000

950,740

5 Year Subtotal 2025-2029

12,153,400

300,000

2,280,000

1,302,000

1,183,000

2,642,400

750,000

2,671,000

1,025,000

10 Year Total 2020-2029

Note 1: As proposed, this project extends beyond the 10-year plan horizon of FY2028/2029. The estimated total project costs is $3,780,000. As such, $1,137,600 of additional funds

1,204,750

300,000

Future Projects (As yet to be Determined per Neighborhood Assessment Tool and Assessment of Other Specified Needs)

Future Projects

TOTALS

Sidewalk, Closed Drainage, and Intersection & Street Improvements - (Nansemond Parkway at Portsmouth Blvd.)

Nansemond Parkway and Portsmouth Boulevard Improvements

Closed Drainage & Street Improvements - Area 3 -(S. 8th Street, S. 9th Street, S. 10th Street, S. 11th Street, S. 12th Street, and Rosemont Avenue)

Sidewalk, Closed Drainage, and Intersection & Street Improvements - (Suburban Dr. at Portsmouth Blvd.)

Closed Drainage & Street Improvements - Area 2 -(S. 4th Street, S. 5th Street, S. 6th Street, and S. 7th Street)

407,140

Closed Drainage & Street Improvements - Area 4 -(Beech Street and Oak Street, HalifaxStreet and Bank Street, Collie Street, Sunset Street, Willow Street, and Railroad Avenue) (See Note 1 )

Closed Drainage & Street Improvements - Area 1 -(S. Division Street, Camp Avenue, S. Lloyd Street,S. Capital Street, and Freeney Avenue )

Closed Drainage & Street Improvements - Area 3 -(N. 8th Street, N. 9th Street, N. 10th Street, and N. 11th Street)

Suburban Drive and Portsmouth Boulevard Improvements

Rosemont Neighborhood Improvements

497,610

2019-2020

Closed Drainage & Street Improvements - Area 2 -(N. 4th Street, N. 5th Street, N. 6th Street, N. 7th Street, and Bank Street)

Lloyd Place Neighborhood Closed Drainage & Street Improvements - Area 1 -(N. Improvements Capital Street, and Bank Street)

FUTURE / PROPOSED VILLAGE & NEIGHBORHOOD IMPROVEMENT PROJECTS (As Determined per Neighborhood Assessment Tool and Assessment of Other Specified Needs)

Community

FY 2019 / 2020 Proposed Budget Request

VILLAGE & NEIGHBORHOOD IMPROVEMENTS

FY 2020 - 2029 CAPITAL IMPROVEMENTS PLAN

Âµ ROSEMONT NEIGHBORHOOD

E V A

M E S

E V A T N O

H T 9

S TO

T S H T N8

G N I H S E

S H T 6 N

T S H T S6

T S H T S5

T S H T N5

T SC

LS A T I P A C N

L L S

D ST

RAI

N DI

AVE SUN SET

T S D Y O

O I S I V I D

T S N IT H W

A M E

H S R

T S N O VISI

E V A D LROA

LLOY

ST L A APIT

TE S K N

S H T 4 N

ST H T S4

A W

HS T 7 N

ST H T S7

BE E C H S T

LLOYD PLACE NEIGHBORHOOD

H T 8

T S H N 9T

E R F

M E S

Y E EN

E V A

T S H N 10T

Neighborhood Improvement Project Areas

H T 0

OA K S

T S H T

H T 11

HALIF A X S T

N 11

WILLOW

H T 2

275

276

Project

Future Projects

TOTALS

Future Projects (As yet to be Determined per Neighborhood Assessment Tool and Assessment of Other Specified Quality of Life Needs)

FUTURE / PROPOSED OPEN SPASE & QUALITY of LIFE IMPROVEMENT PROJECTS (As Determined per Neighborhood Assessment Tool and Assessment of Other Specified Needs)

Community

FY 2020 - 2029 CAPITAL IMPROVEMENTS PLAN

250,000

2019-2020

250,000

2020-2021

250,000

2021-2022

250,000

2022-2023

FY 2019 / 2020 Proposed Budget Request

OPEN SPACE and QUALITY OF LIFE IMPROVEMENTS

250,000

2023-2024

1,250,000

5 Year Subtotal 2020-2024

1,250,000

5 Year Subtotal 2025-2029

2,500,000

10 Year Total 2020-2029

277

Downtown Master Plan Implementation Improvements

City of Suffolk Village, Neighborhood, Open Space, and Quality of Life Improvements 2019-2020

Â˛

E. Washington Street Neighborhoods Closed Drainage and Street Improvements

Village and Neighborhood Initiatives Downtown Implementation Plan Initiatives City Council Goal â&#x20AC;&#x201C; Growth Management and Comprehensive Planning The project will provide for the systematic and ongoing implementation of short and long term strategies and initiatives specified in the adopted Downtown Master Plan. The funding request represents the continuation of a multi-year implementation strategy, the principle focus of which is to construct major development projects and implement effective management projects as outlined in the Downtown Master Plan. FY 20 $250,000

FY 21 $260,000

FY 22 $815,000

FY 23 $1,025,000

FY 24 $1,075,000

FY 25-29 $7,600,000

Total $11,025,000

Operating Costs: The project will not have an operational impact on the City.

278

279

2019-2020

2020-2021

2021-2022

2022-2023

2023-2024

5 Year Subtotal 2020-2024

Retail Market Study and Recruitment Strategy

Long-Term Opportunity Sites - To be determined based on future analysis of sites identified in Downtown Master Plan.

Future Projects - (To be determined)

250,000

Gateway Improvements - Study potential locations for new gateways into downtown on all the major corridors of entry Years 1-2 ; install new gateways Years 3-4.

TOTALS

100,000

Phoenix Bank Block - Detailed surveys, Phase 1-2 environmental assessments, parcel assembly, clear deeds/titles Years 1-3; redevelopemnt Years 4-5 (See Note 1 )

Downtown Wayfinding System - Installation of integrated permanent wayfinding system

150,000

Festival/Events Venue and Market Hall - Begin funding, strategy development in Years 1-2; temporary site/events Years 1-3; begin permanent construction Years 4-5

Main Street Streetscape - Begin funding, strategy development, engineering and design in Years 1-3; construction Years 4-5

260,000

10,000

100,000

150,000

815,000

40,000

25,000

100,000

150,000

500,000

1,025,000

25,000

250,000

500,000

1,075,000

25,000

250,000

300,000

500,000

3,425,000

40,000

85,000

800,000

1,000,000

1,500,000

FUTURE / PROPOSED DOWNTOWN IMPLEMENTATION PLAN PROJECTS (As identified in the Downtown Suffolk Master Plan, adopted June 2018)

Project

Note 1: This line item is supplemented by $500,000 in existing Village & Neighborhood funds.

Combined Projects

Management Projects

Major Development Projects

Community

FY 2019 / 2020 Proposed Budget Request

FY 2020 - 2029 CAPITAL IMPROVEMENTS PLAN DOWNTOWN IMPLEMENTATION PLAN INITIATIVES

7,600,000

1,000,000

5,000,000

100,000

1,500,000

5 Year Subtotal 2025-2029

11,025,000

1,000,000

5,000,000

40,000

85,000

100,000

800,000

1,000,000

3,000,000

10 Year Total 2020-2029

Utility Fund

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CAPITAL IMPROVEMENTS PROGRAM & PLAN PUBLIC UTILITIES FUND FY 2020 - 2029

Public Utilities Fund Planned Expenditures Water Projects Water Source Development and Water Treatment Plant Expansion Water Distribution & Transmission System Expansion Water System Upgrades

5 Year Summary Previous Funding

Sanitary Sewer System Upgrades

2020-2021

2021-2022

55,632,000

850,000

5,110,000

1,590,000

23,125,000

5,000,000

100,000

700,000

9,200,000

1,525,000

1,540,000

2,010,000

7,375,000

6,750,000

4,300,000

Subtotal Water Projects: Sewer Projects Sanitary Sewer Extensions

2019-2020

5,500,000

550,000

300,000

52,481,000

4,900,000

6,250,000

5,450,000

Subtotal Sewer Projects: Total Public Utilities Fund

6,550,000

7,200,000 7,200,000

12,825,000

13,300,000

11,500,000

2019-2020

2020-2021

2021-2022

2022-2023

810,000

2023-2024

5 Year

6-10 Year

10 Year

Subtotal

Total

730,000

9,090,000

48,600,000

57,690,000

9,000,000

14,800,000

21,800,000

36,600,000

1,875,000

1,525,000

8,475,000

8,355,000

16,830,000

2,685,000

11,255,000

32,365,000

78,755,000

111,120,000

300,000 4,300,000 4,600,000 7,285,000

6,950,000 6,950,000 18,205,000

1,150,000

900,000

2,050,000

29,600,000

34,750,000

64,350,000

30,750,000 63,115,000

35,650,000

66,400,000

114,405,000

177,520,000

5 Year

6-10 Year

10 Year

Subtotal

Total

Public Utilities Fund Funding Sources

Previous Funding

2022-2023

2023-2024

Public Utilities Revenue Bonds

5,550,000

7,840,000

6,010,000

1,875,000

12,875,000

34,150,000

87,955,000

122,105,000

Transfer from Public Utilities Fund

7,275,000

5,460,000

5,490,000

5,410,000

5,330,000

28,965,000

26,450,000

55,415,000

12,825,000

13,300,000

11,500,000

7,285,000

18,205,000

63,115,000

114,405,000

177,520,000

2019-2020

2020-2021

2021-2022

Total Public Utilities Fund

Annual Operating Impact

2022-2023

2023-2024

Water Projects Water Source Development and Water Treatment Plant Expansion Water Distribution & Transmission System Expansion Water System Upgrades Subtotal Water Projects: Sewer Projects Sanitary Sewer Extensions Sanitary Sewer System Upgrades Subtotal Sewer Projects: Utility Fund - Capital Cash: Estimated Debt Service: Total Operating Cost

(225,000) (225,000)

(1,815,000) 444,000 (1,371,000)

30,000

(80,000)

627,200

480,800

150,000

657,200

400,800

70,000

280

Water Projects Water Source Development and Water Treatment Plant Expansion City Council Goal – Civic Engagement and Responsive City Services The project provides for the development, upgrades, and expansion of the City’s public water supply sources and treatment plant facilities. Projects include upgrades to the Lonestar Lakes & Chuckatuck Creek dam, Crumps Mill Pond surface dam upgrades, upgrades to surface water plant and water source development charges. Funding in FY 20 is programmed for water source development reservation charges.

FY 20 $850,000

FY 21 $5,110,000

FY 22 $1,590,000

FY 23 $810,000

FY 24 $730,000

FY 25-29 $48,600,000

Total $57,690,000

Operating Costs: The project will not have an operational impact on the City.

Water Distribution & Transmission System Expansion City Council Goal – City Engagement and Responsive City Services The project provides for the expansion of the City’s water distribution and transmission systems, inclusive of system storage. Future projects include the southern transmission main from the G. Robert House Water Treatment Plant to Route 460, the Route 460 to Kenyon Road transmission main, and Wilroy Road 12-inch Main from QVC Drive to Old Mill Creek. Funding in FY20 is programed for the construction of the Phase G section of the Southern Transmission Main from the water plant to Route 10. FY 20 $5,000,000

FY 21 $100,000

FY 22 $700,000

FY 23 $0

FY 24 $9,000,000

FY 25-29 $21,800,000

Total $36,600,000

Operating Costs: The project will not have an operational impact on the City.

281

Water Projects Water System Upgrades City Council Goal â&#x20AC;&#x201C; Civic Engagement and Responsive City Services The project will provide for the replacement and rehabilitation of aging or undersized water distribution system infrastructure, replacement of aging water meters and water service lines, and the rehabilitation of the Cityâ&#x20AC;&#x2122;s water storage tanks. FY20 funding continues the small water main replacement program, water service line replacements, and provides supplemental funding for the Lakeside Phase II water distribution system replacement.

FY 20 $1,525,000

FY 21 $1,540,000

FY 22 $2,010,000

FY 23 $1,875,000

FY 24 $1,525,000

FY 25-29 $8,355,000

Total $16,830,000

Operating Costs: The project will not have an operational impact on the City.

282

Water System Upgrades

Programmed Water Projects

Water Distribution & Transmission System Expansion

Programmed Water Projects

Water Source Development & Water Treatment Plant Upgrades

Programmed Water Projects

283

Projects

Water Tank Demolition (County St Tank) $250,000

Meter Upgrades $200,000

Meter Upgrades $250,000

Water Service Line Upgrades $150,000

Meter Upgrades $300,000

Water Service Line Upgrades $150,000

$1,875,000

2022-2023

Projects

2022-2023

Projects

Water Source Development Charge $810,000

$810,000

Water Service Line Upgrades $150,000

$2,010,000

2021-2022

Projects

Wilroy Rd. 12-inch Main (QVC Dr. to Old Mill Creek) (C) $700,000

$700,000

2021-2022

Projects

Water Source Development Charge $790,000

Crumps Mill Pond Dam & Impoundment Improvements (D) $800,000

$1,590,000

Projects 2022-2023

Neighborhood Replacements Neighborhood Replacements Neighborhood Replacements Peanut Park Area Ph2 (C), Old Town Water Improvements Forrest St. (C), Mahan St./Day Third Ave. (C) and Old Town (C), Mahan St./Day St. (D) and St. (C), and Downtown Water area (D) Forrest St. (D) Improvements (C) $940,000 $1,610,000 $1,475,000

$1,540,000

2020-2021

Projects

Wilroy Rd. 12-inch Main (QVC Dr. to Old Mill Creek) (D) $100,000

$100,000

Projects 2021-2022

Neighborhood Replacements Lakeside Ph2 (C), Third Ave. (D) $1,075,000

$1,525,000

2019-2020

Projects

Southern Transmission Main Ph. G (Water Plant to Everett's Rd.) (C) $5,000,000

$5,000,000

2020-2021

Projects

2019-2020

Water Source Development Charge $860,000

Lake I & Chuckatuck Creek Impoundment Improvements (C) $4,250,000

$5,110,000

2020-2021

Water Source Development Charge $850,000

$850,000

2019-2020

Meter Upgrades $300,000

Water Service Line Upgrades $150,000

Neighborhood Replacements Adams/Maple/Mulberry St. Upgrades (D) and Downtown Water Improvements (C) $1,075,000

$1,525,000

2023-2024

Projects

Southern Transmission Main Ph. I (Moores Farm Ln to Exeter Dr.) (C) $9,000,000

$9,000,000

2023-2024

Projects

Water Source Development Charge $730,000

$730,000

2023-2024

Projects

$8,750,000

2024-2025

Meter Upgrades $300,000

Water Service Line Upgrades $150,000

Neighborhood Replacements Adams/Maple/Mulberry St. Upgrades (C) and Downtown Water Improvements (C) $1,575,000

$2,025,000

2024-2025

Projects

RT 58 Supply Transmission Main (Rt. 460 to Kenyon Rd. (D) $1,200,000

$1,200,000

2024-2025

Projects

Water Source Development Charge $750,000

Crumps Mill Pond Dam & Impoundment Improvements (C) $8,000,000

Capital Improvements Program & Plan Utility Fund FY 2019-2020 through FY 2028-2029 Programmed Water Projects Projects

Meter Upgrades $280,000

Water Service Line Upgrades $250,000

Neighborhood Replacements Harrell Dr. Area Upgrades (D) and Downtown Water Improvements (C) $1,050,000

$1,580,000

2025-2026

Projects

2025-2026

Projects

Water Source Development Charge $660,000

$660,000

2025-2026

Projects

$740,000

2027-2028

$9,500,000

2027-2028

Projects

Water Source Development Charge $590,000

Meter Upgrades $200,000

Water Service Line Upgrades $250,000

Neighborhood Replacements Harrell Dr. Area Upgrades (C) and Downtown Water Improvements (C) $1,400,000

$1,850,000

2026-2027

Projects

Meter Upgrades $200,000

Water Service Line Upgrades $250,000

Neighborhood Replacements Downtown Water Improvements (C) $1,000,000

$1,450,000

2027-2028

Projects

RT 58 Supply Transmission RT 58 Supply Transmission Main (Rt. 460 to Kenyon Rd. (C) Main (Rt. 460 to Kenyon Rd. (C) $10,000,000 $9,500,000

Southern Transmission Main Ph. H (Rt. 10 to Moores Farm Ln.) (D) $200,000

Southern Transmission Main Ph. J (Exeter Dr./Gardner Ln. to Rt. 460) (D) $600,000

$10,800,000

2026-2027

Projects

Water Source Development Charge $690,000

WTWA Ground Water Permit WTWA Ground Water Permit Renewal (Permit Development) Renewal (Permit Development) $150,000 $150,000

Surface Water Treatment Plant 8 MGD Phase III C Expansion (D) $1,000,000

$1,840,000

2026-2027

Projects

Meter Upgrades $200,000

Water Service Line Upgrades $250,000

Neighborhood Replacements Downtown Water Improvements (C) $1,000,000

$1,450,000

2028-2029

Projects

Southern Transmission Main Ph. H (Rt. 10 to Moores Farm Ln.) (LA) $150,000

Southern Transmission Main Ph. J (Exeter Dr./Gardner Ln. to Rt. 460) (LA) $150,000

$300,000

2028-2029

Projects

Water Source Development Charge $610,000

Surface Water Treatment Plant 8 MGD Phase III C Expansion (C) $36,000,000

$36,610,000

2028-2029

Sewer Projects Sanitary Sewer Extensions City Council Goal – Civic Engagement and Responsive City Services The project will continue efforts to extend sanitary sewer into existing developed areas that are currently without sewer service. Identified funding is for minor extensions of sewer service or potential partnerships in pro rata agreements. FY 20 funding provides for the extension of gravity sewer within the 3800 block of Pughsville Road to allow for the abandonment of the City’s Pump Station No. 1 which requires replacement. FY 20 $550,000

FY 21 $300,000

FY 22 $0

FY 23 $300,000

FY 24 $0

FY 25-29 $900,000

Total $2,050,000

Operating Costs: The project will not have an operational impact on the City.

Sanitary Sewer System Upgrades City Council Goal – Civic Engagement and Responsive City Services The project will provide for the renovation, rehabilitation, and replacement of the City’s sanitary sewer system. The system currently consists of 150 pump stations and 352 miles of gravity sewer mains and force mains. In 2007, the Hampton Roads region, inclusive of the City of Suffolk, entered into a Special Order by Consent with the Virginia Department of Environmental Quality. This Order was replaced with a new Order in 2015 to align with Hampton Roads Sanitation District’s (HRSD) amendment to their Federal Consent Decree. As part of the new Consent Order, the City is required to continue its Management Operations and Maintenance (MOM) program to protect against sanitary sewer overflows. FY 20 funding and future funding continues the MOM program, immediate find and fix repairs, electrical/control upgrades to various pump stations, and funds the construction of the Lakeside Phase II sewer improvements which is coordinated with water distribution improvements. FY 20 $4,900,000

FY 21 $6,250,000

FY 22 $7,200,000

FY 23 $4,300,000

FY 24 $6,950,000

FY 25-29 $34,750,000

Total $64,350,000

Operating Costs: The project will not have an operational impact on the City. 284

Sanitary Sewer System Upgrades

Programmed Sewer Projects

Sanitary Sewer Extension Projects

Programmed Sewer Projects

285

Projects

MOM Program (System Maintenance Find & Fix Upgrades; Flow Monitoring) $3,200,000

$7,200,000

2021-2022

Projects

MOM Program (System Maintenance Find & Fix Upgrades; Flow Monitoring) $3,200,000

$4,300,000

2022-2023

Projects

MOM Program (System Maintenance Find & Fix Upgrades; Flow Monitoring) $3,200,000

$6,950,000

2023-2024

Projects

2023-2024

Projects

MOM Program (System Maintenance Find & Fix Upgrades; Flow Monitoring) $3,200,000

$6,950,000

2024-2025

Projects

$300,000

Misc. Extensions (C)

$300,000

2024-2025

Projects

MOM Program (System Maintenance Find & Fix Upgrades; Flow Monitoring) $3,200,000

$6,950,000

2025-2026

Projects

2025-2026

Projects

MOM Program (System Maintenance Find & Fix Upgrades; Flow Monitoring) $3,200,000

$6,950,000

2026-2027

Projects

$300,000

Misc. Extensions (C)

$300,000

2026-2027

Projects

MOM Program (System Maintenance Find & Fix Upgrades; Flow Monitoring) $3,200,000

$6,950,000

2027-2028

Projects

2027-2028

Projects

$3,200,000

MOM Program (System Maintenance Find & Fix Upgrades; Flow Monitoring)

$6,950,000

2028-2029

Projects

$300,000

Misc. Extensions (C)

$300,000

2028-2029

Pump Station Electrical & Pump Station Electrical & Pump Station Electrical & Pump Station Electrical & Pump Station Electrical & Pump Station Electrical & Pump Station Electrical & Pump Station Electrical & Pump Station Electrical & Control Cabinet Upgrades (C); Control Cabinet Upgrades (C); Control Cabinet Upgrades (C); Control Cabinet Upgrades (C); Control Cabinet Upgrades (C); Control Cabinet Upgrades (C); Control Cabinet Upgrades (C); Pump Station Electrical & Control Cabinet Upgrades (C); Control Cabinet Upgrades (C); Downtown Sewer System Downtown Sewer System Downtown Sewer System Downtown Sewer System Downtown Sewer System Downtown Sewer System Control Cabinet Upgrades (C); Peanut Park/Hall Pl. Gravity Downtown Sewer System Old Town Sewer System Upgrades (C) & (D) and Pump Upgrades (C) & (D) and Pump Upgrades (C) & (D) and Pump Upgrades (C) & (D) and Pump Upgrades (C) & (D) and Pump Upgrades (C) & (D) and Pump Sewer System Phase II Lakeside Phase II Gravity Upgrades (D) and Pump Station Upgrades (C); and Pump Station Maintenance Upgrades Station Maintenance Upgrades Station Maintenance Upgrades Station Maintenance Upgrades Station Maintenance Upgrades Station Maintenance Upgrades Sewer System Upgrades (D) Upgrades (C); Old Town Sewer Maintenance Upgrades (C) Station 17 Relocation (C) (C) (C) (C) (C) (C) (C) System Upgrades (D) $1,700,000 $1,100,000 $4,000,000 $3,750,000 $3,750,000 $3,750,000 $3,750,000 $3,750,000 $3,750,000 $3,050,000

$6,250,000

2020-2021

Projects

$300,000

Projects

Misc. Extensions (C)

$300,000

2022-2023

$300,000

2021-2022

Misc. Extensions (C)

$300,000

2020-2021

$4,900,000

2019-2020

Projects

3800 Blk Pughsville Road Extension (C) $550,000

$550,000

2019-2020

Capital Improvements Program & Plan Utility Fund FY 2019-2020 through FY 2028-2029 Programmed Sewer Projects

Stormwater

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CAPITAL IMPROVEMENTS PROGRAM & PLAN STORMWATER FUND FY 2020 - 2029

Stormwater Fund Planned Expenditures Olde Towne Drainage Improvements Rural Stormwater Improvements Pughsville Drainage Improvements Neighborhood Drainage Improvements Seaboard Trail Ponding (Driver)

5 Year Summary Previous Funding 350,000 1,000,000 1,250,000 270,000 75,000

Total Stormwater Fund

2019-2020

2020-2021

2021-2022

2022-2023

2023-2024

5 Year Subtotal

6-10 Year Subtotal

10 Year Total

400,000 -

1,400,000 1,200,000 400,000 -

700,000 400,000 400,000 -

2,500,000 400,000 400,000 400,000 -

7,100,000 1,200,000 2,000,000 2,000,000 -

3,825,000 2,000,000 1,200,000 2,000,000 1,100,000

10,925,000 3,200,000 3,200,000 4,000,000 1,100,000

400,000

3,000,000

1,500,000

3,700,000

12,300,000

10,125,000

22,425,000

5 Year Subtotal

6-10 Year Subtotal

10 Year Total

Stormwater Fund Funding Sources

Previous Funding

2019-2020

2020-2021

2021-2022

2022-2023

2023-2024

Pughsville Drainage Improvements Seaboard Trail Ponding (Driver) State Transportation Funds Olde Towne Drainage Improvements Rural Stormwater Improvements Pughsville Drainage Improvements Neighborhood Drainage Improvements Seaboard Trail Ponding (Driver) Transfer from Stormwater Fund Neighborhood Drainage Improvements General Obligation Bonds

400,000 400,000

1,400,000 1,200,000 400,000 3,000,000 -

700,000 400,000 400,000 1,500,000 -

200,000 200,000 2,500,000 400,000 200,000 400,000 3,500,000 -

Total Stormwater Fund

400,000

3,000,000

1,500,000

3,700,000

Annual Operating Impact

2019-2020

2020-2021

2021-2022

2022-2023

400,000

1,150,000

1,550,000

11,500,000

8,975,000

20,475,000

400,000 12,300,000

10,125,000

400,000 22,425,000

2023-2024

Olde Towne Drainage Improvements Rural Stormwater Improvements Pughsville Drainage Improvements Neighborhood Drainage Improvements Seaboard Trail Ponding (Driver)

Total Operating Cost

286

Stormwater Olde Towne Drainage Improvements City Council Goal – Civic Engagement and Responsive City Services The project will provide a comprehensive drainage analysis of the Olde Towne area to address ongoing drainage issues in the neighborhood and possible implementation of priority improvements. The study will also be used as a guide for future stormwater retrofit projects implemented in support of the City’s Chesapeake Bay Total Maximum Daily Load (TMDL) reduction requirements. FY20 funding will relocate storm drainage from private property to Right-of-Way. FY 20 $0

FY 21 $1,400,000

FY 22 $700,000

FY 23 $2,500,000

FY 24 $2,500,000

FY 25-29 $3,825,000

Total $10,925,000

Operating Costs: The project will not have an operational impact on the City.

Rural Stormwater Improvements City Council Goal – Civic Engagement and Responsive City Services The project will provide for various drainage/roadway improvements on rural roads to prevent nuisance flooding and safety concerns. The project will provide for raised roadway elevations and/or drainage improvements at five locations along Copeland Road, three locations on Mineral Spring Road, and one location on Glen Haven Drive. FY 20 $0

FY 21 $0

FY 22 $400,000

FY 23 $400,000

FY 24 $400,000

FY 25-29 $2,000,000

Total $3,200,000

Operating Costs: The project will not have an operational impact on the City.

287

Stormwater Pughsville Drainage Improvements City Council Goal – Civic Engagement and Responsive City Services The project will provide for the continuation of drainage improvements in the Pughsville area based on the recommendations of the 2012 drainage study including closed drainage along John Street and a stormwater management facility to attenuate the flow in the southern drainage area.

FY 20 $0

FY 21 $1,200,000

FY 22 $0

FY 23 $400,000

FY 24 $400,000

FY 25-29 $1,200,000

Total $3,200,000

Operating Costs: The project will not have an operational impact on the City.

Neighborhood Drainage Improvements City Council Goal – Civic Engagement and Responsive City Services The project will provide for the design and construction of drainage improvements to relieve flooding in various streets and neighborhoods over a five year period. Anticipated projects include the Saddlebrook neighborhood in the vicinity of Indian Point Road and Appaloosa Court, Olde Mill Creek, Heron’s Point, Steeple Drive in the Eclipse portion of the City, the 500 block of Highland Avenue, Pughsville Road near the intersection of Shoulders Hill Road and the 100 block of Maple Street.

FY 20 $400,000

FY 21 $400,000

FY 22 $400,000

FY 23 $400,000

FY 24 $400,000

FY 25-29 $2,000,000

Total $4,000,000

Operating Costs: The project will not have an operational impact on the City.

288

Stormwater Seaboard Trail Ponding (Driver) City Council Goal â&#x20AC;&#x201C; Civic Engagement and Responsive City Services The project will provide for the design and construction of drainage improvements to relieve ponding alongside the recently completed Seaboard Coastline Trail. Previous year funding is being used to conduct a stormwater drainage study.

FY 20 $0

FY 21 $0

FY 22 $0

FY 23 $0

FY 24 $0

FY 25-29 $1,100,000

Total $1,100,000

Operating Costs: The project will not have an operational impact on the City.

289

Transit Fund

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CAPITAL IMPROVEMENTS PROGRAM & PLAN TRANSIT FUND FY 2020 - 2029

TRANSIT Planned Expenditures

5 Year Summary Previous Funding *

2019-2020

2020-2021

160,494

2019-2020

2020-2021

Transit Operations Facility State/Federal Grant Funds Transit Operations Facility Transfer from Transit Fund

16,050 16,050 144,444 144,444

1,890,066 1,890,066 -

Total Transit Fund

160,494

1,890,066

2019-2020

2020-2021

Transit Operations Facility

Total Operating Cost

Transit Operations Facility

Total Transit Fund

2021-2022

2022-2023 -

2023-2024

5 Year Subtotal

6-10 Year Subtotal

10 Year Total

1,890,066

2,050,560

1,890,066

2,050,560

TRANSIT Funding Sources

Annual Operating Impact

Previous Funding

2021-2022

2022-2023

2018-2019

2023-2024

5 Year Subtotal

6-10 Year Subtotal

1,906,116

144,444

2,050,560

10 Year Total

1,906,116 144,444 2,050,560

2023-2024

290

Transit Fund Transit Operations Facility City Council Goal - Transportation This project provides for the construction of an operations facility where transit vehicles can be stored and cleaned. The project will include office space of approximately 4,000 square feet, a heated garage and storage of approximately 2,000 square feet, and outside fenced and gated parking for 20 large vehicles. The project will be funded through a combination of local, state, and federal dollars.

FY 20 $0

FY 21 $0

FY 22 $160,494

FY 23 $0

FY 24 $1,890,066

FY 25-29 $0

Total $2,050,560

Operating Costs: The project will not have an operational impact on the City.

291

Fleet Fund

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CAPITAL IMPROVEMENTS PROGRAM & PLAN FLEET FUND FY 2020 - 2029

Fleet Fund Planned Expenditures Replacement of Fleet Facilities

5 Year Summary Previous Funding -

Total Fleet Fund

2019-2020

2020-2021

2021-2022

2022-2023

2023-2024

5 Year Subtotal

6-10 Year Subtotal

10 Year Total

125,000

2,175,000

6,000,000

8,300,000

6,325,000

14,625,000

125,000

2,175,000

6,000,000

8,300,000

6,325,000

14,625,000

Fleet Fund Funding Sources

Previous Funding

2019-2020

2020-2021

2021-2022

2022-2023

2023-2024

5 Year Subtotal

6-10 Year Subtotal

10 Year Total

Replacement of Fleet Facilities Transfer from Fleet Fund Replacement of Fleet Facilities General Obligation Bonds

125,000 125,000 -

2,175,000 2,175,000

6,000,000 6,000,000

8,175,000

6,325,000

14,500,000

Total Fleet Fund

125,000

2,175,000

6,000,000

8,300,000

6,325,000

14,625,000

Annual Operating Impact

2019-2020

2020-2021

2021-2022

2022-2023

125,000

2023-2024

Replacement of Fleet Facilities

Total Operating Cost

292

Fleet Fund Replacement of Fleet Facilities City Council Goal â&#x20AC;&#x201C; Civic Engagement and Responsive City Services The project will provide for the relocation of the Cityâ&#x20AC;&#x2122;s fleet facilities which are currently located in a shared facility with Suffolk Public Schools on Kenyon Road. The project includes the design and construction of a building with additional parking and storage areas necessary to accommodate this facility and the purchase of necessary equipment and furnishings required to operate the facility. FY20 funds are programmed to complete a feasibility study and to identify a potential site and the facility scope. FY 20 $125,000

FY 21 $0

FY 22 $2,175,000

FY 23 $0

FY 24 $6,000,000

FY 25-29 $6,325,000

Total $14,625,000

Operating Costs: The project will not have an operational impact on the City.

293

Information Technology Fund

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CAPITAL IMPROVEMENTS PROGRAM & PLAN INFORMATION TECHNOLOGY FUND FY 2020 - 2029

INFORMATION TECHNOLOGY Planned Expenditures Data Center Refresh Disaster Recovery-Data Center Backup City Fiber Project Records & Document Management Upgrade RFID for City and Library CAD System-Replacement

5 Year Summary Previous Funding * -

Total Information Technology Fund

2021-2022

2022-2023

2023-2024

5 Year Subtotal

6-10 Year Subtotal

10 Year Total

2019-2020

2020-2021

2,144,000 1,250,000 2,500,000 1,000,000

600,000 1,000,000

2,144,000 1,250,000 2,500,000 600,000 2,000,000

1,200,000 -

2,144,000 1,250,000 2,500,000 600,000 1,200,000 2,000,000

6,894,000

1,600,000

8,494,000

1,200,000

9,694,000

INFORMATION TECHNOLOGY Funding Sources

Previous Funding

2,144,000 1,250,000 2,500,000 1,000,000 6,894,000

600,000 1,000,000 1,600,000

8,494,000

1,200,000

9,694,000

Total Information Technology Fund

6,894,000

1,600,000

8,494,000

1,200,000

9,694,000

2018-2019

2023-2024

10 Year Total

Data Center Refresh Disaster Recovery-Data Center Backup City Fiber Project Records & Document Management Upgrade RFID for City and Library CAD System-Replacement General Obligation Bonds

2021-2022

2022-2023

6-10 Year Subtotal

2020-2021

Annual Operating Impact

2021-2022

5 Year Subtotal

2019-2020

2020-2021

2023-2024

Data Center Refresh Disaster Recovery-Data Center Backup City Fiber Project Records & Document Management Upgrade RFID for City and Library CAD System-Replacement

100,000 -

Total Operating Cost

100,000

294

Information Technology Fund Data Center Refresh City Council Goal – Public Safety/Civic Engagement and Responsive City Services The project will provide for an upgrade of data center equipment that has reached its useful life. The Data Center Refresh will improve system efficiency and the management and dissemination of data utilized by city departments.

FY 20 $0

FY 21 $0

FY 22 $2,144,000

FY 23 $0

FY 24 $0

FY 25-29 $0

Total $2,144,000

Operating Costs: The project will not have an operational impact on the City.

Disaster Recovery-Data Center Backup City Council Goal – Public Safety/Civic Engagement and Responsive City Services The project will provide for a new backup data center which is necessary to ensure business continuity if the City’s primary data center is lost due to a disaster or other failure. The funding will provide a location to install redundant, backup hardware such as servers, desktop and networking devices, and internet connection.

FY 20 $0

FY 21 $0

FY 22 $1,250,000

FY 23 $0

FY 24 $0

FY 25-29 $0

Total $1,250,000

Operating Costs: The project will not have an operational impact on the City.

295

Information Technology Fund City Fiber Project City Council Goal – Civic Engagement and Responsive City Services The project will provide for the installation of City owned fiber to connect various City facilities and locations throughout the City. The project will eliminate the City’s reliance on leased fiber for internet connectivity and data communication.

FY 20 $0

FY 21 $0

FY 22 $2,500,000

FY 23 $0

FY 24 $0

FY 25-29 $0

Total $2,500,000

Operating Costs: The project will not have an operational impact on the City.

Records & Document Management Upgrade City Council Goal – Civic Engagement and Responsive City Services The project will provide for an upgrade to the records and management system to ensure compliance with the Commonwealth of Virginia retention and destruction policy.

FY 20 $0

FY 21 $0

FY 22 $0

FY 23 $600,000

FY 24 $0

FY 25-29 $0

Total $600,000

Operating Costs: The project will not have an operational impact on the City. 296

Information Technology Fund RFID for City and Library City Council Goal â&#x20AC;&#x201C; Financial Stability The project will provide for a Radio-Frequency Identification (RFID) system to provide for improvements and accuracy of City asset inventory and management to include books, computers, laptops and iPads.

FY 20 $0

FY 21 $0

FY 22 $0

FY 23 $0

FY 24 $0

FY 25-29 $1,200,000

Total $1,200,000

Operating Costs: The project will not have an operational impact on the City.

CAD System -Replacement City Council Goal â&#x20AC;&#x201C; Public Safety The project will provide for the replacement of the current CAD system which is used for public safety emergency communications. The system has reached its useful life and cannot support updated applications.

FY 20 $0

FY 21 $0

FY 22 $1,000,000

FY 23 $1,000,000

FY 24 $0

FY 25-29 $0

Total $2,000,000

Operating Costs: The project will not have an operational impact on the City.

297

Cash Proffer Report

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Cash Proffer Report This report reflects cash proffers received by the City of Suffolk pursuant to Section 15.2-2303.2 of the Code of Virginia. In FY 2017-2018, the City appropriated $1,506,774 in previously received cash proffers for the new northern middle school capital project. No funding was expended in FY 2017-2018. The City also received additional cash proffers totaling $501,316.40 in FY 2017-2018 for public safety, schools, and transportation capital improvements.

Schools Public Safety Transportation

Amount Previous Received Years FY 18 $ 1,892,694 $ 397,316 52,000 52,000 $ 1,892,694 $ 501,316

Amount Appropriated FY 18 $ 1,506,774 ‐ ‐ $ 1,506,774

Amount Expended FY 18 $ ‐ ‐ ‐ $ ‐

298

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299

$21,090,510

$28,658,479

3.3¢ 963,705

67,121,239 63,925,585

(3,195,654) 0

11,393,065 9,549,478 66,005,907 5,440,086 14,942,882 63,207,928 11,803,003 7,170,555 1,124,150 659,200 26,259,841 1,728,079 4,521,384 1,545,573 614,499 225,965,629 3.2%

184,133,334 9,754,944 26,185,766 2,695,930 0 222,769,974 1.7%

Projection 2021

$20,931,000

8.5¢ 987,797

63,925,585 55,553,821

(8,371,765) 0

11,734,857 9,835,962 67,986,084 5,603,289 15,391,168 65,104,165 12,157,093 7,385,672 1,157,875 678,976 24,623,325 5,024,420 4,866,609 1,591,940 2,847,511 235,988,946 4.4%

188,736,667 9,998,818 26,185,766 2,695,930 0 227,617,181 2.2%

Projection 2022

28,400,000

13.1¢ 1,012,492

55,553,821 42,263,809

(13,290,013) 0

12,086,902 10,131,041 70,025,667 5,771,387 15,852,903 67,057,290 12,521,806 7,607,242 1,192,611 699,345 24,998,614 7,827,597 4,854,965 1,639,698 3,608,511 245,875,581 4.2%

193,455,084 10,248,789 26,185,766 2,695,930 0 232,585,568 2.2%

Projection 2023

22,380,000

17.7¢ 1,037,805

42,263,809 23,854,563

(18,409,246) 0

12,449,510 10,434,973 72,126,437 5,944,529 16,328,490 69,069,009 12,897,460 7,835,459 1,228,389 720,326 24,257,160 9,845,025 4,854,965 1,688,889 6,406,791 256,087,411 4.2%

198,291,461 10,505,008 26,185,766 2,695,930 0 237,678,165 2.2%

Projection 2024

(7) Value of 1¢ assumed to grow by 2.5% per year after FY 2020.

(6) Proposed capital funding figures (lines 25 & 27) are based on projection from the FY 2020 CIP. Updated projections will be prepared during FY 2021 budget development based upon updated expenditure assumptions.

(5) New Debt Service (line 24) consists of FY 2020-2024 CIP bond issuances and projected vehicle leases issued in FY 2020-2024. All CIP bond issuances are based on a 20 year repayment with 2 years of interest only followed by 19 years of principal repayment. Updated projections will be prepared during fiscal year 2021 budget development based upon updated expenditure assumptions.

(4) Existing Debt Service (line 23) includes General Fund debt service net of payments on EDA HHS debt, Section 108 debt, Route 17 debt, the 2014 GO Operations Center Road Maintenance bonds, payments on the 2015 GO bonds issued for IT, payments on the 2015 GO and 2016A GO bonds for Fleet, and the 2018 GO Bonds that termed out the Refuse portion of the 2015 BAN. Includes annual proffer revenues to offset debt service in FY 20202022. Includes an estimated Bond Handling/Coupon Expense each year.

(3) All projected expenditures (i.e. FY 2021 and beyond) are based on the recommended FY 2020 budget. Updated projections for FY 2021 and beyond will be completed during development of the FY 2021 budget. For projection purposes, all expenditures assume 3% growth per year, except Debt Service, Cash Funded Capital, and Caital Projects, which are per the CIP.

(2) Transfer of $1 million of Unassigned Fund Balance to the Capital Projects Fund to contribute to the Capital Pay-Go requirement.

TBD

18.8¢ 1,063,750

23,854,563 3,875,012

(19,979,551) 0

12,822,995 10,748,022 74,290,230 6,122,865 16,818,345 71,141,079 13,284,384 8,070,523 1,265,241 741,935 23,273,932 11,296,766 4,854,965 1,739,556 6,406,791 262,877,628 2.7%

203,248,748 10,767,633 26,185,766 2,695,930 0 242,898,077 2.2%

Projection 2025

(1) All projected revenues (i.e. FY 2021 and beyond) are based on the adopted FY 2020 budget. Updated projections for FY 2021 and beyond will be completed during development of the FY 2021 budget. For projection purposes, Local Tax Revenue and Fees and Charges are assumed to grow at 2.5% per year. All other revenues assume no growth after FY 2020.

Bond Funded Projects

0.0¢ 940,200

68,121,239 67,121,239

Beginning Unassigned Fund Balance Ending Unassigned Fund Balance

Equivalent Real Estate Tax Impact (¢) Value of 1¢(7)

0 (1,000,000)

11,061,228 9,271,338 64,083,405 5,281,637 14,507,652 61,366,920 11,459,226 6,961,704 1,091,408 640,000 26,309,505 631,021 4,875,391 1,500,556 0 219,040,993

EXPENDITURES (3) General Government Judicial Public Safety Public Works Health & Welfare Education (Transfer to School Board) Parks, Recreation & Cultural Community Development Other Public Service Non-departmental Transfers to Debt Service (Existing Debt)(4) Transfers to Debt Service (New Debt)(5) Transfers to Capital Projects (Cash Funded)(6) Other Transfers Operating Impact - From CIP Projects(6) Total Expenditures Annual Growth

Excess (Deficiency) Revenues over Expenditures Appropriations from Unassigned Fund Balance(2)

179,642,277 9,517,019 26,185,766 2,695,930 1,000,000 219,040,993

Budget 2020

REVENUES(1) Local Tax Revenue Fees and Charges Intergovernmental (Commonwealth/Federal) Fund Transfers (2) Fund Balance Transfer for Capital (Unassigned FB) Total Revenues Annual Growth

Prepared by Davenport & Company LLC - June 14, 2019

32 33 34 35 36 37 38 39 40

2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

1 Fiscal Year Ended June 30 of

Projected Operating Budget City of Suffolk, Virginia

Page 1

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DEBT SERVICE The City of Suffolk maintains a separate Debt Service Fund that tracks long-term debt obligations for General and Special Revenue Fund activities. Debt activity for Enterprise and Internal Service are maintained in the respective individual funds. The Debt Service Fund accounts for the accumulation of resources for and the payment of General and Special Revenue Fund long term debt principal, interest, and related costs. Revenues in this Fund consist primarily of a transfer of the citywide revenues generated from the various general property and local tax revenues of the General Fund. The City borrows money by issuing bonds or bank notes for the acquisition, construction, and renovation of public facilities and infrastructure as well as major equipment purchases. The City uses an objective analytical approach to determine whether it can afford new or additional general purpose debt to include measures of annual debt service payments as a percent of current expenditures and amount of outstanding debt as a percent of taxable real estate value in the City. The rate of interest paid for long-term debt is determined by the competitive aspect of the bond and finance institution market based upon credit ratings from Standard and Poor’s, Moody’s, and Fitch rating agencies. The better the City’s credit rating score, the lower the interest rate charged on the borrowing. The highest credit rating that can be attained is Triple A (AAA or Aaa). The City currently enjoys a strong credit rating with all of these institutions as follows: Rating Agency Moody's Standard & Poor's Fitch

Bond Rating Aa1 AAA AAA

Pursuant to the Constitution of Virginia, the City is authorized to issue bonds secured by a pledge of its full faith and credit and unlimited taxing power. There is no requirement in the Constitution, the Virginia Code, or the City Charter that the issuance of general obligation bonds be subject to the approval of voters of the City at referendum. The issuance of general obligation bonds is subject to a constitutional limitation of ten percent (10%) of the assessed value of taxable real property. The City’s Charter further limits the issuance of general obligation bonds to seven percent (7%) and the City’s Financial Policy further limits to four percent (4%) of the assessed value of taxable property. The City sometimes uses short-term obligations (e.g. Bond Anticipation Notes, Capital Leases, and Lines of Credit) to bridge the time gap between the initiation of a project/purchase and the anticipated bond issuance, when the nature of a purchase precludes the issuance of long-term debt, or when it is fiscally prudent and advantageous.

300

The total debt service required in FY 2019-2020 is as follows:

*General Fund Capital Fund **Capital Leases Route 17 Special Taxing District Fund *Public Utility Fund Refuse Fund Road Maintenance Fund *Stormwater Fund

Principal & Interest $26,940,526 331,359 2,366,740 328,170 22,010,830 159,250 1,364,763 12,104 $53,513,742

*Reflects new debt for FY20 of $27,040,510. **FY20 Budget reflects $289,939 interest expense, as opposed to the $2,076,801 of required principal for Fleet and Information Technology capital leases. It has been the Cityâ&#x20AC;&#x2122;s practice to use a conservative approach by budgeting for the greater of depreciation or principal consistent with the financial statement presentation basis. The adopted FY 20 budget includes depreciation expenses to adequately cover the $2,076,801 of required principal for capital leases.

The attached schedule provides an overview of the Cityâ&#x20AC;&#x2122;s total debt service and obligations.

301

City of Suffolk Long Term Debt Obligations June 30, 2018

Fiscal Year 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 2038 2039 2040 2041 2042 2043 2044 2045 2046 Total

General Obligation Bonds Principal Interest 16,633,620 9,507,244 17,149,488 8,941,712 16,214,488 8,240,196 17,009,488 7,489,127 17,029,488 6,727,672 16,804,497 5,969,436 16,499,505 5,230,543 16,650,000 4,485,538 17,235,000 3,785,313 13,535,000 3,093,235 12,905,000 2,668,861 13,050,000 2,117,669 11,250,000 1,555,839 11,640,000 1,177,786 8,565,000 839,981 7,860,000 567,975 5,235,000 321,313 3,255,000 15,726 1,330,000 44,888 239,850,573

72,780,054

Capital Lease Obligations Principal Interest 2,076,801 211,888 1,765,000 161,050 1,280,000 89,250 505,000 25,250 5,626,801

487,438

Public Utility Bonds Principal Interest 7,071,380 14,839,450 10,805,512 14,490,193 11,285,512 14,008,727 11,830,512 13,458,370 12,400,512 12,886,482 12,970,503 12,325,059 13,565,495 11,708,608 14,190,000 11,076,370 14,590,000 10,427,691 15,255,000 9,816,485 15,870,000 9,190,382 16,295,000 8,613,247 16,780,000 7,993,385 17,445,000 7,331,104 18,125,000 6,650,344 18,800,000 5,946,135 19,525,000 5,224,670 20,280,000 4,448,364 21,150,000 3,603,285 21,945,000 2,716,102 17,675,000 1,963,354 18,475,000 1,236,795 6,965,000 719,902 4,440,000 435,997 3,435,000 265,628 2,475,000 136,291 1,680,000 40,375 365,324,427

191,552,795

Source: City of Suffolk - Debt Service - General Long-Term Debt, Suffolk Department of Finance City of Suffolk - Debt Service - Fleet Management, Suffolk Department of Finance City of Suffolk - Long Term Debt Service - Utility Fund, Suffolk Department of Finance

302

City of Suffolk Long Term Debt Obligations June 30, 2018

Fiscal Year 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 2038 2039 2040 2041 2042 2043 2044 2045 2046 Total

Route 17 Special Taxing District Principal Interest 188,654 139,516 278,654 131,970 278,654 119,806 283,654 107,524 287,673 94,895 292,673 81,919 297,673 68,646 302,673 54,419 307,673 40,435 125,000 30,944 130,000 27,194 135,000 23,294 140,000 19,244 140,000 14,694 145,000 10,144 150,000 5,250 3,482,980

969,894

Refuse Bonds Principal Interest 130,000 29,250 145,000 22,750 150,000 15,500 160,000 8,000 585,000

75,500

Road Maintenance Bonds Principal Interest 745,000 619,763 770,000 597,413 805,000 558,913 845,000 518,663 890,000 476,413 935,000 431,913 980,000 385,163 1,030,000 336,163 1,070,000 294,963 1,115,000 252,163 1,160,000 207,563 1,195,000 172,763 1,230,000 136,913 1,270,000 96,938 1,315,000 49,313 15,355,000

Stormwater Bonds Principal Interest 12,104 20,750 15,000 20,750 15,000 20,000 15,000 19,250 15,000 18,500 15,000 17,750 15,000 17,000 20,000 16,250 20,000 15,250 20,000 14,250 20,000 13,250 20,000 12,250 25,000 11,250 25,000 10,000 25,000 8,750 25,000 7,500 30,000 6,250 30,000 4,750 30,000 3,250 35,000 1,750 -

5,135,013

415,000

270,854

Source: City of Suffolk - Debt Service Schedule - RT 17 Special Taxing District, Suffolk Department of Finance City of Suffolk - Debt Service Schedule - Refuse Fund, Suffolk Department of Finance City of Suffolk - Debt Service Schedule - Road Maintenance Fund, Suffolk Department of Finance City of Suffolk - Debt Service Schedule - Stormwater Fund, Suffolk Department of Finance

303

City of Suffolk Long Term Debt Obligations June 30, 2018

Fiscal Year 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 2038 2039 2040 2041 2042 2043 2044 2045 2046 Total

$ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $

Principal 26,845,455 30,913,654 30,028,654 30,648,654 30,622,673 31,017,673 31,357,673 32,187,673 33,222,673 30,050,000 30,085,000 30,695,000 29,420,000 30,520,000 28,175,000 26,835,000 24,785,000 23,565,000 22,510,000 21,975,000 17,710,000 18,475,000 6,965,000 4,440,000 3,435,000 2,475,000 1,680,000

Total Debt Service Interest 25,359,215 24,365,838 23,053,142 21,626,934 20,204,712 18,826,827 17,410,709 15,969,489 14,564,651 13,208,076 12,108,250 10,940,222 9,717,631 8,631,771 7,559,782 6,528,110 5,553,483 4,470,340 3,652,923 2,719,352 1,965,104 1,236,795 719,902 435,997 265,628 136,291 40,375

630,639,781

271,271,547

$ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $

Total 52,204,670 55,279,492 53,081,796 52,275,587 50,827,385 49,844,500 48,768,382 48,157,162 47,787,324 43,258,076 42,193,250 41,635,222 39,137,631 39,151,771 35,734,782 33,363,110 30,338,483 28,035,340 26,162,923 24,694,352 19,675,104 19,711,795 7,684,902 4,875,997 3,700,628 2,611,291 1,720,375 901,911,328

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CITY GOVERNMENT, HISTORY, AND COMMUNITY ATTRACTIONS CITY GOVERNMENT The City of Suffolk is organized under the Council-Manager form of government as defined under the Code of Virginia. The governing body of the City is the City Council which establishes policies, sets goals and priorities, and interprets and represents the needs of the community to ensure the economic, social, educational, and physical quality of the City. The City Council consists of eight members: the Mayor elected at large and one member from each of the seven voting boroughs who are elected for four year terms by the voters of the borough in which the member resides. The City Council appoints a City Manager to act as the administrative head of the City. The City Manager directs the general operation of the city government in order to meet the needs of its constituents in accordance with the policies established by the City Council. The City Manager establishes service priorities and advises City Council members about the financial requirements needed to provide services to the community. Each fiscal year, the City Manager prepares and submits a proposed budget to the City Council, which is consistent with the identified goals and priorities of the City. The City Manager also interacts with various elements of the community, including members of the legislative delegation, the business community, civic organizations, and other government bodies. HISTORY The area around Suffolk, Virginia, which is now an independent city in the Hampton Roads region in the southeastern part of the state, was originally inhabited by Native Americans. At the time of European contact, the Nansemonds lived along the river later known by the same name. Suffolk was first explored by the English settlers based at Jamestown, not long after their arrival. They sought a means to survive the inhospitable environment at Jamestown Island. The area was first part of 1634’s Elizabeth River Shire and then, in 1637, part of Upper Norfolk County, part of which became Nansemond County in 1646. The English created a settlement at Constant’s Wharf (named for Captain John Constant) at Sleepy Hole Point on the Nansemond River, to take advantage of commerce they could conduct along the river. In 1742, authorized by the House of Burgesses, the new town was officially named “Suffolk” after Royal Governor William Gooch’s home county of Suffolk in England. During the American Revolutionary War, the town was burned by the British in 1779. It was totally destroyed after thousands of barrels of turpentine and pitch caught fire in warehouses along the river. Suffolk became an incorporated town in Nansemond County in 1808. As part of Virginia, it sided with the Confederacy in the American Civil War. From May 12,

305

1862, to July 3, 1863, the town was occupied by 25,000 Union troops under Major General John J. Peck. Peck made his headquarters in the Greek revival house now called “Riddick’s Folly”. Graffiti from the occupying soldiers can still be seen on the walls. During this period, Confederate General James Longstreet unsuccessfully besieged the town with 20,000 men between April 11 and May 4, 1863. He was ordered to disengage by General Robert E. Lee to join the Army of Northern Virginia at Fredericksburg. Two months later on July 3, the Union forces abandoned the town for strategic reasons, as decided by General John Adams Dix. Confederate cavalry general Laurence S. Baker is buried in the City’s Cedar Hill Cemetery. Suffolk became a city independent from the surrounding county in 1910. At a practical level, the two remained closely linked, and the county seat remained at Suffolk after the city became politically independent. Thus it remained until 1972 when the county was converted to city status to become the short-lived lost city the City of Nansemond. On January 1, 1974, the City of Nansemond and the City of Suffolk united to become the present City of Suffolk, consolidating with the outlying incorporated towns of Holland and Whaleyville. The end result was a new municipality encompassing a total of 430 square miles, making it the largest city in land area in Virginia. Suffolk celebrated its 400th anniversary in 2008. In 1912, Italian immigrant Amedeo Obici came from Pennsylvania and opened facilities of the Planters Nut and Chocolate Company in Suffolk. He built on the widespread cultivation of peanuts in the area. By 1941, Suffolk had been declared “The Peanut Capital of the World”. The city also became home to Planters’ Mr. Peanut, a world-famous advertising icon. Today, Suffolk remains a major peanut processing center and transportation hub. COMMUNITY ATTRACTIONS

Parks and Recreation 

Four regional parks (Bennett’s Creek, Lake Meade, Lone Star Lakes, and Sleepy Hole) are offered throughout the City with various amenities including open fields, playgrounds, shelters, skateboard spots, tennis courts, and boat ramps with access to the Nansemond River.



Thirteen neighborhood parks are offered throughout the City with numerous amenities including basketball courts, playgrounds, and picnic areas.

306

Parks and Recreation ď&#x201A;§

The City offers the East Suffolk Recreation Center which has a gym, multipurpose room, and fitness facility, and the Whaleyville Community Center which is a full service recreation center that provides health and wellness programs, for children, youth, adults and seniors. The City has six joint use recreation facilities at various elementary schools throughout the City. Programming varies at each location and includes before and after school programs, summer programs, youth and adult athletic leagues, youth cheerleading, karate, open gym, and various other programs, activities, and special events.

Cultural Amenities Great Dismal Swamp National Wildlife Refuge The Great Dismal Swamp is the largest intact remnant of a vast habitat that once covered more than one million acres of southeastern Virginia and northeastern North Carolina. The Great Dismal Swamp consists of over 112,000 acres of forested wetlands and Lake Drummond, the largest natural lake in Virginia. It is home to various animals including black bears, bobcats, river otters, rattlesnakes, and 200 species of birds. Visitors may participate in hiking, biking, nature photography, wildlife observation, hunting, fishing and boating. Trails are open year round and swamp safaris and canoe tours are available through the Suffolk Visitor Center. Cedar Hill Cemetery Cedar Hill Cemetery The Cedar Hill Cemetery is a 32-acre historic cemetery in downtown Suffolk located behind the Riddickâ&#x20AC;&#x2122;s Folly House Museum and Seaboard Station Railroad Museum. The cemetery is an official site of the Virginia Civil War Trails program as it is the final resting place for many Confederate Generals and soldiers. 307

Suffolk Center for Cultural Arts Suffolk High School, built in 1922, has been restored and repurposed as the premier visual and performing arts venue for Suffolk. In the heart of downtown, the classic GreekRevival structure houses a 500 seat theatre which is the stage for concerts, ballets, musicals, dramatic works, symphony performances, films, children’s plays, puppet shows and much more. The 62,880 square foot facility offers studios for dance, painting, sculpting, weaving classes and several other arts related classes. Within the massive three-story Center, there is a ballroom and banquet hall, classroom museum, gifts shop and an on-site restaurant (Mosaic by Holland’s). Riddick’s Folly House Museum and Gift Shop Riddick’s Folly House Museum in downtown Suffolk is the former home of Mills Riddick and served as headquarters for the Union Army during the Civil War. This 1837 Greek Revival home is registered with the Virginia Historic Landmarks Commission and the National Register of Historic Places. The museum is open to the public and features workshops in 19th century arts and crafts and various events throughout the year.

Seaboard Station Railroad Museum The Seaboard Station Railroad Museum is the restored Main Street station, built in 1885, and displays a two-room HO-scale model of Suffolk in 1907. The museum hosts several events annually, including Thomas the Train days for kids, book signings, craft fairs, wreath sales, and holiday open houses.

308

The Suffolk Art Gallery The Suffolk Art Gallery hosts a variety of exhibits and year-round programming including painting, weaving, quilting, and lectures. Annual events include The Suffolk Art League’s Juried Arts Exhibition, The Student Exhibit of Excellence, Suffolk Art Gallery’s Annual Juried Photography Exhibit, and the Suffolk Art League’s open Member’s Show.

309

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CITY DEMOGRAPHICS AND STATISTICS This section of the FY 2019-2020 Operating & Capital Budget provides a snapshot of key demographic, economic, and social statistics about the City of Suffolk. This information is used to analyze trends that may have an impact on resource allocation decisions and to ensure that the City remains competitive with other jurisdictions in the Hampton Roads region. Population Growth Suffolk’s population is estimated at 92,714 residents, a slight increase over the previous year. Overall, Suffolk’s population has increased 12.2% over the last 10 years. P o p u l a t i o n G r o w t h 2 0 0 9 ‐ 2 0 1 8 9 4 ,0 0 0

9 2 ,7 1 4

9 2 ,0 0 0 9 0 ,0 0 0 8 8 ,0 0 0 8 6 ,0 0 0 8 4 ,0 0 0

8 2 ,6 1 6

8 2 ,0 0 0 8 0 ,0 0 0 7 8 ,0 0 0 7 6 ,0 0 0 2009

2010

2011

2012

2013

2014

2015

2016

2017

2018

Source: Weldon Cooper Center for Public Service

Building Permits The number of permits issued increased over last year. The number and value of permits increased in FY18 due to the construction of several new apartment complexes and growth in commercial and residential development.

Source: Comprehensive Annual Financial Report for FY 2018

310

Median Household Income Median household income is estimated at $68,089, third highest in the Hampton Roads region and slightly below the State average ($68,766).

Source: U.S. Census Bureau, American FactFinder

Unemployment Rate The average annual unemployment rate has ranged from 3.2% to 6.7% over the last 10 years and generally followed the trends of state and federal unemployment. Suffolk’s unemployment rate of 3.2% for 2018 was slightly higher than the state average (3.0%), but slightly less than the national average of (3.9%).

Source: Virginia Employment Commission 311

Direct Property Tax Rates The graph below provides an overview of direct property tax rates for citywide real estate, personal property, and machinery and tools taxes over the last 10 years. Personal Property and machinery and tools tax rates have remained flat over the last 10 years. The real estate tax rate has ranged from $.91 to $1.11 per $100 of assessed value.

Source: Suffolk Department of Budget and Strategic Planning

Real Estate Tax Rate The adopted citywide real estate tax rate of $1.11 per $100 of assessed value is the third lowest among the seven largest cities in Hampton Roads.

312

Source: Suffolk Department of Budget and Strategic Planning

Personal Property Tax Rate The personal property tax rate is currently $4.25 per $100 of assessed value and consistent with other localities in the Hampton Roads region. Personal Property Tax Rate Comparsion $6.00

$5.00

$5.00 $4.00

$4.00

$4.08

$4.25

$4.33

$4.50

$3.00 $2.00 $1.00 $0.00

Source: Suffolk Department of Budget and Strategic Planning

Real Property – Total Assessed Value As Suffolk has grown in size and stature, the total assessed value of real property has increased from $9.1 billion in FY 2009 to $9.5 billion in FY 2018.

Source: Comprehensive Annual Financial Report for FY 2018

313

Allocation of Real Property Values A comparison of real property values from FY 2009 to FY 2019 indicates that residential parcels as a percentage of the overall distribution of parcels by assessed value have decreased from 75.9% to 74.6%. Agricultural parcels have declined from 4.6% to 4.1% and commercial parcels have remained flat at 18.8%. Multifamily parcels have increased from 1.2% to 2.5%. Distribution of Parcels by Assessed Value FY 2009 FY 2019 Multifamily 1.2% 2.5% Agriculture 4.6% 4.1% Commercial 18.8% 18.8% Residential 75.9% 74.6%

Source: City Assessor

Major Real Property Tax Payers Taxpayer Centerpoint Properties Trust Target Corporation 116 Lakeview Parkway, LLC QVC of Suffolk Inc. /CVN Distribution TowneBank The Pergola Group Lake Prince Center Inc. Boyd Suffolk GSA LLC Hampton Road Crossing, LLC Meridian Harbourview LLC

Taxable Assessed Value $64,517,200 60,794,100 56,034,100 41,597,200 40,749,800 39,628,300 33,778,800 32,846,700 31,736,900 31,621,700

Source: Comprehensive Annual Financial Report for FY 2018

314

Property Tax Levies and Collections Over the last ten years, property tax collections as a percentage of taxes levied have remained consistently strong at approximately 98% each year.

Source: City Treasurer

Percentage Increase in Tax Revenues By Source The chart below provides an overview of the percentage increase in tax revenue by source over the last 10 years.

Percentage Increase in Tax Revenue By Source Last Ten Fiscal Years Tobacco 40%

General Property Tax 28%

Meals 78%

Sales and Use Tax 50% BPOL 21%

Lodging 130%

Bank Stock Tax 121%

Motor Vehicle License 37%

Recordtion 57%

Source: Comprehensive Annual Financial Report for FY 2018

315

Size of City Government The FY 2019-2020 budget provides for 15.0 full-time positions per 1,000 citizens. From 2011 to 2018, the number of full-time positions per 1,000 citizens gradually declined despite the increase in the City’s population. There is an increase in the FY 2019-2020 budget due to an increase in public safety employees. Additional positions in FY20 slightly increase full-time positions per 1,000 citizens.

Source: Suffolk Department of Budget and Strategic Planning

Support of Schools Funding to support the operation of the school division is provided from local, state, federal, and other sources. Approximately 36% of the schools operating fund is derived from local fund support.

Support of Schools 120,000,000 100,000,000

$92.6M

$97.9M

$97.3M

$103.0M

$105.1M $108.3M

80,000,000 60,000,000

$50.2M

FY 14

FY 15

$54.1M

$54.4M

$56.4M

$60.4M

Local State/Federal/Other

40,000,000 20,000,000 0 FY 16

FY 17

Source: Suffolk Department of Budget and Strategic Planning

FY 18

FY 19

316

Principal Employers Suffolk’s employment base is comprised of a diverse mix of business and industry with a workforce of over 31,000 employees. The top employers, excluding the City of Suffolk and Suffolk Public Schools, account for 7,489 employees and 23.7% of the City’s workforce.

Employer Type of Business Navy Cyber Force ModSim & Technology J‐7 Joint Starr ModSim & Technology Sentara Health Systems Medical CVN Distribution/QVC, Inc. Warehousing & Distribution Target Warehousing & Distribution Wal‐Mart Stores Retail Towne Bank Banking Food Service Distribution Sysco Food Services of Hampton Roads Planters/Kraft Foods Food Processing Unilever/Lipton Inc. Beverage Company Source: Suffolk Department of Economic Development

Employees 1,500 1,200 1,200 1,100 620 450 369 350 350 300 7,489

317

318

319

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CITY OF SUFFOLK FEE SCHEDULE FISCAL YEAR 2019-2020 Fees AIRPORT Multi Engine T-Hanger (monthly)* Single Engine T-Hanger (monthly)* Large T-Hanger Storage Room (monthly)* Small T-Hanger Storage Room (monthly)* Overnight T-Hanger Overnight Tie Down (waived with fuel fill up) Monthly Single Engine Tie Down* Monthly Multi Engine Tie Down* Jet Starter Service (per hour) Service After Normal Business Hours (call in)* Airport Use Fees Outside Storage Fee Mark-up on Fuel Sales ** Tow Tug

Fiscal Year 2018-2019

Fiscal Year 2019-2020

319.00 249.00 95.00 75.00 35.00 10.00 25.00 25.00 25.00 100.00 250.00/Day N/A Average for all prices 35% (projected) 35.00

319.00 249.00 95.00 75.00 35.00 10.00 25.00 25.00 25.00 100.00 250.00/Day $2,500.00/mo. Average for all prices 35% (projected) 35.00

.25 black & white; .45 color per copy

Cost 50.00 50.00 100.00 50.00

7.50 20.00 12.00 1.00 1/3 of state 1/3 of state 4.00 0.25 2.00 25.00 10.00 15.00 varies varies $30/day/juror varies 35.00 5.00 25.00 25.00 1.75 N/A

7.50 20.00 12.00 1.00 1/3 of state 1/3 of state 4.00 0.25 2.00 25.00 10.00 15.00 varies varies $30/day/juror varies 35.00 5.00 25.00 25.00 1.75 0.50

1/2 of child support guidelines amount

100.00

25.00

* Prices consistent with neighboring airports. ** This amount fluctuates depending on our competition

ASSESSOR Copies (KB System) Custom query, tape, CD-ROM (material plus programmers time) (per minute) Land Use Revalidation Fee Land Use Application Land Use Application Late Fee Rehabilitated Structure Application Fee CLERK OF THE CIRCUIT COURT Commonwealth's Attorney (misdemeanor) Commonwealth's Attorney (felony) Sheriff's Service Transfer of Real Estate (per parcel) City Grantee City Wills and Administration Law Library Grantor (per $500.00 value) Courthouse Maintenance Jail Admission Fee Courthouse Security Fee Blood Test/DNA Local Interest Local Fines Local Jury Fees Court Appointed Attorney Fees Miscellaneous - Local Cost (CWP) Electronic Summons Criminal or Traffic Case List of Heirs or Affidavit Local Health Care Fund Tranfer/entry fee-Real Estate - Deeds of Partition Document Reproduction Costs COURT SERVICES UNIT Parental contribution toward cost of local group home placement FIFTH JUDICIAL DISTRICT COMMUNITY CORRECTIONS PROGRAM Offenders referred from a court in the Fifth District (Suffolk, Franklin, Isle of Wight, and Southampton) Offenders referred from a court within the Fifth District and can provide documentation showing SSI disability or welfare benefits Offenders transferred out to a CCP in another jurisdiction Offenders transferred into the Fifth District from a CCP in another jurisdiction FINANCE Child Support Processing Fees Spousal Support Order Fees Garnishment Processing Fees Payroll Paycard Replacment Fee Payroll History Report/Check Reprint Processing Fees W-2 Re-issuance Processing Fees Miscellaneous Bills Miscellaneous Bills

25.00

100.00

$5.00/per Child Support Order (per pay) $5.00/per Support Order (per pay) $10.00 one time fee per summons $3.50 per card for replacement $5.00 per request $5.00 per request One time penalty of 10% up to 10.00 Annual interest of 10%

321

CITY OF SUFFOLK FEE SCHEDULE FISCAL YEAR 2019-2020 Fees FIRE & RESCUE Fire Prevention Bureau Plan Review Fire sprinkler system new < 10 w/calcs, or alterations < 10 existing sprinkler heads not located in the most remote area involving new hydraulic calculations 5 foot stub-out for fire protection systems submitted separately from complete fire sprinkler or fire main Fire alarm system alterations where the submittal does not require battery calculations, or the removal of any or all components of nonrequired system Kitchen hood fire suppresion systems installation / alteration Fire sprinkler system new installation 11-20 w/calcs, alterations of 11-20 existing sprinkler heads not located in the most remote area involving new hydraulic calculations or removal of any sprinkler FM 200 clean agent system installation or alertation Fire alarm new installations or alterations that involve < 5 devices, that require battery calculations Spray paint booth installation / alteration Fire sprinkler systems installation or altreration that involve > 21sprinkler heads Fire alarm systems new installations or alterations > 6 devices, that require battery calculations On-Site Inspection Hazardous Materials Resonse Relocation of up to 20 sprinkler heads Hood/Extinguishing Systems Re-Inspection Fee - All systems failing initial testing shall be charged a re-testing fee. This fee shall include all "no-shows" or cancellations without a 24 hour notice

Fiscal Year 2018-2019

Fiscal Year 2019-2020

50.00

50.00 50.00

100.00 100.00

200.00

Responsible Party Billed 50.00 50.00

50.00

Fireworks Permit

150.00

Tent Permit

50.00

Permits

Above/below ground hazmat storage tanks installation < 499 gallons capacity

50.00 (each additional tank 25.00)

Private hydrant/water line

75.00

Above/below ground hazmat storage tanks installation 500-2000 gallons capacity, removal of tanks or fill in place any capacity or storage/dispensing system

100.00

200.00

No Charge 6.00

40.00 per hour/per person 25.00 per hour/per person

No Charge 75.00 25.00 per year

No Charge unless malicious act 50.00 100.00 200.00

400.00 650.00 800.00 10.00 per mile

30.00 per hour 30.00 per hour 30.00 per hour 75.00 per hour 75.00 per hour 125.00 per hour 125.00 per hour 50.00 per hour, plus supplies used 75.00 per hour

Above/below ground hazmat storage tank installation > 2,001 gallons capacity or hazmat storage/dispensing systems Reports Incident or Computer Generated Reports-Residents Incident or Computer Generated Reports-Commercial General Special inspection fee, after hours, weekends, holidays Special event stand-by Burn Permit (Requirements must be met) Residential Commercial Alarm Registration False Alarms (within 180 days) First False Alarm Second False Alarm Third False Alarm Additional False Alarms Emergency Medical Services Basic Life Support (BLS) Advanced Life Support Level I (ALS I) Advanced Life Support Level II (ALS II) Loaded Patient Mileage (LPM) Apparatus Use Fee Ambulance Command Unit Brush Truck Tanker Engine Ladder Rescue Rehab Emergency Communication Unit

322

CITY OF SUFFOLK FEE SCHEDULE FISCAL YEAR 2019-2020 Fees Personnel Firefighter Firefighter/Medic Officers (Captains and Lieutenants) Command Chiefs GENERAL Annual Operating Budget Capital Improvement Budget and Plan Comprehensive Annual Financial Report Copies (photo) (black and white) (each) Copies (photo) (color) (each) Printed Materials Vehicle License Fees-Vehicles under 4,000 pounds Vehicle License Fees-Vehicles 4001-10,000 pounds Vehicle License Fees-Vehicles 10,001-25,000 pounds Vehicle License Fees-Vehicles 25,001-40,000 pounds Vehicle License Fees-Vehicles 40,001-55,000 pounds Vehicle License Fees-Vehicles 55,001-70,000 pounds Vehicle License Fees-Vehicles 70,001-99,999 pounds Motorcycle License Fees-Motorcycles 0-99,999 pounds Trailer License Fees-Trailers 0-10,000 pounds Trailer License Fees-Trailers 10,001-99,999 pounds GENERAL DISTRICT COURT Fines & Forfeitures Sheriff's Fees Court Appointed Attorneys Electronic Summons Criminal or Traffic Case Court House Maintenance Fees Jail Admission Fee GEOGRAPHIC INFORMATION SYSTEM Digital Map Data Topographic Data (File Set) Base Map (File Set) Planimetrics (File Set) Zoning (File Set) 8.5" x 11" (ANSI A) 11" x 17" (ANSI B) 17" x 22" (ANSI C) 22" x 34" (ANSI D) 24" x 48" or 24" x 60" 34" x 44" (ANSI E) 36" x 60" or 36" x 72" Entire City Basemap Entire City Aerial Image Specialized Map Services Special Map Production Services (Per Hour) Specialized Data Analysis Services (Per Hour) Individual Orthophotography Tiles 1-5 tiles 6 - 10 tiles

Fiscal Year 2018-2019

Fiscal Year 2019-2020

25.00 per hour/per person 30.00 per hour/per person 35.00 per hour/per person 45.00 per hour/per person

Cost for reproducing Cost for reproducing Cost for reproducing 0.25 0.45 Cost 26.00 30.00 35.00 60.00 80.00 125.00 150.00 24.00 6.00 22.00

varies 12.00 120.00 5.00 10.00 25.00

$500.00/set or $100/per layer $500.00/set or $100/per layer $500.00/set or $100/per layer $500.00/set or $100/per layer $3.00 $5.00 $10.00 $10.00 $12.00 $15.00 $15.00 $25.00 $50.00

65.00 65.00

100.00/tile 50.00/tile

2% of monthly premium

Varies 12.00 120.00 5.00 Varies 25.00 10.00

0.20 0.40 Cost of Book/Material 5.00 Cost of Replacement Tape or CD

HUMAN RESOURCES COBRA administration JUVENILE AND DOMESTIC RELATIONS COURT Fines and Forfeitures Sheriff's Fees Court Appointed Attorney Courthouse Maintenance Local Interest Jail Admission Fee Courthouse Security Fee LIBRARY Printer and Photocopier-Black and White (per sheet) Printer and Photocopier-Color (per sheet) Lost Book/Materials Lost/Damaged Barcode, RFID Tag, Case, Cover, Artwork or Spine Label Lost Tape or CD

323

CITY OF SUFFOLK FEE SCHEDULE FISCAL YEAR 2019-2020 Fees PARKS AND RECREATION Athletic Registration Fees Adult Flag Football - Spring & Fall Leagues Adult Kickball Adult Volleyball Adult Softball League Men's Division Women's Division Adult Basketball League (per team) Late Fee Youth Basketball (per participant) Novice-Junior Lil' Dribblers Youth Cheerleading Youth Soccer (per participant) Novice-Junior Tiny Kickz Ball Fields (Tournaments) Rental of Ball fields with Lights (half day) Rental of Ball fields with Lights (full day) Rental of Ball fields without Lights (half day) Rental of Ball fields without Lights (full day) Facilities and Parks Bennett's Creek Park Picnic Shelter Full Day Wedding (up to 4 hours) Stage Constant's Wharf Park and Marina Compass Rose/Boardwalk (Weddings Only) Deposit Compass Rose/Boardwalk (Weddings Only) Per Hour Marina Slips Daily Rate with Electricity 0-24 Feet 25-34 Feet 35-44 Feet 45-54 Feet Monthly Rate with Electricity 0-24 Feet 25-34 Feet 35-44 Feet 45-54 Feet Daily Rate without Electricity 0-24 Feet 25-34 Feet 35-44 Feet 45-54 Feet Monthly Rate without Electricity 0-24 Feet 25-34 Feet 35-44 Feet 45-54 Feet Lake Kennedy Park Shelter Cypress Park Shelter Cypress Park Pool (Rental) Deposit 2-hour rental Group Swim Recreation Centers Birthday Parties 1 to 25 Patrons 26 to 50 Patrons 51 to 100 Patrons Recreation Center Membership Membership Fees Youth (7-17 years) - Per Year Adults (18 and older) - Per Year Seniors (55 and older) - Per Year Visitor Pass-Youth & Teen Visitor Pass-Adult Visitor Pass-Senior Replacement Card Fitness Room (must have membership ID) - Per Month Fitness Room (Seniors) - Per Month Fitness Room (Adults -18 & up) - Per Month Fitness Room (Teens-16 & 17 Yrs Old) - Per Month

Fiscal Year 2018-2019

Fiscal Year 2019-2020

320.00 220.00 200.00

350.00 300.00 320.00 15.00 60.00 40.00 60.00 60.00 40.00

60.00 115.00 40.00 65.00

75.00 20.00 per hour 300.00 per day

150.00 150.00

25.00

35.00 45.00 55.00

120.00 140.00 160.00 180.00

20.00 30.00 40.00 50.00

100.00 120.00 140.00 160.00 75.00 75.00

150.00 35.00 per hour 35.00 per hour

35.00 per hour/ 2 hour max 50.00 per hour/ 2 hour max 100.00 per hour/ 2 hour max

10.00 20.00 5.00 N/A 5.00 N/A 3.00

10.00 20.00 5.00 2.00 5.00 1.00

5.00 10.00 7.00

324

CITY OF SUFFOLK FEE SCHEDULE FISCAL YEAR 2019-2020 Fees Unless Otherwise Noted, Non Resident Fees Recreation Center Rentals Rental hours as follows: All Centers: - Monday - Friday; 6pm to 8pm East Suffolk & Whaleyville; Saturdays- 1pm to 9pm Application Processing Fee: East Suffolk & Whaleyville - Non Refundable Gymnasium: Must be out by 8p (minimum 4 hour rental) Non-commercial Events Hourly Rate Non resident rate Commercial Events (w/fee or admission) Hourly Rate Non resident rate Deposit on All Rentals Late Fee (per 15 minutes) for not vacating rental on time Multipurpose Room Resident hourly rental rate (minimum 2 hour rental) Non-resident hourly rental rate (min 2 hour rental)

Fiscal Year 2018-2019 25% above resident fees

Fiscal Year 2019-2020 25% above resident fees

25.00

65.00/hr 81.25/hr

75.00/hr 93.75/hr 150.00 25.00 per 15 minutes

25.00 per hour 35.00 per hour

75.00 10.00 per hour 10.00

20.00 per hour 25.00 per canoe

50.00

150.00 25.00 50.00 per hour (2 hour min/4 hour max) 125.00 per hour/ Res.

200.00 per hour/ Non Res. 225.00 per hour/ Res. 300.00 per hour/ Non Res. 25.00 per 15 minutes

150.00 25.00 per 15 minutes

25.00/hr

35.00/hr

75.00 125.00 20.00 per hour 25.00

25.00 150.00

50.00 per hour/Res 62.50/hour/Non Res 25.00 per 15 minutes 10.50 to 16.00 per hour 30.00 per hour per officer As noted in Leisure Guide

200.00 500.00/per day

200.00

125.00 200.00 50.00 ea. per day (up to 6) 25.00 per day 6.00 1.00

125.00 200.00 0.00 0.00 6.00 1.00

Conference Room Resident hourly rental rate (minimum 2 hour rental) Non-resident hourly rental rate (min 2 hour rental)

Lake Meade Park and Tennis Complex Picnic Shelter Full day Tennis Ball Machine Dog Park Membership (Annual Membership) Lone Star Lakes Park Wedding (up to 4 hours) Canoe Rentals (maximum of 6 canoes available) Special Event Application Fee Non-Profit/For-Profit Planters Club Rental Period: 8:00 a.m. to Midnight

Deposit Application Processing Fee Setup Fees Resident hourly rental rate (minimum 4-hour rental) Mon - Thurs Non-resident hourly rental rate (minimum 4-hour rental) Mon - Thurs Resident hourly rental rate (minimum 4-hour rental) Fri - Sun Non-resident hourly rental rate (minimum 4 hour rental) Fri - Sun Late Fee (per 15 minutes) for not vacating rental on time

Suffolk Art Gallery Deposit Late fee per 15 mins. for not vacating on time Non-Commercial events Hourly Rate Commercial events Hourly Rate Sleepy Hole Park Picnic Shelter #1-8 & 10-12 Full Day Picnic Shelter #9 Full Day Wedding (up to 4 hours) Picnic Pack Whaleyville Annex Application Processing Fee: East Suffolk & Whaleyville - Non Refundable Deposit Resident hourly rental rate (minimum 4-hour rental) Includes Kitchen and use of Ice Machine Non-resident hourly rental rate (minimum 4-hour rental) Late Fee (per 15 minutes) for not vacating rental on time Custodial Fees (all rental facilities)

Security Services (Suffolk Police Officers) Fee Based Activities Maintenance Equipment Mobile Bleachers - Per Day Stage - Portable Tents - Per Day 10 x 10 20 x 20 Risers - 4' x 8' Steps Tables Folding Chairs (each)

325

CITY OF SUFFOLK FEE SCHEDULE FISCAL YEAR 2019-2020 Fees Unless Otherwise Noted, Non Resident Fees Ground Maintenance Grave Space - Single Lot Grave Opening over 10 years of age - weekdays over 10 years of age - Saturday over 10 years of age - Sunday/Holiday age 1-10 - weekdays age 1-10 - Saturday age 1-10 - Sunday/Holiday infant under 1 - weekdays infant under 1 - Saturday infant under 1 - Sunday/Holiday Cremation (urn burial) Scatter Garden - Scattering of Ashes Scatter Garden - Memorial /Plaque Engraving Funeral after 4:00 pm in addition to above cost

Fiscal Year 2018-2019 25% above resident fees

Fiscal Year 2019-2020 25% above resident fees

800.00

850.00 1,050.00 1,050.00 260.00 680.00 860.00 140.00 560.00 800.00 400.00 100.00 225.00 100.00

* Please see Suffolk Parks & Recreation Connection brochure on the City's website for other events and rates at the following link: http://www.suffolkva.us/parks/ PLANNING AND COMMUNITY DEVELOPMENT PLANNING Rezoning Requests Conditional Rezoning Requests Conditional Use Permits Comprehensive Plan Amendment Comprehensive Plan Consistency Review Subdivision Variance Requests Wetlands Board Wetlands Board After the Fact Chesapeake Bay Preservation Area Special Exception Request (Administrative) Chesapeake Bay Preservation Area Special Exception Request (Planning Commission) Historic and Cultural Review - Additions Historic and Cultural Review - New Construction Historic and Cultural Review - Administration Historic and Cultural Review - After the Fact Historic and Cultural Review - Administration After the Fact* Borrow Pit Fees Per cubic yard removed semi-annually Street Name Change Request Street Abandonment Encroachment Permits Minor Subdivision Family Transfer Preliminary Plat Fee (per lot) Final Plat Fee (per lot) Subdivision Engineering Plan Review Subdivision Engineering Plan Review Revisions Subdivision Determination** Site Plan Review (excludes 1 & 2 family dwelling) plus per acre Site Plan Review - additional revisions (per submittal) Site Plan Waiver Request Maps (each) Printed Map Products Maps-Specialized Map Production Services Aerial Photographs 1" = 1000' 1" = 1600" Base map set Unified Development Ordinance Comprehensive Plan Geodetic Control Network Book Geodetic Control Network Book - Supplement Wetland Mitigation Fee In-Lieu***

800.00 plus 40.00 acre 1,000 plus 40.00 acre 800.00 plus 20.00 acre 1,000.00 250.00 500.00 250.00 300.00

840.00 plus 42.00 acre 1,050 plus 42.00 acre 840.00 plus 21.00 acre 1,050.00 262.50 525.00 262.50 315.00

50.00

52.50

250.00 150.00 150.00 35.00 250.00 70.00 100.00 0.23 325.00 100.00 100.00 300.00 300.00 50.00 with 300.00 minimum 30.00 with 200.00 minimum 40.00 per lot with 200.00 minimum 150.00 90.00 600.00 60.00 150.00 50.00 5.00 50.00 Hour

262.50 157.50 157.50 36.75 262.50 73.50 105.00 0.24 341.25 105.00 105.00 315.00 315.00 52.50 with 315.00 minimum 31.50 with 210.00 minimum 42.00 per lot with 210.00 minimum 157.50 94.50 630.00 63.00 157.50 52.50 5.25 52.50 Hour

0.25 50.00 Cost 60.00 25.00 10.00 1% over market rate to purchase credits in an approved tidal wetlands bank

0.26 52.50 Cost 63.00 26.25 10.50 1% over market rate to purchase credits in an approved tidal wetlands bank

53.00 2.00% 53.00 50.00

56.00 2.00% 56.00 53.00

263.00 525.00 1,050.00 2,100.00 4,200.00 5,250.00

276.00 551.00 1,103.00 2,205.00 4,410.00 5,513.00

COMMUNITY DEVELOPMENT Minimum State Levy Extra Inspection Trips (each) Correction/Amending Permit Fee Penalty for Working Without Permits Construction Cost $1 - 50,000 50,001 - 100,000 100,001 - 150,000 150,001 - 250,000 250,001 - 750,000 over 750,000

326

CITY OF SUFFOLK FEE SCHEDULE FISCAL YEAR 2019-2020 Fees Electrical Permits (new service, temporary service & service changes) Minimum State Levy 1 - 99 amps Single Phase Fee (new) Single Phase Fee (change) Three Phase Fee (new) Three Phase Fee (change) 100-149 Single Phase Fee (new) Single Phase Fee (change) Three Phase Fee (new) Three Phase Fee (change) 150 - 199 amps Single Phase Fee (new) Single Phase Fee (change) Three Phase Fee (new) Three Phase Fee (change) 200 - 299 amps Single Phase Fee (new) Single Phase Fee (change) Three Phase Fee (new) Three Phase Fee (change) 300 - 399 amps Single Phase Fee (new) Single Phase Fee (change) Three Phase Fee (new) Three Phase Fee (change) 400 - 499 amps Single Phase Fee (new) Single Phase Fee (change) Three Phase Fee (new) Three Phase Fee (change) 500 - 599 amps Single Phase Fee (new) Single Phase Fee (change) Three Phase Fee (new) Three Phase Fee (change) 600 - 699 amps Single Phase Fee (new) Single Phase Fee (change) Three Phase Fee (new) Three Phase Fee (change) 700 - 799 amps Single Phase Fee (new) Single Phase Fee (change) Three Phase Fee (new) Three Phase Fee (change) 800 - 899 amps Single Phase Fee (new) Single Phase Fee (change) Three Phase Fee (new) Three Phase Fee (change) 900 - 999 amps Single Phase Fee (new) Single Phase Fee (change) Three Phase Fee (new) Three Phase Fee (change) 1,000 - 1,099 amps Single Phase Fee (new) Single Phase Fee (change) Three Phase Fee (new) Three Phase Fee (change) 1,100 - 1,199 amps Single Phase Fee (new) Single Phase Fee (change) Three Phase Fee (new) Three Phase Fee (change) 1200 amps Single Phase Fee (new) Single Phase Fee (change) Three Phase Fee (new) Three Phase Fee (change) Over 1,200 amps Single Phase Fee (new) Single Phase Fee (change) Three Phase Fee (new) Three Phase Fee (change)

Fiscal Year 2018-2019

Fiscal Year 2019-2020

53.00 2.00%

56.00 2.00%

53.00 53.00 53.00 53.00

56.00 56.00 56.00 56.00

53.00 53.00 74.00 53.00

56.00 56.00 78.00 56.00

79.00 53.00 110.00 63.00

83.00 56.00 116.00 66.00

105.00 63.00 147.00 84.00

110.00 66.00 154.00 88.00

158.00 95.00 221.00 126.00

166.00 100.00 232.00 132.00

210.00 126.00 294.00 168.00

221.00 132.00 309.00 176.00

263.00 158.00 368.00 210.00

276.00 166.00 386.00 221.00

315.00 189.00 441.00 252.00

331.00 198.00 463.00 265.00

368.00 221.00 515.00 295.00

386.00 232.00 541.00 310.00

420.00 252.00 588.00 336.00

441.00 265.00 617.00 353.00

473.00 284.00 662.00 378.00

497.00 298.00 695.00 397.00

525.00 315.00 735.00 420.00

551.00 331.00 772.00 441.00

578.00 347.00 777.00 441.00

607.00 364.00 816.00 463.00

630.00 378.00 819.00 462.00

662.00 397.00 860.00 485.00

630.00 plus 26 per 50 amps after 378.00 plus 16 per 50 amps after 819.00 plus 21 per 50 amps after 462.00 plus 11 per 50 amps after

662.00 plus 26 per 50 amps after 397.00 plus 16 per 50 amps after 860.00 plus 21 per 50 amps after 485.00 plus 11 per 50 amps after

327

CITY OF SUFFOLK FEE SCHEDULE FISCAL YEAR 2019-2020 Fees Electrical Permits (additions and repairs) 0 - 30 amps (per circuit) 31 - 60 61 - 100 101 - 200 over 200 amps Pool Grounding Repair Wiring, Apparatus, Fixtures Plumbing Permits Minimum State Levy Each Fixture, Floor Drain, or Trap Each Sewer (sanitary and storm) Each Sewer Replaced or Repaired Each Manhole Each Roof Drain Each Area Drain Each Water Heater Each Water Line (New Residential) Each Water Line (Existing Residential) Each Water Line (Commercial) Each Sewer Line (Commercial) Backflow Preventer Mechanical and Gas Permits Minimum State Levy Mechanical Permit Fees Chiller, Cooling Tower, Tank AC Equipment, Boiler, Furnace Gas Pack, Forced Air, Misc. Heater, Gas Piping Air Handler Duct Work, Misc Fan, Range Hood Elevator Installation $0-5,000 5,001-6,000 Above 6,000 Fire Alarm and Fire Suppression $0 - 5,000 5,001 - 6,000 Above 6,000 LPG Tanks and Associated Piping 0 - 2,000 gallons over 2,000 Flammable Liquid Tanks and Associated Piping 0 - 50,000 gallons over 50,000 Fuel Piping Outlet Each Plan Review All Structures - Residential 0 - 2,499 square feet 2,500 - 5,000 5,000 - 10,000 10,001 - 30,000 30,001 - 50,000 50,001 - 100,000 Above 100,000 All Structures - Commercial 0 - 2,499 square feet 2,500 - 5,000 5,000 - 10,000 10,001 - 30,000 30,001 - 50,000 50,001 - 100,000 Above 100,000 Moving Out of City to In City In City to Out of City Within City Through City Accessory Structures 0 - 100 square feet 101 - 300 301 - 600 Demolition One to Two Family Residences Any Residential Accessory Structure

Fiscal Year 2018-2019

Fiscal Year 2019-2020

4.00 5.00 7.00 16.00 21.00 58.00 53.00

5.00 6.00 8.00 17.00 22.00 61.00 56.00

53.00 2.00% 7.00 7.00 37.00

56.00 2.00% 8.00 8.00 39.00

7.00 7.00 7.00 7.00 7.00 37.00 105.00 105.00 7.00

8.00 8.00 8.00 8.00 8.00 39.00 110.00 110.00 8.00

53.00 2.00%

56.00 2.00%

$34.00 each

$36.00 each

$17.00 each $9.00 each $7.00 each

$19.00 each $9.00 each $7.00 each

N/A N/A N/A

56.00 61.00 56.00 plus $6.00 per $1,000 value

51.00 56.00 $9.00 per $1,000

56.00 59.00 $56 plus $9.00 per $1,000

53.00 53.00 plus $4.00/10,000 gallons

56.00 56.00 plus $4.00/10,000 gallons

53.00 53.00 plus $6.00/25,000 gallons 53.00

56.00 56.00 plus $4.00/10,000 gallons 56.00

79.00 105.00 131.00 184.00 263.00 315.00 368.00

83.00 110.00 138.00 193.00 276.00 331.00 386.00

87.00 116.00 145.00 203.00 290.00 348.00 405.00

551.00 289.00 289.00 105.00

579.00 303.00 303.00 110.00

53.00 53.00 68.00

56.00 56.00 71.00

58.00 53.00

61.00 56.00

105.00 $26/15,000 sq.ft.

110.00 $27/15,000 sqft

All Other Buildings 0 - 60,000 square feet over 60,000

328

CITY OF SUFFOLK FEE SCHEDULE FISCAL YEAR 2019-2020 Fees Sign Fees In Addition to Minimum Permit Fee 1 - 40 41 - 80 over 80 Elevator Compliance Card Amusement Ride Inspection Kiddie Ride Major Ride Spectacular Ride Cross Connection Inspection Private Piers, Greenhouses, and Walls $1 - 2,200 over 2,200 Miscellaneous Fees Mobile Homes Modular Classroom Units Tents Chimneys Free Standing Fireplaces/Wood Stoves Stationary Fireplaces Temporary Power Release Inspection Temporary Use Permit Fee Swimming Pools $1 - 2,200 over 2,200 Certificate of Occupancy Residential Commercial Extension of Residential, Commercial and Temp C.O. Temporary Rental Two or More Units (per unit) Reinspection Business License Inspection Board of Building Code Appeal Extension of Permits Tower, Antennas and Like Structures $0 - 4999 value 5,000 - 19,999 20,000 - 99,999 over 100,000 Building Fees Residential New Construction Commercial New Construction Additional/Alternation/Repair (Commercial & Residentail) based on value of construction $0.00-$5,000 $5,001-$20,000 $20,001 and above Zoning Permits (includes Farm Affidavits) Home Occupation Permits (zoning review) Health Department Evaluation New Construction Updates Board of Zoning Appeals Administrative Variance Request Chesapeake Bay Special Exception Request Reviewed by Zoning Administrator If Forwarded to Board of Zoning Appeals Written Determination by Zoning Administrator Special Entertainment Permit Junkyard Compliance Inspection (yearly) Unified Development Ordinance Temporary Signs Building Permits: Permit Issued No Inspections Completed

Fiscal Year 2018-2019

Fiscal Year 2019-2020

53.00 58.00 68.00 53.00

56.00 61.00 71.00 56.00

16.00 26.00 27.00 53.00

16.00 26.00 27.00 56.00

53.00 $53 plus .2% of value

56.00 $56 plus 0.2% of value

53.00 58.00 53.00 53.00 53.00 53.00

56.00 61.00 56.00 56.00 56.00 56.00

63.00 37.00

66.00 39.00

53.00 $53 plus .2% of value

56.00 $56 plus 0.2% of value

53.00 105.00

56.00 110.00

53.00 105.00 53.00 32.00 53.00 105.00 263.00 79.00

56.00 110.00 56.00 34.00 56.00 110.00 276.00 83.00

102.00 408.00 1,169.00 $1,169 plus $4 per $1,000

107.00 428.00 1,227.00 $1,227plus $4 per $1,000

.08/sq.ft. .08/sq.ft.

.09/sq.ft. .10/sq.ft.

$0.012 $0.008 $0.006 37.00 37.00

$0.013 $0.009 $0.007 39.00 39.00

105.00 53.00 525.00 63.00

110.00 56.00 551.00 66.00

53.00 315.00 95.00

56.00 331.00 100.00

$50.00 plus fees for in-kind services such as Police, Fire, Equipment Rental, etc. 100.00 Cost

$56.00 plus fees for in-kind services such as Police, Fire, Equipment Rental, etc. 105.00 Cost

37.00

39.00

75%

Foundation Inspection Completed

50%

Framing & Foundation Inspection Completed

25%

Permit Issued No Inspections Completed

75%

Rough-in Inspections Completed

50%

Electrical Permits:

329

CITY OF SUFFOLK FEE SCHEDULE FISCAL YEAR 2019-2020 Fees

Fiscal Year 2018-2019

Fiscal Year 2019-2020

75% 50%

25.00 10.00 25.00 25.00 per working day until compliance 100.00 + 10.00 per registered user 25.00 100.00 100.00 100.00 + 10.00 per registered user

50.00

50.00 50.00 100.00 25.00

100.00

100.00 50.00 100.00 150.00 100.00 150.00 250.00 50.00 25.00 100.00 100.00 100.00 75.00 100.00 25.00 10.00 10.00 10.00 $10 for first card, and $5 for additional cards 7.00 or cost whatever is greater 20.00 15.00 35.00 Cost, but not less than 15.00 $30.00 plus $20 for annual inspection or reinspection of each vehicle listed

Mechanical Permits: Permit Issued No Inspections Completed Rough-in Inspections Completed Gas Permits: Permit Issued No Inspections Completed Rough-in Inspections Completed Plumbing Permits Permit Issued No Inspections Completed Rough-in Inspections Completed * All refunds subject to $15.00 processing Fee-no refunds will be issued for amounts less than $15.00

POLICE Annual Alarm Registration Alarm Registration Renewal Alarm Registration Late Fee (after 30 days) Fee to alarm company for failure to provide alarm user list Reinstatement fee for failure to provide alarm user list Late fee for registration renewal (after 30 days) Use of Automatic Dialer Audible Alarm Violation Reinstatement Fee for failure to provide ARM Failure of alarm company to provide customer False Alarm Prevention checklist Failure of alarm company to provide Alarm Installer checklist Failure of alarm company to provide Alarm Dispatch Records request Security Alarm Company Initial Registration* Late fee for Security Alarm Company registration (after 30 days) Security Alarm Company Registration Renewal less than 50 alarm sites in Suffolk* Suffolk Reinstatement fee for alarm installation/monitoring company General false alarm fee for second response General false alarm fee for third response General false alarm fee for fourth and subsequent response Robbery/panic false alarm for second response Robbery/panic false alarm for third response Robbery/panic false alarm for fourth and all subsequent response Reinstatement fee to alarm user for suspended alarm registration Late fee for failure to pay false alarm fees after 30 days False Alarm fee for non-registered alarm per response Fee to monitoring co. for calling in on suspended / unregistered alarm site Fee to alarm company for making false statement Fee to alarm company for causing false alarm response per response Fee to monitoring company for failure to verify alarm system signal Fee for appeals per request Local Record Check Accident Report Incident Report Fingerprinting Photographs Chauffeur's License Solicitation Permit Concealed Weapon Permit Computer Generated Reports Certificate of Public Convenience Security Services Reclaim Fee (Animal Shelter and Management) Adoption - Feline Adoption Spayed or Neutered with Vaccines (Animal Shelter) Adoption - Canine Spayed or Neutered with Vaccines (Animal Shelter) Adoption - Animal other than Feline or Canine (Animal Shelter) Dog License Fee - Spayed or Neutered (Animal Shelter) Dog License Fee - Not Spayed or Neutered (Animal Shelter) Dog License Fee - Duplicate Lifetime Dog License Fee - Spayed or Neutered (Animal Shelter) Dangerous Dog Registration Certificate Dangerous Dog Registration Certificate Renewal Kennel License

Police Officer/$30 per hour, minimum 2 hours Supervisor/$35 Police Officer/$30 per hour, minimum 2 hours Supervisor/$35 per hour, minimum per hour, minimum

15.00 per day

75.00 95.00 25.00 5.00 10.00 1.00 50.00

150.00 85.00 $50 per block of 10 dogs

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CITY OF SUFFOLK FEE SCHEDULE FISCAL YEAR 2019-2020 Fees Full Scale Accident Diagram Audio Dispatch Tape/CD CAD Report Color Copy Black & White Copy

Fiscal Year 2018-2019 5.00 15.00 6.00 0.50 0.25

Fiscal Year 2019-2020 5.00 15.00 6.00 0.50 0.25

Photographs on CD

15.00

Video Tape PUBLIC UTILITIES

15.00

Bacteriological Tests (each) Delinquency Fees Door tag placement Disconnect/Reconnect of Water Service Meter Removal Finance Charges Illegal Connect/Reconnection of Water Service Water Conservation Reconnection Fees 1st Violation Subsequent Violations Water Rate per 100 cubic feet WTWA Wholesale Water Rate (per 100 cubic feet) WTWA Fixed Capacity Charge (per month) WTWA Meter Service Charge (per month) Water Conservation Service Charge Rate Water Usage Non Metered (per month - 5 ccf) Meter Service Charge (per month) 5/8 and 3/4 inch meter 1 inch meter 1½ inch meter 2 inch meter 3 inch meter 4 inch meter 6 inch meter 8 inch meter

35.00

10.00 25.00 50.00 1.5 % per month with $0.50 minimum 100.00

250.00 500.00 9.71 4.76 197,983.00 200.00 1.25 x Meter Rate 48.55

250.00 500.00 9.71 4.84 199,026.00 200.00 1.25 x Meter Rate 48.55

10.00 (Billed at $0.329 per day per billing cycle) 25.00 (Billed at $0.822 per day per billing cycle) 50.00 (Billed at $1.644 per day per billing cycle) 80.00 (Billed at $2.630 per day per billing cycle) 150.00 (Billed at $4.932 per day per billing cycle) 250.00 (Billed at $8.219 per day per billing cycle) 500.00 (Billed at $16.438 per day per billing cycle) 800.00 (Billed at $26.301 per day per billing cycle)

11.25 (Billed at $0.370 per day per billing cycle) 28.15 (Billed at $0.925 per day per billing cycle) 56.25 (Billed at $1.850 per day per billing cycle) 90.00 (Billed at $2.959 per day per billing cycle) 168.75 (Billed at $5.548 per day per billing cycle) 286.25 (Billed at $9.411 per day per billing cycle) 562.50 (Billed at $18.493 per day per billing cycle) 900.00 (Billed at $29.589 per day per billing cycle)

1,150.00 (Billed at $37.808 per day per billing cycle)

1,293.75 (Billed at $42.534 per day per billing cycle)

10 inch meter Water Connection Charge (installed by city) 5/8 inch & 3/4 inch meter

2,000.00

1 inch meter 1½ inch meter

2,300.00 2,600.00

2 inch meter

3,000.00

Actual cost x 1.25

50.00

5,520.00 4,970.00 4,420.00 3,865.00 3,310.00 3,900.00

5,520.00 13,520.00 26,950.00

43,120.00 80,850.00 134,750.00 269,500.00 431,200.00 619,850.00

250.00 Equal to prime rate - July 1 1 1/2 % or $0.50 minimum per month 10.00 300.00 400.00

When the size is above those listed a charge equal to actual cost of installation plus 25% Water Connection Charge (installed by developer) Water Availability Charge (residential) Single Family Attached Multi Family (Building with 2 to 4 units) (cost per unit) Attached Multi Family (Building with 5 to 16 units) (cost per unit) unit) Attached Mulit Family (Building 25 + units) (cost per unit) Mobile Home Park (cost per unit) Water Availability Charge (commercial) 5/8 and 3/4 inch meter 1 inch meter 1½ inch meter 2 inch meter 3 inch meter 4 inch meter 6 inch meter 8 inch meter 10 inch meter Installment Payments Down Payment Interest Finance charge New Account Setup Charge Fire Hydrant Meter Deposit Fire Hydrant Flow Test Fee/Water Model Evaluation

331

CITY OF SUFFOLK FEE SCHEDULE FISCAL YEAR 2019-2020 Fees Sewer Collection (per 100 cubic feet) Sewer Usage Not Metered (per month 5 ccf) Sewer Connection Charge (installed by city) 4 inch lateral size 6 inch lateral size Greater than 6 inch Sewer Connection Charge (installed by developer) Sewer Availability Charge (residential)

Fiscal Year 2018-2019 7.27 36.35

Fiscal Year 2019-2020 7.27 36.35

1,800.00 3,000.00 actual cost of installation plus 25% 50.00

Single Family

6,000.00

Attached Multi Family (Building with 2 to 4 units), (cost per unit)

5,400.00

Attached Multi Family (Building with 5 to 16 units), (cost per unit)

4,800.00

Attached Multi Family (Building with 17-24 units), (cost per unit)

4,200.00

Attached Multi Family (Building 25+ units), (cost per unit)

3,600.00

Mobil Home Park (cost per unit)

3,900.00

Sewer Availability Charge (commercial) 5/8 and 3/4 inch meter

6,000.00

1 inch meter

14,800.00

1½ inch meter

29,500.00

2 inch meter

47,100.00

3 inch meter

88,100.00

4 inch meter

146,800.00

6 inch meter

293,400.00

8 inch meter

469,300.00

10 inch meter

674,600.00

Manual of Cross Connection Policies

20.00

Plan sheet copies 24" x 36" (per sheet)

2.00

Copies (black and white (each)

0.20

Copies (color) (each)

0.35*

Engineering Review

Site Plans Review Engineerying Plans Review Engineering Plans/Site Plans Amendments Plats Pump Station Review/Sewer Model Evaluation Single Family Grinder Pump Review/Inspection Engineering Construction Inspection Sanitary Sewer Facilities Water Transmission/Distribution Facilities Site Plan with Public Utilities Inspection Fee for Overtime Work at Developers Request Environmental Incentive - Water 5/8 and 3/4 inch meter 1 inch meter 1½ inch meter 2 inch meter 3 inch meter 4 inch meter Environmental Incentive - Sewer 5/8 and 3/4 inch meter 1 inch meter 1½ inch meter 2 inch meter 3 inch meter 4 inch meter PUBLIC WORKS Traffic Engineering Inspection and Plan Review Site Plan: Engineering Plans: Major Final Subdivision Plats: Traffic Engineering Study Fee Traffic Signal Inspection Fee Inspection Services Golf Cart Study Fee Golf Cart Signs (per location) Right-of-Way Encroachment Permit

$1,500 Base Fee plus $1.50/if for every foot of public water & sewer mains beyond the initial 250 if no mains plus pump station review fee $2,500 Base Fee plus $.15/if for every foot of public water & sewer mains plus pump station review fee $500/Submittal 200.00 $2,000 per station 300.00

$1.50/LF for every foot of public sewer installed $1.50/LF for every foot of public sewer installed $1,500 plus $1.50 for every foot of public water or sewer mains installed N/A

$1.50/LF for every foot of public sewer installed $1.50/LF for every foot of public sewer installed $1,500 plus $1.50 for every foot of public water or sewer mains installed At Cost

3,250.00 8,125.00 16,250.00 26,000.00 48,750.00 81,250.00

1,750.00 4,375.00 8,750.00 14,000.00 26,250.00 43,750.00

$1,000/application $1,500/application $100/plat $100/hr $18,000 per location $70/hr $1,600/application $250 per location 125.00

332

CITY OF SUFFOLK FEE SCHEDULE FISCAL YEAR 2019-2020 Fees Stormwater and Public Works Engineering Storm Water Utility Fee Inspection Fee for Engineering Plans

Inspection Fee for Site Plans/E&S Only Plans Inspection Fee for Overtime Work at Development Request Stormwater/E &S plan review Site Plan Review Fee

Fiscal Year 2018-2019

Fiscal Year 2019-2020

6.00/mo/ERU 2% of engineers cost estimate plus 2% of E&S bond estimate; $1,400 minimum $400/acre;$1,400 minimum not to exceed $8,000 N/A

6.00/mo/ERU 2% of engineers cost estimate plus 2% of E&S bond estimate; $1,400 minimum $400/acre;$1,400 minimum not to exceed $8,000 At Cost

Less than-10,000 sf of disturbance - $460 Less than-10,000 sf of disturbance - $460 10,000-0.5 acre of disturbance -$835 10,000-0.5 acre of disturbance -$835 Greater than 0.5 and up to 1.0 acre of disturbance- $1585 Greater than 0.5 and up to 1.0 acre of disturbance- $1585 (Plans with disturbance greater than 1.0 acre shall add (Plans with disturbance greater than 1.0 acre shall add $250/additional acre of disturbance or any portion thereof) $250/additional acre of disturbance or any portion thereof) The following state fees shall be added accordingly The following state fees shall be added accordingly >1.0-5.0 acres + $756 >1.0-5.0 acres + $756 >5.0-10.0 acres + $952 >5.0-10.0 acres + $952 >10.0-50.0 acres + $1,260 >10.0-50.0 acres + $1,260 >50.00-100.00 acres + $1,708 >50.00-100.00 acres + $1,708 >100.00 acres + $2,688 >100.00 acres + $2,688 Plan Amendment = $350 $1000 + $1/lf of roadway The following state fees shall be added accordingly >1.0-5.0 acres + $756 >5.0-10.0 acres + $952 >10.0-50.0 acres + $1,260 >50.00-100.00 acres + $1,708 >100.00 acres + $2,688 Plan Amendments = $350 Fees shall be paid pursuant to Virginia Administrative Code 9VAC25-870-825 Fees shall be paid pursuant to Virginia Administrative Code 9VAC25-870-830 150.00 $750 per plat 290.00 150.00

Plan Amendment = $350 $1000 + $1/lf of roadway The following state fees shall be added accordingly >1.0-5.0 acres + $756 >5.0-10.0 acres + $952 >10.0-50.0 acres + $1,260 >50.00-100.00 acres + $1,708 >100.00 acres + $2,688 Plan Amendments = $350 Fees shall be paid pursuant to Virginia Administrative Code 9VAC25-870-825 Fees shall be paid pursuant to Virginia Administrative Code 9VAC25-870-830 150.00 $750 per plat 290.00 150.00

958/acre 263/acre 632/acre

125.00 Cost Cost 2.50 600.00 600.00

75.00 100.00 300.00 at cost at cost

See Geographic Information System section for map rates See Geographic Information System section for map rates See Geographic Information System section for map rates

See Geographic Information System section for map rates See Geographic Information System section for map rates

70.00 19.50/mo/unit

70.00 21.30/mo/unit

47.50 120.00

N/A N/A

1-12 CY bulk collection - before 12 free collections are used

N/A

No Charge

13-24 CY bulk collection - before 12 free collections are used

N/A

47.50

1-12 CY bulk collection - after 12 free collections

N/A

47.50

13-24 CY bulk collection - after 12 free collections Evictions Bulk Refuse Service - Roll Off Weekdays Weekends * Does not include commercial refuse collection

N/A 170.00

105.00 170.00

120.00 170.00

Engineering Plan Review Fee

Modification or Transfer of General Permit/Registration Statement for Discharges of Stormwater from Construction Activities Annual Maintenance fees for General or Individual Permits for Discharges of Stormwater from Construction Activities Minor Subdivision Plan Review Fee Major Subdivision Maintenance Agreement Review Fee Single Family E&S Site Plan Review Stormwater Maintenance Agreement Review Fee Pro Rata Share Fees Chowan Watershed Great Dismal Watershed James River Watershed Permits Right of Way Permit plus asphalt (per cubic foot) plus concrete (per cubic foot) Driveway Apron (per square foot) Street Name Signs (private - black and yellow) Street Name Signs (public - green and white) Permits (continued) Special Permits for Oversized and Overweight Vehicles Single-Trip Permit Single-Trip House Move Permit Blanket-Term Permit General Engineering Review In-depth Engineering Review Maps - Printed Map Products GIS Tax Map (single map) Other Map Product (single map) Generalized City Base Map (single map) Maps - Specialized Map Services Special Map Production Services (per hour) Specialized Data Analysis Services (per hour) Refuse Collection Automated Refuse Container *Refuse and Recycling Service Bulk Refuse Service 1-8 CY bulk collection -after 12 free collections 9-16 CY bulk collection

333

CITY OF SUFFOLK FEE SCHEDULE FISCAL YEAR 2019-2020 Fees TRANSIT Faires-Regular Bus Service (Not Paratransit) Adult - One way (No Transfer) Adult - All day (Unlimited Transfer) Adult - Monthly Pass Student (6-18 yrs) - One way (No Transfer) Student (6-18 yrs) - All day (Unlimited Transfer) Student (6-18 yrs) - Monthly Pass Disabled and/or Senior (55+ yrs) - One way (No Transfer) Disabled and/or Senior (55+ yrs) - All day (Unlimited Transfer) Disabled and/or Senior (55+ yrs) - Monthly Pass Fare - Paratransit - One way (Qualified individuals only) TOURISM Conference Room (9 am to 5 pm) Non-Profit (first two hours) Additional Hours For-Profit (first two hours) Additional Hours Mulitpurpose Room (6 pm to midnight) Deposit (non-refundable) Non-Profit Event For-Profit Event Visitor Center Pavilion Deposit (non-refundable) Each additional hour (two hour minimum) Farmer's Market Booth Rental (Pavilion) Standard Booth Expanded Booth Exterior (Uncovered) Space One-day Vendor Pass Interpreted Bus Tour Historic District Adult Senior (60+) and Child (3 to 12), Military Interpreted Bus Tour Great Dismal Swamp Adult Senior (60+) and Child (9 to 12), Military Guided Cedar Hill Cementary Stroll Adult Senior (60+) and Child (9 to 12), Military Interpreted Canoe Tour Ghost Walk Adult Senior (60+) and Child (9 to 12), Military Guided Nature Walks Adult Senior (60+); Child (9-12): Military Nansemond River Kayak Tours Lone Star Lakes Kayak Tours Bennett's Creek Kayak Tours Seaboard Station Railroad Museum Guided Museum Tour (12 and older) Guided Museum Tour-Group Rate Family Membership-Unlimted Visits (up to 4 people) Seaboard Station Birthday Party Rental Package (basic) Deposit (non-refundable) Payment Due Day of Party Seaboard Station Birthday Party Rental Package (premier) Deposit (non-refundable) Payment Due Day of Party Seaboard Station Railroad Museum After Hours Reception Rental Non-profit (first two hours) Additional Hours For-profit (first two hours) Additional Hours Seaboard Station Railroad Museum After Hours Meeting Rental Non-profit (first two hours) Additional Hours For-profit (first two hours) Additional Hours Fee Based Activities Not Described Visitor Center Display Case - Limit of 4

Fiscal Year 2018-2019

Fiscal Year 2019-2020

1.50 3.00 57.50 1.00 2.00 37.50 0.75 1.50 27.50 3.00

25.00 5.00/hour 75.00 15.00/hour

150.00 50.00/hour 80.00/hour

300.00 100.00/hour

60.00/season 100.00/season 40.00/season 15.00/one day

8.00 6.00

10.00 8.00

7.00 5.00 40.00

10.00 8.00

7.00 5.00 40.00 N/A N/A

7.00 5.00 40.00 40.00 40.00

2.00/per person 1.00/per person 40.00/year

25.00 100.00

50.00 250.00

75.00 25.00/hour 150.00 50.00/hour

25.00 5.00/hr 50.00 15.00/hour Cost $100/quarter when available

334

CITY OF SUFFOLK FEE SCHEDULE FISCAL YEAR 2019-2020 Fees TREASURER Return Check Set Off Debt Distress Collection Fee Copy of Delinquent Report Vehicle Withholding Registration Fee Delinquent Tax Collection (prior to judgment) Delinquent Tax Collection (after judgment) Attorney or Collection Agency Fees Service Fee for Out-of-City processing (per Defendant) For each additional warrant served Roll Back Tax Interest Charge Card Convenience Fees Visa Debit Cards Only Visa Debit Cards; Mastercard Debit or Credit and AMEX $0.01 to $144.00 $144.01 and higher Sturgis Charge Card Convenience Fees E-Check Convenience Fee

Fiscal Year 2018-2019

Fiscal Year 2019-2020

50.00 30.00 30.00 100.00 25.00 30.00 35.00 20% 28.00 12.00 10%

4.15

4.15 2.89% of payment amount

2.5% of payment amount plus .30 transaction fee $1.50 per transaction

335

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GLOSSARY OF TERMS _________________________________________________________________________ Accrual Basis - A basis of accounting in which transactions are recognized at the time incurred, as opposed to when cash is received or spent. Agency Funds – These funds are custodial in nature (assets equal liabilities) and do not involve measurement of the results of operation. Appropriation - A legal authorization to incur obligations and to make expenditures for specific purposes. Arbitrage – The difference between the interest paid on tax-exempt securities and the interest earned by investing the security proceeds in higher-yielding taxable securities. IRS regulations govern arbitrage on the proceeds from issuance of municipal securities. Assessed Valuation - The valuation set upon real estate by the City Assessor as a basis for levying real estate taxes. Asset - Resources owned or held by the City that has monetary value. Authorized Positions - Employee positions authorized in the adopted budget to be filled during the year. Aviation Facilities Fund – This fund accounts for the revenues and expenditures related to the City’s airport. Balanced Budget – A budget in which current revenues equal current expenditures in accordance with the Code of Virginia. Bond Proceeds – The money paid to the City through the sale of bonds. Bond Rating – A measure of creditworthiness which indicates the City’s ability to meet its financial obligations. Budget - A plan of financial activity for a specified period of time (fiscal year or biennium) indicating all planned revenues and expenses for the budget period. Budgetary Basis - The basis of accounting used to estimate financing sources and uses in the budget. This generally takes one of three forms: GAAP, cash, or modified accrual. Budget Calendar – A timetable showing when particular tasks must be completed in order for the council to approve the spending plan before the beginning of the next fiscal year. Capital Cash Contribution – A payment toward the financing of a project with existing cash flow. Capital Budget - The appropriation of bonds or operating revenue for improvements to facilities and other infrastructure. Capital Improvements Plan - A plan for capital outlay to be incurred each year over a fixed number of years to meet capital needs arising from the City’s long-term needs. Capital Project - Major construction, acquisition, or renovation activities which add value to the City’s physical assets or significantly increase their useful life.

336

Capital Projects Fund – The fund used to account for financial resources to be used for the acquisition or construction of major capital facilities. Capitalized Interest – A portion of the proceeds of a bond issue set aside to pay interest on the same bond issue for a specific period of time. Interest is commonly capitalized for the construction period of the project. Cash Basis - A basis of accounting in which transactions are recognized only when cash is increased or decreased. Cash Match - The amount of local funding that is required to support an activity, project, program, or service that is funded in part by State or Federal aid or a private funding source. Categorical Aid – Funding support from State or Federal governments that is targeted for particular categories of the population, programs and services, or for special purposes. Compensation Study – A study commissioned by the City to review pay grades and position salaries and provide recommendations to address salary compression and bring individual position salaries commensurate with the market average. Comprehensive Annual Financial Report – A complete set of the City’s financial statements presented in conformity with accounting principles general accepted in the United States of America (GAAP) and audited in accordance with Government Auditing Standards by a firm of licensed certified public accountants. Children’s Services Act – State legislation adopted in 1995 by the Virginia General Assembly to provide a collaborative system of services and funding for at-risk youth and their families. The City administers Comprehensive Services Act (CSA) funds through the Department of Social Services. Community Development Block Grant – A Federal grant which funds local community development activities such as affordable housing, blight removal, infrastructure development, and other public services (e.g. community health, homelessness, poverty) which aim to improve the lives of low income persons and families. Consolidated Grants Fund – The funds accounts for revenues and expenditures involving governmental grant programs. Contingency - A budgetary reserve set aside for emergencies or unforeseen expenditures not otherwise budgeted. Contractual Services - Services rendered to a government by private firms, individuals, or other governmental agencies. Examples include utilities, rent, maintenance agreements, and professional consulting services. Cost-of-Living Adjustment - An increase in salaries to offset the adverse effect of inflation on compensation. Cost Share – The allocation of expenses between two or more government entities. Debt Service - The cost of paying principal and interest on borrowed funds through instruments such as bonds. Debt Service Fund – The fund used to account for the accumulation of resources for, and the payment of, general long-term debt principle, interest, and related costs.

337

Deficit - The excess of an entity’s liabilities over its assets or the excess of expenditures or expenses over revenues during a single accounting period. Derivative – A financial product whose value is derived from some underlying asset value. Department - The basic organizational unit of the City which is functionally unique in its delivery of services. Depreciation - Expiration in the service life of capital assets attributable to wear and tear, deterioration, action of the physical elements, inadequacy or obsolescence. Downtown Business Overlay Taxing District Fund – The fund accounts for the revenues and expenditures related to services provided in the Downtown Business Overlay District. Revenues are derived from a specific percentage of annual real estate tax assessments in the Downtown Business Overlay District. Effective Rate Increase – The difference between the real estate tax rate proposed/adopted and the tax rate that would cause the rate of levy to produce no more than 101 percent of the previous year’s real property tax levies as defined by Section 58.1-3321 of the Code of Virginia. Employee (or Fringe) Benefits - Contributions that are made to meet commitments or obligations for employee fringe benefits. Included are the City’s share of costs for Social Security, the Virginia Retirement System, medical, and life insurance plans. Encumbrance - The commitment of appropriated funds to purchase an item or service. To encumber funds means to set aside or commit funds for a specified future expenditure. Enterprise Funds – These funds account for costs of providing goods or services to the general public on a continuing basis be financed or recovered primarily through user charges. The City of Suffolk has the following enterprise funds: Public Utilities Fund, Refuse Fund, and Stormwater Fund. Equivalent Residential Unit – A measure of the amount of service or impact to the water and sewer utility system that would be required from a typical residence. Expenditure - The payment of cash on the transfer of property or services for the purpose of acquiring an asset, or service or settling a loss. Expense - Charges incurred (whether paid immediately or unpaid) for operations, maintenance interest or other charges. Fee Schedule – The collection of all fees charged by the City for various services. Fiduciary Funds – Funds used to account for assets held by the City as an agent for individuals, private organizations, and other governments. Fiscal Policy – The City’s policies with respect to revenues, spending, and debt management as these relate to government services, programs, and capital investment. Fiscal policy provides an agreed-upon set of principles for the planning and programming of government budgets and their funding. Fiscal Year - A twelve-month period designated as the operating year for accounting and budgeting purposes in an organization. The City’s fiscal year begins July 1, and ends the following June 30. Fixed Assets - Assets of long-term character that are intended to continue to be held or used, such as land, buildings, machinery, furniture, and other equipment.

338

Fleet Management Fund – The fund accounts for the financing of vehicles and the related maintenance, repairs and fuel costs of the City and allocates operating costs to the various departments or agencies using the equipment. Full Faith and Credit - A pledge of a government’s taxing power to repay debt obligations. Full-time Equivalent Position – The number of hours per year that a full-time employee is expected to work, usually 2080 hours. If there are two workers, each of whom works half that number of hours per year, the two workers together equal one full-time equivalent. Fund - A fiscal entity with revenues and expenses which are segregated for the purpose of carrying out a specific purpose or activity. Fund Balance - The excess of the assets of a fund over its liabilities. Fund Transfer - The movement of money between funds of the same governmental entity. Generally Accepted Accounting Principles - Uniform minimum standards for financial accounting and recording, encompassing the conventions, rules, and procedures that define accepted accounting principles. General Fund – The primary operating fund of the City. This fund is used to account for all financial transactions and resources except those required to be accounted for in another fund. General Operating Budget – The primary operating fund of the City which accounts for most tax funded functions such as general government, police and fire protection, parks and recreation, planning and community development, etc. General Obligation Bond - A bond that is backed by the full faith and credit of the government to repay the debt. Governmental Accounting Standards Board - A non-governmental organization which serves as the source of generally accepted accounting principles used by state and local governments. Governmental Funds – Funds through which most governmental functions of the City are financed. The three major funds used are General Fund, Capital Projects Fund, and Debt Service Fund. Grants - A contribution by a government or other organization to support a particular function. Grants may be classified as either operational or capital, depending upon the grantor. HOME Investment Partnership Grant – A Federal grant designed to expand the supply of affordable and decent housing for low income persons and families. Information Technology Fund – The fund accounts for the City’s technology infrastructure and allocates costs to the various departments or agencies using the service. Infrastructure - The physical assets of the City (e.g., street, water, sewer, public buildings, and parks). Intergovernmental Revenue - Funds received from Federal, State and other local government sources in the form of grants, shared revenues, or payments in lieu of taxes. Internal Control - The control or management of a government in accordance with the approved budget for the purpose of keeping expenditures within the limitation of available appropriations and resources. Internal Service Funds – These funds account for the financing of goods or services provided by one department to other departments or agencies of the City on a cost-reimbursement basis. The Internal Service funds for the City include Information Technology, Fleet Management, and Risk Management. 339

Law Library Fund – The fund accounts for revenues and expenditures involving governmental grant programs. Levy - Imposition of taxes for the support of City activities. Line-item Budget - A budget prepared along departmental lines that focuses on what is to be bought. Line of Duty Act – The Virginia Retirement System Line of Duty Act (LODA) provides benefits to public safety first responders and their survivors who lose their life or become disabled in the line of duty. Long-term Debt - Debt with a maturity of more than one year after the date of issuance. Modified Accrual Basis - A basis of accounting where revenue is recorded when measurable and available, and expenditures are recorded when made. Non-Categorical Aid - Revenue from the State or Federal government that may be spent at the local government’s discretion. Objective - Something to be accomplished in specific, well-defined, and measurable terms and that is achievable within a specific time frame. Obligations - Amounts which the City legally may be required to meet out of its resources. They include not only actual liabilities, but also encumbrances not yet paid. Operating Expenses - The cost for personnel, materials, and equipment required for a department to function. Operating Revenue - Funds that the City receives as income to pay for ongoing operations. It includes such items as taxes, fees from specific services, interest earnings, and grant revenues. Operating revenues are used to pay for day-to-day services. Other Post Employment Benefits – An accounting and financial reporting provision of the Governmental Accounting Standards Board (GASB) requiring government employers to measure and report the liabilities associated with other (than pension) postemployment benefits (or OPEB) such as post-retirement medical, pharmacy, dental, vision, life, long-term disability and long-term care benefits that are not associated with a pension plan. Outsource - The practice of contracting out a service to a private entity. Pay-as-you-go Basis - A term used to describe a financial policy by which capital outlays are financed from current revenues rather than through borrowing. Performance Measure - Indicators that show the amount of work that is accomplished, the efficiency with which tasks were completed, and the effectiveness of a program. Program - A group of related activities performed by one or more organizational units for the purpose of accomplishing a function for which the government is responsible. Proprietary Funds – Funds used to account for all assets, liabilities, equities, revenues, expenses, and transfer relating to the primary government’s business activities. The City maintains two different types of proprietary funds including 1) enterprise funds (public utilities, refuse, and stormwater) and 2) internal service funds (fleet, information technology, and risk management). Rating Agency – An agency which assesses the creditworthiness of bond issuers, such as the City of Suffolk, which issues bonds to assist in financing capital improvement projects. There are three primary rating agencies including Moody’s, Standard & Poor’s, and Fitch. 340

Reassessment Impact - The effective change of the real estate tax burden as a result of the newly assessed value of real property. Refuse Fund – The fund accounts for the provision of solid waste disposal and recycling services to City residents, as well as landfill post closure requirements. Reserve - An account used either to set aside budgeted revenues that are not required for expenditure in the current budget year or to earmark revenues for a specific future purpose. Revenue - Sources of income that finances the operations of city government. Risk Management Fund – The fund accounts for the funding and payment of auto, personal liability, general liability, health insurance, and worker’s compensation claims against the City exclusive of the School Board employees. Charges to other funds are based on estimated claims for the year. Risk Stabilization Reserve – Funding set aside in a special fund by the City for the payment of expenses associated with general liability, health insurance, and worker’s compensation. The City has established a financial policy to maintain a rate stabilization reserve in an amount equal to 20% of the anticipated annual premium costs. Road Maintenance Fund – This fund accounts for revenues and expenditures related to maintaining roads city wide. Revenues are derived from state and sale of service to other funds. Route 17 Taxing District Fund – The fund accounts for revenues and expenditures related to enhanced economic development related services provided in the Route 17 Taxing District. Most revenues are derived from a specific percentage of the annual real estate tax assessments in the Route 17 Taxing District. School Funds – These funds are used to account for the activities of the City of Suffolk Public School System. The funds include the School Operating Fund, the School Service Fund, and the School Grant Fund. Shortfall – The difference between the amount of funding required and the amount available. Special Revenue Funds – The funds that account for revenue derived from specific sources that are restricted by legal and regulatory provisions to finance specific activities. The special revenue funds used by the City are Aviation Facilities Fund, Downtown Business Overlay District Fund, Road Maintenance Fund, Consolidated Grants Fund, Law Library Fund, Route 17 Taxing District Fund, and Transit System Fund. Special Taxing District – A specifically designated geographic area of the City, adopted by ordinance of the City Council, whereby an additional real estate tax is levied on real property owners, above the standard rate, for the provision of additional, more complete, or timely City services. The types of services that can be provided in a special taxing district are outlined in Section 15.2-2403 of the Code of Virginia and include, but are not limited to, beautification and landscaping, garbage disposal, and promotion of business and retail development services. Stormwater Utility Fund – The fund accounts for the maintenance and improvements to the City’s stormwater infrastructure. Tax Levy - The resultant product when the tax rate is multiplied by the tax base.

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Taxes - Charges levied by the City for the purpose of financing services performed for the common benefit of the people. This term does not include specific charges made against particular persons or property for current or permanent benefit, such as special assessments. Transit System Fund – The fund accounts for revenues and expenditures of the City’s transit system which includes six bus routes and ADA service. Revenues are derived from far collections, State and Federal grants, and transfer of funding support from the General Fund. Unassigned Fund Balance – The City’s “rainy day” fund or reserves which have accumulated via surplus General Fund revenues or unspent General Fund dollars from prior years. User Charges - The payment of a fee for direct receipt of a public service by the party who benefits from the service. Utility Fund – The fund accounts for the provision of water and sewer services to City residents Virginia Retirement System – The Commonwealth of Virginia’s retirement program for public employees.

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ABBREVIATIONS _________________________________________________________________________ ADA – Americans with Disabilities Act ASE – Automotive Service Excellence BAN – Bond Anticipation Notes CAFR – Comprehensive Annual Financial Report CALEA – Commission on Accreditation for Law Enforcement CDBG – Community Development Block Grant CIP – Capital Improvements Program and Plan CIT – Crisis Intervention Team COLA – Cost-of-Living Adjustment CSA – Children’s Services Act DBOD – Downtown Business Overlay Taxing District DMO – Destination Marketing Organization DMV – Department of Motor Vehicles EMS – Emergency Medical Service ERU – Equivalent Residential Unit FLSA – Fair Labor Standards Act FOIA – Freedom of Information Act FTE – Full-Time Equivalent FY – Fiscal Year GAAP – Generally Accepted Accounting Principles GASB – Governmental Accounting Standards Board GF – General Fund GFOA – Government Finance Officers Association GO – General Obligation HDHP – High Deductible Health Plan HOME – HOME Investment Partnerships Program HRPDC – Hampton Roads Planning District Commission HRSD – Hampton Roads Sanitation District HRTPO – Hampton Roads Transportation Planning Organization IFB – Invitation for Bid LOC – Letter of Credit LODA – Line of Duty Act MSRB – Municipal Securities Rulemaking Board OPEB – Other Post-Employment Benefits OSHA – Occupational Safety and Health Administration PAY-GO – Pay-as-you-Go PPE – Personal Protective Equipment 343

PSAP – Public Safety Answering Point PW – Public Works PU – Public Utilities RAN – Revenue Anticipation Notes RFP – Request for Proposal RFQ – Request for Qualifications RM – Road Maintenance RT 17 – Route 17 SPSA – Southeastern Public Service Authority SRHA – Suffolk Redevelopment and Housing Authority SW – Storm Water SWAM – Small, Women, and Minority Owned TANF – Temporary Assistance for Needy Families VDOT – Virginia Department of Transportation VEC – Virginia Employment Commission VRS – Virginia Retirement System VRT – Virginia Regional Transit VRPT – Virginia Department of Rail and Public Transportation WTCSB – Western Tidewater Community Services Board WTRJ – Western Tidewater Regional Jail

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City of Suffolk

Department of Finance - Division of Budget & Strategic Planning 442 W. Washington St. | Suffolk, Virginia 23434 | (757) 514-4006 www.suffolkva.us