Adopted Operating & Capital Budget FY 2018-2019 by City of Suffolk, Virginia

CITY of SUFFOLK

ADOPTED OPERATING & CAPITAL BUDGET FY 2018-2019

The Government Finance Officers Association of the United States and Canada (GFOA) presented a Distinguished Budget Presentation Award to the City of Suffolk, Virginia for its annual budget for the fiscal year beginning July 1, 2017. In order to receive this award, a government unit must publish a budget document that meets program criteria as a policy document, as an operation guide, as a financial plan, and as a communication device. The award is valid for a period of one year only. We believe our current budget continues to conform to the program requirements and we are submitting it to GFOA to determine its eligibility for another award.

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FY 2018-2019 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 2018-2019 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 2018-2019 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 ................................................................................................... 291 Debt Service……………………………………………………………………………………. 292 City Government, History and Community Attractions ............................................................... 297 City Demographics and Statistics ................................................................................................. 302 Budget Adoption Ordinance ......................................................................................................... 310 Fee Schedule................................................................................................................................. 313 Glossary of Terms ........................................................................................................................ 339

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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: 12/31/2018

Michael D. Duman Councilman Chuckatuck Borough Term Expires: 12/31/2018

Timothy J. Johnson Councilman Holy Neck Borough Term Expires: 12/31/2018

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: 12/31/2018

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 2018-2019 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’s 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: The annual Council retreat focuses on the City’s goals, visioning, land use, and important financial matters. Topics include issues associated with the City’s Ten Year Comprehensive Development Plan, and significant service issues from staff and Council. Council develops its vision and a list of priorities and staff provides Council with recommended strategic initiatives to be addressed in the short and long term future of the City. Short and long term strategic initiatives are developed and updated for use in the development of the City’s ten year Capital Improvements Plan (CIP) and Annual Operating and Capital Budget. Long Range Budget Forecast: The Division of Budget and Strategic Planning, in accordance with the City’s financial advisor, produces a Long Range Budget Forecast annually to evaluate the total amount of available resources and anticipated costs over a five year period. It incorporates levels of anticipated revenues over the next five years, the projected levels of operating costs, the anticipated levels of debt service for the Capital Improvements Program and Plan, and the anticipated operating costs associated with all new capital facilities. In turn, the first year of the Long Range Budget Forecast is used as a framework from which to develop the guidelines and targets for the Operating Budget. The Long Range Forecast is used to determine the level of funding the City will have to support its Capital Improvement Program and Plan within the debt policy constraints adopted by the City. 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 appointees by the City Manager. The City Manager and Director of Finance create a budget work plan and calendar designed to incorporate a rigorous internal review of service areas, work processes, and cost centers in need of strategic analysis to address the efficiency and effectiveness of the City. The Division of Budget and Strategic Planning sends budget request forms and instructions to City departments and local service partners in November. Budget requests are due back to the Division of Budget and Strategic Planning in mid-December. The Division of Budget and Strategic Planning 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 their submission and programs and address questions and possible solutions to improve efficiency and effectiveness. Follow-up meetings are later held to review the City Manager’s recommended budget with each department and address any remaining issues. Revenue estimates and projections are developed through a cooperative review by the City’s Treasurer, Commissioner of the Revenue, Assessor, Director of Finance and budget division staff. 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 actions of the State General Assembly and City Council. 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 Managerâ&#x20AC;&#x2122;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 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 the 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 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, including bond interest earnings 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.



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.



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 19 Operating & Capital Budget.  Revenue collections are strong with collection rates between 96% - 99%. Budget  The FY 19 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 19 Operating & Capital Budget.  The City has met the Unassigned General Fund balance policy goal of 12% of Governmental Fund Expenditures. The City’s Unassigned General Fund balance is 17% of Governmental Fund Expenditures.  The projected balance in the Risk Fund is anticipated to be sufficient to provide the required support in the FY 19 Operating and Capital Budget. Capital Improvements Planning  A 10 year Capital Improvements Plan has been prepared and adopted for use in the FY 19 budget year.  The FY 19 Operating and Capital Budget include 3% 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 2.2% for FY 19, below the 4% policy ceiling.  Debt as a percentage of general government expenditures is 8.3% for FY 19, below the 10% policy ceiling.

CITY OF SUFFOLK

Financial Policies Adopted: December 5, 2007 Revised: April 1, 2015

FY 19 Budget Status: Responses where appropriate for all compliance requirements for FY 19 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,



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 approximately monthly to collectively review financial matters of the City, including the monitoring of financial activity cash and investment management, and compliance with certain policies outlined herein. Members of the Finance Committee include those individuals stipulated by ordinance adopted by City Council. 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 19 Budget Status: Local revenues are diversified and projected to increase 6% or $9.1M in FY 19. Real estate assessed values increased 1.97% overall due to reassessment and new construction resulting in $3.1M of additional revenue. A $.04 increase on the real estate tax rate to $1.11 per $100 of assessed value is also approved in FY 19. The increase in the real estate tax levy is projected to generate $3.6M. Overall, real estate tax revenue is projected to increase $6.7M. Personal Property tax revenue is projected to increase $1.2M or 6%. Other local revenues anticipated to increase in FY 19 include public service corporations (8%), sales and use tax (5%), meals (6%), lodging (13%), admissions (17%), bank stock (9%), and utility taxes (2%). Business License tax revenue is projected to decrease $500,000 or 7%. This is attributable to a few large contractor payments received in FY 16 which were one-time in nature. Overall, local tax revenue including general property and other local taxes are anticipated to increase $9.1M or 6% overall. 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 Cityâ&#x20AC;&#x2122;s expense in providing the attendant service. These fees shall be reviewed annually with the development of the annual operating budget. FY 19 Budget Status: All city fees and charges are reviewed annually with revisions provided to recoup a fair portion of the Cityâ&#x20AC;&#x2122;s expenses associated with the service provision. Various fee increases and adjustments are approved in FY19 to include the courthouse maintenance; tourism fees for rental of the Seaboard Station Railroad Museum, Nansemond River and interpreted canoe tours; the treasurer vehicle withholding registration fee; and water and sewer rates. Additionally, community development fees for building inspections and plan reviews have been adjusted 5% in line with surrounding localities. 2.03 Revenue Collections The City will strive to achieve an overall property tax collection rate of 100%. FY 19 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 19 Budget Status: The City’s budget is balanced with current General Fund revenues supporting all current General Fund expenditures for FY 19. The FY 19 Budget does provide for a draw of $3.5M from the Assigned and Unassigned Fund Balances of the General Fund including: $2M from the Assigned General Fund Balance to assist with one-time fleet capital expenses and $1.5M from the 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 19 Budget Status: The City’s budget utilizes restricted revenues strictly for designated 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 19 Budget Status: The FY 19 budget is balanced for all funds operated by the City denoting appropriate tax rates where applicable to sustain operations. Budget and tax rate ordinances have been appropriately prepared 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 19 Budget Status: The budget is dependent on stable revenues and conservative revenue projections to support operations. 18

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 19 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 19 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 19 Budget Status: A 5 year projection of revenues and expenditures has been prepared using conservative assumptions. This plan includes 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 19 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 19 Budget Status: The operating and capital budget provides adequate repair and maintenance funds to support City capital assets. 19

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 19 Budget Status: The FY 19 Unassigned General Fund balance is projected to exceed the targeted 12% by the close of the fiscal year at 17%. 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 19 Budget Status: The projected balance in the Risk Fund at June 30, 2018 is anticipated to be sufficient to provide the required $3.7M in rate stabilization funds to support the FY 19 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 19 Budget Status: A 10 year Capital Improvements and Program Plan (CIP) is prepared and updated annually providing 5 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 2018 for use in the FY 19 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 19 Budget Status: The budget includes $4,552,475 in cash funded projects or 3% of General Fund departmental expenditures for FY 19.

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’19 Status

2.2%

10%

8.3%

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 2018-19 OPERATING AND CAPITAL BUDGET Annual Operating and Capital Budget by Fund

Budget 2015-2016

Fund General Fund

188,925,129 $

Budget 2016-2017 195,841,288 $

Budget 2017-2018 202,168,029 $

Adopted Budget 2018-2019

Prior Yr. % Change

213,191,824

Capital Projects Fund

47,226,414

68,081,823

68,386,582

66,589,675

-3%

Debt Service Fund

28,252,717

30,012,458

27,179,729

28,420,944

170,000

167,973

176,222

171,907

-2%

1,400,000

1,855,432

1,702,885

-8%

664,410

654,567

424,594

634,215

49%

Transit System Fund

1,037,454

1,140,759

1,624,388

1,934,197

19%

Aviation Facilities Fund

1,094,116

1,037,558

1,026,872

1,052,067

44,562

41,774

41,561

39,815

-4%

Road Maintenance Fund

28,542,592

27,822,616

26,186,245

26,587,628

Fleet Management Fund

11,623,704

12,212,043

15,559,912

13,615,592

-12%

6,055,406

7,762,072

8,666,702

9,466,929

Risk Management Fund

19,357,600

20,507,505

21,429,654

20,513,322

-4%

Utility Fund

46,474,656

49,984,650

52,684,425

59,124,808

12%

Stormwater Fund

7,223,975

6,298,975

6,114,295

7,246,865

19%

Refuse Services Fund

5,957,441

6,121,438

7,595,277

8,528,433

12%

151,431,945

157,382,210

161,536,936

168,662,537

545,482,122 $

586,469,710 $

602,656,857 $

627,483,641

Downtown Business Overlay District Route 17 Special Taxing District Grants Fund

Law Library Fund

Information Technology Fund

School Fund Total Funds Budget

.05 .07 .08 .29

.34

_______________General Government ______________Health and Welfare ______________________Debt Service ______________________Public Safety

__________Education & Related Debt

Total______________________________$1.00

.005 .005 .02 .02 .03 .04 .05

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

Debt Service Fund $28,420,944

Capital Projects Fund $66,589,675

General Govt. $10,617,757 Judicial 8,827,550 Public Safety 60,632,066 Public Works 5,132,043 Health &Welfare 13,979,976 Education 60,386,646 Parks, Rec. & Cultural 11,349,235 Community Development 6,480,228 Local and Regional Orgs. 1,029,970 Non-Departmental Fringe Benefits/Insurances 516,679 Transfer to Funds 34,239,675 $213,191,824

General Fund $213,191,824

Major Govâ&#x20AC;&#x2122;t. Funds

Governmental Funds

SUMMARY CHART

Transit System Fund $1,934,197

Route 17 Taxing District Fund $1,702,885

Law Library Fund $39,815

Grants Fund $634,215

Road Maint. Fund $26,587,628

Downtown Business Overlay District $171,907

Aviation Fund $1,052,067

Special Revenue Funds

Stormwater Fund $7,246,865

Refuse Services Fund $8,528,433

Utility Fund $59,124,808

Enterprise Funds

$627,483,641

Operating & Capital Budget

Risk Management Fund $20,513,322

Fleet Management Fund $13,615,592

Information Technology Fund $9,466,929

Internal Service Funds

School Funds $168,662,537

Component Unit

TOTAL EXPENDITURES

City of Suffolk Adopted FY 2018-19 Operating and Capital Budget General Fund - Executive Summary Current R.E. Tax Rate: Adopted R.E. Tax Rate:

$ $

1.07 1.11

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

$ $

0.04 0.01

% Change

General Fund

Adopted Revenues:

213,191,824

5.5%

Adopted Expenditures:

213,191,824

5.5%

Unfunded Gap:

(0)

PRIMARY BUDGET GOALS: 1 2 3 4 5

Maintain Service Levels for all Citizens with Minimal Tax Impact Support for Suffolk Public Schools Employee Compensation and Critical Personnel Resources Investment in Quality of Life Compliance with Financial Policies

OTHER IMPORTANT BUDGET ITEMS TO NOTE:  $4,000,000 additional local funding provided in support of Suffolk Public Schools.  $607,801 additional local funding provided for school related debt service.  18 new positions added to address fire suppression staffing needs at Chuckatuck/Station 9 which the City assumed 24/7 coverage beginning March 2018 and 1 new attorney position to the Commonwealth's Attorney's Office.  2.5% Cost-of-Living Adjustment (COLA) effective July 1, 2018 for all full and regular part-time employees, grant employees, Constitutional Officers and their employees, and Council Appointees, who were hired before April 1, 2018.  $4,552,475 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 Govtl' 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

17.0% Projected 3.0% Projected 2.2% Projected 8.3% Projected

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

TOTAL INCREASED SERVICE REQUIREMENTS:

$ $

11,023,795

9,163,611 1,043,710 (29,576) (247,584) 1,093,635 11,023,794

3,054,626 5,227 235,370 (35,788) 69,700 10,550 750,103 (76,222) 125,504 12,426 7,378 76,067 654 31,040 4,381 (5,000) 1,800 38,136 3,206 38,275 27,450 8,128 (8,880) 60,008 (756,195) 83,091 3,519 4,002,927 1,265,767 1,990,547

11,023,795

City of Suffolk Adopted FY 2018-19 Operating and Capital Budget Capital Projects Fund - Executive Summary % Change

Capital Projects Adopted Revenues:

66,589,675

-3%

Adopted Expenditures:

66,589,675

-3%

Unfunded Gap:

Increase / (Decrease) from Prior Fiscal Year:

(1,796,907)

Includes:  $5,335,000 in Public Utility bond funding for recommended essential water/sewer projects.  Includes GO Bonded Projects of the following: Education: Major Repairs/Systems Replacement Public Buildings & Facilities: Fire Station 1 Site Development Joint Operations Facility (Police/Parks & Recreation) Public Safety: Fire Engines Fire & Rescue Operations Building Transportation Safety: Local Urban Roadway (Holland Rd.) Local Urban Intersections (N Pkwy/Bennetts Pasture Intersection/Rt17 Ctrittenden Rd) Pitchkettle Road Improvements Pruden Center Turn Lanes Nansemond Parkway/Wilroy Road Flyover

2019 Bond $ $ 2,500,000 500,000 4,703,000 690,370 1,000,000

 Cash Pay-Go Funding to leverage significant grant support of the following projects: Aviation: Obstruction Removal Terminal Apron Rehabilitation Covered Terminal Entranceway Parks & Recreation: Trail Enhancement Transportation Safety: Nansemond Parkway Phase II

% Grant

Grant $

475,000 3,050,000 350,000 1,600,000 3,358,516 18,226,886

Cash Pay-Go 1,200 6,000 20,000

8,000,000 3,050,000 350,000 1,600,000 $

24,275 251,475

13,000,000

Grant $ $

200,000

94% 50% 50% 50%

58,800 294,000 80,000

98% 98% 80%

800,000

80%

1,610,465 2,843,265

99%

 $28.7M or 43% of proposed capital project expenses funded by State/Federal dollars.

FINANCIAL POLICY COMPLIANCE STATUS:  Capital Cash "Pay-Go" - 3% min. of General Fund Expenses

3.0% Projected

City of Suffolk Adopted FY 2018-19 Operating and Capital Budget Aviation Facilities Fund- Executive Summary % Change

Aviation Adopted Revenues:

1,052,067

Adopted Expenditures:

1,052,067

Unfunded Gap:

Increase / (Decrease) from Prior Fiscal Year:

25,195

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 $99,815 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 2018-19 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:

171,907

-2%

Adopted Expenditures:

171,907

-2%

Unfunded Gap:

Increase / (Decrease) from Prior Fiscal Year:

(4,315)

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 2018-19 Operating and Capital Budget Law Library Fund - Executive Summary % Change

Law Library

Adopted Revenues:

39,815

-4%

Adopted Expenditures:

39,815

-4%

Unfunded Gap:

Increase / (Decrease) from Prior Fiscal Year:

(1,747)

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 2018-19 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:

% Change

RT. 17 Tax District

Adopted Revenues:

1,702,885

-8%

Adopted Expenditures:

1,702,885

-8%

Unfunded Gap:

Increase / (Decrease) from Prior Fiscal Year:

(152,547)

Includes:  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.  Transfer of debt service for payment of financed transportation improvements in the taxing district.  Transfer of $1M to the Capital Projects Fund for the James River Shoreline Open Space project and $200,000 for the Harbour Town Parkway Connector and Wetlands Crossing project.

City of Suffolk Adopted FY 2018-19 Operating and Capital Budget Road Maintenance Fund - Executive Summary % Change

Road Maintenance

Adopted Revenues:

26,587,628

Adopted Expenditures:

26,587,628

401,382

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 2018-19 Operating and Capital Budget Debt Fund - Executive Summary % Change

Debt

Adopted Revenues:

28,420,944

Adopted Expenditures:

28,420,944

1,241,215

Unfunded Gap:

Increase / (Decrease) from Prior Fiscal Year:

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 Public Buildings & Facilities: Fire Station 1 Site Development Joint Operations Facility (Police/Parks & Recreation) Public Safety: Fire Engines Fire & Rescue Operations Building Transportation Safety: Local Urban Roadway (Holland Rd.) Local Urban Intersections (N Pkwy/Bennetts Pasture Intersection/Rt17 Ctrittenden Rd) Pitchkettle Road Improvements Pruden Center Turn Lanes Nansemond Parkway/Wilroy Road Flyover

2,500,000 500,000 4,703,000 690,370 1,000,000

475,000 3,050,000 350,000 1,600,000 3,358,516 18,226,886

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

2.2% Projected 8.3% Projected

City of Suffolk Adopted FY 2018-19 Operating and Capital Budget Public Utilities - Executive Summary % Change

Public Utilities

Adopted Revenues:

59,124,808

12%

Adopted Expenditures:

59,124,808

12%

6,440,382

Unfunded Gap:

Increase / (Decrease) from Prior Fiscal Year: Includes:  New customer revenue projection of 425 ERUs (Equivalent Residential Units)  Addition of 1 FTE - Skilled Laborer  The following rate structure adjustments are proposed effective July 1: FY 18 Water per 100 cubic feet Sewer per 100 cubic feet Water Availability Charge - Single Family Sewer Availability Charge - Single Family

$ $ $ $

FY 19 9.20 7.21 5,520 6,000

$ $ $ $

9.71 7.27 5,520 6,000

% Change 5.5% 0.8% 0% 0%

 Transfer of $7.5M 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 71.0% Yes 1.16

City of Suffolk Adopted FY 2018-19 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:

7,246,865

19%

Adopted Expenditures:

7,246,865

19%

1,132,569

Unfunded Gap:

Increase / (Decrease) from Prior Fiscal Year:

Includes: ď&#x192;&#x2DC; Mandated provision of Stormwater management services citywide to include mosquito control services. ď&#x192;&#x2DC; Transfer $1,020,000 to Capital Projects Fund for Stormwater capital projects.

City of Suffolk Adopted FY 2018-19 Operating and Capital Budget Transit Fund - Executive Summary % Change

Transit

Adopted Revenues:

1,934,197

19%

Adopted Expenditures:

1,934,197

19%

Unfunded Gap:

Increase / (Decrease) from Prior Fiscal Year:

309,809

Includes:  Outsource of service delivery via Virginia Regional Transit Authority.  Capital acquisition of (4) 19 passenger buses.  $280,065 increase in State/Federal funding anticipated in FY19.

City of Suffolk Adopted FY 2018-19 Operating and Capital Budget Refuse Fund - Executive Summary

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

$ $

19.50 19.50

% Change

Refuse

Adopted Revenues:

8,528,433

12%

Adopted Expenditures:

8,528,433

12%

Unfunded Gap:

Increase / (Decrease) from Prior Fiscal Year:

(0)

933,155

Includes:  Provides for Citywide Refuse, Recycling, Bulk Refuse pick up and Landfill post closure planning and management.  Provides for Citywide residential refuse and recycling pick-up to an estimated 30,400 households.  Compliance plan for State 25% citywide recycling requirement.  No change to Refuse Services fee of $19.50 per month.

City of Suffolk Adopted FY 2018-19 Operating and Capital Budget Grants Fund - Executive Summary % Change

Grants

Adopted Revenues:

634,215

49%

Adopted Expenditures:

634,215

49%

Unfunded Gap:

Increase / (Decrease) from Prior Fiscal Year:

209,620

Includes: ď&#x192;&#x2DC; $350,000 in local cash match funds to leverage State and Federal grant opportunities for the City. ď&#x192;&#x2DC; Annual Allocations for CDBG and HOME funds are anticipated from the Federal Government, therefore, budget only includes portion of receipts for Section 108 loan of $284,215.

City of Suffolk Adopted FY 2018-19 Operating and Capital Budget Fleet Fund - Executive Summary % Change

Fleet

Adopted Revenues:

13,615,592

-12%

Adopted Expenditures:

13,615,592

-12%

Unfunded Gap:

Increase / (Decrease) from Prior Fiscal Year:

(0)

(1,944,319)

Includes: ď&#x192;&#x2DC; Consistent cost estimate for fuel of $2.55 per gallon (govt. secured rate). ď&#x192;&#x2DC; Replacement of fleet equipment exceeding standards for replacement due to cost and safety factors.

City of Suffolk Adopted FY 2018-19 Operating and Capital Budget Information Technology Fund - Executive Summary

Information Technology

% Change

Adopted Revenues:

9,466,929

Adopted Expenditures:

9,466,929

Unfunded Gap:

Increase / (Decrease) from Prior Fiscal Year:

(0)

800,227

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

City of Suffolk Adopted FY 2018-19 Operating and Capital Budget Risk Fund - Executive Summary % Change

Risk

Adopted Revenues:

20,513,322

-4%

Adopted Expenditures:

20,513,322

-4%

Unfunded Gap:

Increase / (Decrease) from Prior Fiscal Year:

(0)

(916,332)

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 2018-19 Operating and Capital Budget School Operating Fund - Executive Summary % Change

Schools

Adopted Revenues:

168,662,537

4.41%

Adopted Expenditures:

168,662,537

4.41%

7,125,600

Unfunded Gap:

Increase / (Decrease) from Prior Fiscal Year:

Includes:  Increase of $4,000,000 in local contributions.

Request Includes: Request : $

 Additional local appropriation request for funding of $4,000,000.

Recomdtn: 4,000,000 $ 4,000,000

Operating Fund

Year to Year Comparative Data Adopted FY 18 Requested FY 19 Adopted FY 19 % Change $ 141.3 $ 148.3 $ 148.3 4.95%

Lease of Building

0.5 $

0.5

0.00%

Grant Fund

11.4 $

11.4

0.00%

Food Services Fund

8.3 $

8.5

2.41%

Operating Request: $

161.5 $

168.7

4.46%

School Debt Service: $

10.6 $

11.0

3.77%

Total School Funding: $

172.1 $

179.7

4.42%

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

14,284 13,800

14,324 13,800

0% 0%

12,471

13,022

4.42%

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

Summary of Revenues and Expenditures for All Funds FY 2017 - FY 2019 FY 2017 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 2018 Budget

123,463,228 43,167,506 1,713,750 983,989 1,762,353 104,851,445 7,173,860 2,487,875 132,996,805 22,477,513 94,115,060 81,507,562 616,700,947

45,319,337 8,900,017 64,310,575 62,457,125 20,606,856 13,252,252 172,441,532 11,855,215 7,474,048 5,106,504 15,395,483 92,868,572 93,995,073 613,982,588

FY 2019 Budget

123,174,734 42,875,000 1,424,550 790,000 2,249,593 110,445,447 4,750,824 789,386 149,603,166 24,898,601 99,210,861 32,786,304 9,658,391 602,656,857

42,970,112 8,554,971 60,486,565 82,349,030 31,412,969 14,782,727 180,869,064 15,203,501 5,600,800 9,088,103 5,661,649 48,966,506 96,710,861 602,656,857

131,509,563 43,775,000 1,654,550 790,000 2,474,898 112,541,671 3,974,180 794,900 161,615,055 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 4,463,177 6,160,301 51,227,195 109,640,988 627,483,641

Projected Fund Balances - June 30, 2018

122,002,873

Projected Fund Balances - June 30, 2019

107,594,584

Notes: FY 2017 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.

All Funds Revenues and Expenditures Summary FY 2018-2019 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 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, 2017

129,634,771 43,775,000 1,290,800 540,000 1,348,946 3,322,560 969,000 542,694 20,871,429 4,952,923 2,443,701 3,500,000 213,191,824

Aviation Fund $

267,252 685,000 99,815 1,052,067

171,907 171,907

158,036

10,617,757 8,827,550 60,632,066 5,132,043 13,979,976 11,349,235 6,480,228 1,029,970 516,679 94,626,321 213,191,824

990,490 61,577 1,052,067

61,002,169

499,795

Projected Fund Balances - June 30, 2018

64,170,598

Appropriations to/from Fund Balances during the year - FY 19

(3,500,000)

Projected Fund Balances - June 30, 2019

Downtown Business Overlay Taxing District Fund

60,670,598

171,907 171,907

499,795

158,036

499,795

158,036

Notes: General Fund - $1.5M budgeted from General Fund unassigned fund balance for one-time capital projects. Unassigned Fund Balance projected at 17.0% for FY 19, above the minimum 12% per City financial policies. $2M budgeted from the General Fund assigned fund balance for transfer to Fleet Fund for vehicle/equipment replacements.

All Funds Revenues and Expenditures Summary FY 2018-2019 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

76,400 19,500 434,462 583,230 810,605 10,000 1,934,197

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

1,932,717 1,480 1,934,197

Fund Balances - June 30, 2017

199,012

Projected Fund Balances - June 30, 2018

199,012

Appropriations to/from Fund Balances during the year - FY 19

(10,000)

Projected Fund Balances - June 30, 2019

189,012

Debt Service Fund

35,000 4,815 39,815

39,815 39,815

28,420,944 28,420,944

220,873

492,720

220,873

492,720

(4,815) $

216,058

28,420,944 28,420,944

492,720

Notes: Transit Fund - $10,000 budgeted from the Transit Fund committed fund balance to assist with one-time funding needs. Law Library Fund - $4,815 budgeted from the Law Library restricted fund balance to assist with one-time funding needs.

All Funds Revenues and Expenditures Summary FY 2018-2019 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

843,700 49,373,126 551,180 856,802 7,500,000 59,124,808

23,479,374 50,000 4,107,809 22,479,498 9,008,126 59,124,808

Fund Balances - June 30, 2017

34,560,161

Projected Fund Balances - June 30, 2018

32,002,394

Appropriations to/from Fund Balances during the year - FY 19

(7,500,000)

Projected Fund Balances - June 30, 2019

24,502,394

Information Technology Fund

Fleet Mgmt. Fund 11,000,392 2,000,000 615,200 13,615,592

13,074,455 27,165 222,813 291,159 13,615,592

9,104,844 73,986 67,988 220,111 9,466,929

7,683,084

(700,600)

4,683,084

(700,600)

(615,200) $

4,067,884

9,466,929 9,466,929

(700,600)

Notes: Utility Fund - $7.5M budgeted from the Utility Fund unrestricted fund balance to cash fund water and sewer capital projects in FY 19. The unrestricted fund balance is projected at 71% of operations in compliance with Utility Fund financial policies which require a minimum unrestricted cash balance of 25% of operations. Fleet Fund - $615,200 budgeted from the Fleet Fund unrestricted fund balance to cash fund vehicles/equipment in FY 19. This marks the second year of a two-year strategy to cash fund vehicles/equipment instead of short-term bond or lease financing. The Fleet Fund continues to maintain adequate reserves to address emergency repairs, vehicles/equipment replacement, and spikes in fuel prices.

All Funds Revenues and Expenditures Summary FY 2018-2019 Operating and Capital Budget

Route 17 Taxing District Fund

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

20,513,322 20,513,322

20,454,226 10,054 49,042 20,513,322

Fund Balances - June 30, 2017

4,550,484

Projected Fund Balances - June 30, 2018 Appropriations to/from Fund Balances during the year - FY 19 Projected Fund Balances - June 30, 2019

1,702,885 1,702,885

157,298 1,545,587 1,702,885

8,239,203 25,000 35,951 228,279 8,528,433

1,875,680

2,950,585

3,975,260

1,647,600

157,298

3,975,260

Refuse Fund

1,804,898

7,266,537 425,000 250,206 586,690 8,528,433

2,656,668 (586,690) $

2,069,978

Notes: Refuse Fund - $586,690 budgeted from the Refuse Fund unrestricted fund balance in FY 19 which marks the first full fiscal year that the City will pay tipping fees to dispose of solid waste at the regional landfill per the new agreement with the Southeastern Public Service Authority (SPSA), the regional landfill operator. The City did not previously pay tipping fees since the landfill is located in Suffolk. Under the new agreement, the City will receive host fee revenue based on the amount of solid waste disposed in the regional landfill. The use of fund balance in FY 19, if necessary, will assist with the City's refuse pickup and disposal operations during this transition year. Route 17 Taxing District Fund - $157,298 budgeted for future capital/debt reserves in FY 19.

All Funds Revenue and Expenditures Summary FY 2018-2019 Operating and Capital Budget

Stormwater Mgmt. Fund

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

363,750 250,000 15,000 1,228,988 24,500 2,000 23,503,390 1,200,000 26,587,628

24,032,914 525,913 2,028,801 26,587,628

Fund Balances - June 30, 2017

11,461,172

Capital Projects Fund

6,097,983 1,148,882 7,246,865

5,234,177 716,397 1,296,291 7,246,865

5,918,000 2,620,370 39,481,305 12,835,000 2,575,000 2,305,000 395,000 460,000 66,589,675

1,090,637

28,431,314 324,000 14,272,475 23,561,886 66,589,675

Projected Fund Balances - June 30, 2018

10,082,844

1,914,589

Appropriations to/from Fund Balances during the year - FY 19

(1,200,000)

(1,148,882)

Projected Fund Balances - June 30, 2019

8,882,844

765,707

Notes: Road Maintenance Fund - $1,200,000 budgeted from Road Maintenance restricted fund balance for bridge repairs. Stormwater Management Fund - $1,020,000 budgeted from the unrestricted fund balance to assist with stormwater capital projects in FY 19. An additional $128,882 is budgeted for mosquito control operations in FY 19 from operating reserves appropriated in FY 18 from the former Mosquito Taxing District Fund which was abolished in FY 08.

All Funds Revenues and Expenditures Summary FY 2018-2019 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

Schools Fund

284,215 350,000 634,215

350,000 284,215 634,215

Fund Balances - June 30, 2017

Grand Total

131,509,563 43,775,000 1,654,550 790,000 2,474,898 112,541,671 3,974,180 794,900 161,615,055 20,585,368 113,140,988 23,561,886 11,065,587 627,483,641

168,662,537 168,662,537

46,444,827 8,774,044 63,252,436 95,366,004 36,314,374 13,979,976 171,237,537 13,654,235 6,875,228 4,463,177 6,253,622 51,227,195 109,640,988 627,483,641

126,043,808

4,160,434 1,300,000 88,374,460 14,441,000 60,386,646 168,662,537

Projected Fund Balances - June 30, 2018

122,002,873

Appropriations to/from Fund Balances during the year - FY 19

(14,408,289)

Projected Fund Balances - June 30, 2019

107,594,584

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 and judicial services, 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 (20%), revenue from fees and charges (4%), state revenue (10%), federal revenue (2%), and fund transfers (3%). General Fund revenue is projected to increase 5.5% over the previous year budget in FY 19 to $213.2M. General Fund Revenue

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

FY 16 Actual

FY 17 Actual

FY 18 Budget

FY 18 Projected

FY 19 Adopted

$ 116,745,216 42,507,743 8,130,215 19,813,487 5,153,630 2,345,591

$ 121,658,169 43,167,506 8,242,414 21,339,317 5,741,106 2,493,685

$ 121,371,160 42,875,000 6,970,290 20,901,005 5,200,507 4,850,066

$ 122,964,436 43,631,198 8,645,185 20,955,879 5,222,699 9,775,569

$ 129,634,771 43,775,000 8,014,000 20,871,429 4,952,923 5,943,701

$ 194,695,882

$ 202,642,197

$ 202,168,028

$ 211,194,966

$ 213,191,824

General Fund Revenue

General Property Taxes 61%

Other Local Taxes 20%

Fees & Charges 4%

State 10%

Fund Transfers 3% Federal 2%

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 49% of General Fund revenue. A 7% or $6.8M increase in real estate tax revenue is projected in FY 19 of which $3.1M is attributed to assessed value growth and new construction and $3.7M is projected from a $.04 adjustment to the real estate tax rate. The assessed value of real estate increased 1.97% due to reassessment. Assessed value growth of existing properties accounted for 1% of the increase, while new construction garnered .97% of the total increase in assessed value. The real estate tax rate will change from $1.07 to $1.11 per $100 of assessed value in FY 19. Personal property tax revenue, which accounts for nearly 10% of General Fund revenue, is projected to increase 6% or $1,200,000 in FY 19. 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 2% or $900,000 in FY 19. Local taxes driving the 2% increase include admissions (17%), lodging (13%), bank stock tax (9%) sales and use (5%), and meals (6%). 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 $8M in FY 19. An increase of 25% is anticipated in building permits and zoning, and use and ordinance fees. Interest on investments and bond proceeds are trending significantly higher due to the uptick in interest rates. However, a decrease in revenue is projected from the sale of service lines to other city funds such as capital projects and road maintenance. Â

Permits, Privilege Fees, and Regulatory Licenses Revenue from permits, privilege fees, and regulatory licenses consists of revenue from 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 22% or approximately $230,000 in FY 19. The increased revenue is due to building and weapon permits and zoning, use an ordinance fees which are trending higher.

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 remain flat in FY 19 due to current trends. 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. A 96% increase or $660,000 is projected in FY 19. The increase is primarily due to interest on investments and bond proceeds due to current projections. 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 decrease 4% or $154,804 in FY 19. The decrease is primarily due to sale of service revenue for capital project management and road maintenance services provided by the General Fund to other City funds. 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 increase by 45% or $303,000 in FY 19. The increase is primarily due to an increase in sale of salvage/surplus property and delinquent tax collections based on current trends. Recovered Costs Recovered costs include reimbursements from other localities, the Suffolk School Board, and the Department of Social Services. Recovered cost revenue is projected to increase 1% or $5,514 in FY 19 due to reimbursements from the school division for public safety services. 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 remain flat at $20.9M in FY 19. 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 slightly increase by 1% in FY 19. 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 Commonwealthâ&#x20AC;&#x2122;s Attorney, Sheriff, Commissioner of the Revenue, Treasurer, Voter Registrar, and Circuit Court Clerk. State shared expense revenue is projected to remain flat in FY 19.

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 decrease 3% in FY 19 to $4.2M 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 decrease 5% or $247,584 to approximately $4.9M in FY 19.

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 19 is $66.6M which represents a 3% decrease over FY 18. 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: $18.2M general obligation bonds (27%), $28.7M state and federal funds (43%), $9.7M transfer from other funds (15%), $5.3M public utility bonds (8%), and $4.5M general funds cash (7%). Capital Projects Fund Revenue Sources FY 2018‐2019 State and Federal Grants 43%

General Obligation Bonds 27% Transfer from Other Funds 15%

General Fund Cash 7%

Public Utility Revenue Bonds 8%

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 projects that are debt financed. Revenues in this fund are derived through the transfer of funds from the General Fund, Route 17 Special Taxing District Fund, and the Consolidated Grants Fund. The Debt Service Fund budget will increase 5% in FY 19 to $28.4M. 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 district’s boundaries. The projected DBOD revenue for FY 19 is $171,907 or 2% decrease over FY 18. The decrease is attributable to a reduction in the assessed value of real estate in the DBOD per the most recent real estate reassessment. 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 19 is $26.6M, a 2% increase over FY 18. The increase is due primarily to an increase in sale of service for banners and refuse salary allocation and increased reliance on fund balance for bridge repairs in FY 19. State revenue, which is based on a funding formula accounting for roadway miles in the City, is projected to remain flat at $23.5M in FY 19. 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, as well as a portion of federal Community Development Block Grant (CDBG) entitlement funds used for debt payments against a HUD Section 108 loan acquired by the City to revitalize the Fairgrounds section of downtown. The Consolidated Grants Fund budget for FY 19 is $634,215, a 49% increase over FY 18 due to a increase in CDBG entitlement funds from last year needed for the City’s required Section 108 loan payment. 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 19 is $39,815, a 4% decrease over FY 18. 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 district’s boundaries. The projected revenue for 65

FY 19 is $1.7M or a 8% decrease over FY 18. The decrease is attributable to funds not being used from Fund Balance in FY19. The assessed value of real estate increased by 3.72% in the Route 17 Special Taxing District per the most recent real estate reassessment. 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 (1%), and the transfer of funding support from the General Fund (10%). The Aviation Facilities Fund budget for FY 19 is approximately $1.1M, a 2% increase over FY 18. 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 (42%), state and federal funding (53%), fare collections (4%), and miscellaneous and fund balance (1%). The Transit Fund budget for FY 19 is approximately $1.9M, a 19% increase over FY 18 due to a projected increase in state and federal 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 19 is approximately $59.1M, a 12% increase over FY 18. 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. Water and sewer rates will increase $.51 (water) and $.06 (sewer) monthly per 100 cubic feet in FY 19 to address state and federal regulatory mandates and system growth. 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 19 is approximately $7.2M, a 19% increase over FY 18. The increase is due to increased utilization of the Stormwater Fund Balance for capital improvements in FY 19. 66

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, and sale of service to other City funds. The Refuse Fund budget for FY 19 is approximately $8.5M, a 12% increase over FY 18. The FY 19 monthly refuse collection fee will remain unchanged at $19.50. 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 19 is approximately $9.4M, a 9% increase over FY 18. 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 19 is approximately $13.6M, a 12% decrease over FY 18. 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 19 is approximately $20.5M, a 4% decrease over FY 18. 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 19 is approximately $168.6M, a 4% increase over FY 18. The increase in Schools funding is primarily due to a $3.1M increase in state funding for education and a $4M increase in local funding. 67

General Operating Fund

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CITY OF SUFFOLK, VIRGINIA ADOPTED FY 2018-19 OPERATING AND CAPITAL BUDGET GENERAL FUND Revenue Summary

Revenue Type

2015-2016 Actual

2016-2017 Actual

2017-2018 Budget

2018-2019 Adopted

103,634,771 4,300,000 20,700,000 1,000,000

Budget % Change

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

91,844,007 $ 3,902,017 19,803,303 1,195,890

95,562,092 $ 4,114,710 20,765,549 1,215,818

96,871,160 $ 4,000,000 19,500,000 1,000,000

7% 8% 6% 0%

Total General Property Taxes

116,745,216 $ 121,658,169 $

121,371,160 $

129,634,771

10,500,000 3,300,000 4,400,000 7,500,000 2,400,000 575,000 1,450,000 1,950,000 300,000 1,500,000 9,000,000

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

5% 0% 2% -7% 0% 9% 0% 0% 17% 13% 6%

42,875,000 $ 164,246,160 $

43,775,000 173,409,771

2% 6%

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

9,904,693 3,115,672 4,478,378 7,680,254 2,449,544 564,037 1,466,044 2,050,259 318,348 1,484,031 8,996,483 $ $

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

42,507,743 $ 43,167,506 $ 159,252,959 $ 164,825,676 $

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

37,209 39,070 3,002 232,107 808,985 51,097 79,675 2,718 360 $

1,254,223 $

34,869 17,450 3,080 254,209 826,718 47,182 120,830 1,612 330 1,306,280 $

35,000 15,000 2,500 200,000 700,000 40,000 65,000 3,000 300 1,060,800 $

35,000 15,000 2,500 250,000 875,000 45,000 65,000 3,000 300

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

1,290,800

22%

300,000 100,000 140,000

0% 0% 0%

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

488,168 156,741 186,315 $

831,224 $

361,543 136,897 156,300 654,739 $

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

540,000

REVENUE FROM USE OF MONEY AND PROPERTY Interest on Investments Interest on Bond Proceeds Human Resources Building Rent 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

187,033 151,312 3,000 217,634 18,165 83,681 28,800 17,005 4,229 $

710,858 $

231,142 558,359 217,471 17,317 116,462 28,800 16,646 4,675 1,190,872 $

250,000 100,000 217,471 18,000 70,000 28,800 4,675 688,946 $

500,000 500,000 217,471 18,000 80,000 28,800 4,675

100% 400% 0% 0% 14% 0% 0%

1,348,946

96%

CITY OF SUFFOLK, VIRGINIA ADOPTED FY 2018-19 OPERATING AND CAPITAL BUDGET GENERAL FUND Revenue Summary

2015-2016 Actual

Revenue Type

2016-2017 Actual

2017-2018 Budget

2018-2019 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

93,580 5,787 21,311 107,826 13,202 31,466 16,772 1,766,606 71,069 958,793 18,239 36,505 70 249,038 100,000 1,280 95,325 $

3,586,869 $

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 $

60,000 5,787 18,000 120,000 9,000 30,000 15,000 1,848,519 70,000 900,000 18,000 45,500 100 114,458 125,000 28,000 70,000 3,477,364 $

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

25% 0% 0% 0% 11% 0% 0% -1% 0% 0% 0% -35% 0% -87% -8% -73% 0%

3,322,560

-4%

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

0% 100% 0% 75% 0% 17%

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

4,518 12,532 741,023 293,185 6,835 $

1,058,093 $

10,474 9,599 719,506 242,613 7,118 989,309 $

3,000 2,000 5,000 400,000 250,000 6,000 666,000 $

969,000

45%

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

2,731 406,863 171,671 1,441 106,241 $ $

688,947 $ 8,130,215 $

95,382 370,014 283,983 612 749,990 $ 8,242,414 $

95,000 441,680 500 537,180 $ 6,970,290 $

95,000 447,194 500 -

0% 1% 0% -

542,694 8,014,000

1% 15%

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 Local Fines Reversion Total Non-Categorical Aid

33,714 279,231 141,214 2,764,800 10,169,730 194,746 (38,378) $

13,545,057 $

20,094 288,770 126,736 2,853,820 10,169,730 130,414 13,589,564 $

15,000 350,000 130,000 2,853,819 10,169,730 130,000 13,648,549 $

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

0% 0% 0% 4% 0% 0% 1%

CITY OF SUFFOLK, VIRGINIA ADOPTED FY 2018-19 OPERATING AND CAPITAL BUDGET GENERAL FUND Revenue Summary

2015-2016 Actual

Revenue Type

2016-2017 Actual

2017-2018 Budget

2018-2019 Adopted

Budget % Change

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

1,001,955 906,612 164,058 208,918 88,860 509,050 $

2,879,452 $

1,005,885 904,808 163,423 209,025 46,977 481,399 2,811,516 $

1,026,702 933,199 166,610 213,431 46,399 491,630 2,877,971 $

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

0% 0% 0% 0% 1% 0% 0%

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

$ $

21,355 23,502 40,862 1,887,487 627,093 62,774 221,430 80 80,663 268,082 155,649

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

20,000 40,000 2,691,613 908,115 200,000 80,663 274,489 159,605

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

0% 0% -6% 0% 0% 1% 3% 1%

3,388,978 $ 19,813,487 $

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

4,374,485 $ 20,901,005 $

4,238,739 -3% 20,871,429 -0.1%

27,593 24,478 5,080,507 21,052 -

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

5,180,507 20,000 -

4,932,923 20,000 -

REVENUE FROM THE FEDERAL GOVERNMENT - NON CATEGORICAL AID Criminal Justice Services Grants 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

5,153,630 $

5,471,106 $

552,851 52,860 610,253 343,910 256,247 228,352 212,758 88,360

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

2,345,591 $

5,200,507 $

2,500,000

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

4,952,923

3,500,000

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

-5% 0% -5%

16% 21% 1% -3% -3% -7% 21% -3%

2,493,685 $

4,850,066 $

5,943,701

23%

194,695,882 $ 202,372,197 $

202,168,029 $

213,191,824

5.5%

CITY OF SUFFOLK, VIRGINIA ADOPTED FY 2018-19 OPERATING AND CAPITAL BUDGET GENERAL FUND Expenditure Summary Budget 2015-2016

2016-2017

2017-2018

2018-2019

Actual

Budget

Request

Incr

Adopted

Change

GENERAL GOVERNMENT City Council

422,192

1,005,431

1,015,807

1,063,872

1,063,871

1,080,358

Budget & Strategic Planning

265,554

325,508

333,847

333,848

341,185

City Attorney

998,677

1,030,147

1,044,867

1,046,475

1,060,831

1,042,454

1,043,659

1,138,291

1,158,291

1,176,780

959,041

1,081,745

1,164,031

1,165,230

1,088,733

-6%

Assessor

1,456,020

1,551,733

1,677,130

1,829,048

1,578,765

-6%

Treasurer

1,417,098

1,481,569

1,590,695

1,701,890

1,497,881

-6%

Finance

1,291,551

1,294,015

1,686,315

1,669,439

-1%

1,490,470

-12%

City Manager

Human Resources Commissioner of the Revenue

417,451 $

443,141 $

394,306 $

431,306

9% $

Purchasing

316,253

331,390

341,615

364,337

350,933

Registrar

479,037

546,814

483,627

502,165

529,627

10%

9,648,568 $

10,145,528 $

10,918,596 $

10,617,757

-3%

Total General Government

11,265,900

3% $

JUDICIAL Circuit Court Judges

181,264

197,413

206,448

209,413

General District Court

47,817

56,540

62,618

102,618

64%

68,613

10%

Magistrate's Office

18,444

16,382

17,355

17,611

Juvenile & Domestic Relations Court

12,587

11,719

15,854

22,304

41%

16,460

Court Services Unit

747,991

693,781

973,435

Clerk of the Circuit Court

1,378,890

1,381,342

1,460,532

1,496,068

1,496,437

Sheriff

2,407,204

2,663,124

2,644,433

2,863,116

2,781,344

Commonwealth's Attorney

2,934,893

3,004,623

3,132,735

3,231,378

3,264,237

7,729,091 $

8,024,925 $

8,513,410 $

8,912,722

5% $

8,827,550

Total Judicial

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

19,183,162

22,383,864

22,989,759

23,909,750

23,233,201

1,585,326

1,861,574

1,964,927

2,068,343

1,954,831

-1%

835,998

887,741

984,525

1,029,779

1,006,913

2,256,477

2,415,904

2,505,934

2,666,518

24,945,506

27,799,996

26,485,504

29,975,745

13%

29,992,065

13%

28,160

35,078

39,727

49,797

25%

20,997

-47%

4,303,091

4,364,037

4,364,052

4,424,060

60,632,066

53,137,721 $

59,748,194 $

59,334,428 $

64,123,992

8% $

2% -100%

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

885,475

881,330

1,031,121

957,618

-7%

953,938

-7%

3,483,316

3,804,397

3,990,453

4,121,765

4,178,105

4,368,790 $

4,685,727 $

5,021,574 $

5,079,383

1% $

5,132,043

CITY OF SUFFOLK, VIRGINIA ADOPTED FY 2018-19 OPERATING AND CAPITAL BUDGET GENERAL FUND Expenditure Summary Budget 2015-2016

2016-2017

2017-2018

2018-2019

Actual

Budget

Request

Incr

Adopted

Change

HEALTH & WELFARE Social Services

9,993,234

10,835,317

12,245,979

11,498,656

-6%

11,439,427

-7%

Children's Services Act

1,101,341

1,295,783

1,401,538

1,405,339

Western Tidewater Health District

840,000

864,000

840,000

Western Tidewater Community Service Board

281,152

295,210

323,325

10%

295,210

12,215,727 $

13,252,252 $

14,782,727 $

14,087,519

-5% $

13,979,976

-5%

54,096,838

54,900,378

56,383,718

60,386,646

54,096,838 $

54,900,378 $

56,383,718 $

60,386,646

7% $

60,386,646

Total Health & Welfare

EDUCATION Transfer to School Operating - Local Support Total Education

PARKS, RECREATION & CULTURAL Parks and Recreation - Administration Parks and Recreation - Office on Youth Parks and Recreation - Parks, Gateways & Maint. Parks and Recreation - Grounds Maintenance Parks and Recreation - Support Services

1,491,836

1,693,197

1,773,348

1,774,999

2,839,269

139,394

102,913

103,754

196,212

89%

60%

2,135,010

2,281,930

2,229,747

2,477,358

11%

2,945,381

484,570

458,811

553,192

609,915

10%

-100% -100%

-100% 32%

482,421

553,283

670,859

847,896

26%

Parks and Recreation - Recreation

2,304,281

2,495,470

2,308,800

2,865,140

24%

2,250,466

-3%

Library

2,613,660

2,857,826

3,113,800

3,459,349

11%

3,314,118

11,349,235

163%

Total Parks, Recreation & Cultural

9,651,173 $

10,443,430 $

10,753,501 $

12,230,869

14% $

COMMUNITY DEVELOPMENT Planning and Community Development

1,060,857

1,342,086

1,547,193

1,803,322

17%

4,064,993

Economic Development

2,491,756

3,747,220

840,993

856,993

850,073

Tourism

552,216

589,802

716,579

765,781

735,187

Media and Community Relations

643,701

695,131

712,506

747,505

760,890

51,865

53,607

68,530

68,630

69,085

4,800,394 $

6,427,847 $

3,885,800 $

4,242,231

987,235

983,896

980,916

1,763,066

987,235 $

983,896 $

980,916 $

1,763,066

Virginia Cooperative Extension Service Total Community Development

9% $

6,480,228

67%

80%

1,029,970

80% $

1,029,970

OTHER PUBLIC SERVICES Local and Regional Organizations Total Other Public Services

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

466,002

323,728

610,000

516,679

-15%

32,024,848

27,512,745

30,983,361

33,668,793

34,239,675

11%

32,490,850 $

27,836,473 $

31,593,361 $

Total Non-departmental

34,278,793

8% $

34,756,354

10%

Total General Fund Expenditures

$ 189,126,386 $ 196,448,649 $ 202,168,029 $ 216,371,121

7% $

213,191,824

5.5%

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 2018 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 2019 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 five 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 City Council meetings held 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 17 Actual 48 2 days 100% 2,000 2 days

FY 18 Projected 48 2 days 100% 2,200 2 days

FY 19 Estimate 48 2 days 100% 2,200 2 days

Department: City Council Budget Detail 2015-2016 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

2016-2017 Actual

2017-2018 Budget

2018-2019 Requested

% Change

248,699 18,544 17,397 1,496 495 13,610 87,450 974 7,613 11,387 355 2,946 2,521 3,964 -

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

258,889 19,805 14,989 1,780 5,000 13,288 22,169 1,000 7,208 15,000 500 10,000 5,500 4,178 15,000

258,889 19,805 14,989 1,780 20,000 500 1,000 13,288 22,169 1,000 7,208 20,000 500 20,000 6,000 4,178 20,000

417,451

443,141

394,306

431,306

2018-2019 Adopted

0% $ 0% 0% 0% 300% 0% 0% 0% 0% 33% 0% 100% 9% 0% 33% 9%

% Change

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

1% 1% 0% 3% 0% 215% -2% 0% 11% 0% 0% -50% 0% 8% 0%

422,192

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

2015-2016 Actual

2016-2017 Actual

2017-2018 Budget

2018-2019 Requested

2018-2019 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 2018 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 the new elementary school and middle school projects, various roadway and intersection improvements, public safety enhancements, and storm drainage and utility improvements.

FY 2019 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 17 Actual

FY 18 Projected

FY 19 Estimate

Aa1 AAA AAA 16.0%   500 $80M

Aa1 AAA AAA 16.8%   750 $100M

Aa1 AAA AAA 17.0%   700 $85M

Department: City Manager Budget Detail 2015-2016 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

2016-2017 Actual

2017-2018 Budget

2018-2019 Requested

% Change

2018-2019 Adopted

% Change

648,757 70 9,800 43,935 87,840 8,400 62,400 48,471 2,016 61,826 727 8,044 617 6,079 2,835 3,145 205 10,264 -

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 -

676,811 13,200 51,776 74,652 8,866 60,000 48,497 3,037 77,228 1,000 9,439 1,000 20,000 2,833 2,500 1,500 11,532 -

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

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 -

1,005,431

1,015,807

1,063,872

1,063,871

1,080,358

4% 0% 4% 2% 4% 0% -38% 27% -2% 0% 13% 0% 0% 0% 0% 0% 18% 2%

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

2015-2016 Actual

2016-2017 Actual

2017-2018 Budget

2018-2019 Requested

2018-2019 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 2018 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 ninth consecutive year reflecting the achievement of the highest principles in governmental budgeting.

FY 2019 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 17 Actual  

FY 18 Projected  

FY 19 Estimate  

3.0% 2.2% 9.5% 16.0% 2.7% 100%

3.1% 2.1% 8.8% 16.8% 3.0% 100%

3.0% 2.2% 8.3% 17.0% 3.0% 100%

Division: Budget & Strategic Planning (Department of Finance) Budget Detail 2015-2016 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

2016-2017 Actual

2017-2018 Budget

2018-2019 Requested

% Change

2018-2019 Adopted

% Change

172,317 12,723 23,424 2,055 1,820 11,114 35,134 26 850 690 696 4,706 -

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

230,387 17,625 25,412 3,018 2,000 10,900 33,061 100 1,387 2,000 1,200 1,500 200 5,058 -

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

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 -

3% 3% 0% 3% 0% 15% -2% 0% 0% 0% 0% 0% 0% -1% -

265,554

325,508

333,847

333,848

341,185

Personnel Summary

Range

Class 138 Assistant Director of Finance - Budget 133 Budget Analyst

Number of Full-Time Positions

2015-2016 Actual

2016-2017 Actual

2017-2018 Budget

2018-2019 Requested

2018-2019 Adopted

1 2

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 2018 ACCOMPLISHMENTS 

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



Reviewed and drafted documents to provide for the City to receive $578,000 in federal funding for the City’s transit service.



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



Prepared and executed economic development investment program agreements for Atarfil USA and Welspun USA which are investing over $6.8M in the City.



Provided training for Department of Social Services and Police Department personnel.

FY 2019 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 17 Actual 1,421 263 166

FY 18 Projected 1,475 270 176

FY 19 Estimate 1,500 275 176

9 31 39

10 49 40

10 50 40

Department: City Attorney Budget Detail 2015-2016 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

2016-2017 Actual

2017-2018 Budget

2018-2019 Requested

% Change

2018-2019 Adopted

% Change

669,817 47,850 92,638 8,183 2,483 3,432 576 52,564 80,046 1,149 5,619 1,882 11,644 3,927 3,957 3,987 8,923

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

701,220 53,643 77,345 9,186 5,000 3,636 1,000 51,848 99,444 1,500 6,977 10,000 5,633 5,000 4,000 9,435

701,220 53,643 77,345 9,186 5,000 3,744 1,000 51,848 99,444 1,500 6,977 11,500 5,633 5,000 4,000 9,435

0% 0% 0% 0% 0% 3% 0% 0% 0% 0% 0% 15% 0% 0% 0% 0%

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

998,677

1,030,147

1,044,867

1,046,475

1,060,831

3% 3% 1% 3% 0% 3% 0% -21% -2% 0% 14% 15% 0% 0% 0% 12% 2%

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

2015-2016 Actual

2016-2017 Actual

2017-2018 Budget

2018-2019 Requested

2018-2019 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 2018 ACCOMPLISHMENTS 

Collaborated with the Department of Fire and Rescue to design and implement an entry level hiring process and promotion process for lieutenants and captains.



Provided senior and middle management training and network opportunities, training classes for general employees, and an administrative assistant certification program to expand the leadership skills and knowledge of the City workforce.



Conducted an employee engagement survey and began implementation of action plan to improve targeted areas identified as “drivers” of engagement.



Implemented a new employee onboarding program to enhance employee engagement upon initial hire, communicate the City’s vision, mission, and policies with applicants, and train supervisors on methods for engaging new employees throughout the first year of employment.



Initiated the Virginia Department of Motor Vehicles Driver Alert Data Exchange program for all departments to proactively notify Human Resource representatives when an employee’s driving status has changed.

FY 2019 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 focus group feedback. (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 17 Actual 6.5% 175 14.5% 12 300

FY 18 Projected 6.5% 160 6.0% 14 600

FY 19 Estimate 6.5% 160 6.0% 12 425 81

Department: Human Resources Budget Detail 2015-2016 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

2016-2017 Actual

2017-2018 Budget

2018-2019 Requested

% Change

2018-2019 Adopted

% Change

487,912 82 23,192 37,938 64,669 5,970 97,209 465 3,594 183,079 87,737 6,848 5,284 330 11,312 2,426 14,468 5,953 75 3,911 -

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 -

513,870 31,088 41,689 56,680 6,732 30,000 65,000 10,000 236,471 77,132 3,500 6,994 18,000 980 25,000 8,000 3,000 4,155 -

513,870 31,088 41,689 56,680 6,732 30,000 85,000 10,000 236,471 77,132 3,500 6,994 18,000 980 25,000 8,000 3,000 4,155 -

0% 0% 0% 0% 0% 0% 31% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% -

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 -

1% 3% 1% -1% 1% 0% 0% 0% 11% -2% 0% 60% 0% 0% 0% 0% 0% 14% -

1,042,454

1,043,659

1,138,291

1,158,291

1,176,780

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

Range

Class 144 138 135 135 130/133 122

Director of Human Resources Assistant Director of Human Resources Training Manager Human Resources Manager Human Resources Generalist/Sr Human Resources Assistant

Number of Full-Time Positions

2015-2016 Actual

2016-2017 Actual

2017-2018 Budget

2018-2019 Requested

2018-2019 Adopted

1 1 1 1 1 2

1 1 1 1 2 1

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 2018 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 state income tax audit.



Responded to all customer inquiries within one business day.



Obtained 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.

FY 2019 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 Auditor of Public Accounts, Commonwealth of Virginia. (Civic Engagement and Responsive City Services)



To respond to all customer inquiries 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 Personal Property

CY 15 Actual

CY 16 Actual

CY 17 Actual

334 14 4 5,268 131,889

363 16 9 5,627 139,263

384 16 7 5,821 144,890

Department: Commissioner of the Revenue Budget Detail 2015-2016 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

2016-2017 Actual

2017-2018 Budget

2018-2019 Requested

% Change

2018-2019 Adopted

% Change

549,608 13 27,729 41,376 73,482 6,458 4,543 346 85,622 105,202 16,398 5,137 4,578 950 24,393 1,538 11,669 -

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 -

614,817 30,290 49,351 67,814 8,054 5,100 350 175,229 132,112 16,100 7,633 6,000 1,530 32,850 1,845 14,955 -

614,817 30,290 49,351 67,814 8,054 6,100 350 175,229 132,112 16,100 7,633 6,200 1,575 32,850 1,800 14,955 -

0% 0% 0% 0% 0% 20% 0% 0% 0% 0% 0% 3% 3% 0% -2% 0% -

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 -

3% 2% 3% 0% 3% 20% 0% -53% -2% 0% 0% 3% 3% 0% -2% 4% -

959,041

1,081,745

1,164,031

1,165,230

1,088,733

-6%

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

2015-2016 Actual

2016-2017 Actual

2017-2018 Budget

1 1 1 1 1 1 3 2 1

1 1 1 1 1 1 3 3

2018-2019 Requested

2018-2019 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 2018 ACCOMPLISHMENTS 

Continued implementation and training for all office staff on the Vision Appraisal Computer Assisted Mass Appraisal System.



Developed updated office procedures with continued emphasis on procedural development to increase efficiencies for mission critical processes within the department.



Continued quantitative inspection tracking for the purposes of International Association of Assessing Officers standard compliance and workflow monitoring.



Initiated an outreach program to educate and respond to citizen concerns.

FY 2019 OBJECTIVES 

To implement the new Vision Appraisal Computer Assisted Mass Appraisal System. (City Engagement and Responsive City Services)



To continue to develop comparative aerial analysis of existing properties. (City Engagement and Responsive City Services)



To develop a comprehensive building permit database in conjunction with the new CityWorks system. (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) Sales Transactions Median Residential Sales Price Foreclosures Tax Relief Programs Elderly/Disabled Program Participants Value of Exemptions Veterans Program Participants Value of Exemptions

FY 17 Actual

FY 18 Projected

FY 19 Estimate

34,558 112 2,424 1,301 418 3,820 $260,000 274

34,795 115 2,418 1,304 418 4,069 $265,000 204

35,134 114 2,419 1,311 417 4,101 $265,000 229

1,703 $2,395,286 302 $868,682

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

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

Department: City Assessor Budget Detail 2015-2016 Actual

Account Number: 100-1232051100.02 51100.04 51100.06 51100.27 52100 52210 52400 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 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

2016-2017 Actual

2017-2018 Budget

2018-2019 Requested

% Change

2018-2019 Adopted

% Change

832,358 1,077 60,422 116,601 10,194 8,756 2,370 697 184,735 19,419 153,959 18,549 6,332 17,200 3,878 3,988 1,505 5,146 8,834 -

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

952,127 2,100 72,998 105,020 12,473 7,000 780 222,714 22,434 202,688 23,180 8,149 19,000 4,920 5,500 1,500 5,147 9,400 -

1,079,159 2,100 82,556 119,031 14,137 7,500 780 222,714 22,434 202,688 23,000 8,149 20,000 3,500 5,500 1,500 4,000 900 9,400 -

13% 0% 13% 13% 13% 7% 0% 0% 0% 0% -1% 0% 5% -29% 0% 0% -22% 0% -

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% 0% 1% -1% 1% 7% 0% -45% 9% -7% -1% 27% 5% -29% 0% 0% -22% 9% -

1,456,020

1,551,733

1,677,130

1,829,048

1,578,765

-6%

53500 - Printing and Binding: Assessment notices. Personnel Summary

Range

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

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

Number of Full-Time Positions

2015-2016 Actual

2016-2017 Actual

2017-2018 Budget

2018-2019 Requested

% Change

2018-2019 Adopted

1 1 1 1 2 6 1 1 1 1 1

1 1 1 1 2 7 1 1 1 1 1

1 1 1 1 2 6 1 1 1 1 1

1 1 1 1 2 9 1 1 1 1 1

1 1 1 1 2 6 1 1 1 1 1

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 2018 ACCOMPLISHMENTS 

Maintained a current 3 year combined real estate and personal property tax collection rate of 99.46%.



Continued management of the collection of storm water maintenance and refuse fees with a 98% collection rate.



Continued to assist in maintaining the City’s bond rating at AAA and issuance of debt.



Continued management of the State Set-Off Debt Collections program providing for the collection of over $8.8M over the last 11 years.



Provided leadership toward completion of the tax assessment, billing and collection hardware and software conversion from the AS400 based BAI software to the web-based PCI software.

FY 2019 OBJECTIVES 

To update and convert the E-Treasurer services to the Sturgis webpage links for efficiency and improved customer service. (Financial Stability)



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 Number of Online Payments processed Debt Set Off: Claims filed Value of claims filed Amount of claims collected

FY 17 Actual

FY 18 Projected

FY 19 Estimate

98% 97% 98% 90% 97% 22,498

98% 97% 98% 90% 97% 23,500

27,009 $11.9M $1.1M

30,000 $10.4M $900,000

Department: City Treasurer Budget Detail 2015-2016 Actual

Account Number: 100-1241051100.02 51100.04 51100.06 52100 52210 52400 53300 53500 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 Repair and Maintenance Printing and Binding 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

2016-2017 Actual

2017-2018 Budget

2018-2019 Requested

% Change

776,543 39 15,365 58,220 107,357 9,277 126 120 1,976 104,780 1,230 131,520 139,936 7,790 180 10,544 1,985 12,224 2,202 14,046 21,638 -

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 -

841,008 30,524 66,672 92,763 11,017 1,000 1,800 180,674 6,100 176,156 106,000 10,968 750 7,000 1,985 15,000 1,330 16,600 23,348 -

920,726 30,524 72,771 101,556 12,062 1,000 2,350 180,674 6,100 176,156 115,000 10,968 4,250 9,100 2,035 15,300 1,370 16,600 23,348 -

1,417,098

1,481,569

1,590,695

1,701,890

2018-2019 Adopted

9% $ 0% 9% 9% 9% 0% 31% 0% 0% 0% 8% 0% 467% 30% 3% 2% 3% 0% 0% 7%

% Change

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 1,497,881

2% 3% 2% 0% 2% 0% 31% -72% 21% -2% 8% 12% -100% 30% 3% 0% 323% 0% 3% -6%

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

133 133 130 127 124 122 121 121

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

Number of Full-Time Positions

2015-2016 Actual

2016-2017 Actual

2017-2018 Budget

1 1 1 1 2

1 1 1 1 4

2018-2019 Requested

2018-2019 Adopted 1 1 1 1 5 1 2 6

4 5 1

3 5 16

1 1 1 1 4 3 5 16

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 2018 ACCOMPLISHMENTS 

Obtained an unmodified opinion for the FY 20162017 financial audit.



Refunded $61.2 million in bonds achieving in excess of $7.7M in debt service savings.



Affirmed the City’s AAA bond ratings with Fitch and Standard & Poor’s, and Aa1 with a revised 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 2019 OBJECTIVES 

To maintain the City’s strong bond ratings with the major rating agencies. (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 attain the Government Finance Officers Association (GFOA) award for the City’s Comprehensive Annual Financial Report (CAFR). (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 17 Actual Unmodified 

FY 18 Projected

FY 19 Estimate

Unmodified 

40,690 24

42,000 24

$184M $70.8M

Department: Finance - Administration and Accounting Budget Detail 2015-2016 Actual

Account Number: 100-1242051100.02 51100.04 51100.06 52100 52210 52400 53100 53100.02 53200 53500 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 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

2016-2017 Actual

2017-2018 Budget

2018-2019 Requested

% Change

2018-2019 Adopted

% Change

698,923 567 50,631 92,172 6,871 18,265 133,135 15,099 106,485 140,180 9,255 4,879 4,069 870 3,742 225 6,183

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

919,173 70,317 101,385 12,041 55,380 130,700 14,215 182,379 165,168 9,000 6,552 5,631 1,645 4,430 635 7,665

919,173 70,317 101,385 12,041 35,380 130,700 14,215 182,379 165,168 7,758 6,552 10,031 1,610 4,430 635 7,665

0% 0% 0% 0% -36% 0% 0% 0% 0% -14% 0% 78% -2% 0% 0% 0%

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

-6% -6% -8% -6% -36% 8% 0% -72% 5% -14% 5% 78% -2% 0% 0% 17%

1,291,551

1,294,015

1,686,315

1,669,439

-1%

1,490,470

-12%

Personnel Summary

Range

Class 144 138 135 135 133 132 131 130 127 124 123 121

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

Number of Full-Time Positions

2015-2016 Actual

2016-2017 Actual

2017-2018 Budget

1 1 1 1 1 3 1 2 1 2 2 1

1 1

1 1 1 1

1 -

2018-2019 Requested

2018-2019 Adopted 1 1 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 2018 ACCOMPLISHMENTS 

Achieved $2.7M in savings on competitive sealed bids for firm fixed price contracts in the first half of FY 18.



Facilitated the sale of surplus items resulting in over $295,000 in proceeds in the first half of FY 18.



Executed procurement and contracts for diesel exhaust fluid, medical oversight for the police department, heating, cooling, and ventilation services, and wide format printers which were previously not under contract.



Increased outreach to Small, Women, and Minority (SWAM) owned businesses through attendance at various SWAM business fairs and meetings with SWAM vendors.



Conducted training for departments on the City’s purchasing policies and procedures, the Virginia Public Procurement Act, and the purchasing module of the City’s financial software system.

FY 2019 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 17 Actual

FY 18 Projected

FY 19 Estimate

15 68 6 21,192 $6.6M 1,062 524 $70.9M $713,230

14 74 2 21,500 $6.5M 1,132 504 $92.2M $708,256

16 80 5 22,000 $6.6M 1,200 525 $93.0M $750,000

Division: Purchasing (Department of Finance) Budget Detail 2015-2016 Actual

Account Number: 100-1253051100.02 51100.04 51100.06 52100 52210 52334 52400 53200 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 Temporary Help Service Fees 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

2016-2017 Actual

2017-2018 Budget

2018-2019 Requested

% Change

195,484 14,717 26,263 1,454 2,356 3,008 980 19,010 35,073 325 2,115 2,683 6,161 2,498 217 3,911

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

214,258 16,391 23,633 2,807 1,000 18,582 44,041 500 3,096 4,500 5,854 2,500 300 4,155

214,258 20,163 17,933 23,633 2,807 2,000 18,582 44,041 500 3,096 4,500 5,869 2,500 300 4,155

316,253

331,390

341,615

364,337

2018-2019 Adopted

0% $ 9% 0% 0% 100% 0% 0% 0% 0% 0% 0% 0% 0% 0% 7%

% Change

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

4% 4% 2% 4% 100% -10% -2% 0% 0% 0% 0% 0% 0% 14%

350,933

Personnel Summary

Range

Class 135 130 127 120

Purchasing Agent Senior Buyer Buyer Purchasing Associate

Number of Full-Time Positions

2015-2016 Actual

2016-2017 Actual

2017-2018 Budget

2018-2019 Requested

2018-2019 Adopted

1 1 1 1

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 2018 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 an emergency evacuation plan for polling sites on election days in collaboration with the Suffolk Mobile Communication Unit.

FY 2019 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 17 Actual 61,000 100% 28

FY 18 Projected 61,500 100% 28

FY 19 Estimate 62,000 100% 28

Department: Registrar Budget Detail 2015-2016 Actual

Account Number: 100-1320051100.02 51100.04 51100.06 51100.27 52100 52210 52400 53100 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 Professional Services 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

2016-2017 Actual

2017-2018 Budget

2018-2019 Requested

% Change

2018-2019 Adopted

% Change

93,504 2,158 37,388 130,143 9,963 12,941 1,113 1,000 68,991 1,579 26,808 17,681 26,889 3,307 3,450 4,280 360 9,608 7,875 20,000

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

134,851 26,322 107,871 20,582 14,874 1,767 60,000 1,900 31,272 33,612 15,000 4,018 4,500 4,700 3,700 325 10,000 8,333 -

134,851 26,322 125,092 21,899 14,874 1,767 60,000 1,900 31,272 33,612 15,000 4,018 4,500 4,700 3,700 325 10,000 8,333 -

0% 0% 16% 6% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% -

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 -

3% 2% 16% 8% 0% 3% 0% 0% 51% -2% 0% 169% 0% 0% 0% 17% 0% 11% -

479,037

546,814

483,627

502,165

529,627

10%

Personnel Summary

Range

Class General Registrar 124 Deputy Registrar 120 Assistant Registrar

Number of Full-Time Positions

2015-2016 Actual

2016-2017 Actual

2017-2018 Budget

1 1

1 1 1

2018-2019 Requested

2018-2019 Adopted

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 2018 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 2019 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 Cases Criminal Cases Other Cases

CY 15 Actual 1,135 3,090 1,481

CY 16 Actual 756 2,967 1,965

CY 17 Actual 820 2,746 2,241

Department: Circuit Court - Judges Budget Detail 2015-2016 Actual

Account Number: 100-2110051100.02 51100.06 52100 52210 52400 53300 54100 54500 55210 55230 56001 56012 56017

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

Total Operating Expenditures

2016-2017 Actual

2017-2018 Budget

2018-2019 Requested

% Change

2018-2019 Adopted

% Change

128,471 9,865 17,780 1,529 17,554 900 2,447 1,811 179 728

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

146,476 11,205 16,156 1,919 400 22,038 1,200 3,951 2,000 200 903

0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0%

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

2% 2% 0% 2% 0% -2% 0% 0% 0% 0% -9%

181,264

197,413

206,448

209,413

Personnel Summary

Range

Class Court Administrator - Civil Court Administrator - Criminal

Number of Full-Time Positions

2015-2016 Actual

2016-2017 Actual

2017-2018 Budget

2018-2019 Requested

2018-2019 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 2018 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 2019 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 Cases Traffic Cases Civil Cases

CY 15 Actual 10,634 24,668 13,178

CY 16 Actual 9,368 19,766 12,172

CY 17 Actual 8,892 19,454 11,070

Department: General District Court Budget Detail 2015-2016 Actual

Account Number: 100-2120053100 53100.10 53300 54100 55230 55410 55810 56001 56012 56017 58200

Professional Services Court Appointed Attorney Fees Repair & Maintenance Information Technology Telecommunications Lease/Rent of Equipment Dues and Association Memberships Office Supplies Books and Subscriptions Copier Capital Outlay

Total Operating Expenditures

2016-2017 Actual

2017-2018 Budget

2018-2019 Requested

% Change

2018-2019 Adopted

% Change

480 28,198 1,869 1,261 240 2,801 5,616 7,353 -

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

5,000 35,000 3,051 2,500 1,500 3,000 5,000 7,567 -

8,500 40,000 3,000 3,051 3,000 2,500 5,000 5,000 7,567 25,000

70% 14% 0% 20% 67% 67% 0% 0% -

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

0% 14% 0% 0% 0% 0% 0% 13% -

47,817

56,540

62,618

102,618

64%

68,613

10%

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 2018 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.

FY 2019 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 15 Actual 6,095 625 444 520 990 8,191

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

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

Department: Magistrate Budget Detail 2015-2016 Actual

Account Number: 100-2130053300 54100 55230 55420 55810 56001 56017 58200

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

Total Operating Expenditures

2016-2017 Actual

2017-2018 Budget

2018-2019 Requested

% Change

2018-2019 Adopted

% Change

850 9,000 600 1,551 3,654 2,789

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

400 1,387 9,000 700 2,000 3,868 -

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

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

0% 0% 0% 0% 0% 7% -

18,444

16,382

17,355

17,611

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 2018 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 2019 OBJECTIVES 

To efficiently and effectively process high caseloads.



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

STATISTICS/PERFORMANCE MEASURES Juvenile Cases: New Juvenile Cases Juvenile Cases Concluded Average Number of Hearings per Juvenile Case Juvenile Case Continuance Rate Domestic Cases: New Domestic Cases Commenced Domestic Cases Concluded Average Number of Hearings per Domestic Case Domestic Case Continuance Rate

CY 15 Actual

CY 16 Actual

CY 17 Actual

2,087 2,235 2.30 43%

2,193 2,194 2.15 46%

2,397 2,274 2.25 44%

3,039 3,138 2.38% 42%

2,522 2,741 2.59% 39%

2,205 2,354 2.50 40%

101

Department: Juvenile and Domestic Relations District Court Budget Detail 2015-2016 Actual

Account Number: 100-2161053100 53100.10 53300.00 54100 55230 55410 55500 55810 56001 56012 56017 58200

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

Total Operating Expenditures

2016-2017 Actual

2017-2018 Budget

2018-2019 Requested

18 5,442 537 419 2,400 116 3,654 -

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

600 8,386 400 400 2,000 200 3,868 -

100 600 200 8,386 400 600 400 2,300 450 3,868 5,000

12,587

11,719

15,854

22,304

% Change

2018-2019 Adopted

$ 0% 0% 0% 0% 15% 125% 0% 41%

% Change

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

0% 0% 0% 0% 15% 25% 7% -

16,460

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 2018 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 2019 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 probation and parole case contact compliance per Department of Juvenile Justice Standards exceeds 98%. (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 17 Actual 759 59 30 $190

FY 18 Projected 760 71 27 $190

FY 19 Estimate 760 65 30 $190

103

Department: Court Services Unit Budget Detail 2015-2016 Actual

Account Number: 100-2165053845 54100 55230 58200

Juvenile Detention Costs Information Technology Telecommunications Capital Outlay-Additions

Total Operating Expenditures

2016-2017 Actual

2017-2018 Budget

2018-2019 Requested

% Change

2018-2019 Adopted

% Change

739,718 2,549 5,725

691,657 2,124 -

969,275 4,160 -

0% 0% -

969,275 4,160 -

0% 0% -

747,991

693,781

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 2018 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.



Implemented new jury management system to include automated processing of questionnaires and an online juror portal.

FY 2019 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 Passport Applications

CY 15 Actual 3,085 1,136 383 5,706 13,367 157 375 426 306 1,478 1,328

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

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

105

Department: Clerk of the Circuit Court Budget Detail 2015-2016 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

2016-2017 Actual

2017-2018 Budget

2018-2019 Requested

% Change

717,922 25 40,475 54,477 99,055 8,192 4,430 8,690 36,038 31,794 165,781 122,942 11,000 6,821 3,072 2,246 640 14,482 449 15,651 29,497 5,210

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

765,347 55,035 62,759 84,418 10,026 5,000 10,000 52,000 22,612 169,344 154,216 12,000 9,916 3,072 2,500 890 15,000 475 17,042 8,880

765,355 96,210 65,910 84,419 10,026 5,000 10,000 52,000 22,252 169,344 154,216 12,000 9,916 3,080 2,500 1,015 15,000 783 17,042 -

1,378,890

1,381,342

1,460,532

1,496,068

2018-2019 Adopted

0% $ 75% 5% 0% 0% 0% 0% 0% -2% 0% 0% 0% 0% 0% 0% 14% 0% 65% 0% -100% 2%

% Change

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 1,496,437

3% 38% 5% 0% 3% 0% 0% 0% -2% 2% -2% 0% 0% 0% 0% 14% 0% 65% 0% -100% 2%

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

2015-2016 Actual

2016-2017 Actual

2017-2018 Budget

2018-2019 Requested

2018-2019 Adopted

1 1

10 2

1 1 1 8 3

NOTE: Comp Board provides partial salary reimbursement for 12 of 14 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 2018 ACCOMPLISHMENTS 

Provided a safe and secure court environment for over 185,000 visitors and employees of the Mills E. Godwin, Jr. Courts Building.



Served over 96,000 civil papers, executed approximately 600 Preliminary Protective Orders, over 1100 evictions, and approximately 1,500 writ of fieri facias without incident.



Made over 24,000 citizen contacts through the distribution of firearms safety gun locks and missing child identification kits, as well as presented bullying, gun safety, and pool safety programs to over 3,000 elementary school students.

FY 2019 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 100% of 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 Juvenile Transports Sessions of Court

CY 16 Actual 104,000 430 174,170 2,854 308 1,281

CY 17 Projected 96,000 700 190,000 3,150 450 1,340

CY 18 Estimate 98,000 775 192,000 3,250 475 1,600

107

Department: Sheriff Budget Detail 2015-2016 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

2016-2017 Actual

1,277,745 32,129 241,810 113,470 175,570 14,201 125 190 121,781 112,625 236,611 5,700 11,310 734 3,062 1,836 7,042 10,493 144 16,414 9,311 14,900

2,407,204

2017-2018 Budget

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 Requested

1,407,730 211,219 123,850 150,976 18,441 1,000 250 500 500 178,614 150,233 319,128 5,700 19,877 1,356 5,000 3,500 7,000 11,000 500 18,000 10,060 -

2,644,433

% Change

2018-2019 Adopted

1,455,282 35,000 311,219 137,815 160,518 19,064 1,000 250 500 500 178,614 150,233 319,128 5,700 19,877 1,356 8,000 3,500 8,000 12,000 500 25,000 10,060 -

3% 47% 11% 6% 3% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 60% 0% 14% 9% 0% 39% 0% -

2,863,116

% Change

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 -

3% 3% 3% 3% 3% 0% 0% 0% 0% 55% -13% 1% 0% 5% 0% 0% 0% 0% 0% 0% 0% 2% -

2,781,344

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

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

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

Number of Full-Time Positions

2015-2016 Actual

2016-2017 Actual

2017-2018 Budget

2018-2019 Requested

2018-2019 Adopted

1 1 1 1 5 14 1 1

1 1 1 1 5 15 1 1 -

1 1 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 2018 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 over 4,541 victims and witnesses.

FY 2019 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 58 hours of classroom training and materials to over 240 police officers, fire and rescue, and other law enforcement agency personnel. (Public Safety)



To promote community outreach awareness and crime prevention by attending 140 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 17 Actual 649 1,568 4,452 140 10.5 hrs.

FY 18 Projected 508 1,258 4,541 136 56.5 hrs.

FY 19 Estimate 662 1,599 4,586 140 58.0 hrs.

109

Department: Commonwealth's Attorney Budget Detail 2015-2016 Actual

Account Number: 100-2210051100.02 51100.04 51100.06 52100 52210 52400 53100 53300 53600 54100 54200 54500 55210 55230 55310 55420 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 Lease/Rent of Building 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

2016-2017 Actual

1,924,500 98,132 144,403 262,591 22,829 126 24 85 161,760 22,219 209,714 6,836 9,799 1,454 765 3,390 11,055 13,661 2,190 39,360 -

2,934,893

2017-2018 Budget

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 -

3,004,623

2018-2019 Requested

2,020,355 108,866 162,885 222,845 26,467 3,500 3,120 500 181,862 25,881 265,331 6,500 12,980 7,230 11,850 21,000 8,300 43,264 -

3,132,735

% Change

2,102,355 108,866 169,158 231,890 27,541 3,500 3,120 500 181,862 25,881 265,331 6,500 12,980 7,230 11,850 21,000 8,550 43,264 -

4% 0% 4% 4% 4% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% -

3,231,378

2018-2019 Adopted $

0% 3% 0% $

% Change

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 -

6% 3% 6% 4% 6% 0% 0% 0% -7% -9% -2% 0% 9% 0% 0% -

3,264,237

0% 0% -2% -

NOTE: Comp Board provides partial salary reimbursement for 17 of 24 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

2015-2016 Actual

2016-2017 Actual

2017-2018 Budget

2018-2019 Requested

2018-2019 Adopted

1 3 9 1 1 1 8

1 3 10 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 2018 ACCOMPLISHMENTS 

Completed crisis intervention training or mental health first aid with 100% of its officers and dispatchers.



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



Implemented the Chiefs Challenge Project to address traffic violations along Route 58 from the Chesapeake City line to Godwin Boulevard resulting in the reduction of fatal, injury, and property damage accidents along this high crash corridor.



Achieved the International Organization for Standardization, American National Standards Institute Forensic Re-Accreditation.



Enhanced the social media presence of the police department, offering regular posts on good news stories involving staff members.

FY 2019 OBJECTIVES 

To improve safety of roadways by completing directed proactive patrols to address issues within high crash corridors. (Public Safety/Transportation)



To implement police department open house events two times during the fiscal year. (Civic Engagement and Responsive City Services)



To conduct a resource analysis study. (Public Safety)

STATISTICS/PERFORMANCE MEASURES Average Response Times: Priority 1 Calls Priority 2 Calls Priority 3 Calls Clearance Rate (Part I Offenses) Motor Vehicle and Traffic Enforcement: Traffic Citations DUI Arrests Motor Vehicle Crashes Traffic Fatalities

FY 17 Actual

FY 18 Projected

FY 19 Estimate

5:44 13:02 27:15 26%

5:56 13:02 25:16 26%

5:50 13:02 26:16 30%

8,680 308 2,407 12

11,306 356 2,428 10

11,500 360 2,350 9

111

Department: Police Budget Detail 2015-2016 Actual

2016-2017 Actual

2017-2018 Budget

9,533,886 1,317,333 84,155 801,540 1,288,364 115,241 324 180,983 12,981 8,017 1,106,329 1,625,599 2,181,998 136,346 7,775 144,294 3,401 72,015 93,569 3,958 16,000 28,824 43,848 38,330 108,223 1,858 100,789 81,513 11,677 33,991

$ 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

$ 11,289,241 820,228 926,374 1,234,165 147,889 284 152,394 20,500 11,737 2,160,397 2,522,651 2,682,431 160,000 8,000 262,921 81,858 120,172 4,922 16,000 30,000 138,563 2,000 100,000 87,091 9,940 -

11,289,240 1,438,472 121,190 982,941 1,245,203 147,889 284 160,600 23,200 11,737 2,160,397 2,522,651 2,682,431 160,000 8,000 262,921 81,858 125,565 4,922 16,000 30,000 144,111 2,000 110,000 87,091 9,940 81,107 -

0% 75% 6% 1% 0% 0% 5% 13% 0% 0% 0% 0% 0% 0% 0% 0% 4% 0% 0% 0% 4% 0% 10% 0% 0% -

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 -

2% -16% 2% 0% 2% 0% 5% 13% 0% 14% -17% 2% 0% 0% 3% 0% 0% 0% 0% 0% 4% 0% 10% 7% 0% -

19,183,162

$ 22,383,864

$ 22,989,759

23,909,750

23,233,201

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 58100 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 - Replacements Capital Outlay - Additions

Total Operating Expenditures

2018-2019 Requested

% Change

2018-2019 Adopted

% Change

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 disposal 53300 - Repair & Maintenance: Software/Hardware system maintenance and radar repairs. 55500 - Travel & Training: HRCJA training of new officers; recertification of officers; specialized training for officer 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 144 141 138 136 132 130 130 130 125/127/128/129 127 127 124 124 124 121 120 120 119

Class Chief of Police Deputy Chief of Police Police Captain Police Lieutenant 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 Executive Secretary Secretary Accounting Technician Police Records Technician

Number of Full-Time Positions

2015-2016 Actual

2016-2017 Actual

2017-2018 Budget

2018-2019 Requested

2018-2019 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

213

215

216

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 2018 ACCOMPLISHMENTS 

Trained all staff members in crisis intervention team or mental health first aid to more effectively assist the mentally ill population.



Hired a civilian Public Safety Answering Point (PSAP) Manager.



Obtained Commission on Accreditation for Law Enforcement (CALEA) for Emergency Communications.

FY 2019 OBJECTIVES 

To ensure that 95% of calls meet or exceed communication operator performance. (Public Safety)



To maintain Commission on Accreditation for Law Enforcement (CALEA) Standards. (Public Safety)



To partner with elementary schools to present 10 programs on the proper use of 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 17 Actual

FY 18 Projected

FY 19 Estimate

92,237 196,599 97%

109,579 193,087 97%

110,000 200,000 98%

113

Division: Police Emergency Communications (Department of Police) Budget Detail 2015-2016 Actual

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

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 Travel and Training Dues and Association Memberships Uniforms & Wearing Apparel Other Operating Supplies

Total Operating Expenditures

2016-2017 Actual

2017-2018 Budget

2018-2019 Requested

% Change

2018-2019 Adopted

% Change

922,956 97,628 5,323 74,106 123,503 11,375 16,240 475 236,619 84,664 4,442 4,000 3,994

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

1,242,107 24,857 96,923 136,075 16,272 18,850 2,500 298,432 113,701 6,985 225 4,000 4,000

1,252,310 108,607 104,110 138,130 16,405 18,850 2,500 298,432 113,701 6,985 225 4,088 4,000

1% 7% 2% 1% 0% 0% 0% 0% 0% 0% 2% 0%

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% 0% -1% -3% -1% 0% 0% 1% 0% 0% 0% 2% 0%

1,585,326

1,861,574

1,964,927

2,068,343

1,954,831

-1%

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

2015-2016 Actual

2016-2017 Actual

2017-2018 Budget

2018-2019 Requested

2018-2019 Adopted

1 3 23 -

1 3 20 3

3 20 3

1 1 3 20 3

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 2018 ACCOMPLISHMENTS 

Issued 10 public service announcements to keep our citizens informed about issues relating to animal care.



Held at least two external adoption events per month in an effort to increase the percentage of animals adopted.



Trained 20 new volunteers for a total of 93 trained volunteers engaged in a variety of activities including adoption events, animal foster care, and staff assistance at the animal shelter.

FY 2019 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)



To expand customer service initiatives by reaching out to civic leagues, homeowners associations, and neighborhood watch groups regarding animal control issues. (Civic Engagement and Responsive City Services)

STATISTICS/PERFORMANCE MEASURES Animal Adoptions Percent of Adoptions to number of animals received Animal Redemptions Animal Transfers Animal Foster Homes Citizen Calls for Service Self-Initiated Calls for Service

FY 17 Actual 729 55% 302 376 23 6,096 2,168

FY 18 Projected 700 70% 300 700 24 4,323 2,407

FY 19 Estimate 720 72% 310 400 26 6,000 2,500

115

Division: Animal Shelter Management (Department of Police) Budget Detail 2015-2016 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 58100 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 - Replacements Capital Outlay

Total Operating Expenditures

2016-2017 Actual

2017-2018 Budget

2018-2019 Requested

% Change

321,664 28,571 25,416 42,728 3,803 5,000 963 121,703 401 97,818 91,445 39,733 2,462 17,849 538 297 1,273 3,000 27,472 3,219 644

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

386,868 3,286 38,152 29,847 42,672 5,068 15,000 466 111,000 1,000 132,548 113,547 38,000 7,187 19,166 1,000 550 1,300 3,000 28,000 3,000 3,868 -

386,868 22,253 38,152 34,216 42,672 5,068 15,000 500 116,550 1,000 132,548 113,547 38,000 7,187 20,562 1,000 550 1,300 3,660 28,000 3,000 3,868 14,278 -

835,998

887,741

984,525

1,029,779

2018-2019 Adopted

0% $ 577% 0% 15% 0% 0% 0% 7% 5% 0% 0% 0% 0% 0% 7% 0% 0% 0% 22% 0% 0% 0% 5%

% Change

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 -

2% 0% 2% 2% 0% 2% 0% 7% 5% 0% 4% -1% 0% 0% 7% 0% 0% 0% 17% 0% 0% 7% -

1,006,913

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

2015-2016 Actual

2016-2017 Actual

2017-2018 Budget

2018-2019 Requested

2018-2019 Adopted

1 1 5 3

116

COMMUNITY DEVELOPMENT SERVICES DESCRIPTION The budget for the Community Development Services Division has been merged with the Department of Planning and Community Development. As such, the cost center for Community Development Services has been eliminated in the FY 2018-2019 budget.

117

Division: Community Development (Department of Planning and Community Development Budget Detail 2015-2016 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

2016-2017 Actual

2017-2018 Budget

2018-2019 Requested

% Change

1,292,658 16 93,976 177,322 15,954 130,613 46,431 1,645 127,807 82,693 235,170 11,738 14,632 7,442 1,650 7,002 900 329 8,500

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

1,360,065 104,045 150,015 17,817 1,000 200,000 60,000 3,000 134,112 117,841 293,298 15,336 17,887 9,000 1,400 9,000 2,000 1,000 9,118

1,491,396 114,092 164,501 19,537 1,000 200,000 60,000 3,000 134,112 117,841 293,298 15,336 17,887 11,000 1,400 10,000 2,000 1,000 9,118

10% 10% 10% 10% 0% 0% 0% 0% 0% 0% 0% 0% 0% 22% 0% 11% 0% 0% 0%

2,256,477

2,415,904

2,505,934

2,666,518

2018-2019 Adopted

% Change

-100% -100% -100% -100% -100% -100% -100% -100% -100% -100% -100% -100% -100% -100% -100% -100% -100% -100% -100% 0

-100%

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

Assistant Director of Community Development Zoning Administration and Enforcement Manager Housing/Property Maintenance Official Building Official Plans Reviewer Permit Center Coordinator Customer Service Manager Assistant Zoning Administration and Enforcement Coordin 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

2015-2016 Actual

2016-2017 Actual

2017-2018 Budget

1 1 1 1 1

2018-2019 Requested

2018-2019 Adopted 1 1 1 1 2 1

1 1 7 2 4 1 3 1 1

1 1 7 2 4 3 1 1 1

1 8 2 4 3 2 1 1 29

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 2018 ACCOMPLISHMENTS 

Acquired and placed into service a new ladder truck.



Recertified departmental personnel in Basic Life Support, Advanced Cardiac Life Support, and Pediatric Advanced Life Support.



Introduced the redeveloped entry level firefighter hiring process.



Conducted a full scale mass casualty exercise.



Conducted a Citizen’s Fire and Rescue Academy, fire and life safety presentations to residents of the Suffolk Redevelopment and Housing Authority, and youth fire and life safety camps.

FY 2019 OBJECTIVES 

To demonstrate fiscal responsibility in the short and long-term operations of the department by identifying and adjusting to trends in spending. (Financial Stability)



To review and improve Standard Operating Procedures and continue to work toward accreditation. (Public Safety)



To ensure a highly trained and committed workforce by encouraging health and wellness, enhancing the number of advanced cardiac life support and pediatric advance life support instructors on staff, implementing a Field Training Officer Preceptor Program. (Public Safety)

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 17 Actual 13,978 6:51 131

FY 18 Projected 14,397 6:54 133

FY 19 Estimate 14,829 6:57 135

269 116 117 33

280 195 125 38

285 200 130 43

45 24 3

50 24 4

55 24 4 119

Department: Fire and Rescue Budget Detail 2015-2016 Actual

2016-2017 Actual

2017-2018 Budget

11,800,704 3,068,551 499,826 1,112,444 1,623,244 141,562 5,689 236,097 51,195 8,185 11,247 84,929 630 789,583 1,289,931 2,865,229 176,403 1,200 60,838 8,773 151,714 117,000 32,524 87,876 107,500 18,939 386,338 3,759 10,660 4,099 102,866 1,511 34,132 34,642 15,685

$ 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

$ 14,168,111 1,587,449 1,205,300 1,557,409 185,602 8,011 181,733 38,740 12,300 87,204 1,160 1,124,714 1,539,743 3,406,927 220,626 850 98,148 176,988 140,000 40,525 80,663 60,000 20,025 274,489 5,060 15,000 8,000 154,800 1,830 46,000 38,097 -

14,295,143 3,961,685 574,744 1,440,615 1,576,754 187,266 8,011 181,733 57,802 12,300 89,004 1,160 1,124,714 1,539,743 3,406,927 220,626 850 98,148 176,988 140,000 40,525 80,663 93,100 20,677 282,780 5,060 15,000 8,000 154,800 1,830 46,000 38,097 95,000

1% $ 150% 20% 1% 1% 0% 0% 49% 0% 2% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 55% 3% 3% 0% 0% 0% 0% 0% 0% 0% -

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 -

9% 17% 13% 6% 9% 0% 0% 659% 0% 2% 0% 43% 17% 5% 0% 0% -2% 0% 0% 42% 1% 67% 3% 3% 0% 0% 0% 22% 0% 0% -1% -

24,945,506

$ 27,799,996

$ 26,485,504

29,975,745

13%

29,992,065

13%

Account Number: 100-3210051100.02 51100.04 51100.06 52100 52210 52400 53000.16 53100 53100.22 53200 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 Temporary Help Service Fees 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

2018-2019 Requested

% Change

2018-2019 Adopted

% Change

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

144 141 137 137 134 132 130 129 127/128/129 125/126

Fire Chief Deputy Fire Chief Fire Marshal Battalion Chief Fire Captain Fire Lieutenant Administrative Analyst Public Education Specialist-Fire Investigator Firefighter I-II/Senior Firefighter/ Firefighter-Medic I-II/Master Firefighter/Fire Inspector/Fire InvestigatorInspector 124 Accounting Associate II 121 Executive Secretary 119 Office Assistant

Number of Full-Time Positions

2015-2016 Actual

2016-2017 Actual

2017-2018 Budget

2018-2019 Requested

2018-2019 Adopted

1 2

1 3

1 3 1 7 19 31 1 1

1 3 1 7 20 33 1 1

7 19 31 1 1

8 19 31 1 1

1 3 1 7 19 31 1 1

187 1 2

185 1 2

188 1 2

191 1 2

203 1 1 2

252

255

258

274

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 2018 ACCOMPLISHMENTS 

Updated and submitted a Local Capability Assessment for Readiness (LCAR) to the State Coordinator of Emergency Management.



Provided emergency management education and outreach to citizens and businesses.



Conducted and/or participated in Emergency Operation Plan Training such as Emergency Operations Center, Call Taker, and Dam Emergencies training.



Participated in National, State and Local emergency drills.

FY 2019 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 17 Actual 3

FY 18 Projected 3

FY 19 Estimate 3

100%

121

Division: Emergency Management (Department of Fire & Rescue) Budget Detail 2015-2016 Actual

Account Number: 100-3550054100 55210 55230 55500 55810 56001 56012 56014 56017 58200

Information Technology Postal Services Telecommunications Travel and Training Dues and Association Memberships Office Supplies Books and Subscriptions Other Operating Supplies Copier Costs Capital Outlay

Total Operating Expenditures

2016-2017 Actual

2017-2018 Budget

2018-2019 Requested

% Change

2018-2019 Adopted

% Change

23,130 3,398 744 887 -

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

23,130 50 11,947 1,800 150 1,250 1,400 -

23,130 50 11,947 11,400 520 1,250 1,500 -

0% $ 0% 0% 533% 247% 0% 7% -

4,350 50 11,947 1,800 200 1,250 1,400 -

-81% 0% 0% 0% 33% 0% 0% -

28,160

35,078

39,727

49,797

25%

20,997

-47%

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 2019 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 2015-2016 Actual

Account Number: 100-3320057001 Required Jurisdiction Contribution Total Operating Expenditures

2016-2017 Actual

2017-2018 Budget

2018-2019 Requested

% Change

2018-2019 Adopted

% Change

4,303,091

4,364,037

4,364,052

4,424,060

4,303,091

4,364,037

4,364,052

4,424,060

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 2018 ACCOMPLISHMENTS 

Transitioned refuse disposal with the Southeastern Public Service Authority (SPSA) to the new Use and Support Agreement.



Completed the installation of closed conveyance storm water pipe and constructed curb and gutter on Cedar and Laurel Streets.



Completed the redesign and construction of the Liberty Street, Fairgrounds Parking Lot, adding much needed parking for that area.



Secured State and Federal funding assistance for numerous transportation projects.



Completed the application process for federal transit assistance.

FY 2019 OBJECTIVES 

To provide sound oversight of all funds administered by the Department with special attention to ensure refuse, stormwater utility, and special revenue funds are used expressly for their intended purpose. (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 Transit Ridership (non-ADA)

FY 17 Actual 45 72 hrs. 100% 39,363 5,821 113,084

FY 18 Projected 55 72 hrs. 100% 43,000 6,100 112,208

FY 19 Estimate 55 72 hrs. 100% 46,000 6,400 118,000

125

Department: Public Works - Administration Budget Detail 2015-2016 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

2016-2017 Actual

173,297 12,149 23,972 2,062 44,853 400,000 45,000 1,200 137,104 16,841 3,218 18,236 1,435 3,307 201 86 1,391 120 1,003 -

885,475

2017-2018 Budget

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 Requested

179,957 13,767 19,849 2,357 130,000 450,000 45,000 20,000 15,000 15,000 88,500 250 16,627 3,497 22,052 700 3,704 1,000 750 1,500 500 1,110 -

1,031,121

% Change

179,957 13,767 19,849 2,357 130,000 450,000 50,193 20,000 15,000 24,000 250 16,627 4,702 22,052 500 3,704 1,000 800 1,500 250 1,110 957,618

2018-2019 Adopted

0% $ 0% 0% 0% 0% 0% 12% 0% 0% 60% -100% 0% 0% 34% 0% -29% 0% 0% 7% 0% -50% 0% -7%

% Change

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 -

3% 3% 0% 3% 0% 0% 12% 0% 0% 60% -100% 0% -50% 34% -1% -29% 0% 0% 7% 0% -50% -3% -

953,938

-7%

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 121 Executive Secretary

Number of Full-Time Positions

2015-2016 Actual

2016-2017 Actual

2017-2018 Budget

2018-2019 Requested

2018-2019 Adopted

1 1

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 2018 ACCOMPLISHMENTS 

Completed the renovation of Fire Station No. 1.



Completed design of the Bennett’s Creek Recreation Center.



Completed demolition of Southwestern Elementary School and the stabilization of Nansemond County Training School.



Completed the Dismal Swamp Interpretive Center performance and storage facility at the Suffolk Visitor Center.



Initiated design of the Fire Department Operations building at the Kings Fork Public Safety Center and the Parks and Recreation, Police, and Capital Programs joint Operations Facility on Carolina Road.

FY 2019 OBJECTIVES 

To provide cost effective and quality building maintenance and custodial services for City departments and agencies. (Financial Stability)



To plan and facilitate the design, renovation, and construction of City buildings and facilities to enhance service delivery by City departments for the benefit of citizens. (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 17 Actual

FY 18 Projected

FY 19 Estimate

44 1,035,000

44 1,037,500

1,810 910 1 day

1,900 975 1 day

1,900 1,150 1 day

90%

127

Department: Capital Programs & Facilities Budget Detail 2015-2016 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

2016-2017 Actual

2017-2018 Budget

2018-2019 Requested

% Change

929,362 20,088 145,140 80,389 126,462 11,061 9,158 13,326 137,535 209,143 92,968 62,895 282,660 566,724 47 6,651 499,765 68 2,008 10,552 259,895 7,079 10,341

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 -

992,997 197,025 91,037 109,528 13,008 11,322 140,000 465,000 89,327 74,395 458,060 634,689 100 7,258 534,415 1,000 2,000 12,000 150,000 7,293 -

992,997 197,025 91,037 109,528 13,008 11,322 150,000 525,000 89,327 74,395 458,060 645,000 100 7,258 534,415 2,000 2,000 12,000 200,000 7,293 -

3,483,316

3,804,397

3,990,453

4,121,765

2018-2019 Adopted

0% $ 0% 0% 0% 0% 0% 7% 13% 0% 0% 0% 2% 0% 0% 0% 100% 0% 0% 33% 0% 3%

% Change

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 -

2% 2% 2% 0% 2% 0% 7% 13% 55% 12% -9% 2% 0% 124% 0% 100% 0% 0% 33% 13% -

4,178,105

Personnel Summary

Range

Class 144 138 130 127 124 123 121 120 120 114

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 Custodial Worker

Number of Full-Time Positions

2015-2016 Actual

2016-2017 Actual

2017-2018 Budget

2018-2019 Requested

2018-2019 Adopted

1 1 1 1 1 3 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 2018 ACCOMPLISHMENTS 

Leadership and staff were recognized by the Virginia Department of Medical Assistance as one of the top performing agencies on a site visit, and were asked to present its model for processing and auditing cases at the State level.



Received the Stairway to Success Award - Gold Level, recognizing the City’s excellence in its commitment to Early Childhood Education at the Virginia Municipal League Annual Banquet.



Continued to administer the Suffolk Summer Work Success Program providing hands-on job experience for young adults.

FY 2019 OBJECTIVES 

To process benefit applications in a timely manner in accordance with State standards. (Leisure, Health, and Wellness)



To protect vulnerable children and the elderly from abuse/neglect by responding to 98% of valid investigative reports within State mandated guidelines. (Leisure, Health, and Wellness)



To provide parenting education seminar classes and training to family service workers and community partners in collaboration with Suffolk’s Best Practices Court Improvement Team to promote stability for at-risk families. (Leisure, Health, and Wellness)



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 Percent of eligible households receiving SNAP Persons/Households receiving TANF Households receiving Medicaid Children in Foster Care Percent of TANF recipients in employment activities Visitors at Workforce Development Ctr. Persons in Community Corrections Program Average Length of Supervision time

FY 17 Actual 12,866 81% 1,085 11,559 12 N/A 17,214 557 235 days

FY 18 Projected 12,700 82% 1,000 11,800 12 55% 17,400 537 230 days

FY 19 Estimate 12,300 84% 900 11,900 11 58% 17,600 530 230 days

129

Department: Social Services Budget Detail 2015-2016 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

2016-2017 Actual

4,578,724 350 311,495 29,076 356,863 621,218 54,575 756 31,011 2,198 279,894 54,241 910,964 65,006 38,170 2,326 2,041 1,170,875 15,505 59,159 102,800 22,391 202,411 144 195,944 41,558 178,679 398,525 97,745 17,188 12,000 2,157 28,347 108,899

9,993,234

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

2017-2018 Budget $

2018-2019 Requested

% Change

2018-2019 Adopted

5,049,343 267,416 100,000 406,732 556,943 66,146 19,490 34,365 1,128 546,395 64,448 1,142,705 72,850 52,392 2,886 1,176,011 21,812 60,000 140,000 85,968 300,560 2,500 603,285 500 93,507 288,110 600,860 252,685 17,188 12,000 1,525 82,453 123,776

5,049,343 267,416 100,000 406,732 556,943 66,146 19,490 34,365 10,000 546,395 64,448 1,142,705 72,850 52,392 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 82,453 123,776

0% $ 0% 0% 0% 0% 0% 0% 0% 787% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% -33% 0% -59% 0% -47% -5% -17% -51% -100% 0% 0% 0% 0%

$ 10,835,317

$ 12,245,979

11,498,656

2015-2016 Actual

2016-2017 Actual

2017-2018 Budget

1 2 1 1 4 5 28 1 1 1 4 34 1 1 3 14 1

1 2 1 1 4 5 27 1 1 1 4 34 1 1 1 3 14 1

1 2 1 1 4 5 27 1 1 4 34 1 1 1 3 14 1

103

102

-6%

% Change

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

0% 3% 0% 0% -3% 0% 0% 0% 787% -6% 6% -2% 0% 7% 0% 0% 0% 0% 0% 0% -33% 0% -59% 0% -47% -5% -17% -51% -100% 0% 0% 0% -2%

11,439,427

-7%

Above costs are offset by estimated State/Fed Revenues of: $7,474,126

Personnel Summary

Range 144 138 135 132 132 130 126/128/130 130 129 128 126/128 123/126/127 124 123 123 120 119 119

Class Director of Social Services Assistant Director of Social Services 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 Senior Accounting Technician Fraud Investigator Accounting Technician Screening Clerk Office Assistant

Number of Full-Time Positions

2018-2019 Requested

2018-2019 Adopted

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 2018 ACCOMPLISHMENTS 

Reduced the number of children in congregate care from 24% to 15% and maintained the average length of stay at seven months.



Provided rehabilitative services to 80% of Children’s Services Act (CSA) referrals in a non-residential setting.



Scheduled Family Assessment and Planning Team (FAPT) reviews of 100% of eligible referrals within 30 days of requesting appointments.



Established a regional vendor survey database to maximize collection of vendor information in conjunction with Virginia Beach, Norfolk and Newport News.

FY 2019 OBJECTIVES 

To provide rehabilitative services to 80% of the Comprehensive Services Act (CSA) population in a non-residential setting. (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 maintain the average cost per day for CSA services at or below the average state cost per service. (Financial Stability)

STATISTICS/PERFORMANCE MEASURES Children’s Services Act (CSA) Program: Children receiving CSA services Average Cost per day for CSA services

FY 17 Actual

FY 18 Projected

FY 19 Estimate

35 $32

38 $33

37 $32

131

Department: Children's Services Act Budget Detail 2015-2016 Actual

Account Number: 100-5350051100.02 51100.04 51100.06 52100 52210 52400 53000.08 54500 55701.10

Salaries and Wages Salaries and Wages - Overtime Salaries and Wages - Part-time FICA VRS Retirement Group Life CSA Purchased Services Risk Management Healthy Families

Total Operating Expenditures

2016-2017 Actual

106,597 7 27,433 9,890 14,365 1,268 924,305 17,476 -

1,101,341

2017-2018 Budget

114,109 161 27,879 10,480 12,586 1,495 1,107,091 21,982 -

1,295,783

2018-2019 Requested

116,979 36,057 11,707 12,903 1,532 1,200,066 22,294 -

1,401,538

% Change

2018-2019 Adopted

116,979 36,057 11,707 12,903 1,532 1,200,066 22,294 -

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

1,401,538

% Change

119,905 36,958 12,000 12,914 1,571 1,200,066 21,926 -

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

1,405,339

Personnel Summary

Range

Class 131 CSA Coordinator 126 CSA Management Specialist

Number of Full-Time Positions

2015-2016 Actual

2016-2017 Actual

2017-2018 Budget

2018-2019 Requested

2018-2019 Adopted

1 1

Above costs are offset by estimated State/Fed Revenues of: $912,553

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 2018 ACCOMPLISHMENTS 

Provided Immunization services to 436 citizens and Family Planning Services to 524 citizens.



Served 96 mothers and 74 infants with a total of 1,057 visits for low-income, first-time mothers, as part of the Nurse/Family Partnership program.



Provided tuberculosis screenings and direct observed therapy visits to 540 patients.



Attained a 99% client satisfaction rating.

FY 2019 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 continue 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 Males participating in pregnancy planning/prevention programs Teens served by Family Planning Clinics Percent of Immunization data entered in State Webvision system Percent of food establishments inspected by due date

FY 17 Actual 336 177 100% 87%

FY 18 Projected 336 177 100% 85%

FY 19 Estimate 336 177 100% 85%

133

Department: Support of Western Tidewater Health District Budget Detail 2015-2016 Actual

Account Number: 100-5110055610 Transfer to Western Tidewater Health District Total Operating Expenditures

2016-2017 Actual

2017-2018 Budget

2018-2019 Requested

% Change

2018-2019 Adopted

% Change

840,000

864,000

840,000

864,000

840,000

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 2018 ACCOMPLISHMENTS 

Began implementing program designed to streamline access for individuals to receive treatment.



Obtained State grant for development of the UPLIFT program to provide life skills, psychoeducation group sessions, and anger management for children ages 11-18.



Implemented Addiction Recovery Treatment Services, a comprehensive benefit program that expands short-term inpatient detox and residential treatment to all Medicaid members.

FY 2019 OBJECTIVES 

To ensure that services provided are available, timely, and efficient. (Civic Engagement and Responsive City Services)



To ensure that services provided are effective and meet individual needs. (Leisure, Health, and Wellness)



To maintain performance in key risk management indicators. (Civic Engagement and Responsive City Services)



To ensure that the community services board is operationally sound and maintains a high quality workforce. (Civic Engagement and Responsive City Services)

STATISTICS/PERFORMANCE MEASURES Persons Receiving Mental Health Services Persons Receiving Intellectual Disabilities Services Persons Receiving Substance Abuse Services Persons Receiving Emergency/Ancillary Services Service Units Provided to Suffolk citizens Percent of total Service Units provided to Suffolk citizens

FY 17 Actual 2,672 1,938 775 1,238 228,888 59%

FY 18 Projected 2,752 1,996 814 1,275 235,755 61%

FY 19 Estimate 2,835 2,056 855 1,313 242,827 63%

135

Department: Support of Western Tidewater Community Service Board Budget Detail 2015-2016 Actual

Account Number: 100-5210055620 Transfer to Western Tidewater CSB Total Operating Expenditures

2016-2017 Actual

2017-2018 Budget

2018-2019 Requested

% Change

2018-2019 Adopted

% Change

281,152

295,210

323,325

10%

295,210

281,152

295,210

323,325

10%

295,210

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 12 elementary schools, 5 middle schools, 3 high schools, and 1 alternative school and lease expenses for the Suffolk School Administration office and print shop. A new elementary school and middle school are scheduled to open in September 2018. Additional local funding is provided in the Capital Projects Fund and Debt Service Fund budgets for school related capital projects and debt service.

137

Department: Support of Schools Budget Detail 2015-2016 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

2016-2017 Actual

526,785 53,570,053

539,007 54,361,370

54,096,838

$ 54,900,378

2017-2018 Budget $

2018-2019 Requested

Total School Fund Expenditures: Instruction Administration and Attendance Health and Psychology Pupil Transportation Operation and Maintenance Food Services Technology

% Change

554,445 59,832,201

1% 7%

554,445 59,832,201

1% 7%

$ 56,383,718

60,386,646

108,275,891 59,832,201 168,108,092

3% 7%

108,275,891 59,832,201 168,108,092

3% 7%

554,445

168,662,537

124,946,174 3,705,888 2,047,663 8,324,907 13,829,825 8,462,434 6,791,201

5% 1% 5% 3% 8% 2% -1%

124,946,174 3,705,888 2,047,663 8,324,907 13,829,825 8,462,434 6,791,201

5% 1% 5% 3% 8% 2% -1%

554,445 -

1% -

554,445 -

1% -

168,662,537

Local Support - Lease / Rent of Building Local Support Reduction to REQUEST: Total Operating Expenses:

2018-2019 Adopted

551,517 55,832,201

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. The adopted FY19 Budget merges the previous divisions of Support Services and Office on Youth into the division of Administration. The division of Grounds Maintenance is merged with the division of Parks, Gateways, and Facilities Maintenance. FY 2018 ACCOMPLISHMENTS 

Achieved full accreditation from the Commission for Accreditation of Park and Recreation Agencies (CAPRA).



Completed the Lone Star Lakes Park Master Plan, Aquatics Feasibility Study, construction of the Lake Kennedy Park Trail and renovations to the Planters Club and Planters Park.



Implemented special events attended by over 10,000 citizens.



Increased participation in youth programs and at the East Suffolk Recreation Center, Whaleyville Community Center, and joint-use recreation centers.

FY 2019 OBJECTIVES 

To ensure the financial stability of parks and recreation programs. (Financial Stability)



To increase opportunities for recreation and lifelong learning for residents of all ages. (Leisure, Health, and Wellness)



To maintain parks and recreation facilities throughout the City. (Growth Management and Comprehensive Planning)



To increase volunteer and civic engagement opportunities. (Civic Engagement and Responsive City Services)

STATISTICS/PERFORMANCE MEASURES Regional Park Visitors Recreation and Community Center Members Youth participating in Youth Athletic Programs Seniors participating in Senior Programs Youth participating in Before and After-School programs Youth participating in Prevention Programs Adult Art Classes/Programs Youth Art Classes/Programs Art Exhibitions Special Event Applications Processed Volunteer Hours

FY 17 Actual 254,708 2,345 815 736 3,369 650 96 33 11 80 10,380

FY 18 Projected 300,000 2,392 887 743 3,436 750 100 34 12 85 8,500

FY 19 Estimate 325,000 2,440 905 750 3,503 800 105 35 13 90 10,000 139

Department: Parks and Recreation - Administration Budget Detail 2015-2016 Actual

Account Number: 100-7110051100.02 51100.04 51100.06 52100 52210 52400 53100 53300 53500 53600 54100 54200 54500 55100 55210 55230 55500 55810 55845 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 Travel and Training Dues and Association Memberships Expenses Related to Fee Activities Office Supplies Uniforms & Wearing Apparel Books and Subscriptions Other Operating Supplies Copier Costs Special Events

Total Operating Expenditures

2016-2017 Actual

328,187 24,255 45,421 3,493 338,861 16,942 581,076 37,787 3,139 48,169 3,760 1,675 2,329 404 2,264 54,074 -

1,491,836

2017-2018 Budget

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

2018-2019 Requested

352,872 26,995 38,922 4,623 470,870 29,989 718,499 11,000 2,000 45,837 4,000 2,000 5,000 500 2,500 57,742 -

1,773,348

% Change

2018-2019 Adopted

352,872 26,995 38,922 4,623 470,870 29,989 718,499 11,000 2,000 45,837 4,000 3,650 5,000 500 2,500 57,742 -

0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 83% 0% 0% 0% 0% -

1,774,999

% 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

120% 120% 114% 120% 34% 54% 0% 0% 0% 25% 175% 50% 52% 0% 651% 5% -

2,839,269

60%

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

2015-2016 Actual

2016-2017 Actual

2017-2018 Budget

1 1 1

2018-2019 Adopted 1 1 1

1 1

1 -

2018-2019 Requested

1 1 1 1 1 3 1 1 1 2 13

140

Department: Parks and Recreation - Office on Youth Budget Detail 2015-2016 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

2016-2017 Actual

2017-2018 Budget

2018-2019 Requested

% Change

92,188 6,564 12,759 1,097 2,436 1,343 334 658 4,657 17,358

64,153 4,708 7,259 862 1,268 500 2,169 581 337 2,785 18,291

56,653 4,334 6,175 742 1,500 500 1,500 600 750 6,000 25,000

95,060 31,630 9,692 10,485 1,245 8,150 600 2,000 600 800 9,150 26,800

139,394

102,913

103,754

196,212

2018-2019 Adopted

68% $ 124% 70% 68% 443% 20% 33% 0% 7% 53% 7% -

% Change

-100%

Personnel Summary

Range

Class 130 Youth Outreach Coordinator 124 Therapeutic Recreation Specialist 123 Recreation Specialist

Number of Full-Time Positions

2015-2016 Actual

2016-2017 Actual

1 1 2

2017-2018 Budget

1 -

2018-2019 Requested

2018-2019 Adopted 1 1

141

Department: Parks and Recreation - Parks, Gateways, and Facility Maintenance Budget Detail 2015-2016 Actual

Account Number: 100-7120051100.02 51100.04 51100.06 52100 52210 52400 53000.16 53000.46 53100 53300 53320 54200 55100 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 Lease/Rent of Equipment Travel and Training Office Supplies Uniforms & Wearing Apparel Other Operating Supplies Special Programs Capital Outlay

Total Operating Expenditures

2016-2017 Actual

2017-2018 Budget

2018-2019 Requested

% Change

678,377 27,969 208,231 65,906 93,676 8,076 15,480 2,640 12,123 49,979 220,329 363,820 263,819 1,129 3,977 599 23,499 93,697 1,685 -

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 -

690,170 129,330 62,692 76,126 9,041 51,793 5,000 10,000 70,000 234,100 508,846 259,385 10,000 3,000 1,000 15,000 93,000 1,265 -

720,263 285,204 76,918 79,445 9,504 51,793 5,000 15,000 100,000 242,000 508,846 259,385 10,000 3,000 1,000 15,000 95,000 -

2,135,010

2,281,930

2,229,747

2,477,358

2018-2019 Adopted

4% $ 121% 23% 4% 5% 0% 0% 50% 43% 3% 0% 0% 0% 0% 0% 0% 2% -100% 11%

% Change

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 2,945,381

24% 3% 23% 21% 24% 0% 0% 50% 43% 114% 34% 2% 0% 67% 0% 0% 16% -100% 32%

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

2015-2016 Actual

2016-2017 Actual

2017-2018 Budget

1 1

2018-2019 Requested

2018-2019 Adopted

1 1 1 4 7 3

1 1 1 3 7 3

1 2 1 3 7 3

1 1 1 1 2 1 3 9 3

1 1 -

142

Department: Parks and Recreation - Grounds Maintenance Budget Detail 2015-2016 Actual

Account Number: 100-7125051100.02 51100.04 51100.06 52100 52210 52400 53300 53320 54200 55100 55500 56001 56011 56014

Salaries and Wages Salaries and Wages - Overtime Salaries and Wages - Part-time FICA VRS Retirement Group Life Repair and Maintenance Maintenance Service Contracts Fleet Utilities Travel and Training Office Supplies Uniforms & Wearing Apparel Other Operating Supplies

Total Operating Expenditures

2016-2017 Actual

2017-2018 Budget

2018-2019 Requested

% Change

2018-2019 Adopted

109,965 8,564 8,020 15,219 1,308 12,115 243,556 63,246 603 518 633 20,824

93,598 5,913 6,626 10,324 1,226 264,027 73,193 143 3,761

152,654 17,389 13,008 16,838 2,000 260,000 79,803 1,500 2,000 8,000

177,413 17,389 14,902 19,584 2,324 15,000 260,000 79,803 1,500 2,000 20,000

16% $ 0% 15% 16% 16% 0% 0% 0% 0% 150%

484,570

458,811

553,192

609,915

10%

% Change

-100%

Personnel Summary

Range

Class 125 Superintendent of Cemeteries 115/119 Grounds Maintenance Worker I-II

Number of Full-Time Positions

2015-2016 Actual

2016-2017 Actual

2017-2018 Budget

2018-2019 Requested

2018-2019 Adopted

1 3

1 4

143

Department: Parks and Recreation - Support Services Budget Detail 2015-2016 Actual

Account Number: 100-7130051100.02 51100.04 51100.06 52100 52210 52400 53100 53300 53500 53600 55100 55500 55845 56001 56011 56014 56026

Salaries and Wages Salaries and Wages - Overtime Salaries and Wages - Part-time FICA VRS Retirement Group Life Professional Services Repairs and Maintenance Printing and Binding Advertising Utilities Travel and Training Expenses Related to Fee Activities Office Supplies Uniforms & Wearing Apparel Other Operating Supplies Special Events

Total Operating Expenditures

2016-2017 Actual

2017-2018 Budget

2018-2019 Requested

% Change

243,989 979 17,187 19,056 33,658 1,390 9,999 7,242 1,521 1,388 1,000 7,036 137,976

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

324,448 5,512 25,242 35,787 4,250 28,000 10,000 10,000 2,000 5,000 2,000 3,000 39,895 175,725

371,132 1,500 64,607 33,449 40,936 4,862 900 32,000 15,000 15,000 2,000 5,000 17,465 2,200 3,000 30,270 208,575

482,421

553,283

670,859

847,896

2018-2019 Adopted

14% $ 1072% 33% 14% 14% 14% 50% 50% 0% 0% 10% 0% -24% 19% 26%

% Change

-100%

Personnel Summary

Range

Class 132 Business Manager 128 Recreation Supervisor 128 Marketing and Development Coordinator Special Event Coordinator 121 Accounting Associate I 119 Office Assistant

Number of Full-Time Positions

2015-2016 Actual

2016-2017 Actual

2017-2018 Budget

1 1

1 3

2 1 1 6

2018-2019 Requested

2018-2019 Adopted 1 3 1

1 2

144

Department: Parks and Recreation - Recreation Budget Detail 2015-2016 Actual

Account Number: 100-7135051100.02 51100.04 51100.06 51100.10 52100 52210 52400 53100 53300 53500 53600 54200 55100 55210 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 Advertising Fleet Utilities Postal Services 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

2016-2017 Actual

2017-2018 Budget

2018-2019 Requested

% Change

2018-2019 Adopted

% Change

676,746 3,580 643,310 174,376 111,433 89,821 9,544 10,233 57,092 106,017 56,168 717 63,148 1,800 3,222 655 236,250 3,672 5,051 26,167 25,279 -

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

890,829 509,316 107,111 98,258 11,670 9,000 79,600 2,000 141,952 75,000 72,412 5,100 5,000 655 240,000 5,450 8,000 33,575 13,871 -

890,829 1,001,427 144,758 98,258 11,670 8,930 81,600 2,000 141,952 75,000 72,412 5,100 7,500 755 240,000 5,220 9,500 32,575 17,654 18,000

0% 97% 35% 0% 0% -1% 3% 0% 0% 0% 0% 0% 50% 15% 0% -4% 19% -3% 27% -

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 -

2% -14% -4% 0% 2% -1% 3% 0% -6% 0% 0% 0% 0% 15% 0% 0% 19% 0% 0% -

2,304,281

2,495,470

2,308,800

2,865,140

24%

2,250,466

-3%

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

2015-2016 Actual

2016-2017 Actual

2017-2018 Budget

1 3

1 3 1 4

1 3 1 1 1 2 10 2 1

2 8 3 1

2 7 2 1

1 3 1 1 1 2 10 2 1

3 -

2018-2019 Requested

2018-2019 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 2018 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 a revised schedule for Library2Go with a focus on early literacy and technology as well as targeting underserved populations and areas.



Launched new WiFi2Go program to provide wireless internet access to people with needs throughout the community.



Provided numerous programs including BARKS, #BIGIDEA, Engage Suffolk, Coding in the Classroom, IconiCon, Suffolk Reads, Summer Reading Challenge, Youth and Family Services Storytimes.

FY 2019 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)

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 17 Actual 46,250 321,900 17,251 30,823 156 492 18,111 796 16,311 59 800

FY 18 Projected 48,000 325,000 17,500 31,000 170 500 20,000 800 17,500 65 900

FY 19 Estimate 50,000 330,000 18,000 32,000 190 550 22,000 850 18,500 75 1,100

146

Department: Library Budget Detail 2015-2016 Actual

Account Number: 100-7310051100.02 51100.04 51100.06 52100 52210 52400 53000.16 53100 53200 53300 53500 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 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

2016-2017 Actual

2017-2018 Budget

2018-2019 Requested

% Change

1,210,145 9 240,805 105,995 162,272 14,375 3,798 15,561 80,125 867 108,719 24,950 274,810 59,140 9,029 10,729 997 17,400 16,844 655 38,340 178,364 34,391 5,341

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

1,518,453 266,103 136,519 167,485 19,892 5,504 89,000 1,000 104,114 49,042 362,276 61,451 9,000 15,279 17,940 9,000 700 30,500 200,000 38,042 12,500 -

1,542,463 307,663 141,535 170,134 20,206 5,504 500 104,500 104,114 49,042 362,276 61,451 9,000 15,279 17,940 9,000 700 45,000 220,000 38,042 40,000 195,000

2,613,660

2,857,826

3,113,800

3,459,349

2018-2019 Adopted

2% $ 16% 4% 2% 2% 0% 17% -100% 0% 0% 0% 0% 0% 0% 0% 0% 0% 48% 10% 0% 220% 11%

% Change

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 -

4% 2% 4% 2% 4% 0% -100% -100% 181% 20% -2% 0% 0% 98% 0% 0% 0% 3% 0% 6% 0% -

3,314,118

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

2015-2016 Actual

2016-2017 Actual

2017-2018 Budget

1 1

1 1 4 1 4

12 1 14 1 1

1 12 1 14 1 1

2018-2019 Requested

2018-2019 Adopted 1 1 4 1 5

4 7 1

1 1 4 1 4 -

3 9 1 -

4 8 1 -

1 8

1 6

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. This cost center includes the division of Community Development Services in FY19. FY 2018 ACCOMPLISHMENTS 

Managed the review and approval of 74 site plans and four engineering plans.



Completed the Downtown Plan update.



Coordinated presentation of draft Bicycle and Pedestrian Plan to Planning and City Council as Comprehensive Plan amendment.



Presented various ordinance text amendments to Committee on Ordinances/Planning Commission and City Council for consideration, addressing site plan waivers, family day homes, small cell facilities, temporary health care structures, rooftop signs, accessory dwellings, minor subdivision, and principal uses in the B-1 zoning district.

FY 2019 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 policies, recommendations, and code amendments and ordinances that help protect and promote the health, safety and welfare of the City and its inhabitants. (Growth Management and Comprehensive Planning)



To provide policies and standards that promotes and enhances safe, quality, transportation options. (Growth Management and Comprehensive Planning)

STATISTICS/PERFORMANCE MEASURES Planning: Number of Applications Processed: Major Subdivisions Minor Subdivisions Family Transfers Site Plan Reviews Rezoning & Conditional Rezoning Requests Conditional Use Permits Other Reviews (Variance, HLC, Wetlands, Street Vacation, etc.) Percent of site/subdivision plans reviewed within 30 days Percent of building inspections requests performed within two business days Percent of Code Violations resolved in 45 days or less

FY 17 Actual

FY 18 Projected

FY 19 Estimate

19 51 5 74 13 22 190 98%

25 50 5 80 20 25 200 95%

30 50 10 100 25 25 200 95%

92% 83%

90% 91%

148

Department: Planning and Community Development Budget Detail 2015-2016 Actual

Account Number: 100-8110051100.02 51100.04 52100 52210 52400 53100 53100.06 53100.30 53175.00 53200 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 Temporary Help Service Fees 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

2016-2017 Actual

2017-2018 Budget

2018-2019 Requested

% Change

576,170 24 42,031 76,981 6,775 23,550 3,708 5,760 16,420 149,501 5,465 124,272 1,655 4,277 6,113 2,680 3,448 760 11,267 -

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 -

882,255 67,492 97,313 11,558 29,400 71,700 16,000 151,621 5,599 165,274 7,000 5,923 7,000 3,800 11,000 1,295 12,964 -

942,833 72,127 103,995 12,351 29,400 250,000 20,000 151,621 5,599 165,274 7,000 5,923 8,140 3,800 11,000 1,295 12,964 -

1,060,857

1,342,086

1,547,193

1,803,322

2018-2019 Adopted

% Change

7% $ 7% 7% 7% 0% 249% 25% 0% 0% 0% 0% 0% 16% 0% 0% 0% 0% -

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 -

160% 160% 154% 160% 3% 74% 25% 25% 1917% 172% 219% 444% 173% 37% 82% 154% 86% -

17%

4,064,993

163%

Personnel Summary

Range

Class 144 138 138 136 136 135 135 133 133 133 127/130 130 130 129 127 127 125/127 124/125 125 124 124 123 123 121 120 119

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 Customer Service Manager Assistant Zoning Administration and Enforcement Coordinato 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

2015-2016 Actual

2016-2017 Actual

2017-2018 Budget

1 1

2 -

1 3 1 1 1

3 1 -

1 3 -

1 -

2 -

1 3

1 1 1 1 1 1 2 1

1 1

1 2

1 1 -

2018-2019 Adopted

1 1

2 -

2018-2019 Requested

1 -

1 7 2 4 3 1 3 1

1 3 -

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 2018 ACCOMPLISHMENTS 

Continued to host the ReStored event in downtown Suffolk to provide opportunities for businesses to operate over a weekend in vacant retail spaces.



Organized four meetings for Suffolk industry sectors to meet and network.



700 new jobs created with $100M in capital investment in the City.

FY 2019 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, and regular speaking opportunities with civic and business organizations and Suffolk Public 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

CY 16 Actual 500 $80M 850,000 396 103

CY 17 Actual 750 $100M 800,000 496 67

CY 18 Estimate 700 $85M 500,000 425 85

150

Department: Economic Development Budget Detail 2015-2016 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

2016-2017 Actual

2017-2018 Budget

2018-2019 Requested

% Change

2018-2019 Adopted

% Change

386,722 3,996 28,287 53,522 4,602 3,004 1,696 25,698 43,777 1,804 5,076 23,436 1,717,079 84,942 96,802 2,315 49 8,948

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

410,099 4,000 31,373 45,234 5,372 15,000 4,000 16,562 5,199 55,113 2,500 5,897 30,000 89,000 110,000 1,750 350 9,544

410,099 4,000 31,373 45,234 5,372 5,000 4,000 16,562 5,199 55,113 2,500 5,897 30,000 115,000 110,000 1,750 350 9,544

0% 0% 0% 0% 0% -67% 0% 0% 0% 0% 0% 0% 0% 29% 0% 0% 0% 0%

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

3% 0% 3% 0% 3% -67% 0% 26% 31% -2% 0% 12% 0% 1% 0% 0% 0% 12%

2,491,756

3,747,220

840,993

856,993

850,073

53100 - Professional Services: Conceptual site plans for commercial / industrial sites. 53500 - Printing & Binding: Promotional material for prospects. 55671 - Economic Development Investment Program: Funds are reserved with accumulating balance reappropriated annually for expenditure. Personnel Summary

Range

Class 144 136 133 130 127

Director of Economic Development Assistant Director of Economic Development Economic Development Manager Business Development Analyst Economic Development Associate

Number of Full-Time Positions

2015-2016 Actual

2016-2017 Actual

2017-2018 Budget

2018-2019 Requested

2018-2019 Adopted

1 1 1 1 1

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 2018 ACCOMPLISHMENTS 

Coordinated a full tour schedule featuring Great Dismal Swamp Safaris, Historic Narrated Suffolk Bus Tours, Legends of Main Street: A Suffolk Ghost Walk, Cedar Hill and Cemetery Strolls.



Introduced new kayak tours of the Nansemond River and Bennett’s Creek.



Launched custom smartphone app, TRAIPSE, providing a historic walking tour, trivia-based scavenger hunt, and a local business discount program that encourages exploration of Suffolk.



Produced or co-produced 14 festivals and events and serviced/supported an additional 36 events and activities, and 60 conferences, meetings, reunions and weddings.

FY 2019 OBJECTIVES 

To coordinate and enhance narrated bus, walking, and canoe tours to attract customers and promote Suffolk’s amenities. (Expanded Economic Development)



To enhance online promotional tools to expand advertising and marketing components of current efforts. (Civic Engagement and Responsive City Services)



To enhance the Seaboard Station Railroad Museum outdoor offerings. (Expanded Economic Development)

STATISTICS/PERFORMANCE MEASURES Customers at Visitor Center Visitor information packets distributed Interpretive tour customers Collaborative meetings hosted Sales missions, conferences/tradeshows attended Conferences, reunions, weddings serviced

CY 2016 Actual 12,374 1,837 653 72 8 55

CY 2017 Actual 12,200 1,450 575 100 10 53

CY 2018 Estimate 13,000 1,500 625 85 12 60

152

Division: Tourism (Department of Economic Development) Budget Detail 2015-2016 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

2016-2017 Actual

2017-2018 Budget

2018-2019 Requested

% Change

2018-2019 Adopted

% Change

164,447 2,092 64,023 17,277 22,759 1,957 372 10,955 19,499 36,146 7,888 26,344 14,357 4,013 2,137 4,575 2,416 41,977 3,912 6,227 11,060 87,781

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

172,271 124,565 22,708 19,001 2,257 233 6,000 2,000 31,000 43,890 14,888 33,132 28,900 6,000 2,219 4,800 2,730 40,000 14,750 17,300 12,435 115,500

172,271 151,181 24,744 19,001 2,257 233 10,000 1,500 33,900 43,890 14,888 33,132 28,900 6,000 2,219 5,000 2,980 40,000 15,250 19,000 12,435 127,000

0% 21% 9% 0% 0% 0% 67% -25% 9% 0% 0% 0% 0% 0% 0% 4% 9% 0% 3% 10% 0% 10%

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

3% 2% 3% 0% 3% 0% 0% -25% 9% 3% 29% -2% 0% 0% 0% 4% 9% 0% 3% 0% 16% 0%

552,216

589,802

716,579

765,781

735,187

56026 - Special Events: Costs offset by sponsorships and fees of: $45,500. Personnel Summary

Range

Class 134 Tourism Development Manager 132 Tourism Development Specialist 123 Visitor Center Supervisor

Number of Full-Time Positions

2015-2016 Actual

2016-2017 Actual

2017-2018 Budget

2018-2019 Requested

2018-2019 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 2018 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.



Coordinated all aspects of the citywide National Night Out event, resulting in the City of Suffolk receiving the second place national award for the City’s population category from the National Association of Town Watch.



Provided weekly “What’s Happening in Suffolk” information to media outlets and citywide to keep citizens and employees up-to-date regarding exciting recreational opportunities and other initiatives.

FY 2019 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 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 190 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 17 Actual 98 148 11,422 1,068 100%

FY 18 Projected 100 148 12,500 750 100%

FY 19 Estimate 100 150 14,000 750 100%

65,252

66,000

154

Department: Media and Community Relations Budget Detail 2015-2016 Actual

Account Number: 100-8165051100.02 51100.04 51100.06 51100.14 52100 52210 52400 53100 53200 53300 53320 53500 53600 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 Temporary Help Service Fees Repair and Maintenance Maintenance Service Contracts Printing and Binding Advertising 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

2016-2017 Actual

2017-2018 Budget

2018-2019 Requested

% Change

2018-2019 Adopted

% Change

360,115 7,839 18,263 3,500 29,136 48,965 4,285 8,174 2,003 12,624 1,540 46,835 1,819 52,703 609 5,147 507 844 25,120 3,175 277 10,222 -

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

387,374 10,000 28,780 3,500 32,601 42,727 5,075 10,000 17,000 3,000 45,871 7,351 68,030 1,500 6,372 3,000 1,000 25,000 3,000 750 10,574 -

387,374 10,000 28,780 3,500 32,601 42,727 5,075 2,000 10,000 20,000 3,000 45,871 7,351 68,030 1,500 6,372 5,000 1,000 25,000 3,500 750 2,500 10,574 25,000

0% 0% 0% 0% 0% 0% 0% 0% 18% 0% 0% 0% 0% 0% 0% 67% 0% 0% 17% 0% 0% -

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 -

3% 3% 1% 3% 0% 0% 0% 73% 0% -3% 0% 33% 0% 0% 0% 0% 0% 15% -

643,701

695,131

712,506

747,505

760,890

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

2015-2016 Actual

2016-2017 Actual

2017-2018 Budget

2018-2019 Requested

2018-2019 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 2018 ACCOMPLISHMENTS 

Conducted 4-H youth development programs and projects throughout the City with key focus areas including career and workforce exploration, financial management, health leadership, service learning, character building, food, nutrition, and health.



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 2019 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 17 Actual

FY 18 Projected

FY 19 Estimate

7 620 251

10 650 300

15 700 315

1,719 8 2,556

1,750 14 2,800

1,800 15 3,000

156

Department: Virginia Cooperative Extension Budget Detail 2015-2016 Actual

Account Number: 100-8350053100 54100 55210 55230 55500 55810 56001 56017

Professional Services Information Technology Postal Services Telecommunications Travel and Training Dues and Association Memberships Office Supplies Copier Costs

Total Operating Expenditures

2016-2017 Actual

2017-2018 Budget

2018-2019 Requested

% Change

2018-2019 Adopted

% Change

42,517 840 2,878 10 310 1,399 3,911

43,691 929 2,280 443 310 2,024 3,931

56,000 1,100 4,160 1,200 400 1,600 4,070

56,000 1,100 4,160 1,200 400 1,700 4,070

0% 0% 0% 0% 0% 6% 0%

56,000 1,100 4,160 1,200 400 1,600 4,625

0% 0% 0% 0% 0% 0% 14%

51,865

53,607

68,530

68,630

69,085

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 2015-2016 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 55668 The Children's Center 55670 Tidewater Builders Association 55675 Suffolk Festivals, Inc. 55679 Virginia Legal Aid Society 55681 Western Tidewater Free Clinic 55685 Nansemond Suffolk Vol. Rescue Squad Building Trades Academy CHKD Child Abuse Program Eastern Virginia Medical School Opportunity Inc. Paul D Camp Community College Peanut Soil and Water Conservation District American Red Cross Suffolk Literacy Council Total Operating Expenditures

2016-2017 Actual

2017-2018 Budget

2018-2019 Requested

% Change

2018-2019 Adopted

% Change

70,265 43,916 43,850

71,669 44,793 45,480

72,341 45,213 47,913

75,212 45,861 50,357

4% 1% 5%

75,212 45,861 50,357

4% 1% 5%

150,000 350,000

248,943 550,000

66% 57%

150,000 350,000

0% 0%

10,000 10,000 23,000 20,000 23,000 7,500 20,000 5,000 12,704 5,000 20,000 15,000 30,000 8,000 80,000 40,000 -

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 15,000 5,000 20,000 30,000 8,000 85,449 40,000 -

7,500 14,260 135,500 25,000 37,000 15,000 35,000 10,000 25,000 15,000 32,000 75,000 15,000 145,000 40,000 31,500 15,000 15,300 22,040 54,593 13,000 5,000 10,000

114% $ 43% 489% 25% 61% 100% 75% 100% 67% 200% 60% 150% 88% 70% 0% -

3,500 10,000 30,000 20,000 30,000 7,500 20,000 5,000 15,000 5,000 20,000 30,000 8,000 100,000 22,040 25,000 5,000 2,500

0% 0% 30% 0% 30% 0% 0% 0% 0% 0% 0% 0% 0% 17% -100% -

987,235

983,896

980,916

1,763,066

80%

1,029,970

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 2015-2016 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

2016-2017 Actual

361,352 26,822 220 39,876 13,934 23,798 -

466,002

2017-2018 Budget

268,847 19,669 19,516 11,610 4,086 -

323,728

296,777 795,395 156,116 4,786,409 25,990,151 -

336,236 820,832 98,860 2,064,920 24,191,897 -

32,024,848

32,490,850

2018-2019 Requested

420,000 30,000 100,000 60,000

610,000

% Change

2018-2019 Adopted

420,000 30,000 100,000 60,000

0% 0% 0% 0%

610,000

350,000 811,511 75,700 4,585,137 25,161,013 -

350,000 827,087 78,245 4,552,475 27,860,986 -

$ 27,512,745

$ 30,983,361

$ 27,836,473

$ 31,593,361

% Change

326,679 30,000 100,000 60,000

-22% 0% 0% -

516,679

-15%

0% 2% 3% -1% 11% -

350,000 810,605 99,815 4,552,475 26,426,780 856,802 1,143,198

0% 0% 32% -1% 5% -

33,668,793

34,239,675

11%

34,278,793

34,756,354

10%

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. In accordance with the City Council’s guiding principles, capital projects are planned and funded by incorporating the total funding requirements for completion, inflation, and operations into future construction costs. FY 2018-2019 CAPITAL PROJECTS 

Parks and Recreation Capital Maintenance Lone Star Lakes Park Trail Enhancements Driver Complex Water Access – Nansemond River Lake Kennedy Park – Drainage Improvements



Public Buildings Public Building Capital Maintenance Fire Station Number 1 Site Development Joint Operations Facility (Police/Parks & Recreation) Airport Obstruction Removal Airport Terminal Apron Rehabilitation Airport Covered Terminal Entranceway



Public Safety Ambulance Replacement Fire Engine Replacement Fire & Rescue Operations Building



Public Schools Hazardous Materials Management Schools Major Repairs/Systems Replacement



Village & Neighborhood Initiatives Village & Neighborhood Improvements Open Space Improvements



Transportation Local Urban Roadway Construction – Comprehensive Plan  Nansemond Parkway Phase II  Holland Road Local Urban Intersection Construction – Comprehensive Plan  Nansemond Parkway/Bennett’s Pasture Road  Rt. 17 Crittenden Road Intersection Pitchkettle Road Improvements Bennett’s Creek Channel Dredging Rail Crossing Improvements Pruden Center Turn Lanes Shoulders Hill Road/Rt. 17 Intersection Nansemond Parkway Safety Improvements Harbour Town Parkway Connector and Wetlands Crossing Nansemond Parkway/Wilroy Road Flyover Miscellaneous Roadway Improvements



Route 17 Taxing District James River Shoreline Open Space



Stormwater Olde Towne Master Drainage Study Cedar Hill Stream Restoration Neighborhood Drainage Improvements Seaboard Trail Ponding (Driver)



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 2015-2016 Actual Transfer from General Fund (Pay-Go) General Obligation Bonds RT17 - 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 Aviation Transfer from Road Maintenance Fund Transfer from Debt Transfer from Stormwater Fund Transfer from Fleet Fund Balance

Transfer from Public Utility Fund (Pay-Go) Public Utility - Obligation Bonds Miscellaneous Revenue - Public Utilities Total Revenue

4,786,409 21,627,105 2,710,684 136,074 5,910,140 320,044 260,000 1,950,000 -

2016-2017 Actual $

1,000,000 354,394 $

39,054,850

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 Budget $

4,585,137 27,726,304 5,093,400 50,000 175,000 18,995,040 1,506,774 1,500,000 175,000 219,927

2,500,000 107,901

3,300,000 5,060,000 -

48,257,552

$ 68,386,582

2018-2019 Requested

% Chng

4,552,475 18,226,886 432,800 800,000 750,000 26,772,514 1,200,000 1,020,000 -

-1% $ -34% -92% 1500% 329% 41% -100% -20% 483% -100%

7,500,000 5,335,000 -

127% 5% -

66,589,675

-3%

2018-2019 Requested

% Chng

2018-2019 Adopted

% Chng

4,552,475 18,226,886 432,800 800,000 750,000 26,772,514 1,200,000 1,020,000 -

-1% -34% -92% 1500% 329% 41% -100% -20% 483% -100%

7,500,000 5,335,000 -

127% 5% -

66,589,675

-3%

Expenditure Summary 2015-2016 Actual

2016-2017 Actual

2017-2018 Budget

2018-2019 Adopted

% Chng

Capital Projects Expenditures

32,107,070

46,610,497

$ 68,386,582

66,589,675

-3%

66,589,675

-3%

Total Expenditures

32,107,070

46,610,497

$ 68,386,582

66,589,675

-3%

66,589,675

-3%

163

CAPITAL PROJECTS FUND Budget Detail 2015-2016 Actual

Account Number: Parks

Public Buildings

Public Safety

Schools

Villages

Bennett's Creek Recreation Center $ Parks & Rec - Capital Maintenance Planters Club Improvements Whaleyville Community Center Sleepy Hole Park Renovation Lake Meade Park Trail Parks Maintenance & Storage Facility Canoe/Kayak Launch Construction Trail Enhancements Suffolk Seaboard Trails (Tea21 Grant) Lake Kennedy Park Trail Shoreline Stabilization Project Lone Star Lakes Park Driver Complex Water Access - Nansemond River Lake Kennedy Park - Drainage Improvements Public Building Capital Maintenance New Municipal Building Municipal Channel Upgrades Police Headquarters Expansion Godwin Courts Buildings Improvements Central Library/W. Washington St Plan Operations Maintenance Facility Great Dismal Swamp Int Center Southwestern Elem Demolition Joint Operations Facility (Police/P&R) Airport Security Improvements Airport Parallel Taxiway Airport Taxi Lane & Ramp Paving Airport Parking Expansion Improvements Airport Runway 4-22 Obstruction Removal Airport Taxi Rehab Construction Airport Runway 4-22 Rehabilitation Airport Easement Acquisition & Obstruction Removal Airport Covered Terminal Entranceway Airport Equipment Storage Facility Airport Apron Rehabilitation Ambulance Fire Engines Aerial Ladder Truck Fire Station 1 Renovations Lake Kilby Addition Fire & Rescue Storage Building E-911 Equipment Upgrade & Tower Analog Security Hazardous Material Management Schools Major Repairs/Systems Replacement Pioneer Elem Replacement Multiple Campus Land Acquisition New Middle School New Elementary School Operation Facility Village & Neighborhood Improvements Open Space Improvements

40,648 278,897 1,950 30,793 422,598 57,265 13,750 106,286 25,805 821,347 672,954 1,057,756 11,817 71,268 9,536,655 25,754 2,212,171 55,487 388,529 98,598 830,753 692,496 3,493 1,037,646 67,063 1,285,000 185,632 1,242,338 1,405,288 1,397,987 554,355 -

2016-2017 Actual $

141,253 255,496 50,805 19,873 56,195 53,014 712,297 30,059 1,108,048 8,406 3,266,894 150 364,838 1,220,760 6,470 49,010 165,725 403,787 382,700 104,561 1,367,692 244,886 2,161,318 82,447 13,955 830,955 78,367 25,363 10,080,278 9,308,490 243,299 27,787

2017-2018 Budget $

2,000,000 425,000 100,000 50,000 1,875,000 905,000 1,175,000 175,000 5,000,000 30,000 300,000 552,137 600,000 75,000 1,000,000 9,142,738 5,114,390 4,000,000 1,250,000 465,000

2018-2019 Requested $

425,000 1,100,000 200,000 200,000 200,000 180,000 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

% Chng -100% $ 0% -100% 2100% -100% 34% -100% -66% -100% 233% -100% -40% 67% 0% 150% -100% -100% -100% -88% -46%

2018-2019 Adopted 425,000 1,100,000 200,000 200,000 200,000 180,000 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

% Chng -100% 0% -100% 2100% -100% 34% -100% -66% -100% 233% -100% -40% 67% 0% 150% -100% -100% -100% -88% -46%

164

Transprtn

Local Urban Intrsctn Const-Comp Plan Godwin Blvd/Kings Hwy Intersection RT17/Lee Farm Lane Intersection RT17/Bennett's Pasture Rd Intersection RT17/Crittenden Road Nansemond Pkwy/Wilroy Rd Intersection N Pkwy/Bennett's Pasture Rd Intersection Local Urban Rdway Const-Comp Plan Holland Rd Improvements Nansemond Pkwy Phase II TBD

College Drive/Harbourview Blvd (Rt. 17 Tax District Intersection Imprvmts) 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 Point Place Roadway Extension Pruden Boulevard Culvert Improvements Old College Drive Drainage Nansemond Pkwy/Wilroy Rd Overpass 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 Holland Road Paving Godwin Road Paving Kenyon Road Connector Godwin/RT 58 Ramp Improvements Harbour Towne Pkwy/Habour View Blvd Int. Improvements Oak Ridge/Colonial Ave Connector Lake View Pkwy/College Dr Sidewalk Pitchkettle Road Improvements Nansemond Pkwy Safety Improvements Miscellaneous Roadway Improvements RT17 Harbour Towne Pkwy Connector & Wetlands Crossing James River Shoreline Open Space Refuse MSW Transfer Station 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 Improvements Respass Beach Drainage Improvements Oldetown Master Drainage Study Cedar Hill Stream Restoration Neighborhood Drainage Improvements Seaboard Trail Ponding (Driver) Utilities Water Source Development & Treatment Plant Expansion Water Distribution and Transmission System Expansion Water System Upgrades Operations Maintenance Facility Neighborhood Sewer Sanitary Sewer System Upgrades Non-Residential Sewer Extensions Non-Departmental Transfer to Debt Fund Total Operating Expenses

402,800 1,157,778 -

111,218 153,498 47,359 7,170,981 1,087,146 -

10,683,424 1,000,000

3,325,000 2,775,000 8,475,000 1,634,740 -

60,082 11,098 10,545 509,290 151,264 44,555 125,816 226,410 227,855 63,902 27,660 29,534 19,292 80,247 628,392 30,399 16,348 16,132 21,108 23,120 27,078 8,221 2,266,459 5,488 110,179 714 145,587 240 -

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 -

140,400 531,110 3,268,956 1,707,000 800,000 3,000,000 326,500 415,000 350,000 350,000 1,210,000 125,000 825,000 6,200,000 219,927

84,301 328,308 415,390 178,096 21,004

32,107,070

46,610,497

500,000 500,000 2,000,000

68,386,582

-100% 565% 39%

3,325,000 2,775,000

-100% 565% 39%

-21% -100%

8,475,000 1,634,740 -

-21% -100%

25,000 600,000 12,162,049 3,200,000 3,358,516 700,000 206,000 50,000 200,000 1,000,000 175,000 1,250,000 270,000 75,000 1,060,000 2,500,000 2,325,000 6,650,000 300,000 -

-82% 13% 272% -100% 300% -100% -100% -100% -100% -50% -12% 1900% 182% 7% -100%

25,000 600,000 12,162,049 3,200,000 3,358,516 700,000 206,000 50,000 200,000 1,000,000 175,000 1,250,000 270,000 75,000 1,060,000 2,500,000 2,325,000 6,650,000 300,000 -

-82% 13% 272% -100% 300% -100% -100% -100% -100% -50% -12% 1900% 182% 7% -100%

66,589,675

-3%

66,589,675

-3%

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 2015-2016 Actual

2016-2017 Actual

2017-2018 Budget

2018-2019 Requested

% Chng $ 5% 0% 281% -3% -100% -

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

125 297,075 22,896,146 25,990,151 314,410 698,355 -

938 296,756 52,014,457 24,191,897 648,763 304,567 682,978 -

25,161,013 1,368,763 74,594 355,432 219,927 -

26,426,780 1,364,363 284,215 345,587 -

Total Revenue

50,196,261

78,140,355

$ 27,179,729

28,420,944

2018-2019 Requested

% Chng

2018-2019 Adopted

% Chng

26,426,780 1,364,363 284,215 345,587 -

5% 0% 281% -3% -100% -

28,420,944

Expenditure Summary 2015-2016 Actual

2016-2017 Actual

2017-2018 Budget

2018-2019 Adopted

% Chng

Consolidated Debt

50,170,383

80,188,519

$ 27,179,729

28,420,944

Total Expenditures

50,170,383

80,188,519

$ 27,179,729

28,420,944

167

DEBT SERVICE FUND Budget Detail 2015-2016 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

2016-2017 Actual

2017-2018 Budget

2018-2019 Requested

% Chng

2018-2019 Adopted

% Chng

39,377,723 10,333,850 458,810 -

68,079,412 9,371,365 737,742 2,000,000

15,979,080 10,700,649 500,000 -

17,083,784 10,837,160 500,000 -

7% 1% 0% -

17,083,784 10,837,160 500,000 -

7% 1% 0% -

50,170,383

80,188,519

27,179,729

28,420,944

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 2018 ACCOMPLISHMENTS 

Completed the resurfacing of Taxiway A and Terminal Area Parking Area.



Completed the procurement process and facilitated the opening of the airport restaurant.



Initiated the design and construction of a new maintenance storage building and the resurfacing and lighting upgrade of Runway 4/22.

FY 2019 OBJECTIVES 

To increase traffic flow and fuel sales at the airport. (Financial Stability)



To resurface the primary runway and offer complimentary aircrew ground transportation. (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 17 Actual 11,000 5 100% 111,132

FY 18 Projected 11,000 5 100% 113,350

FY 19 Estimate 11,000 5 100% 115,615

169

AVIATION FACILITIES FUND Revenue 2015-2016 Actual

2016-2017 Actual

2017-2018 Budget

2018-2019 Requested

% Chng

2018-2019 Adopted

Interest on Investments Rent of Facilities Sale of Fuel Miscellaneous Revenue State Aviation Maintenance Grants Transfer from General Fund

1,244 219,535 467,656 10,232 18,328 156,116

1,541 226,022 443,404 8,775 9,800 98,860

266,172 675,000 10,000 75,700

267,252 675,000 10,000 78,245

0% 0% 0% 3%

267,252 675,000 10,000 99,815

Total Revenue

873,112

788,401

1,026,872

1,030,498

1,052,067

% Chng -100% -60% 0% 0% 32% 2%

Expenditure Summary 2015-2016 Actual

2016-2017 Actual

2017-2018 Budget

2018-2019 Requested

% Chng

2018-2019 Adopted

% Chng

Aviation Services

801,340

732,935

1,026,872

1,030,498

1,052,067

Total Expenditures

801,340

732,935

1,026,872

1,030,498

1,052,067

170

AVIATION FACILITIES FUND (Department of Economic Development) Budget Detail 2015-2016 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

2016-2017 Actual

2017-2018 Budget

2018-2019 Requested

% Chng

140,716 8,823 11,919 12,270 19,157 1,674 963 52,298 14,687 2,997 983 3,882 3,882 9,668 46,351 59,483 27,267 77 1,454 42,373 1,060 100 73 1,722 5,065 1,799 277,739 52,860

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

135,383 36,035 13,114 14,933 1,774 1,200 36,000 10,000 10,272 56,246 48,532 28,000 500 1,724 40,000 2,000 100 500 1,500 5,000 1,000 2,013 500,000 30,000 51,046

135,383 1,000 36,035 13,190 14,933 1,774 3,150 36,000 10,000 10,272 56,246 48,532 28,000 500 1,724 40,000 2,500 200 500 1,500 5,000 1,000 2,013 500,000 30,000 51,046

801,340

732,935

1,026,872

1,030,498

2018-2019 Adopted

0% $ 0% 1% 0% 0% 163% 0% 0% 0% 0% 0% 0% 0% 0% 0% 25% 100% 0% 0% 0% 0% 0% 0% 0% 0% -

% Chng

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 1,052,067

3% 2% 3% 0% 3% 163% 0% 0% 120% -6% -3% 0% 0% 37% 0% 0% 100% 0% 0% 0% 0% -6% 0% 0% 21% 2%

55410 - Lease of Equipment: Generator and refueler. Personnel Summary

Range

Class 134 Airport Manager 120 Airport Technician

Number of Full-Time Positions

2015-2016 Actual

2016-2017 Actual

2017-2018 Budget

2018-2019 Requested

2018-2019 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 2018-2019 real estate tax rate is $.105 per $100 of assessed value in the DBOD.

172

DOWNTOWN BUSINESS OVERLAY TAXING DISTRICT FUND Revenue 2015-2016 Actual

2016-2017 Actual

2017-2018 Budget

2018-2019 Requested

% Chng

2018-2019 Adopted

% Chng

Real Property Taxes Penalties and Interest Interest on Investments

176,713 1,868 411

180,090 1,970 560

176,222 -

178,222 -

1% -

171,907 -

-2% -

Total Revenue

178,992

182,620

176,222

178,222

171,907

-2%

Expenditure Summary 2015-2016 Actual

2016-2017 Actual

2017-2018 Budget

2018-2019 Requested

% Chng

2018-2019 Adopted

% Chng

Services

141,427

158,607

176,222

178,222

171,907

-2%

Total Expenditures

141,427

158,607

176,222

178,222

171,907

-2%

173

DOWNTOWN BUSINESS OVERLAY TAXING DISTRICT FUND Budget Detail 2015-2016 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

2016-2017 Actual

2017-2018 Budget

2018-2019 Requested

% Chng

2018-2019 Adopted

% Chng

33,993 3,092 68,951 730 34,661

54,783 1,974 65,456 598 35,797

57,000 61,031 1,000 57,191

57,000 2,000 61,031 1,000 57,191

0% 0% 0% 0%

57,000 2,000 54,716 1,000 57,191

0% -10% 0% 0%

141,427

158,607

176,222

178,222

171,907

-2%

Note: 3100 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 2018 ACCOMPLISHMENTS 

Inspected 75 bridges to meet State and Federal standards and replaced two structurally deficient bridge structures at Old Mill and Wilroy Roads.



Completed installation of closed conveyance storm water pipe and curb and gutter on Cedar and Laurel Streets.



Completed the construction of the Fairgrounds Parking Lot and three paving projects on the Route 58 corridor.



Developed and implemented the East Washington Street Signal Coordination Plan.

FY 2019 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 17 Actual

FY 18 Projected

FY 19 Estimate

1,596.64 45 $112,000 6,700 72 hours 605,865

1,621.26 55 $112,000 6,600 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 2015-2016 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

2016-2017 Actual

2017-2018 Budget

2018-2019 Requested

% Chng

2018-2019 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

37,360 335,100 210,995 43,518 12,600 36,000 60,000 135,914 284,863 33,993 44,853 5,000 9,500 26,540 55,000 45,000 5,732 7,843 271,040 8,450 22,733,072 7,350 47,731 -

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 -

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 20,000 30,000 55,000 45,000 20,000 15,000 5,000 5,000 7,500 12,000 23,431,495 2,000 900,000

43,750 320,000 250,000 15,000 150,000 7,500 90,000 60,000 200,000 300,000 57,000 130,000 25,000 20,000 30,000 76,024 50,193 16,271 20,000 15,000 5,000 5,000 7,500 12,000 23,369,848 2,000 300,000

0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 67% 0% 0% 38% 12% 0% 0% 0% 0% 0% 0% 0% 0% -67%

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

0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% -75% 0% 38% 12% 0% 0% 40% 0% 0% 0% 0% 0% 33%

24,457,455

25,147,363

26,186,245

25,577,088

-2%

26,587,628

2018-2019 Requested

% Chng

Total Revenue

Expenditure Summary 2015-2016 Actual

2016-2017 Actual

2017-2018 Budget

2018-2019 Adopted

% Chng

Road Maintenance Traffic Engineering

18,214,623 4,324,589

22,778,299 4,734,589

21,405,682 4,780,563

20,814,523 4,762,565

-3% 0%

21,802,947 4,784,681

2% 0%

Total Expenditures

22,539,213

27,512,888

26,186,245

25,577,088

-2%

26,587,628

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 L - Non-VDOT funded activities - Misc Services (ex. Dirt roads)

X - Payment for Virginia Logo System Rights on City Right of Way Y - State revenue estimate based on 1251.21 lane miles x $12,365 secondary & 380.85 x $21,061 primary

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 2015-2016 Actual

Account Number: 210-4140051100.02 51100.04 52100 52210 52400 53100 53100.26 53300 54100 54200 54500 55100 55210 55230 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 Inspection Repair and Maintenance Information Technology Fleet Risk Management Utilities (Street Lights) Postage Telecommunications 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

2016-2017 Actual

2017-2018 Budget

2018-2019 Requested

% Chng

2018-2019 Adopted

% Chng

923,274 72,178 70,586 125,928 10,670 174,399 5,560 22,669 131,825 193,984 245,217 1,404,924 119 16,722 10,540 3,330 3,930 12,225 449 642,888 13,481 127,163 17,676 94,851

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

1,138,292 77,077 92,976 125,554 14,912 300,000 90,000 15,000 153,530 225,528 303,362 1,500,000 500 12,919 12,000 5,000 3,000 15,000 1,000 404,710 15,205 155,000 20,000 100,000

1,138,292 77,077 92,976 125,554 14,912 300,000 90,000 15,000 153,530 209,417 303,362 1,500,000 500 12,919 12,000 5,000 3,000 15,000 1,000 420,821 15,205 137,000 20,000 100,000

0% 0% 0% 0% 0% 0% 0% 0% 0% -7% 0% 0% 0% 0% 0% 0% 0% 0% 0% 4% 0% -12% 0% 0%

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

4% 0% 3% 1% 4% 0% 0% 0% -7% -12% -2% 0% 0% 15% 0% 0% 0% 0% 0% 4% -2% -12% 0% 0%

4,324,589

4,734,589

4,780,563

4,762,565

4,784,681

Personnel Summary

Range

Class 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

2015-2016 Actual

2016-2017 Actual 1 1

2017-2018 Budget

2018-2019 Requested

2018-2019 Adopted

1 1 1 5 2 1 1 1 2 1 1 2 3

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 2015-2016 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 53850.64 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 (landscape) Purchase Services - General Fund (Police Weights & Measures) Purchase Services - Refuse Fund Professional Services Medical Services Repair and Maintenance Repairs - Bridges Printing and Binding Construction Contracts - Hillpoint Meadows 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 Indirect Costs Transfer to Capital Projects Transfer to Debt

Total Operating Expenditures

2016-2017 Actual

2017-2018 Budget

2018-2019 Requested

% Chng

2018-2019 Adopted

% Chng

3,210,323 389,279 256,824 432,214 38,276 170,000 1,280 100,000 18,814 33,764 94,769 842,005 145 72,552 314,883 1,672,411 1,040,629 3 6,514 3,575 146,400 32,620 1,295 5,757 48,339 331,739 21,267 6,894,496 1,481,599 552,851 -

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

3,960,734 190,638 317,580 436,869 51,886 249,200 28,000 125,000 32,210 75,000 3,500 150,000 2,250,000 1,500 353,859 2,119,308 1,301,210 300 7,696 2,003 35,000 3,000 8,500 60,000 1,000 450,000 23,646 6,220,000 843,000 164,396 571,885 1,368,763

3,960,734 190,638 317,580 436,869 51,886 249,200 28,000 125,000 32,210 75,000 3,500 150,000 1,900,000 1,500 353,859 1,629,236 1,301,210 300 7,696 2,003 35,000 3,000 8,500 70,000 1,000 450,000 23,646 6,500,000 683,800 282,508 571,885 1,368,763

0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% -16% 0% 0% -23% 0% 0% 0% 0% 0% 0% 0% 17% 0% 0% 0% 5% -19% 72% 0% 0%

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

3% 0% 3% 0% 3% 0% -73% -8% 0% 0% 0% 0% 24% 0% 37% -47% 2% 0% 23% 0% 0% 0% 0% 17% 0% 0% 1% 5% -19% 220% 16% 0%

18,214,623

22,778,299

21,405,682

20,814,523

-3%

21,802,947

Personnel Summary

Range 138 137 132/134/136 135 132/134 130 125/126/127 124 124 124 123 120/123 120 120 119 119 116/118 118

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 Secretary Accounting Technician Street Sweeper Office Assistant Street Maintenance Worker I-II Skilled Laborer Time Keeper

Number of Full-Time Positions

2015-2016 Actual

2016-2017 Actual

2017-2018 Budget

2018-2019 Requested

2018-2019 Adopted

1 1 1 1 7 1 2 14 3 1 31 1 2 3 1 28 1 1

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 -

100

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 2015-2016 Actual

2016-2017 Actual

2017-2018 Budget

2018-2019 Requested

% Chng

2018-2019 Adopted

% Chng

Transfer from General Fund CDBG Annual Allocation HOME Annual Allocation Revenue from the Commonwealth Revenue from the Federal Government Miscellaneous

296,777 421,347 583,107 384,803 691,629 54,986

336,236 457,792 612,016 517,347 1,244,961 88,565

350,000 74,594 -

350,000 284,215 -

0% 281% -

350,000 284,215 -

0% 281% -

Total Revenue

2,432,650

3,256,917

424,594

634,215

49%

634,215

49%

2018-2019 Requested

% Chng

Expenditure Summary 2015-2016 Actual

2016-2017 Actual

2017-2018 Budget

2018-2019 Adopted

% Chng

Grants Operating Expenditures

2,296,634

2,730,998

424,594

634,215

49%

634,215

49%

Total Expenditures

2,296,634

2,730,998

424,594

634,215

49%

634,215

49%

180

GRANTS FUND Budget Detail 2015-2016 Actual

Account Number: 211-91400 59905 Local Cash Match Requirements CDBG Funding Allocation: CDBG Administration Geneive Shelter ForKids Homeless Shelter Habitat for Humanity-SHR Western Tidewater Free Clinic SRHA Emergency Repair Program Ches. Bay Presvtn-Septic Pump Out Prgm Suffolk - Neighborhood Stabilization Prgm HOME Grant Allocation: Lead Agency Admin-Suffolk CHDO-Admin. Isle of Wight Southampton Franklin Other Funding Allocation: Judicial Public Safety Public Works Health and Welfare Education Parks, Recreation and Cultural Community Development

93000-50000.401 Transfer to Debt Fund (CDBG 108 loan) Total Operating Expenses

2016-2017 Actual $

2017-2018 Budget $

350,000

2018-2019 Requested $

350,000

% Chng 0%

2018-2019 Adopted $

350,000

% Chng 0%

67,229 10,000 10,000 17,909 810 1,800 28,401

63,484 10,000 10,000 14,551 61,088 1,500 600

86,716 115,864 111,992 93,878 126,592

37,472 122,871 106,425 192,714 152,536

705,083 469,665 23,799 110,650 1,837

835,648 706,039 16,837 92,792 1,875

314,410

304,567

74,594

284,215

281%

634,215

49%

2,296,634

2,730,998

424,594

284,215

281%

634,215

49%

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 2018 ACCOMPLISHMENTS 

Demonstrated gains in ridership across all routes for a second straight year.



Procured and implemented an intelligent transportation system to enable riders access to bus location & arrival times and to allow transit management useful analysis and reporting tools.



Completed the application process for federal funding assistance.



Installed four new shelter locations.

FY 2019 OBJECTIVES 

To provide safe, clean and effective public transit. (Transportation)



To expand public transportation access to commercial, medical and employment centers through extended and weekend hours. (Expanded Economic Development)



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) Blue Line (Harbour View/College Drive/Burbage) Gold Line (Downtown/North Suffolk/HRT Connector) Americans with Disabilities Act (ADA) Paratransit Ridership

FY 17 Actual

FY 18 Projected

FY 19 Estimate

36,744 38,143 11,669 11,391 5,799 9,338

35,678 39,898 10,351 9,766 6,142 9,672

38,000 40,000 11,500 10,000 6,500 10,200

1,917

1,500

1,750

182

TRANSIT SYSTEM FUND Revenue 2015-2016 Actual

2016-2017 Actual

2017-2018 Budget

2018-2019 Requested

% Chng 14% 12% 2% 257% 20% 2% -

76,400 9,500 186,942 247,520 583,230 810,605 10,000 10,000

14% 12% 2% 257% 20% 0% -

1,934,197

19%

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

657 67,759 8,218 141,002 49,422 795,395 -

903 76,099 11,888 188,364 50,259 820,832 -

66,750 8,500 183,207 69,420 485,000 811,511 -

76,400 9,500 186,942 247,520 583,230 827,087 10,000 10,000

Total Revenue

1,062,452

1,148,346

1,624,388

1,950,678

2018-2019 Adopted

% Chng

Expenditure Summary 2015-2016 Actual

2016-2017 Actual

2017-2018 Budget

2018-2019 Requested

% Chng

2018-2019 Adopted

% Chng

Transit System

1,033,663

1,093,547

1,624,388

1,950,678

20%

1,934,197

19%

Total Expenditures

1,033,663

1,093,547

1,624,388

1,950,678

1,934,197

19%

183

DIVISION: TRANSIT SYSTEM (Department of Public Works) Budget Detail 2015-2016 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

2016-2017 Actual

2017-2018 Budget

2018-2019 Requested

% Chng

2018-2019 Adopted

% Chng

953,001 481 678 79,503 -

962,325 1,442 587 2,132 687 112,167 14,207

60,720 4,645 6,697 795 1,177,374 9,500 500 14,441 1,355 1,500 1,349 3,250 850 35,384 288,000 18,027

60,720 4,645 6,697 795 16,271 1,275,280 29,000 500 14,623 2,500 1,500 1,350 5,250 850 30,600 482,070 18,027

0% 0% 0% 0% 8% 205% 0% 1% 85% 0% 0% 62% 0% -14% 67% 0%

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

1% 1% -1% 1% 8% 205% 0% -71% 802% 0% 0% 62% 0% -14% 67% -92%

1,033,663

1,093,547

1,624,388

1,950,678

20%

1,934,197

19%

Personnel Summary

Range

Class 130 Transit Manager

Number of Full-Time Positions

2015-2016 Actual

2016-2017 Actual

2017-2018 Budget

2018-2019 Requested

2018-2019 Adopted

184

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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 2018 ACCOMPLISHMENTS 

Provided the general public, attorneys, professionals with free legal resources.

and

other

FY 2019 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

CY 15 Actual

CY 16 Actual

CY 17 Actual

1,402 2,770

1,383 3,062

1,190 3,478

185

LAW LIBRARY FUND Revenue 2015-2016 Actual

2016-2017 Actual

2017-2018 Budget

2018-2019 Requested

% Chng

2018-2019 Adopted

% Chng

Interest on Investments Law Library Fees Miscellaneous Fees Fund Balance

664 39,473 819 -

723 35,422 49 -

41,561 -

35,000 4,319

-16% -

35,000 4,815

-16% -

Total Revenue

40,955

36,194

41,561

39,319

-5%

39,815

-4%

Expenditure Summary 2015-2016 Actual

2016-2017 Actual

2017-2018 Budget

2018-2019 Requested

% Chng

2018-2019 Adopted

% Chng

Circuit Court - Law Library

38,896

39,444

41,561

39,319

-5%

39,815

-4%

Total Expenditures

38,896

39,444

41,561

39,319

-5%

39,815

-4%

186

LAW LIBRARY FUND Budget Detail 2015-2016 Actual

Account Number: 213-2190051100.06 52100 53200 54100 55230 55500 55810 56001 56012 56017 58200

Salaries and Wages - Part-time FICA Temporary Help Service Fees Information Technology Telecommunications Travel & Training Dues and Association Memberships Office Supplies Books and Subscriptions Copier Costs Capital Outlay

Total Operating Expenditures

2016-2017 Actual

2017-2018 Budget

2018-2019 Requested

14,074 1,077 2,777 510 700 15,578 1,188 2,992

17,392 1,330 425 665 18,422 1,209 -

20,240 1,548 516 200 20 1,000 16,742 1,295 -

18,400 1,408 516 700 17,000 1,295 -

38,896

39,444

41,561

39,319

% Chng

2018-2019 Adopted

-9% $ -9% 0% -100% -100% -30% 2% 0% -5%

% Chng

18,860 1,443 516 700 17,000 1,296 -

-7% -7% 0% -100% -100% -30% 2% 0% -

39,815

-4%

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 2018-2019 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 2015-2016 Actual

2016-2017 Actual

2017-2018 Budget

2018-2019 Requested

% Chng

2018-2019 Adopted

% Chng

Real Property Taxes Penalties and Interest Fund Balance

1,151,190 4,552 -

1,616,198 6,801 -

1,627,352 228,080

1,545,587 -

-5% $ -100%

1,702,885 -

5% -100%

Total Revenue

1,155,742

1,622,999

1,855,432

1,545,587

-17%

1,702,885

-8%

2018-2019 Requested

% Chng

Expenditure Summary 2015-2016 Actual

2016-2017 Actual

2017-2018 Budget

2018-2019 Adopted

% Chng

Route 17 Special Taxing District

958,355

762,978

1,855,432

1,545,587

-17%

1,702,885

-8%

Total Expenditures

958,355

762,978

1,855,432

1,545,587

-17%

1,702,885

-8%

189

ROUTE 17 SPECIAL TAXING DISTRICT FUND Budget Detail 2015-2016 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

2016-2017 Actual

2017-2018 Budget

2018-2019 Requested

% Chng

2018-2019 Adopted

% Chng

260,000 698,355 -

80,000 682,978 -

1,500,000 355,432 -

1,200,000 345,587 -

-20% -3% -

1,200,000 345,587 157,298

-20% -3% -

958,355

762,978

1,855,432

1,545,587

-17%

1,702,885

-8%

190

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Enterprise Funds

THIS PAGE INTENTIONALLY BLANK

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, 147 sanitary sewer pump stations, 355 miles of sewer mains, and 482 miles of water mains. The adopted water rate for FY 2018-2019 is $9.71 per 100 cubic feet. The adopted sewer collection rate for FY 2018-2019 is $7.27 per 100 cubic feet. FY 2018 ACCOMPLISHMENTS 

Refinanced approximately $57.5 million of existing debt and borrowed $14.5 million of new funding to assist with minimizing future near term utility rate increases while continuing to fund capital improvement needs.



Completed design and initiated construction on various work system upgrades and extension projects including the Chuckatuck water system upgrades, Kilby Lane water extension, OakRidge water system upgrades, Hobson water main extension, Route 460 water main extension, and Rosewood/Old Somerton water system project.



Continued to rehabilitate sections of the sewer system using the Find and Fix program.

FY 2019 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 in accordance with Consent Order to minimize sanitary sewer overflows. (Civic 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 17 Actual 25,237 22,160 4.95 6.88 101

FY 18 Projected 25,600 21,450 5.10 6.90 60

FY 19 Estimate 26,000 21,750 5.20 7.00 65

211 100%

200 100%

210 100%

1.68

1.40

1.40 191

UTILITY FUND Revenue 2015-2016 Actual

2016-2017 Actual

2017-2018 Budget

2018-2019 Requested

% Chng -100% $ -29% 0% 0% -7% 7% 0% 21% 0% 4% 0% -3% 0% -2% 0% 127%

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

117,660 148,666 3,274,805 3,249,813 20,013,390 141,835 2,366,600 117,000 13,343,138 407,021 582,351 3,348,679 477,028 258,124 3,682,628 -

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 -

60,200 1,219,275 185,000 2,208,000 3,403,800 21,125,600 50,000 2,978,100 140,000 14,504,400 75,000 475,000 2,400,000 460,050 100,000 3,300,000

863,094 185,000 2,208,000 3,170,400 22,616,300 50,000 3,589,800 140,000 15,083,700 75,000 460,000 2,400,000 451,180 100,000 7,500,000

Total Revenue

51,528,737

51,278,775

$ 52,684,425

58,892,475

12%

2018-2019 Requested

% Chng

2018-2019 Adopted

% Chng

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

16% -37% 0% 1% -7% 6% 0% 21% 0% 1% 0% 0% 6% -2% 0% 127%

59,124,808

12%

Expenditure Summary 2015-2016 Actual

2016-2017 Actual

2017-2018 Budget

2018-2019 Adopted

% Chng

Administration Customer Service Line Maintenance Maintenance Water Production Engineering Non-Departmental

964,472 1,488,296 3,257,752 3,495,119 8,592,810 1,263,836 31,442,838

999,817 1,700,817 3,280,444 3,420,606 9,533,885 1,250,603 31,852,069

1,181,506 2,104,476 3,644,227 4,169,102 10,471,721 1,481,937 29,631,457

1,090,506 2,009,717 3,629,613 4,053,480 11,056,651 1,467,287 35,585,221

-8% -5% 0% -3% 6% -1% 20%

1,113,354 1,947,022 3,697,867 4,151,631 11,117,907 1,451,593 35,645,433

-6% -7% 1% 0% 6% -2% 20%

Total Expenditures

50,505,123

52,038,241

$ 52,684,425

58,892,475

12%

59,124,808

12%

192

DEPARTMENT: PUBLIC UTILITIES - ADMINISTRATION Budget Detail 2015-2016 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

2016-2017 Actual

542,352 561 39,588 2,521 6,037 208,586 40,309 9,934 80,412 176 7,515 11,668 938 4,015 1,397 698 400 7,365 -

964,472

2017-2018 Budget

2018-2019 Requested

% Chng

2018-2019 Adopted

% Chng

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 -

548,997 3,000 42,228 60,554 7,192 300,000 200 225 250 250 64,134 10,288 99,573 500 8,341 10,228 4,000 5,500 5,000 2,200 1,000 7,846 -

548,997 3,000 42,228 60,554 7,192 210,000 200 225 250 250 64,134 10,288 99,573 500 8,341 10,228 4,000 5,500 4,000 2,200 1,000 7,846 -

0% 0% 0% 0% 0% -30% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% -20% 0% 0% 0% -

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 -

6% 0% 6% 3% 6% -30% 0% 0% 0% 0% -10% 12% -13% 0% 43% 0% 0% 0% -20% 0% 0% 7% -

999,817

1,181,506

1,090,506

-8%

1,113,354

-6%

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

2015-2016 Actual

2016-2017 Actual 1 1 1 1

2017-2018 Budget 1 1 1 1

1 1 1 1 1

2018-2019 Requested

2018-2019 Adopted 1 1 1 1 1

1 1 1

1 1 1 1 1 1 1 1 -

193

DEPARTMENT: PUBLIC UTILITIES - CUSTOMER SERVICE Budget Detail 2015-2016 Actual

Account Number: 501-8952051100.02 51100.04 51100.06 52100 52210 52400 53000.16 53100 53200 53300 53310 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 Temporary Help Service Fees Repairs and Maintenance Medical Services 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

2016-2017 Actual

613,791 26,872 14,016 46,102 (3,261) 6,984 356,943 4,132 828 85,987 80,257 157,432 770 6,011 672 21,270 920 413 2,853 5,452 50 18,970 6,852 33,980 1,488,296

2017-2018 Budget

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

2018-2019 Requested

% Chng

2018-2019 Adopted

% Chng

886,834 25,500 16,206 69,794 97,818 11,618 300 419,000 12,000 2,700 3,000 127,318 109,137 252,530 5,800 500 8,136 21,270 1,500 500 4,000 7,500 100 14,000 7,417 -

886,834 25,500 16,206 71,033 97,818 11,618 300 325,000 9,000 1,000 2,700 3,000 127,318 109,137 252,530 5,800 500 8,136 21,270 1,500 500 4,000 7,500 100 14,000 7,417 -

0% 0% 0% 2% 0% 0% 0% -22% -25% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% -

879,913 25,500 16,611 69,264 94,767 11,527 300 325,000 9,000 1,000 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 -

-1% 0% 2% -1% -3% -1% 0% -22% -25% 0% 0% -34% -5% -2% 0% 0% 11% 0% 0% 0% 0% 0% 0% 0% 6% -

2,104,476

2,009,717

-5%

1,947,022

-7%

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

2015-2016 Actual

2016-2017 Actual 1

2017-2018 Budget

2018-2019 Requested

2018-2019 Adopted

1 2 2 6 8

1 1 1 3 2 6 8

1 1 1 10 2 8

194

DEPARTMENT: PUBLIC UTILITIES - LINE MAINTENANCE Budget Detail 2015-2016 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 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 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

2016-2017 Actual

2017-2018 Budget

2018-2019 Requested

% Chng

819,679 143,045 69,484 16,736 10,476 9,500 25,709 1,043,490 103,799 408,565 275,181 19,005 17,191 6,825 848 128,214 745 16,612 122,341 3,169 17,138 -

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

1,015,039 153,000 89,355 111,300 13,297 20,000 800 28,000 7,000 950,000 4,950 98,940 478,162 329,943 14,000 17,415 10,000 4,000 129,000 1,500 20,250 125,000 3,276 20,000 -

1,045,039 156,000 91,879 115,268 13,690 5,000 15,800 23,000 4,400 850,000 13,000 100,440 483,328 341,728 15,000 20,715 10,000 10,000 110,000 1,500 21,050 130,500 3,276 20,000 29,000

3,257,752

3,280,444

3,644,227

3,629,613

2018-2019 Adopted

3% $ 2% 3% 4% 3% -75% 1875% -18% -37% -11% 163% 2% 1% 4% 7% 19% 0% 150% -15% 0% 4% 4% 0% 0% 0%

% Chng

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

3% 0% 3% 1% 3% -75% 1875% -18% -37% -11% 163% 39% 13% -3% 7% 9% 0% 150% -15% 0% 4% 4% 12% 0% -

3,697,867

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

Class

Range 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

2015-2016 Actual

2016-2017 Actual 1 1 3

2017-2018 Budget

3 12 8

1 1 3 5 3 7 8

1 1 3 -

2018-2019 Requested

2018-2019 Adopted 1 1 3 5 3 8 8

1 1 4 5 3 7 8

195

DEPARTMENT: PUBLIC UTILITIES - MAINTENANCE Budget Detail 2015-2016 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

2016-2017 Actual

2017-2018 Budget

2018-2019 Requested

% Chng

803,342 82,722 63,886 13,593 9,574 963 9,856 449,636 107,510 475,635 225,101 289,890 18,229 764,498 305 6,031 583 12,845 157,751 3,169 -

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 -

958,152 142,800 84,223 105,684 12,552 1,616 8,000 356,500 3,825 105,262 575,654 293,576 275,000 18,260 1,043,000 4,000 7,422 2,300 18,000 150,000 3,276 -

958,152 142,800 84,223 105,684 12,552 1,616 8,000 3,700 360,000 3,825 105,262 575,654 293,576 300,000 18,260 800,000 16,000 7,000 2,500 18,000 152,500 3,276 80,900

3,495,119

3,420,606

4,169,102

4,053,480

2018-2019 Adopted

% Chng

0% 0% 0% 0% 0% 0% 0% 1% 0% 0% 0% 0% 9% 0% -23% 300% -6% 9% 0% 2% 0% -

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

-3%

4,151,631

2% 0% 2% 0% 2% 0% 0% 1% 0% -6% 22% 3% 9% 6% -23% 300% -6% 9% 0% 2% 12% 0%

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 132 127 125 124 123 122 118 117

Maintenance Manager Assistant Maintenance Manager Electronics Technician Utility Crew Leader Heavy Equipment Operator II Pump Station Mechanic Skilled Laborer Utility Systems Worker

Number of Full-Time Positions

2015-2016 Actual

2016-2017 Actual 1 1 2 2

2017-2018 Budget

9 2 8

1 1 2 2 1 9 1 8

1 1 2 2 -

2018-2019 Requested

2018-2019 Adopted 1 1 2 2 1 9 1 8

1 1 2 2 1 9 1 8

196

DEPARTMENT: PUBLIC UTILITIES - WATER PRODUCTION Budget Detail 2015-2016 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

2016-2017 Actual

2017-2018 Budget

2018-2019 Requested

% Chng

2018-2019 Adopted

% Chng

1,189,124 131,028 95,416 32,835 14,525 995 112,428 193,058 102 133,884 42,115 318,438 828,770 1,835 25,725 344 2,853 273,022 9,244 96,552 4,721,111 2,664 13,877 341,122 7,948 3,795

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 -

1,332,565 150,000 113,416 146,982 17,457 1,615 115,000 99,000 162,450 2,000 2,000 140,316 66,793 353,322 710,000 2,500 17,051 10,000 488,000 9,300 98,506 5,832,700 3,000 18,500 566,000 8,249 5,000

1,332,565 150,000 113,416 146,982 17,457 2,000 104,100 3,400 115,150 138,700 1,000 1,000 140,316 66,793 353,322 900,000 2,500 17,051 10,000 483,000 14,300 99,150 6,257,000 3,000 18,500 552,700 8,249 5,000

0% 0% 0% 0% 0% 24% -9% 16% -15% -50% -50% 0% 0% 0% 27% 0% 0% 0% -1% 54% 1% 7% 0% 0% -2% 0% 0%

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

4% 0% 3% 1% 4% 24% -9% 16% -15% -50% -50% -10% 46% -4% 27% 0% 11% 0% -1% 54% 1% 7% 0% 0% -2% 11% 0%

8,592,810

9,533,885

10,471,721

11,056,651

11,117,907

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

2015-2016 Actual

2016-2017 Actual 1 1 1 1 7 4 3

2017-2018 Budget

4 1 4 1

3 2 4 1

2 2 4 1

1 1 1 1 8 4 3

2018-2019 Adopted 1 1 1 1 8 4 3 1 2 2 3 1

1 1 1 1 7 4 3

2018-2019 Requested

1 1 1 1 9 4 3 1 1 2 3 1 28

197

DEPARTMENT: PUBLIC UTILITIES - ENGINEERING Budget Detail 2015-2016 Actual

Account Number: 501-8956051100.02 51100.04 52100 52210 52400 53000.16 53100 53110 53300 53320 53500 54100 54200 54500 55100 55210 55230 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 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

2016-2017 Actual

2017-2018 Budget

2018-2019 Requested

% Chng

2018-2019 Adopted

% Chng

797,032 18,147 59,276 23,040 9,407 1,326 2,155 1,044 109,033 52,329 136,412 488 8,745 29,112 3,278 843 1,087 3,675 994 4,913 1,500

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

879,637 20,000 68,822 97,024 11,523 100 6,000 1,800 500 104,132 56,530 162,070 3,600 600 11,771 29,112 7,500 1,500 5,200 3,750 500 5,000 5,265 -

879,637 10,200 68,073 97,024 11,523 100 1,500 3,000 2,000 500 104,132 56,530 162,070 3,600 750 11,771 29,112 9,000 1,500 3,000 4,000 500 2,500 5,265 -

0% -49% -1% 0% 0% 0% -50% 11% 0% 0% 0% 0% 0% 25% 0% 0% 20% 0% -42% 7% 0% -50% 0% -

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 -

1% 0% 1% -1% 1% 0% -50% 11% 0% -39% 19% -2% 0% 25% 0% 0% 20% 0% -42% 7% 0% -50% 10% -

1,263,836

1,250,603

1,481,937

1,467,287

-1%

1,451,593

-2%

Personnel Summary

Range 138 132/134/136 132 130 125/126/127 125 121

Class Utility Engineering Manager Civil Engineer I-III Construction Manager Senior Engineering Technician Construction Inspector I-III Engineering Technician Engineering Aide

Number of Full-Time Positions

2015-2016 Actual

2016-2017 Actual 1 5 1

2017-2018 Budget 1 4 1

1 4 1 2 5 1

5 2 1

5 3 14

2018-2019 Requested

2018-2019 Adopted 1 4 1 2 6

1 4 1 2 6 14

198

DEPARTMENT: PUBLIC UTILITIES - NONDEPARTMENTAL Budget Detail 2015-2016 Actual

Account Number: 501-9140051100.27 52100 52000 52001 52600 54500 55305 55424 55615 55890 58211 59902 59906 95100-59110 95100-59120 95100-59130 93000-50000.165 93000-50000.501 93000-50000.601

Leave Compensation $ Leave Compensation - FICA Pro Rata Reimbursements Western Tidewater Water Authority Unemployment Expense Risk Management Expense Employer Pension Expense Contribution to Reserve WTWA Donation (Well Migation Program Bad Debt Expense Depreciation 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

2016-2017 Actual

2017-2018 Budget

2018-2019 Requested

% Chng

2018-2019 Adopted

% Chng

22,624 1,784 62,156 (3,599) 307,292 178,493 764,619 358,899 12,825,260 634,225 13,890,141 790,693 610,253 1,000,000 -

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 -

40,000 3,000 50,000 5,000 346,886 2,906,616 450,000 450,000 75,000 5,121,085 16,139,048 100,000 644,822 3,300,000 -

40,000 3,000 50,000 5,000 346,886 3,370,119 450,000 500,000 100,000 6,566,380 15,902,512 100,000 651,324 7,500,000 -

0% 0% 0% 0% 0% 16% 0% 11% 33% 28% -1% 0% 1% 127% -

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

0% 0% 0% 0% -6% -2% 0% -27% 33% 28% -2% 0% 1% 127% -

31,442,838

31,852,069

29,631,457

35,585,221

20%

35,645,433

20%

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. The adopted refuse rate for FY 2018-2019 is $19.50 per month. FY 2018 ACCOMPLISHMENTS 

Removed residents.



Continued expansion of curbside recycling to all residents receiving City trash collection, rerouting nearly 6,100 tons of recyclable materials from the regional landfill.



Provided timely trash collection for more than 35,000 residences on a weekly basis.

84,000

special/bulk

collections

for

Suffolk

FY 2019 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 municipal 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 17 Actual 39,363 5,821 59%

FY 18 Projected 43,000 6,100 61%

FY 19 Estimate 46,000 6,400 63%

200

REFUSE FUND Revenue 2015-2016 Actual

2016-2017 Actual

2017-2018 Budget

2018-2019 Requested

% Chng

Refuse Services Fee Automated Refuse Containers Special Events Weekly Refuse Collection Recycling Bins 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

5,720,808 33,520 771 108 14,940 34,661 18,814 35,783 1,958 963 927 22,850 5,482 151,639 89,349 -

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 -

6,764,940 31,000 57,191 32,210 77,613 4,431 1,200 1,854 39,250 250,206 335,384

7,674,006 37,500 57,191 32,210 77,613 4,431 1,589 1,854 44,500 250,206 1,220,000 -

Total Revenue

6,132,572

6,320,270

7,595,279

9,401,100

24%

2018-2019 Requested

% Chng

2018-2019 Adopted

13% $ 21% 0% 0% 0% 0% 32% 0% 13% 0% -100% $

% Chng

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

3% 21% 0% 0% 0% 347% 163% 0% 13% 0% 75%

8,528,433

12%

Expenditure Summary 2015-2016 Actual

2016-2017 Actual

2017-2018 Budget

2018-2019 Adopted

% Chng

Refuse Services

5,346,295

5,558,317

7,595,277

9,401,100

24%

8,528,433

12%

Total Expenditures

5,346,295

5,558,317

7,595,277

9,401,100

24%

8,528,433

12%

201

REFUSE FUND Budget Detail 2015-2016 Actual

Account Number: 520-42320 51100.02 51100.04 51100.06 52100 52210 52400 53000 53000.06 53000.42 53100.22 53300 53500 54100 54200 54500 55100 55210 55230 55310 55500 55810 56001 56011 56014 56017 58200 58211 91400-55305 91400-59902 93000-50000.165 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 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 Contingency Indirect Costs Interest

Total Operating Expenses

2016-2017 Actual

2017-2018 Budget

2018-2019 Requested

% Chng

2018-2019 Adopted

% Chng

1,145,454 58,563 11,500 85,292 12,329 13,683 1,212,304 25,000 55,000 734 7,306 1,400 140,129 1,552,911 397,752 16,745 202 3,508 1,076 370 6,643 3,909 18,920 86,963 2,903 468 3,362 142,570 256,247 83,054

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

1,451,714 56,000 115,340 160,124 19,017 2,489,035 35,000 55,000 3,500 20,000 1,200 151,646 1,993,834 492,564 22,300 1,000 3,894 1,000 11,710 9,500 21,000 134,000 3,556 5,000 20,659 235,036 82,647

1,451,714 56,000 115,340 160,124 19,017 3,956,958 35,000 76,024 3,500 35,000 1,050 151,646 2,288,828 522,118 19,500 1,350 3,894 1,500 11,710 8,500 23,500 98,186 3,556 5,000 25,000 244,437 82,647

0% 0% 0% 0% 0% 59% 0% 38% 0% 75% -13% 0% 15% 6% -13% 35% 0% 50% 0% -11% 12% -27% 0% 0% 21% 4% 0%

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% 0% 1% -1% 1% 49% 0% 38% 0% 75% -13% 31% -15% 1% -13% 35% 25% 50% 0% -11% 12% -27% 13% 0% 21% -3% -57%

5,346,295

5,558,317

7,595,277

9,401,100

24%

8,528,433

12%

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

Class

Range 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

2015-2016 Actual

2016-2017 Actual 1

2017-2018 Budget

1 26 2 2 8

1 1 1 26 2 2 7

1 -

2018-2019 Requested

2018-2019 Adopted

1 1 1 26 2 2 7

202

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STORMWATER FUND DESCRIPTION The Stormwater Fund provides citywide construction inspection services to ensure compliance with Federal, State, and local erosion and sedimentation control laws. The Fund is comprised of the divisions of Stormwater and Mosquito Control which are responsible for site and construction plan review of stormwater related facilities and the operation of the City’s mosquito control program. The adopted stormwater utility rate for FY 2018-2019 is $6.00 per month. FY 2018 ACCOMPLISHMENTS 

Completed construction of the Old College Drive and Pughesville drainage improvements.



Streamlined the process of performing reviews and issuing approvals by restructuring the right-of-way permit process.



Conducted citizen education and engagement on coastal cleanup, recycling, litter prevention, and stormwater and water quality initiatives.



Continued the illicit discharge detection and elimination program and surface water monitoring on the Nansemond River and its tributaries.



Treated over 90,000 acres with larvacide to assist mosquito control throughout the City.

FY 2019 OBJECTIVES 

To provide quality plan reviews and related activities in a timely manner to ensure compliance with regulatory and safety requirements. (Civic Engagement and Responsive City Services)



To provide quality inspection services to ensure compliance with regulatory and safety requirements. (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 Stormwater education and outreach events Mosquito Control: Traps set for the whole mosquito season Acres treated with adulticide Acres treated with larvacide Mosquito Dunks provided to public Tons of tires collected Citizen calls for mosquito services

FY 17 Actual

FY 18 Projected

FY 19 Estimate

152 90%

156 90%

160 92%

1,894 198,847 32.3 614 73.3 260

1,600 200,000 20 400 30 125

203

STORMWATER UTILITY FUND Revenue 2015-2016 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 Fund Balance Total Revenue

2016-2017 Actual

2017-2018 Budget

2018-2019 Requested

% Chng

2018-2019 Adopted

% Chng

31,348 6,248 488,066 170,000 400,000 541,399 25,000 4,122,145 92,552 -

34,063 8,009 610,194 170,000 399,477 515,397 30,000 4,254,095 112,870 -

650,000 249,200 450,000 250,000 35,000 4,305,096 175,000

750,000 249,200 450,000 300,000 35,000 4,313,783 1,020,000

15% 0% 0% 20% 0% 0% 483%

750,000 249,200 450,000 300,000 35,000 4,313,783 1,148,882

15% 0% 0% 20% 0% 0% 557%

5,876,758

6,134,104

6,114,296

7,117,983

16%

7,246,865

19%

2018-2019 Requested

% Chng

A B C D E F G

Expenditure Summary 2015-2016 Actual

2016-2017 Actual

2017-2018 Budget

2018-2019 Adopted

% Chng

Engineering Mosquito Control

6,063,204 681,262

4,944,215 768,655

5,263,328 850,968

6,267,566 850,417

19% 0%

6,434,594 812,270

22% -5%

Total Expenditures

6,744,467

5,712,870

6,114,296

7,117,983

16%

7,246,865

19%

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 63,067 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 2015-2016 Actual

Account Number: 514-82220 51100.02 51100.04 51100.06 52100 52210 52400 53000.04 53100 53100.18 53200 53500 54100 54200 54500 55210 55230 55310 55420 55500 55810 56001 56012 56014 56017 58200 58211 91400-55305 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 Purchased Services - Road Maint. Fund Professional Services HRPDC Stormwater Management Fees Temporary Help Service Printing and Binding 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 Contingency Indirect Costs Transfer to Capital Project

Total Operating Expenditures

2016-2017 Actual

2017-2018 Budget

2018-2019 Requested

% Chng

1,736,983 2,414 48,377 130,332 25,203 20,516 284,863 184,090 20,260 7,935 266,363 64,824 334,920 775 20,100 1,454 74,628 19,795 10,158 6,572 385 100,164 20,245 32,011 82,625 273,302 343,910 1,950,000

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 4,233 127,432 265,941 318,352 645,000

2,240,750 5,000 44,528 171,800 247,155 29,354 300,000 325,000 30,000 253,134 136,836 461,958 1,231 25,493 74,628 20,482 11,667 15,647 1,351 11,881 22,052 84,000 289,855 284,527 175,000

2,240,750 5,000 44,528 175,206 247,155 29,354 300,000 325,000 30,000 500 253,134 53,481 461,958 1,250 25,500 74,625 22,000 11,700 12,000 1,400 20,000 22,052 606,446 284,527 1,020,000

6,063,204

4,944,215

5,263,328

6,267,566

2018-2019 Adopted

0% $ 0% 2% 0% 0% 0% 0% 0% 0% -61% 0% 2% 0% 0% 7% 0% -23% 4% 68% 0% -100% 109% 0% 483% 19%

% Chng

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

3% 2% 3% 0% 3% 0% 0% 0% -3% -61% 0% 2% 16% 0% 7% 0% -23% 4% 68% 8% -100% 147% -3% 483%

6,434,594

22%

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

2015-2016 Actual

2016-2017 Actual 1

2017-2018 Budget 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 2 1 8 1 1 5 -

1 1 1 1 1 3 1 8 1 1 5 -

1 1 1 -

2 1 1

2 2 1

2018-2019 Requested

% Chng

2018-2019 Adopted

1 1 7 1 1 1 1 1 1 3 1 8 1 1 5 2 1 1 1 1 1 -

% Chng 1 1 7 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 2015-2016 Actual

Account Number: 514-5131051100.02 51100.04 51100.06 52100 52210 52400 53000.02 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 (Ditch Services) 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

2016-2017 Actual

2017-2018 Budget

2018-2019 Requested

% Chng

2018-2019 Adopted

% Chng

254,779 1,490 29,552 21,256 3,809 3,047 60,000 5,000 1,241 62,464 27,688 66,035 253 1,797 717 4,195 400 1,363 2,448 180 131,718 1,830 -

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

313,066 1,500 42,703 27,331 34,531 4,101 60,000 50,000 5,000 800 56,959 57,033 80,386 1,450 1,977 15,000 3,413 500 1,000 2,500 250 89,423 2,044 -

313,066 1,500 42,703 27,331 34,531 4,132 60,000 15,000 5,000 1,000 56,959 51,474 80,386 1,450 1,977 15,000 3,413 700 1,000 2,500 250 129,000 2,044 -

0% 0% 0% 0% 0% 1% 0% -70% 0% 25% 0% -10% 0% 0% 0% 0% 0% 40% 0% 0% 0% 44% 0% -

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 -

3% 0% 2% 2% 0% 3% 0% -70% 0% 25% -62% -27% -3% 0% 0% 0% 0% 40% 0% 0% 0% 44% -5% -

681,262

768,655

850,968

850,417

812,270

-5%

Personnel Summary

Range

Class 132 130 120 118

Mosquito Control Superintendent Mosquito Control Biologist Mosquito Control Crew Leader Mosquito Control Technician

Number of Full-Time Positions

2015-2016 Actual

2016-2017 Actual

2017-2018 Budget

2018-2019 Requested

2018-2019 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 2017 ACCOMPLISHMENTS 

Completed Phase 1 of a vulnerability assessment to identify network weaknesses.



Implemented the Emergency Call Tracking System (ECATS) which provides real time reporting analytics to E-911 dispatch.



Implemented various software programs to improve departmental efficiency including Active 911 paging, civil processing software, web cemeteries, Cityworks Permitting Module, and Cityworks Stormwater Module.



Initiated the City website redesign through CivicPlus.

FY 2018 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 existing ERP system and aggressively pursue new technologies that will provide enhancements. (Civic Engagement and Responsive City Services)

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 17 Actual 1,281 8,475 97% 99.9% 230 917,196

FY 18 Projected 1,345 8,899 98% 99.9% 242 963,055

FY 19 Estimate 1,412 9,343 99% 99.9% 254 1,011,208

207

INFORMATION TECHNOLOGY FUND Revenue 2015-2016 Actual

2016-2017 Actual

2017-2018 Budget

2018-2019 Requested

% Chng

2018-2019 Adopted

% Chng

Interest on Investments Sale of Service - Interfund Revenues Sale of Service - Intergovernmental Revenues GIS Data & Maps Miscellaneous Revenue

16,309 6,040,274 116,014 1,862 8,500

2,187 7,542,816 116,014 1,874 46,551

8,444,463 222,239 -

9,187,069 253,286 -

9% 14% -

9,204,435 262,494 -

9% 18% -

Total Revenue

6,182,959

7,709,442

8,666,702

9,440,355

9,466,929

Expenditure Summary 2015-2016 Actual

2016-2017 Actual

2017-2018 Budget

2018-2019 Requested

% Chng

2018-2019 Adopted

% Chng

Information Technology

7,230,838

7,523,974

8,666,702

9,440,355

9,466,929

Total Expenditures

7,230,838

7,523,974

8,666,702

9,440,355

9,466,929

Sale of Service - Intergovernmental Revenue - provides service to: Community Corrections, Workforce Development Center.

208

DEPARTMENT: INFORMATION TECHNOLOGY Budget Detail 2015-2016 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 91400-58225 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 Loss(Gain) on Disposition of Assets Contingency Interest Indirect Costs

Total Operating Expenses

2017-2018 Budget

2018-2019 Requested

% Chng

2018-2019 Adopted

% Chng

1,388,034 11,388 103,543 15,211 16,936 60,242 180,911 111,992 2,252,291 18,285 238,877 15,277 1,929 25,210 128,716 1,334 35,990 58,300 46,477 1,839 4,400 338 11,895 135,956 387,595 99,949 212,758

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

1,668,030 8,115 128,225 183,984 21,851 274,600 155,000 3,480,416 27,567 310,906 30,000 3,000 84,000 130,600 56,690 45,977 35,000 5,000 7,000 1,000 9,637 152,060 77,588 182,629

1,668,030 8,115 128,225 183,984 21,851 274,600 155,000 3,480,416 27,567 310,906 28,072 3,000 84,000 130,600 56,690 45,977 35,000 5,000 7,000 1,000 11,565 152,060 77,588 182,629

0% 0% 0% 0% 0% 0% 0% 0% 0% 0% -6% 0% 0% 0% 0% 0% 0% 0% 0% 0% 20% 0% 0% 0%

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

2% 0% 2% 0% 2% 0% 0% 3% 23% -2% -6% 0% 0% 0% 0% 27% 0% 0% 0% 0% 7% -51% -12% 21%

5,565,672

5,650,254

7,078,874

7,078,875

7,193,952

316,603 1,263,459 781,418

288% 74% 0%

453,345 755,900 1,063,732

456% 4% 36%

9,440,355

9,466,929

Expenses Related to Asset Acquisition 58110 Non Capital Outlay 58200 Capital Outlay 58211 Depreciation Total Annual Budget

2016-2017 Actual

354,414 529,335 781,417 $

7,230,838

724,542 167,943 981,235 $

7,523,974

81,500 724,910 781,418 $

8,666,702

Personnel Summary

Class

Range 144 138 137 135 131/134 134 133 133 131/132/133 132

128 128 124 124 121

Director of Information Technology Assistant Director of Information Technology Enterprise Systems Manager Network Manager Network Engineer I-II Database Administrator Service Support Manager Project Manager Programmer Analyst I-III Systems Administrator Systems Analyst LAN Administrator Network Coordinator Radio Communications Manager Computer Support Technician Radio & Electronics Technician GIS Technician Executive Secretary

Number of Full-Time Positions

2015-2016 Actual

2016-2017 Actual 1 1 1 1 2 1 1 1 1

1 1 1 1 2 1 1 1 5 1

3 1 1 1 4 2 2 1 25

2017-2018 Budget

1 1 1 4 2 1 1 26

2018-2019 Requested 1 1 1 1 2 2 1 1 5 2

1 4 2 1 1 26

2018-2019 Adopted 1 1 1 1 2 1 1 1 5 3

1 1 1 1 2 1 1 1 5 3 -

4 3 1 1

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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 2018 ACCOMPLISHMENTS 

Continued high fleet availability of over 88% and work order completion time of 8 days.



Maintained parts stockroom efficiency by accomplishing an annual inventory turns rate of 4.8 for FY 2017-2018.



Preserved an immediate parts fill rate of 85%.



Utilized online auction to surplus City vehicles, equipment, and tires generating $739,000 in revenue.



Recognized as meeting the standards to achieve the A.S.E. Blue Seal of Excellence by the National Institute of Automotive Service Excellence.



Maintained accurate lease rates on equipment to provide correct monthly billing to departments.

FY 2019 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 17 Actual 7,372 8days 88% 4.8 85%

FY 18 Projected 7,000 6 days 90% 4.7 80%

FY 19 Estimate 7,000 6 days 90% 4.7 80%

210

FLEET MANAGEMENT FUND Revenue 2015-2016 Actual

2016-2017 Actual

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

38,699 8,650,270 850,884 363,395 9,308 -

29,958 9,275,152 705,465 736,979 53,295 -

Total Revenue

9,912,555

10,800,850

2017-2018 Budget $

2018-2019 Requested

% Chng

2018-2019 Adopted

% Chng

11,435,120 1,124,792 3,000,000

10,166,643 833,749 -

$ -11% -26% -100%

10,166,643 833,749 1,143,198 856,802 615,200

-11% -26% -79%

$ 15,559,912

11,000,392

-29%

13,615,592

-12%

2018-2019 Requested

% Chng

Expenditure Summary 2015-2016 Actual

2016-2017 Actual

2017-2018 Budget

2018-2019 Adopted

% Chng

Fleet Management

9,683,931

11,285,173

$ 15,559,912

11,000,392

-29%

13,615,592

-12%

Total Expenditures

9,683,931

11,285,173

$ 15,559,912

11,000,392

-29%

13,615,592

-12%

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 2015-2016 Actual

Account Number: 601-1252051100.02 51100.04 52100 52210 52400 53000.16 53200 53300 53320 53500 54100 54500 55100 55210 55230 55410 55500 55810 56001 56007.04 56007.06 56011 56014 56017 91400-55305 91400-59902 95100-59120 93000-50000.165

Salaries and Wages Salaries and Wages - Overtime FICA VRS Retirement Group Life Purchased Services - Refuse Collection Temporary Help Service Fees Repairs and Maintenance Maintenance Service Contracts Printing and Binding Information Technology Risk Management Utilities Postal Services Telecommunications 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 Contingency Interest Indirect Costs

Total Operating Expenses

2017-2018 Budget

2018-2019 Requested

% Chng

819,232 12,419 60,232 14,500 9,771 927 9,883 50,716 18,223 162 83,911 629,003 26,375 44 2,379 20,021 4,290 1,127 1,117 1,101,857 2,276,025 5,723 45,978 8,433 20,522 203,312 228,352

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

990,387 27,050 77,834 108,795 12,974 1,854 40,200 15,000 81,114 597,960 41,000 150 3,883 41,161 6,000 1,500 5,600 1,607,800 2,397,000 8,000 73,000 8,861 106,056 266,409 311,652

989,277 27,050 77,749 109,117 12,960 1,854 40,200 15,000 81,114 597,960 41,000 150 3,883 41,161 6,000 1,500 4,500 1,972,835 2,400,000 10,000 73,000 8,861 266,409 311,652

5,654,532

6,204,786

6,831,240

7,093,232

3,907,160

-100% -32%

11,000,392

-29%

Expenses Related to Asset Acquisition 58200 Capital Outlay 58211 Depreciation Total Annual Budget

2016-2017 Actual

(695,908) 4,725,307 $

9,683,931

203,363 4,877,024 $

11,285,173

3,000,000 5,728,672 $

15,559,912

2018-2019 Adopted

0% $ 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% -20% 23% 0% 25% 0% 0% -100% 0% 0% $

% Chng

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

3% 0% 3% 0% 3% 0% 0% 0% 19% -2% 0% 0% 0% 0% 0% 0% -20% 23% 0% 25% 0% 8% -74% -16% -7%

7,093,232

2,615,200 3,907,160

-13% -32%

13,615,592

-12%

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 Manager Mechanic Supervisor Lead Mechanic Mechanic I-III Stock Room Supervisor Accounting Associate I Office Assistant Stock Room Clerk

Number of Full-Time Positions

2015-2016 Actual

2016-2017 Actual

2017-2018 Budget

2018-2019 Requested

2018-2019 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 2018 ACCOMPLISHMENTS 

Implemented First Net, an online learning management system that provides departments with an efficient means of managing required OSHA, safety, and risk management training, and in-house training records.



Provided two new benefit plans for employees including a new high-deductible health plan and an identity theft plan, implemented changes in current benefit plan designs to reduce overall costs, and educated employees on ways to save money when using their benefits.



Implemented the mobile health app platform to enhance employee engagement in preventative health screenings.



Initiated a new driver improvement program, “Where the Rubber Meets the Road”, training over 50% of City employees that drive City vehicles and developed a citywide safe driving policy.

FY 2019 OBJECTIVES 

To manage rising costs of healthcare through strategic benefit plan design with the integration of wellness programs. (Financial Stability)



To improve employee wellness program participation through a robust incentive program on an app platform and targeted 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 with a strong emphasis on safety training. (Financial Stability)



To reduce workers compensation liability exposure. (Financial Stability)

STATISTICS/PERFORMANCE MEASURES Workers Compensation Claims Filed Safety Driver improvement classes held Employees receiving driver improvement training Health & Wellness Program Employees completing health risk assessment Employees using personal health app to enhance health

FY 17 Actual

FY 18 Projected

FY 19 Estimate

179

188

197

30 530

35 560

38 600

47%

52%

57%

760

790

820

213

RISK MANAGEMENT FUND Revenue 2015-2016 Actual

2016-2017 Actual

2017-2018 Budget

2018-2019 Requested

% Chng 23% $ 27% -100%

Sale of Service - Interfund Revenues Employee Premiums Interest Insurance Recoveries Miscellaneous Revenue Fund Balance

14,058,778 3,147,802 29,973 138,500 5,316 -

16,838,981 3,359,890 29,970 1,595,606 14,631 -

$ 17,101,726 2,827,928 1,500,000

20,965,778 3,588,734 -

Total Revenue

17,380,369

21,839,078

$ 21,429,654

24,554,512

15%

2018-2019 Requested

% Chng

2018-2019 Adopted

% Chng

17,194,597 3,318,725 -

1% 17% -100%

20,513,322

-4%

Expenditure Summary 2015-2016 Actual

2016-2017 Actual

2017-2018 Budget

2018-2019 Adopted

% Chng

Risk Management

18,762,633

23,480,824

$ 21,429,654

24,554,512

15%

20,513,322

-4%

Total Expenditures

18,762,633

23,480,824

$ 21,429,654

24,554,512

15%

20,513,322

-4%

* Includes funding for OPEB (Post Employment Benefit) funding requirement per GASB 45. * Includes funding for State unfunded Line of Duty Mandate.

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DEPARTMENT: RISK MANAGEMENT (Department of Human Resources) Budget Detail 2015-2016 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 91400-59902 93000-50000.165

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 Pension 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 Contingency Indirect Costs

Total Operating Expenses

2016-2017 Actual

341,680 47,902 28,616 488 4,059 82,770 21,836 16,499 350 2,715

2017-2018 Budget

365,922 51,798 30,851 347 4,772 60,349 22,998 15,994 187 3,022

2018-2019 Requested

373,199 30,104 30,853 41,164 4,889 70,000 100,108 16,727 500 3,384

% Chng

373,199 69,914 33,898 41,164 4,926 310,041 100,108 16,727 500 3,384

0% 132% 10% 0% 1% 343% 0% 0% 0% 0%

2018-2019 Adopted $

% Chng

380,471 30,857 31,467 40,977 4,984 73,877 41,844 17,203 500 3,389

2% 3% 2% 0% 2% 6% -58% 3% 0% 0%

609,506 1,259,738 707 21,930 6,191 1,505 1,800,000

630,376 1,312,977 610 21,930 4,457 2,984 2,280,300

712,910 1,412,369 21,930 6,000 2,840 2,068,900

928,224 1,342,231 21,930 6,000 4,884 2,068,900

30% -5% 0% 0% 72% 0%

860,725 1,340,886 21,930 6,000 4,884 -

21% -5% 0% 0% 72% -100%

13,800,435 215,646 166,762 21,787 1,176 382 11,598 4,100 39,200 116,319 50,377 88,360

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

15,639,640 600,000 198,000 18,895 1,500 1,000 7,000 5,179 12,121 50,442

18,281,444 616,646 217,800 21,850 1,500 1,000 20,500 5,179 12,121 50,442

17% 3% 10% 16% 0% 0% 193% 0% 0% 0%

16,593,627 732,000 217,800 21,850 1,500 1,000 20,500 5,956 10,054 49,042

6% 22% 10% 16% 0% 0% 193% 15% -17% -3%

24,554,512

15%

20,513,322

-4%

18,762,633

23,480,824

21,429,654

Personnel Summary

Class

Range 138 135 130 128

Risk, Benefits & Wellness Manager Human Resources Manager Human Resources Generalist Safety Officer I Risk Management Coordinator

Number of Full-Time Positions

2015-2016 Actual

2016-2017 Actual

2017-2018 Budget

1 1 2 1 1

2018-2019 Requested 1 1 3 1

2018-2019 Adopted 1 1 3 1

1 1 3 1 -

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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 12 elementary schools, 5 middle schools, 3 high schools, 1 alternative school, and the Pruden Center for Industry & Technology. A new elementary school and middle school will open in September 2018. 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. GOALS The Suffolk School Board has adopted goals for Suffolk Public Schools that are aligned with the statutory requirements of the Standards of Quality 22.1-253.13:6. Standard 6. Planning and Public Involvement and the priorities of the Virginia Board of Education. The goals are as follows: 

To improve student achievement and close the academic achievement gaps.



To provide a safe and nurturing environment.



To provide strong leadership for effective and efficient operations.



To advance academic achievement through enhanced instructional delivery gained by professional development.



To strengthen collaboration with stakeholders and increase parent and community satisfaction.

STATISTICS/PERFORMANCE MEASURES School Enrollment (Fall Membership) High School Graduation Rate (4 Yr. Cohort) High School Dropout Rate (4 Yr. Cohort)

2015 Actual 14,365 86.2% 9.6%

2016 Actual 14,383 87.0% 7.8%

2017 Actual 14,284 87.1% 8.2%

216

SCHOOL OPERATING FUND Revenue 2015-2016 Actual State / Federal / Other Transfer from General Fund - Local Support

2016-2017 Actual $

95,240,443 53,570,053 148,810,496

96,632,895 54,493,580 151,126,475

Local Support for Lease/Rent of Building

526,785

539,007

Total Revenue

149,337,281

151,665,483

2017-2018 Budget

2018-2019 Requested

$ 105,153,218 55,832,201 $ 160,985,419

$ 108,275,891 59,832,201 $ 168,108,092

3% 7%

554,445

$ 161,536,936

$ 168,662,537

2017-2018 Budget

2018-2019 Requested

551,517

% Chng

2018-2019 Adopted $

% Chng 3% 7%

108,275,891 59,832,201 168,108,092

554,445

168,662,537

Expenditure Summary 2015-2016 Actual

2016-2017 Actual

% Chng

2018-2019 Adopted

% Chng

School Operating Expenditures

151,906,222

152,104,124

$ 161,536,936

$ 168,662,537

168,662,537

Total Expenditures

151,906,222

152,104,124

$ 161,536,936

$ 168,662,537

168,662,537

217

SCHOOL OPERATING FUND Budget Detail 2015-2016 Actual

Account Number: 205-610000-51000 Instruction Administration and Attendance Health and Psychology Pupil Transportation Operation and Maintenance Food Services Technology Sub-Total:

Local Support - Lease / Rent of Building Local Support Reduction to Request: Sub-Total:

Total Operating Expenses

$ $

2016-2017 Actual

109,211,798 3,447,727 1,881,812 9,437,067 12,636,792 7,133,188 7,631,053 151,379,437

526,785 526,785

151,906,222

2017-2018 Budget

109,672,735 3,529,081 1,696,058 9,044,776 13,462,841 7,024,487 7,135,139 151,565,117

539,007 539,007

152,104,124

2018-2019 Requested

119,416,427 3,656,944 1,946,852 8,053,735 12,778,020 8,272,120 6,861,321 160,985,419

551,517 551,517

161,536,936

% Chng

124,946,174 3,705,888 2,047,663 8,324,907 13,829,825 8,462,434 6,791,201 168,108,092

5% 1% 5% 3% 8% 2% -1%

1% -

554,445 554,445

168,662,537

2018-2019 Adopted $

% Chng

124,946,174 3,705,888 2,047,663 8,324,907 13,829,825 8,462,434 6,791,201 168,108,092

5% 1% 5% 3% 8% 2% -1%

1% -

554,445 554,445

168,662,537

$ $

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Appendix

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CITY OF SUFFOLK, VIRGINIA ADOPTED FY 2018-19 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

2015-2016 Budget

2016-2017 Budget

2017-2018 Budget

2018-2019 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 14 25 24 65

2 14 25 25 66

213 27 10 26 252 528

215 28 10 26 255 534

216 27 10 0 274 527

2 24 26

103 2 105

102 2 104

219

CITY OF SUFFOLK, VIRGINIA ADOPTED FY 2018-19 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

2015-2016 Budget

2016-2017 Budget

2017-2018 Budget

2018-2019 Budget

4 2 6 19 4 21 31 87

4 1 7 19 4 21 32 88

4 1 7 18 4 22 32 88

13 0 0 22 0 22 32 89

14 5 3 6 28 935

15 5 3 6 29 937

15 5 3 6 29 943

41 5 3 6 55 962

0 3

1 3

100 24 127

101 25 129

102 25 131

9 20 28 25 28 15

9 22 28 25 28 14

8 23 28 25 28 14

8 23 29 25 28 14

38 7 210

41 7 214

42 7 215

42 7 216 220

CITY OF SUFFOLK, VIRGINIA ADOPTED FY 2018-19 OPERATING AND CAPITAL BUDGET Personnel Summary

Internal Service Funds: Fleet Management Information Technology Risk Management Total Internal Service Funds Total All Funds

2015-2016 Budget

2016-2017 Budget

2017-2018 Budget

2018-2019 Budget

21 25 6 52 1,324

21 26 6 53 1,333

21 26 6 53 1,342

21 26 6 53 1,362

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CITY of SUFFOLK

CAPITAL

IMPROVEMENTS PROGRAM & PLAN FY 2019-2028

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Capital Improvements Program and Plan Overview

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Capital Improvements Program and Plan (CIP) The CIP serves as a planning tool providing a mechanism for the planning and financing of major non-recurring capital infrastructure needs of the City. The CIP is developed annually to plan for the renovation and construction of significant public improvements and major equipment to be purchased over a 10 year period. The first five years serves as the capital improvements program, while the plan covers a 10 year horizon. The CIP is intended to:   

Build facilities to support the City’s public service responsibilities Improve financial planning by comparing needs with resources, operating impacts, and annual tax rate implications Prioritize limited available funds for projects that will have a positive impact for Suffolk citizens

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 begins in September of each year. The Finance Department’s Division of Budget and Strategic Planning sends out CIP request packages and instructions to City departments and agencies at the beginning of September. Requests are typically due back to the Division of Budget and Strategic Planning at the end of September. The requests are compiled and reviewed by the Budget Division staff and meetings with the requesting departments and agencies are held with the City Manager, Deputy City Manager, Chief of Staff, Director of Finance, and Budget staff. Following these meetings, the City Manager’s recommended 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 recommended CIP and direct any edits or adjustments. The CIP Subcommittee recommended CIP is then presented to the full Planning Commission. The Planning Commission directs any edits or adjustments and the document is then moved forward to the City Council for review. A public hearing to obtain citizen input on the proposed CIP is held by City Council. 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

222

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. Financial Evaluation In developing the CIP and the annual operating and capital budget, significant emphasis is placed on affordability and adherence to the City’s adopted financial policies. City staff works closely with its financial advisor to determine the City’s debt capacity prior to the development of the CIP. Debt capacity is the amount of debt or bond financing that the City can comfortably borrow for needed capital improvements taking into consideration existing debt levels, conservative economic growth forecasts, and anticipated operating expenses. This analysis is focused on the first five years of the CIP. In formulating the proposed CIP, the City strives to maintain bond financing at or below debt capacity levels. Additionally, staff also evaluates the proposed CIP’s ability to adhere to key financial policies of the City including: Capital Pay-Go – The City strives to achieve a target level equal to 3% of General Fund departmental expenditures excluding transfers out, grants, fund balance and reserve allocations, debt service and respective flow-through expenditures toward pay-as-you-go-capital improvements annually. Essentially, this means that the City will cash fund a portion of its planned capital projects. 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. 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, utility, landscaping, and routine maintenance expenses. Similarly, a new school, without the closure of another similar facility, requires the hiring of teachers, support staff, and administrative personnel, utility costs, 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 assessed value growth or growth in other local taxes.

223

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 ensure that not all general government capital projects are paid for with debt financing. 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 major 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 income-producing projects. 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.

224

FY 2019-2028 Capital Improvements Program and Plan General Government Projects General Government Projects Planned Expenditures

5 Year Summary Previous Funding

Parks & Recreation Public Building & Facilities Public Safety Transportation Public Schools Village and Neighborhood Initiatives Total General Government:

2018-2019

2019-2020

2020-2021

2021-2022

2022-2023

5 Year Subtotal

6-10 Year Subtotal

10 Year Total

2,305,000 6,878,000 2,120,370 36,711,305 2,575,000 395,000

925,000 6,070,000 2,925,868 22,183,516 4,575,000 1,154,750

850,000 14,140,000 3,831,308 18,225,000 3,575,000 1,154,750

1,900,000 1,520,000 7,560,707 12,650,000 11,575,000 1,154,750

525,000 1,900,000 8,602,456 15,115,000 15,955,000 1,154,750

6,505,000 30,508,000 25,040,709 104,884,821 38,255,000 5,014,000

11,925,000 8,530,000 48,157,154 149,875,000 243,875,000 8,112,000

18,430,000 39,038,000 73,197,863 254,759,821 282,130,000 13,126,000

50,984,675

37,834,134

41,776,058

36,360,457

43,252,206

210,207,530

470,474,154

680,681,684

General Government CIP 5 Year Expenditures Public Schools 18% Transportation 50%

Public Buildings & Facilities 15% Public Safety 12% Parks & Recreation 3% Village & Neigborhoods 2%

5 Year Summary

General Government Projects Funding Sources State Transportation Funds State/Federal Grant Funds Cash Proffers Transfer from Rt. 17 Taxing District Fund Transfer from General Fund General Obligation Bonds Total General Government:

Previous Funding

2018-2019

2019-2020

2020-2021

2021-2022

2022-2023

5 Year Subtotal

6-10 Year Subtotal

10 Year Total

5,000,000 23,005,314 200,000 4,552,475 18,226,886

5,000,000 11,170,000 4,749,810 16,914,324

5,000,000 8,214,000 4,521,384 24,040,674

6,000,000 623,000 4,886,609 24,850,848

6,000,000 3,456,000 4,854,965 28,941,241

27,000,000 46,468,314 200,000 23,565,243 112,973,973

53,000,000 42,250,000 1,137,365 30,934,870 343,151,919

80,000,000 88,718,314 1,137,365 200,000 54,500,113 456,125,892

50,984,675

37,834,134

41,776,058

36,360,457

43,252,206

210,207,530

470,474,154

680,681,684

General Government CIP 5 Year Revenue Sources

Bonds 54%

State & Federal 35%

General Fund/ Transfers 11%

225

Capital Improvements Program and Plan Summary By Fund

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CAPITAL IMPROVEMENTS PROGRAM & PLAN SUMMARY BY FUND FY 2019 - 2028

PLANNED EXPENDITURES

5 Year Summary Previous Funding

PUBLIC UTILITIES FUND

2018-2019 12,835,000

FLEET FUND

2019-2020 17,325,000 -

2020-2021 13,995,000 -

2021-2022 10,000,000 2,175,000

2022-2023 12,205,000 -

5 Year Subtotal

6-10 Year Subtotal

10 Year Total

66,360,000

124,285,000

190,645,000

2,175,000

12,325,000

14,500,000

5,840,000

4,875,000

10,715,000

STORMWATER FUND

2,020,000

RT. 17 TAXING DISTRICT

1,000,000

GENERAL GOV'T. FUND

50,984,675

37,834,134

41,776,058

36,360,457

43,252,206

210,207,530

470,474,154

680,681,684

TOTAL ALL FUNDS:

66,839,675

55,559,134

56,571,058

49,735,457

56,877,206

285,582,530

611,959,154

897,541,684

400,000 -

800,000 -

1,200,000 -

1,420,000 -

1,000,000

FUNDING SOURCES Previous Funding Public Utilities Revenue Bonds Transfer from Public Utilities Fund PUBLIC UTILITIES FUND General Obligation Bonds FLEET FUND State Transportation Funds State/Federal Grant Funds Transfer from Stormwater Fund Transfer from Cemetery Fund General Obligation Bonds STORMWATER FUND RT. 17 Taxing District Fund RT 17 TAXING DISTRICT State Transportation Funds State/Federal Grant Funds Cash Proffers Transfer from Rt. 17 Taxing District Fund Transfer from General Fund General Obligation Bonds

2018-2019

2019-2020

2020-2021

2021-2022

2022-2023

5 Year Subtotal

6-10 Year Subtotal

10 Year Total

5,335,000 7,500,000

11,050,000 6,275,000

8,800,000 5,195,000

4,300,000 5,700,000

6,800,000 5,405,000

36,285,000 30,075,000

98,900,000 25,385,000

135,185,000 55,460,000

12,835,000

17,325,000

13,995,000

10,000,000

12,205,000

66,360,000

124,285,000

190,645,000

2,175,000

12,325,000

14,500,000

2,175,000

12,325,000

14,500,000

750,000 1,020,000 250,000 -

400,000 -

200,000 600,000 -

400,000 800,000 -

400,000 1,020,000 -

1,000,000 750,000 3,840,000 250,000 -

1,000,000 3,875,000 -

2,000,000 750,000 7,715,000 250,000 -

2,020,000

400,000

800,000

1,200,000

1,420,000

5,840,000

4,875,000

10,715,000

1,000,000 1,000,000

5,000,000 23,005,314 200,000 4,552,475 18,226,886

5,000,000 11,170,000 4,749,810 16,914,324

5,000,000 8,214,000 4,521,384 24,040,674

6,000,000 623,000 4,886,609 24,850,848

6,000,000 3,456,000 4,854,965 28,941,241

27,000,000 46,468,314 200,000 23,565,243 112,973,973

53,000,000 42,250,000 1,137,365 30,934,870 343,151,919

80,000,000 88,718,314 1,137,365 200,000 54,500,113 456,125,892

GENERAL GOV'T. FUND

50,984,675

37,834,134

41,776,058

36,360,457

43,252,206

210,207,530

470,474,154

680,681,684

TOTAL ALL FUNDS:

66,839,675

55,559,134

56,571,058

49,735,457

56,877,206

285,582,530

611,959,154

897,541,684

GO Debt Capacity per Financial Advisor:

30,000,000

GO Debt Capacity (Shortfall):

11,773,114

13,085,676

5,959,326

5,149,152

1,058,759

Annual Operating Impact

2018-2019

2019-2020

2020-2021

2021-2022

2022-2023

UTILITY FUND - OPERATIONS: ANTICIPATED DEBT SERVICE: UTILITY FUND - CAPITAL CASH:

4,200,000

266,750 (1,225,000)

552,500 (1,080,000)

440,000 505,000

215,000 (295,000)

PUBLIC UTILITIES FUND

4,200,000

(958,250)

(527,500)

945,000

(80,000)

STORMWATER FUND:

GENERAL FUND - OPERATIONS: ANTICIPATED DEBT SERVICE: GENERAL FUND - CAPITAL CASH:

2,467,338

30,000 911,344 197,335

GENERAL GOV'T. FUND

2,467,338 2.750

General Fund Real Estate Tax Rate Impact:

5,000 845,716 (228,426)

350,000 1,202,034 365,225

4,521,612 1,242,542 (31,644)

1,138,679

622,290

1,917,259

5,732,511

1.269

0.694

2.137

6.389

226

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General Government

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CAPITAL IMPROVEMENTS PROGRAM & PLAN GENERAL GOV'T. FUND FY 2019 - 2028

General Government Projects Planned Expenditures

5 Year Summary Previous Funding

2018-2019

2019-2020

2020-2021

2021-2022

2022-2023

5 Year Subtotal

6-10 Year Subtotal

10 Year Total

Parks & Recreation Public Building & Facilities Public Safety Transportation Public Schools Village and Neighborhood Initiatives

2,305,000 6,878,000 2,120,370 36,711,305 2,575,000 395,000

925,000 6,070,000 2,925,868 22,183,516 4,575,000 1,154,750

850,000 14,140,000 3,831,308 18,225,000 3,575,000 1,154,750

1,900,000 1,520,000 7,560,707 12,650,000 11,575,000 1,154,750

525,000 1,900,000 8,602,456 15,115,000 15,955,000 1,154,750

6,505,000 30,508,000 25,040,709 104,884,821 38,255,000 5,014,000

11,925,000 8,530,000 48,157,154 149,875,000 243,875,000 8,112,000

18,430,000 39,038,000 73,197,863 254,759,821 282,130,000 13,126,000

Total General Government:

50,984,675

37,834,134

41,776,058

36,360,457

43,252,206

210,207,530

470,474,154

680,681,684

General Government Projects Funding Sources

Previous Funding

2018-2019

2019-2020

2020-2021

2021-2022

2022-2023

5 Year Subtotal

6-10 Year Subtotal

10 Year Total

State Transportation Funds State/Federal Grant Funds Cash Proffers Transfer from Rt. 17 Taxing District Fund Transfer from General Fund General Obligation Bonds

5,000,000 23,005,314 200,000 4,552,475 18,226,886

5,000,000 11,170,000 4,749,810 16,914,324

5,000,000 8,214,000 4,521,384 24,040,674

6,000,000 623,000 4,886,609 24,850,848

6,000,000 3,456,000 4,854,965 28,941,241

27,000,000 46,468,314 200,000 23,565,243 112,973,973

53,000,000 42,250,000 1,137,365 30,934,870 343,151,919

80,000,000 88,718,314 1,137,365 200,000 54,500,113 456,125,892

Total General Government:

50,984,675

37,834,134

41,776,058

36,360,457

43,252,206

210,207,530

470,474,154

680,681,684

Annual Operating Impact

2018-2019

2019-2020

2020-2021

2021-2022

2022-2023

Parks & Recreation Public Building & Facilities Public Safety Transportation Public Schools Village and Neighborhood Initiatives

5,000 20,000 5,000 -

5,000 -

350,000 -

2,271,612 2,250,000 -

Total Operating Cost

30,000

5,000

350,000

4,521,612

227

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CAPITAL IMPROVEMENTS PROGRAM & PLAN PARKS AND RECREATION FY 2019 - 2028

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 Lake Kennedy Park-Drainage Improvmts Cypress Park and Pool

5 Year Summary Previous Funding 2,635,000 50,000 664,975 -

Total

2018-2019

2019-2020

2020-2021

2021-2022

2022-2023

5 Year Subtotal

6-10 Year Subtotal

10 Year Total

425,000 200,000 1,100,000 200,000 200,000 180,000 -

425,000 200,000 200,000 100,000 -

425,000 200,000 100,000 125,000

425,000 100,000 1,375,000

425,000 100,000 -

2,125,000 600,000 1,300,000 400,000 200,000 200,000 180,000 1,500,000

2,125,000 2,000,000 1,000,000 2,500,000 300,000 1,500,000 1,000,000 1,500,000 -

4,250,000 2,600,000 2,300,000 2,900,000 500,000 1,500,000 1,200,000 1,500,000 180,000 1,500,000

2,305,000

925,000

850,000

1,900,000

525,000

6,505,000

11,925,000

18,430,000

6-10 Year Subtotal

10 Year Total

Parks and Recreation Funding Sources

Previous Funding

2018-2019

2019-2020

2020-2021

2021-2022

2022-2023

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 Lake Kennedy Park-Drainage Improvmts Joint Use Facilities Transfer from General Fund Cypress Park and Pool General Obligation Bonds

800,000 800,000 425,000 200,000 300,000 200,000 200,000 180,000 1,505,000 -

100,000 100,000 425,000 100,000 200,000 100,000 825,000 -

150,000 150,000 425,000 50,000 100,000 575,000 125,000 125,000

425,000 100,000 525,000 1,375,000 1,375,000

425,000 100,000 525,000 -

Total

2,305,000

925,000

850,000

1,900,000

525,000

Annual Operating Impact

2018-2019

2019-2020

2020-2021

2021-2022

5 Year Subtotal

1,050,000

250,000

1,300,000

3,955,000

11,675,000

15,630,000

1,500,000 6,505,000

11,925,000

1,500,000 18,430,000

2022-2023

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 Lake Kennedy Park-Drainage Improvmts Cypress Park and Pool

5,000 -

Total Operating Cost

5,000

228

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Parks and Recreation Parks & Recreation - Capital Maintenance 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 19 $425,000

FY 20 $425,000

FY 21 $425,000

FY 22 $425,000

FY 23 $425,000

FY 24-28 $2,125,000

Total $4,250,000

Operating Costs: The project will not have an operational impact on the City.

Lone Star Lakes Park The project will implement the Lone Star Lakes Park Master Plan over a 10 year period. Projects will include the installation of wayfinding signage, road improvements, design and construction of a visitor center, trails, wayside park development, and improved water access.

FY 19 $200,000

FY 20 $200,000

FY 21 $200,000

FY 22 $0

FY 23 $0

FY 24-28 $2,000,000

Total $2,600,000

Operating Costs: The projected annual operating cost is $10,000 for utilities and maintenance beginning in FY 25.

229

Parks and Recreation Trail Enhancements The project will provide for enhancements to existing trails as well as new trail connections as identified in the Suffolk Pedestrian and Bicycle Plan. Funding is programmed in FY 19 for the next phase of the Suffolk Seaboard Coastline Trail from Suburban Drive to Nansemond Parkway. The City is applying for an $800,000 State Transportation Assistance Program grant in FY 19.

FY 19 $1,100,000

FY 20 $0

FY 21 $100,000

FY 22 $0

FY 23 $100,000

FY 24-28 $1,000,000

Total $2,300,000

Operating Costs: This projected annual operating cost is $5,000 for equipment and supplies necessary for trail maintenance beginning in FY 20.

Driver Complex The project will provide for the update of the Driver Athletic Complex Master Plan and limited improvements in FY 19 and FY 20. Future funding is programmed to implement the updated master plan components to include design and construction of athletic fields, trails, and water access.

FY 19 $200,000

FY 20 $200,000

FY 21 $0

FY 22 $0

FY 23 $0

FY 24-28 $2,500,000

Total $2,900,000

Operating Costs: The projected annual operating cost of the Driver Complex is $100,000 for staffing and utilities beginning in FY 25. 230

Parks and Recreation Sleepy Hole Park Renovation The project will provide for renovations and additions to the 66-acre Sleepy Hole Park. Planned renovations include additional parking and access to existing shelters, access and viewing points to the river and lake, expansion of the trail system, connection of public sewer to all restrooms, an adventure camp and group camping area, and a ropes course. The long term plan also includes amenities such as a dog park, an interpretive center, additional shelters along the river, and a small outdoor amphitheater. FY 19 $0

FY 20 $100,000

FY 21 $0

FY 22 $100,000

FY 23 $0

FY 24-28 $300,000

Total $500,000

Operating Costs: The projected annual operating cost of the park renovations is $15,000 for equipment, supplies, and utilities beginning in FY 25.

East Suffolk Athletic Fields This project will provide for the acquisition and development of property around the East Suffolk Recreation Center for multi-use athletic fields.

FY 19 $0

FY 20 $0

FY 21 $0

FY 22 $0

FY 23 $0

FY 24-28 $1,500,000

Total $1,500,000

Operating Costs: The projected annual operating cost of the East Suffolk Athletic Fields is $50,000 for utilities and supplies beginning in FY 25.

231

Parks and Recreation Water Access â&#x20AC;&#x201C;Nansemond River The project will provide for the construction of a boat ramp on the Nansemond River. FY 19 funding is programmed to complete a feasibility study to identify a location for the boat ramp and for preliminary design. Future funding is programmed for property acquisition and construction of the boat ramp.

FY 19 $200,000

FY 20 $0

FY 21 $0

FY 22 $0

FY 23 $0

FY 24-28 $1,000,000

Total $1,200,000

Operating Costs: The projected annual operating cost of the Water Access-Nansemond River project is $30,000 for staffing and maintenance beginning in FY25.

Joint Use Facilities 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 19 $0

FY 20 $0

FY 21 $0

FY 22 $0

FY 23 $0

FY 24-28 $1,500,000

Total $1,500,000

Operating Costs: The projected annual operating cost of the joint use facilities is $65,000 for staffing and utilities beginning in FY 26.

232

Parks and Recreation Lake Kennedy Park â&#x20AC;&#x201C; Drainage Improvements The project will address drainage issues at Lake Kennedy Park. The current drop inlets and piping have failed in certain areas and are causing significant ponding of storm water which makes the open space area unusable. This project will include the repair of identified drop inlets and pipes, back fill and grade swales, and structures that will move water correctly and effectively off of the park property. FY 19 $180,000

FY 20 $0

FY 21 $0

FY 22 $0

FY 23 $0

FY 24-28 $0

Total $180,000

Operating Costs: The project will not have an operational impact on the City.

Cypress Park and Pool The project will provide for renovations to the Cypress Park and Pool to include a beach entry, underwater benches, and pool deck improvements. These improvements will enhance swimming lessons and pool enjoyment by children and adults.

FY 19 $0

FY 20 $0

FY 21 $125,000

FY 22 $1,375,000

FY 23 $0

FY 24-28 $0

Total $1,500,000

Operating Costs: The project will not have an operational impact on the City.

233

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CAPITAL IMPROVEMENTS PROGRAM & PLAN PUBLIC BUILDINGS AND FACILITIES FY 2019 - 2028

Public Building and Facilities Planned Expenditures City Airport: Obstruction Removal (2% Local) Terminal Apron Rehabilitation (2% local) Restaurant/Kitchen Expansion (100% local) Covered Terminal Entranceway (20% local) Terminal Building Expansion (20% local) T-Hangar G T-Hangar H Airport Layout Plan Update (2% local) City Buildings: Public Building Capital Maintenance Fire Station No. 1 Site Development Central Library Joint Operations Facility (Police/Parks & Rec.) Human Resources Bldg. Renovation - School Administration

5 Year Summary Previous Funding

2018-2019

2019-2020

2020-2021

2021-2022

2022-2023

5 Year Subtotal

6-10 Year Subtotal

10 Year Total

350,000 30,000 -

60,000 300,000 100,000 -

600,000 2,500,000 220,000 40,000 -

80,000 -

300,000 50,000 350,000

550,000 20,000 -

660,000 2,800,000 220,000 100,000 420,000 600,000 20,000 350,000

350,000 980,000 -

660,000 2,800,000 220,000 100,000 420,000 950,000 1,000,000 350,000

7,386,760 3,185,762 2,935,000 250,000 -

1,215,000 500,000 4,703,000 -

960,000 1,750,000 -

810,000 13,250,000 -

820,000 -

830,000 500,000

4,635,000 500,000 15,000,000 4,703,000 500,000

4,300,000 2,900,000

8,935,000 500,000 15,000,000 4,703,000 3,400,000

6,878,000

6,070,000

14,140,000

1,520,000

1,900,000

8,530,000

39,038,000

Total

30,508,000

Public Building and Facilities Funding Sources Obstruction Removal (90% Federal) Obstruction Removal (8% State) Terminal Apron Rehabilitation (90% Federal) Terminal Apron Rehabilitation (8% Statel) Covered Terminal Entranceway (80% State) Terminal Building Expansion (80% State) T-Hangar G (80% State) T-Hangar H (80% State) 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) Restaurant/Kitchen Expansion (100% local) Covered Terminal Entranceway (20% local) Terminal Building Expansion (20% local)

Previous Funding

2018-2019

2019-2020

2020-2021

2021-2022

2022-2023

5 Year Subtotal

6-10 Year Subtotal

10 Year Total

T-Hangar G (20% local) T-Hangar H (20% local) Airport Layout Plan Update (2% local) Public Building Capital Maintenance Fire Station No. 1 Site Development Transfer from General Fund Fire Station No. 1 Site Development Central Library Joint Operations Facility (Police/Parks & Rec.) Human Resources Bldg. Renovation - School Administration General Obligation Bonds

54,000 4,800 270,000 24,000 80,000 432,800 1,200 6,000 20,000 1,215,000 1,242,200 500,000 4,703,000 5,203,000

540,000 48,000 2,250,000 200,000 32,000 3,070,000 12,000 50,000 220,000 8,000 960,000 1,250,000 1,750,000 1,750,000

64,000 64,000 16,000 810,000 826,000 13,250,000 13,250,000

240,000 40,000 315,000 28,000 623,000 60,000 10,000 7,000 820,000 897,000 -

440,000 16,000 456,000 110,000 4,000 830,000 944,000 500,000 500,000

5,159,200

5,630,000

10,789,200

20,703,000

2,900,000

23,603,000

Total

6,878,000

6,070,000

14,140,000

1,520,000

1,900,000

30,508,000

8,530,000

39,038,000

Annual Operating Impact

2018-2019

2019-2020

2020-2021

2021-2022

4,645,800

2022-2023

City Airport: Obstruction Removal (2% Local) Terminal Apron Rehabilitation (2% local) Restaurant/Kitchen Expansion (100% local) Covered Terminal Entranceway (20% local) Terminal Building Expansion (20% local) T-Hangar G T-Hangar H Airport Layout Plan Update (2% local)

City Buildings: Public Building Capital Maintenance Fire Station No. 1 Site Development Central Library Joint Operations Facility (Police/Parks & Rec.) Human Resources Bldg. Renovation - School Administration

20,000 -

350,000 -

Total Operating Cost

20,000

350,000

4,645,800

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Public Buildings and Facilities City Airport Obstruction Removal 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. The project will be funded through a combination of federal (90%), state (8%) and local (2%) funds.

FY 19 $60,000

FY 20 $600,000

FY 21 $0

FY 22 $0

FY 23 $0

FY 24-28 $0

Total $660,000

Operating Costs: The project will not have an operational impact on the City.

Terminal Apron Rehabilitation The project will provide for the resurfacing of the aircraft parking apron. In 2015, the Virginia Department of Aviation conducted a Pavement Management Study and rated the apron condition as poor. The current pavement is over 25 years old. The project will be funded through a combination of federal (90%), state (8%) and local (2%) funds.

FY 19 $300,000

FY 20 $2,500,000

FY 21 $0

FY 22 $0

FY 23 $0

FY 24-28 $0

Total $2,800,000

Operating Costs: The project will not have an operational impact on the City.

235

Public Buildings and Facilities City Airport Restaurant/Kitchen Expansion The project will provide for the expansion of the restaurant/kitchen at the Suffolk Executive Airport. The dining area is inadequate to meet customer demand and can be expanded to include an outdoor dining area. The project will be funded with 100% local funds.

FY 19 $0

FY 20 $220,000

FY 21 $0

FY 22 $0

FY 23 $0

FY 24-28 $0

Total $220,000

Operating Costs: The project will not have an operational impact on the City.

Covered Terminal Entranceway The project will provide for the design and construction of a covered entranceway to the airport terminal building. The covered entranceway will provide weather protection for patrons being dropped off or picked up at the main entrance of the airport. This project will be funded through a combination of state (80%) and local (20%) funds.

FY 19 $100,000

FY 20 $0

FY 21 $0

FY 22 $0

FY 23 $0

FY 24-28 $0

Total $100,000

Operating Costs: The project will not have an operational impact on the City.

236

Public Buildings and Facilities City Airport Terminal Building Expansion This project will provide for the renovation of the Airport Terminal Building to include renovation of the operations counter and flight planning room. The project will be funded through a combination of state (80% and local (20%) funds.

FY 19 $0

FY 20 $40,000

FY 21 $80,000

FY 22 $300,000

FY 23 $0

FY 24-28 $0

Total $420,000

T-Hangar G The project will provide for the design and construction of a new T-Hangar dependent upon demand. The current hangars are approaching 40 years old. The project will be funded with a combination of state and local funds.

FY 19 $0

FY 20 $0

FY 21 $0

FY 22 $50,000

FY 23 $550,000

FY 24-28 $350,000

Total $950,000

Operating Costs: The project will not have an operational impact on the City.

237

Public Buildings and Facilities City Airport T-Hangar H The project will provide for the design and construction of a new T-Hangar dependent upon demand. The current hangars are approaching 40 years old. The project will be funded with a combination of state and local funds.

FY 19 $0

FY 20 $0

FY 21 $0

FY 22 $0

FY 23 $20,000

FY 24-28 $980,000

Total $1,000,000

Operating Costs: The project will not have an operational impact on the City.

Airport Layout Plan Update 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 19 $0

FY 20 $0

FY 21 $0

FY 22 $350,000

FY 23 $0

FY 24-28 $0

Total $350,000

Operating Costs: The project will not have an operational impact on the City.

238

Public Buildings and Facilities City Buildings Public Building Capital Maintenance A proactive building maintenance program is implemented to protect the Cityâ&#x20AC;&#x2122;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. FY19 funding includes one-time expenses of approximately $425,000 for replacement of the Human Resources Building cooling tower and roof which require frequent maintenance. FY20 funding also includes $160,000 for expansion of the Animal Shelter parking lot. FY 19 $1,215,000

FY 20 $960,000

FY 21 $810,000

FY 22 $820,000

FY 23 $830,000

FY 24-28 $4,300,000

Total $8,935,000

Operating Costs: The project will not have an operational impact on the City.

Fire Station 1 Site Development The project will provide for the redesign and implementation of site work at Fire Station 1 on Market Street. The fire station property has increased in size with the acquisition of two adjacent parcels. The project will provide for improved parking, landscaping, and vehicular circulation at the fire station.

FY 19 $500,000

FY 20 $0

FY 21 $0

FY 22 $0

FY 23 $0

FY 24-28 $0

Total $500,000

Operating Costs: The project will not have an operational impact on the City.

239

Public Buildings and Facilities City Buildings Central Library 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 50,000 square feet in size and replace the existing Morgan Memorial Library.

FY 19 $0

FY 20 $1,750,000

FY 21 $13,250,000

FY 22 $0

FY 23 $0

FY 24-28 $0

Total $15,000,000

Operating Costs: The projected annual operating cost is $350,000 for staffing and utilities beginning in FY22.

Joint Operations Facility (Police/Parks & Recreation) The project will provide for a joint operations facility for the police and parks and recreation departments. The facility will include a four bay area for police department equipment and vehicles and a 23,000 square foot area for parks and recreation maintenance offices, equipment, and vehicles. The facility will be located on city-owned property off of Carolina Road providing a central location for deployment of police and parks and recreation equipment and vehicles. FY 19 $4,703,000

FY 20 $0

FY 21 $0

FY 22 $0

FY 23 $0

FY 24-28 $0

Total $4,703,000

Operating Costs: The projected annual operating cost is $20,000 for utilities beginning in FY20.

240

Public Buildings and Facilities City Buildings Human Resources Building Renovation â&#x20AC;&#x201C; Schools Administration This project will provide for 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 19 $0

FY 20 $0

FY 21 $0

FY 22 $0

FY 23 $500,000

FY 24-28 $2,900,000

Total $3,400,000

Operating Costs: The project will not have an operational impact on the City.

241

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CAPITAL IMPROVEMENTS PROGRAM & PLAN PUBLIC SAFETY FY 2019 - 2028

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) 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) Breathing Air System Self Contained Breating Apparatus Police: Joint Public Safety & Training Ctr (36 staff)

5 Year Summary Previous Funding

2,130,740 1,391,151 1,103,631 34,799 600,000 995,992 -

Total

2018-2019

790,370 330,000 1,000,000 -

2,120,370

2019-2020

814,081 620,060 491,727 1,000,000 -

2,925,868

2020-2021

838,504 577,130 1,000,000 250,000 1,165,674

3,831,308

2021-2022

863,659 360,600 360,600 1,475,848 500,000 4,000,000 -

7,560,707

2022-2023

889,568 863,659 306,138 371,418 1,671,673 4,000,000 500,000 -

8,602,456

5 Year Subtotal

1,753,227 3,306,614 2,193,928 732,018 1,671,673 1,475,848 491,727 1,000,000 1,000,000 4,500,000 500,000 5,000,000 250,000 1,165,674

25,040,709

6-10 Year Subtotal

10 Year Total

2,861,215 3,976,581 1,823,239 1,194,631 3,877,546 1,656,935 1,520,124 3,996,000 4,000,000 4,500,000 4,500,000 250,000 -

4,614,442 7,283,195 4,017,167 1,926,649 1,671,673 3,877,546 3,132,783 1,520,124 491,727 3,996,000 1,000,000 1,000,000 4,500,000 4,500,000 5,000,000 4,500,000 4,500,000 500,000 1,165,674

14,000,883

48,157,154

73,197,863

6-10 Year Subtotal

10 Year Total

Public Safety Funding Sources Fire Engines (Various New Stations) Fire Engines (Replacements) Ambulance (Replacements) Ambulance (Various New Stations ) Breathing Air System 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

Previous Funding

2018-2019

2019-2020

2020-2021

2021-2022

2022-2023

5 Year Subtotal

620,060 620,060 814,081 491,727 1,000,000 2,305,808

838,504 577,130 250,000 1,665,634 1,000,000 1,165,674 2,165,674

863,659 360,600 360,600 1,584,859 1,475,848 500,000 4,000,000 5,975,848

500,000 863,659 306,138 371,418 2,041,215 389,568 1,671,673 4,000,000 500,000 6,561,241

6,341,768

3,267,870

9,609,638

General Obligation Bonds

100,000 330,000 430,000 690,370 1,000,000 1,690,370

18,698,941

44,889,284

63,588,225

Total

2,120,370

2,925,868

3,831,308

7,560,707

8,602,456

25,040,709

48,157,154

73,197,863

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) Holland Road Fire Stn (36 staff) Self Contained Breating Apparatus Joint Public Safety & Training Ctr. (36 staff)

242

Annual Operating Impact

2018-2019

2019-2020

2020-2021

2021-2022

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) 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) Breathing Air System Self Contained Breating Apparatus

5,000 -

Police: Joint Public Safety & Training Ctr (36 staff)

Total Operating Cost

5,000

2022-2023

39,612 37,000 45,000 2,150,000 -

2,271,612

243

Public Safety Fire & Rescue Fire Engines 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 19 $790,370

FY 20 $814,081

FY 21 $838,504

FY 22 $863,659

FY 23 $1,753,227

FY 24-28 $6,837,796

Total $11,897,637

Operating Costs: The projected annual operating costs of new fire engines purchased in the first five years is $39,612 beginning in FY 23. New fire engines programmed for FY 24 through FY28 that are associated with new fire stations will have additional annual operating costs of $39,612 per fire engine.

Ambulances 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 19 $330,000

FY 20 $620,060

FY 21 $577,130

FY 22 $721,200

FY 23 $677,556

FY 24-28 $3,017,870

Total $5,943,816

Operating Costs: The projected annual operating costs of new ambulances purchased in the first five years is $37,000 beginning in FY 23. New ambulances planned for FY 24 through FY 28 that are associated with new fire stations will have additional annual operating costs of $37,000 per ambulance. 244

Public Safety Fire & Rescue Aerial Platform Truck 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 19 $0

FY 20 $0

FY 21 $0

FY 22 $0

FY 23 $1,671,673

FY 24-28 $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 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 19 $0

FY 20 $0

FY 21 $0

FY 22 $0

FY 23 $0

FY 24-28 $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. 245

Public Safety Fire & Rescue Fire Rescue Truck 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 19 $0

FY 20 $0

FY 21 $0

FY 22 $1,475,848

FY 23 $0

FY 24-28 $3,177,059

Total $4,652,907

Operating Costs: New fire rescue trucks programmed for FY22 and FY25 will have an annual operating impact of $45,000 per vehicle.

Fire Tanker Truck 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 19 $0

FY 20 $491,727

FY 21 $0

FY 22 $0

FY 23 $0

FY 24-28 $0

Total $491,727

Operating Costs: A replacement fire tanker truck programmed for FY19 will not have an operational impact on the City. 246

Public Safety Fire & Rescue

Joint Public Safety and Training Center 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 underground 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 19 $0

FY 20 $0

FY 21 $0

FY 22 $0

FY 23 $0

FY 24-28 $3,996,000

Total $3,996,000

Operating Costs: The projected annual operating cost of the fire & rescue departmentâ&#x20AC;&#x2122;s portion of the joint training facility is approximately $60,000 for utilities and maintenance beginning in FY26.

Lake Kilby Station Renovations (Station 4)

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 19 $0

FY 20 $1,000,000

FY 21 $0

FY 22 $0

FY 23 $0

FY 24-28 $0

Total $1,000,000

Operating Costs: The projected annual operating cost is $5,000 for utilities beginning in FY21. 247

Public Safety Fire & Rescue

Fire & Rescue Operations Building The project will provide for the construction of a 5,000 square foot operations building to centralize emergency medical service supplies, fire prevention evidence, station supplies and reserve apparatus. The adopted FY 18 Capital Budget appropriated $600,000 toward this project. $1M is programmed in FY 19 to complete the project.

FY 19 $1,000,000

FY 20 $0

FY 21 $0

FY 22 $0

FY 23 $0

FY 24-28 $0

Total $1,000,000

Operating Costs: The projected annual operating cost is $5,000 for utilities beginning in FY20.

Nansemond and Wilroy Road Fire Station Funding will provide for the construction of a three bay . to provide fire protection fire station/public safety center and emergency medical services to the growing areas along Nansemond Parkway and Wilroy Road.

FY 19 $0

FY 20 $0

FY 21 $0

FY 22 $500,000

FY 23 $4,000,000

FY 24-28 $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. 248

Public Safety Fire & Rescue Carolina Road Fire Station 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 19 $0

FY 20 $0

FY 21 $0

FY 22 $0

FY 23 $500,000

FY 24-28 $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 FY25.

College Drive Fire Station 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 19 $0

FY 20 $0

FY 21 $1,000,000

FY 22 $4,000,000

FY 23 $0

FY 24-28 $0

Total $5,000,000

Operating Costs: The projected annual operating cost is $2,150,000 including 36 new firefighters and utilities beginning in FY23.

249

Public Safety Fire & Rescue Pruden Boulevard Route 460 Fire Station 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 growing Pruden Boulevard area of the City.

FY 19 $0

FY 20 $0

FY 21 $0

FY 22 $0

FY 23 $0

FY 24-28 $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.

Holland Road Fire Station The project will provide for the design of a three bay fire station/public safety center to provide fire protection and emergency medical services to the growing area near Centerpoint and between the Forest Glen district and the village of Holland.

FY 19 $0

FY 20 $0

FY 21 $0

FY 22 $0

FY 23 $0

FY 24-28 $4,500,000

Total $4,500,000

Operating Costs: The projected annual operating cost of the project is $2,150,000 beginning in FY26 to include the addition of 36 new firefighters and utilities.

250

Public Safety Fire & Rescue Breathing Air System 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 19 $0

FY 20 $0

FY 21 $250,000

FY 22 $0

FY 23 $0

FY 24-28 $250,000

Total $500,000

Operating Costs: The project will not have an operational impact on the City.

Self Contained Breathing Apparatus 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 19 $0

FY 20 $0

FY 21 $1,165,674

FY 22 $0

FY 23 $0

FY 24-28 $0

Operating Costs: The project will not have an operational impact on the City.

Total $1,165,674 251

Public Safety Police Joint Public Safety and Training Center 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 underground 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 19 $0

FY 20 $0

FY 21 $0

FY 22 $0

FY 23 $0

FY 24-28 $14,000,883

Total $14,000,883

Operating Costs: The projected annual operating cost of the police departmentâ&#x20AC;&#x2122;s portion of the project is $2,829,596 for staffing of 36 police officers, civilian personnel, and utilities beginning in FY 26.

252

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CAPITAL IMPROVEMENTS PROGRAM & PLAN TRANSPORTATION FY 2019 - 2028

Transportation Planned Expenditures

5 Year Summary Previous Funding

2018-2019

2019-2020

2020-2021

2021-2022

2022-2023

5 Year Subtotal

6-10 Year Subtotal

10 Year Total

Local Urban Roadway Construction-Comp Plan Nansemond Pkwy Phase II Holland Road Yr. 2 - 10 Projects - TBD

10,405,757 49,208,424 -

1,634,740 8,475,000 -

8,000,000 -

8,000,000 7,375,000

10,000,000

1,634,740 24,475,000 27,375,000

50,000,000

1,634,740 24,475,000 77,375,000

2,600,000 250,000 100,000 483,382 206,000 800,000 4,916,827 1,900,000 17,164,408 -

2,775,000 3,325,000 700,000 600,000 25,000 3,200,000 12,162,049 206,000 200,000 3,358,516 50,000

3,000,000 625,000 6,375,000 775,000 3,358,516 50,000

2,000,000 625,000 175,000 50,000

2,000,000 600,000 50,000

2,000,000 3,000,000 65,000 50,000

5,775,000 3,950,000 6,000,000 7,700,000 3,000,000 1,200,000 1,040,000 3,200,000 12,162,049 206,000 200,000 6,717,032 250,000

10,000,000 42,000,000 1,200,000 425,000 46,000,000 250,000

5,775,000 3,950,000 16,000,000 7,700,000 45,000,000 2,400,000 1,465,000 3,200,000 12,162,049 46,000,000 206,000 200,000 6,717,032 500,000

36,711,305

22,183,516

18,225,000

12,650,000

15,115,000

104,884,821

149,875,000

254,759,821

2018-2019

2019-2020

2020-2021

2021-2022

2022-2023

5 Year Subtotal

6-10 Year Subtotal

10 Year Total

27,000,000

53,000,000

80,000,000

40,772,514

42,000,000

82,772,514

Local Urban Intersection Construction-Comp Plan N Pkwy/Bennetts Pasture Rd Intrsctn Rt. 17 Crittenden Road Intrsctn Yr. 2 - 10 Projects - TBD

Pitchkettle Road Improvements North Suffolk Connector Bennetts Creek Channel Dredging Rail Crossing Improvements Pruden Center Turn Lanes Shoulders Hill Rd/Rt 17 Intersection Shoulders Hill Road Widening Phase III Nansemond Pkwy Safety Improvements Harbour Town Pkwy Connect and Wetlands Crossing Nansemond Pkwy/Wilroy Rd Flyover Miscellaneous Roadway Improvements Total

Transportation Funding Sources Local Urban Rdway Constrn-Comp Plan 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 Lanes Shoulders Hill Road Widening Phase III State Transportation Funds Nansemond Pkwy Phase II Holland Road North Suffolk Connector Shoulders Hill Rd/Rt 17 Intersection State/Federal Grant Funds Harbour Town Pkwy Connect & Wetlands Crossing

Transfer from Rt. 17 Taxing District Fund Local Urban Rdway Constrn-Comp Plan Nansemond Pkwy Phase II Local Urban Intrsctn Const-Comp Plan Bennetts Creek Channel Dredging Rail Crossing Improvements Nansemond Pkwy Safety Improvements Miscellaneous Roadway Improvements Transfer from General Fund Local Urban Rdway Constrn-Comp Plan Holland Road 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 Lanes Shoulders Hill Road Widening Phase III Nansemond Pkwy/Wilroy Rd Flyover General Obligation Bonds Total

Previous Funding

1,387,500 1,662,500 350,000 1,600,000 5,000,000 1,610,465 8,000,000 12,162,049 21,772,514 200,000 200,000 24,275 600,000 25,000 206,000 50,000 905,275 475,000 -

1,500,000 312,500 3,187,500 5,000,000 8,000,000 8,000,000 775,000 50,000 825,000 -

3,687,500

5,000,000

1,000,000 312,500 5,000,000 8,000,000 8,000,000 -

1,000,000 6,000,000 -

1,000,000 6,000,000 3,000,000 3,000,000 -

200,000

175,000 50,000 225,000

600,000 50,000 650,000

65,000 50,000 115,000

3,687,500

5,000,000

2,720,275

1,875,000

4,595,275

1,387,500 1,662,500 350,000 1,600,000 3,358,516 8,833,516

1,500,000 312,500 3,187,500 3,358,516 8,358,516

1,000,000 312,500 5,000,000

1,000,000 6,000,000

34,192,032

53,000,000

87,192,032

36,711,305

22,183,516

18,225,000

12,650,000

15,115,000

104,884,821

149,875,000

254,759,821

253

Annual Operating Impact

2018-2019

2019-2020

2020-2021

2021-2022

2022-2023

Local Urban Roadway Construction-Comp Plan Nansemond Pkwy Phase II

Holland Road

Yr. 2 - 10 Projects - TBD

N Pkwy/Bennetts Pasture Rd Intrsctn

Rt. 17 Crittenden Road Intrsctn

Yr. 2 - 10 Projects - TBD

Pitchkettle Road Improvements

North Suffolk Connector

Bennetts Creek Channel Dredging

Rail Crossing Improvements

Pruden Center Turn Lanes

Shoulders Hill Rd/Rt 17 Intersection

Shoulders Hill Road Widening Phase III

Nansemond Pkwy Safety Improvements

Harbour Town Pkwy Connect and Wetlands Crossing

Nansemond Pkwy/Wilroy Rd Flyover

Miscellaneous Roadway Improvements

Local Urban Intersection Construction-Comp Plan

254

Transportation Local Urban Roadway Construction Comprehensive Plan The project will provide funding for various roadway construction projects recommended in the Cityâ&#x20AC;&#x2122;s 2035 Comprehensive Plan. FY19 projects include the Nansemond Parkway Phase II and Holland Road/Route 58 Widening projects. Future projects may include the Mills Godwin Bridge Widening, Kings Highway Bridge, Kimberly Bridge Improvements, 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 19 $10,109,740

FY 20 $8,000,000

FY 21 $15,375,000

FY 22 $10,000,000

FY 23 $10,000,000

FY 24-28 $50,000,000

Total $103,484,740

Operating Costs: The project will not have an operational impact on the City.

Local Urban Intersection Construction Comprehensive Plan 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 FY19 include Nansemond Parkway/Bennetts Pasture Road and Route 17/Crittenden Road. Projects are anticipated to be funded through 50% State Revenue Share and 50% local funds.

FY 19 $6,100,000

FY 20 $3,625,000

FY 21 $2,000,000

FY 22 $2,000,000

FY 23 $2,000,000

FY 24-28 $10,000,000

Total $25,725,000

Operating Costs: The project will not have an operational impact on the City. 255

Transportation Pitchkettle Road Improvements 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 19 $700,000

FY 20 $6,375,000

FY 21 $625,000

FY 22 $0

FY 23 $0

FY 24-28 $0

Total $7,700,000

Operating Costs: The project will not have an operational impact on the City.

North Suffolk Connector 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 100% federal funding.

FY 19 $0

FY 20 $0

FY 21 $0

FY 22 $0

FY 23 $3,000,000

FY 24-28 $42,000,000

Total $45,000,000

Operating Costs: The project will not have an operational impact on the City.

256

Transportation Bennetts Creek Channel Dredging 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 19 $600,000

FY 20 $0

FY 21 $0

FY 22 $600,000

FY 23 $0

FY 24-28 $1,200,000

Total $2,400,000

Operating Costs: The project will not have an operational impact on the City.

Rail Crossing Improvements 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.

FY 19 $25,000

FY 20 $775,000

FY 21 $175,000

FY 22 $0

FY 23 $65,000

FY 24-28 $425,000

Total $1,465,000

Operating Costs: The project will not have an operational impact on the City

257

Transportation Pruden Center Turn Lanes This project will address safety concerns related to vehicles entering and existing 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. The project is anticipated to be funded with 50% State Revenue Share funds and 50% local funds.

FY 19 $3,200,000

FY 20 $0

FY 21 $0

FY 22 $0

FY 23 $0

FY 24-28 $0

Total $3,200,000

Operating Costs: The project will not have an operational impact on the City.

Shoulders Hill Rd/Rt. 17 Intersection 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 $4.9M in state, federal, and local funding has already been appropriated for this project. An additional $12.1M in federal funding is programmed in FY19.

FY 19 $12,162,049

FY 20 $0

FY 21 $0

FY 22 $0

FY 23 $0

FY 24-28 $0

Total $12,162,049

Operating Costs: The project will not have an operational impact on the City

258

Transportation . Shoulders Hill Road Widening Phase III 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 funded with 50% State Revenue Share funds and 50% local funds. FY 19 $0

FY 20 $0

FY 21 $0

FY 22 $0

FY 23 $0

FY 24-28 $46,000,000

Total $46,000,000

Operating Costs: The project will not have an operational impact on the City.

Nansemond Parkway Safety Improvements The project will eliminate a deep ditch located on the south side of the 4800 block of Nansemond Parkway. The ditch is located within 18 inches of the edge of the road pavement. Improvements are limited to reducing the hazard and are not intended to serve as enhancements. The ditch will be piped over a distance of approximately 1,240 feet and include a swale over the pipe with drop inlets to accommodate roadway runoff. The project will be funded by 100% local funds. FY 19 $206,000

FY 20 $0

FY 21 $0

FY 22 $0

FY 23 $0

FY 24-28 $0

Total $206,000

Operating Costs: The project will not have an operational impact on the City.

259

Transportation . Harbour Town Parkway Connector and Wetlands Crossing The project will provide connection of Habour Town Parkway across an existing wetlands area. Construction will include installation of a bottomless culvert, storm drain, roadway improvements, lighting, and landscaping. The project will be funded by 100% Route 17 Special Taxing District funds.

FY 19 $200,000

FY 20 $0

FY 21 $0

FY 22 $0

FY 23 $0

FY 24-28 $0

Total $200,000

Operating Costs: The project will not have an operational impact on the City.

Nansemond Parkway/Wilroy Road Flyover 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. City Council appropriated $17.1M in funding for this project in FY18 including $16.1M from the Virginia Department of Transportation and $1M in bond funds. The remaining portion of the required local matching funds, $6.7M, is programmed in FY19 and FY20. FY 19 $3,358,516

FY 20 $3,358,516

FY 21 $0

FY 22 $0

FY 23 $0

FY 24-28 $0

Total $6,717,032

Operating Costs: The project will not have an operational impact on the City.

260

Transportation . Improvements Miscellaneous Roadway The project will provide for miscellaneous roadway improvements that are not eligible for completion with state maintenance funds.

FY 19 $50,000

FY 20 $50,000

FY 21 $50,000

FY 22 $50,000

FY 23 $50,000

FY 24-28 $250,000

Total $500,000

Operating Costs: The project will not have an operational impact on the City.

261

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CAPITAL IMPROVEMENTS PROGRAM & PLAN PUBLIC SCHOOLS FY 2019 - 2028

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 - 1,200 student Forest Glenn Mid Sch Replacement-800 student John Yeates Mid Sch Replacement-1,200 student Kilby Shores Elem. Replacement - 800 student New Downtown Elementary School - 600 student New High School - 2,000 student

5 Year Summary Previous Funding * 475,000 3,000,000 4,000,000 -

Total

2018-2019

2019-2020

2020-2021

2021-2022

2022-2023

5 Year Subtotal

6-10 Year Subtotal

10 Year Total

75,000 2,500,000 -

75,000 2,500,000 2,000,000 -

75,000 2,500,000 1,000,000 -

75,000 2,500,000 5,000,000 4,000,000 -

75,000 2,500,000 3,380,000 10,000,000 -

375,000 12,500,000 6,000,000 2,000,000 4,000,000 3,380,000 10,000,000 -

375,000 12,500,000 8,000,000 33,000,000 40,000,000 43,000,000 29,000,000 25,000,000 53,000,000

750,000 25,000,000 6,000,000 2,000,000 4,000,000 11,380,000 43,000,000 40,000,000 43,000,000 29,000,000 25,000,000 53,000,000

2,575,000

4,575,000

3,575,000

11,575,000

15,955,000

38,255,000

243,875,000

282,130,000

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

2018-2019

2019-2020

2020-2021

2021-2022

2022-2023

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 2,000,000 4,500,000

75,000 75,000 2,500,000 1,000,000 3,500,000

75,000 75,000 2,500,000 5,000,000 4,000,000 11,500,000

75,000 75,000 2,500,000 3,380,000 10,000,000 15,880,000

Total

2,575,000

4,575,000

3,575,000

11,575,000

15,955,000

JFK Middle Replacement - 1,200 student Forest Glenn Mid Sch Replacement-800 student John Yeates Mid Sch Replacement-1,200 student Kilby Shores Elem. Replacement - 800 student New Downtown Elementary School - 600 student

Annual Operating Impact

2018-2019

2019-2020

2020-2021

2021-2022

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 - 1,200 student Forest Glenn Mid Sch Replacement-800 student John Yeates Mid Sch Replacement-1,200 student Kilby Shores Elem. Replacement - 800 student New Downtown Elementary School - 600 student New High School - 2,000 student

750,000 1,500,000 -

Total Operating Cost

2,250,000

5 Year Subtotal

6-10 Year Subtotal

10 Year Total

1,137,365

375,000

750,000

37,880,000

242,362,635

280,242,635

38,255,000

243,875,000

282,130,000

2022-2023

262

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Public Schools Hazardous Materials Management Funding is programmed each year to test and abate harmful substances as identified as potential problems to students and staff in school facilities.

FY 19 $75,000

FY 20 $75,000

FY 21 $75,000

FY 22 $75,000

FY 23 $75,000

FY 24-28 $375,000

Total $750,000

Operating Costs: The project will not have an operational impact on Suffolk Public Schools.

Schools Major Repairs/Systems Replacement 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 19 $2,500,000

FY 20 $2,500,000

FY 21 $2,500,000

FY 22 $2,500,000

FY 23 $2,500,000

FY 24-28 $12,500,000

Total $25,000,000

Operating Costs: The project will not have an operational impact on Suffolk Public Schools.

263

Public Schools Northern Shores Elementary Addition The project will provide for the design and construction of an additional wing adding 10 classrooms to eliminate overcrowding and use of mobile units. Funding is programmed in FY21 for design with construction funding in FY22.

FY 19 $0

FY 20 $0

FY 21 $1,000,000

FY 22 $5,000,000

FY 23 $0

FY 24-28 $0

Total $6,000,000

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 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 19 $0

FY 20 $2,000,000

FY 21 $0

FY 22 $0

FY 23 $0

FY 24-28 $0

Total $2,000,000

Operating Costs: The project is not anticipated to result in significant new operating costs.

264

Public Schools Excel Academy at Driver 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 19 $0

FY 20 $0

FY 21 $0

FY 22 $4,000,000

FY 23 $0

FY 24-28 $0

Total $4,000,000

Operating Costs: The projected annual operating cost is $1,500,000 for staffing and utilities beginning in FY 23.

Operations Facility 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 19 $0

FY 20 $0

FY 21 $0

FY 22 $0

FY 23 $3,380,000

FY 24-28 $8,000,000

Total $11,380,000

Operating Costs: The project is not anticipated to result in significant new operating costs.

265

Public Schools John F. Kennedy Middle School Replacement The project will replace John F. Kennedy Middle School with a new 1,200 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 FY23 for land acquisition and design with construction funding included in FY24 and FY25.

FY 19 $0

FY 20 $0

FY 21 $0

FY 22 $0

FY 23 $10,000,000

FY 24-28 $33,000,000

Total $43,000,000

Operating Costs: The project is not anticipated to result in significant new operating costs.

Forest Glenn Middle School Replacement 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 FY24 for land acquisition and design with construction funding in FY25 and FY26.

FY 19 $0

FY 20 $0

FY 21 $0

FY 22 $0

FY 23 $0

FY 24-28 $40,000,000

Total $40,000,000

Operating Costs: The project is not anticipated to result in significant new operating costs.

266

Public Schools John Yeates Middle School Replacement The project will replace John Yeates Middle School with a new 1,200 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 FY25 for land acquisition and design with construction funding in FY26 and FY27.

FY 19 $0

FY 20 $0

FY 21 $0

FY 22 $0

FY 23 $0

FY 24-28 $43,000,000

Total $43,000,000

Operating Costs: The project is not anticipated to result in significant new operating costs.

Kilby Shores Elementary School Replacement 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 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 and FY28.

FY 19 $0

FY 20 $0

FY 21 $0

FY 22 $0

FY 23 $0

FY 24-28 $29,000,000

Total $29,000,000

Operating Costs: The project is not anticipated to result in significant new operating costs.

267

Public Schools New Downtown Elementary School This project will provide for the construction of a new 600 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 19 $0

FY 20 $0

FY 21 $0

FY 22 $0

FY 23 $0

FY 24-28 $25,000,000

Total $25,000,000

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 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 19 $0

FY 20 $0

FY 21 $0

FY 22 $0

FY 23 $0

FY 24-28 $53,000,000

Total $53,000,000

Operating Costs: The projected annual operating cost of the new high school is $4.5M for staffing, utilities, and operations beginning in FY29.

268

CAPITAL IMPROVEMENTS PROGRAM & PLAN VILLAGE & NEIGHBORHOOD INITIATIVES FY 2019 - 2028

Village & Neighborhood Initiatives Planned Expenditures Village & Neighborhood Improvements ** Open Space Improvements

5 Year Summary Previous Funding 5,643,329 965,000

Total

2018-2019

2019-2020

2020-2021

2021-2022

2022-2023

5 Year Subtotal

6-10 Year Subtotal

10 Year Total

145,000 250,000

904,750 250,000

3,764,000 1,250,000

6,862,000 1,250,000

10,626,000 2,500,000

395,000

1,154,750

5,014,000

8,112,000

13,126,000

**The FY 2018-2019 allocation of $395,000 will be supplemented by $620,000 in existing Village & Neighborhood and Community Development Block Grant (CDBG) funds for a total allocation of $1,015,000 in FY 2018-2019. **Project includes consolidated funding to address all neighborhood issues to include curb, gutter, and sidewalk improvements.

Village & Neighborhood Initiatives Funding Sources

Previous Funding

2018-2019

2019-2020

2020-2021

2021-2022

2022-2023

5 Year Subtotal

6-10 Year Subtotal

10 Year Total

Village & Neighborhood Improvements ** Open Space Improvements Transfer from General Fund

145,000 250,000 395,000

904,750 250,000 1,154,750

5,014,000

8,112,000

13,126,000

Total

395,000

1,154,750

5,014,000

8,112,000

13,126,000

Annual Operating Impact

2018-2019

2019-2020

2020-2021

2021-2022

2022-2023

Village & Neighborhood Improvements ** Open Space Improvements

Total Operating Cost

269

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Village and Neighborhood Initiatives Village & Neighborhood Improvements 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 19 $145,000

FY 20 $904,750

FY 21 $904,750

FY 22 $904,750

FY 23 $904,750

FY 24-28 $6,862,000

Total $10,626,000

FY19 funding will be supplemented by $620,000 of existing Village & Neighborhood and Community Development Block Grant (CDBG) funds. Operating Costs: The project will not have an operational impact on the City.

Open Space Improvements 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 19 $250,000

FY 20 $250,000

FY 21 $250,000

FY 22 $250,000

FY 23 $250,000

FY 24-28 $1,250,000

Total $2,500,000

Operating Costs: The project will not have an operational impact on the City. 270

271

Project

904,750

145,000

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

3,764,000

445,560

1,328,000

965,440

1,025,000

5 Year Subtotal

6,862,000

2,231,460

856,440

1,318,540

750,000

1,705,560

2024-2028

10,626,000

2,231,460

1,302,000

1,328,000

1,318,540

750,000

2,671,000

1,025,000

10 Year Total

Note 1: The FY2018/2019 request of $145,000 will be suplemented by a previous contribution of $620,000 in existing availabule funds as follows: $400,000 (Village and Neighborhood Improvements / Future Project funds) and $220,000 (FY 17/18 CDBG / Community and Neighborhood Improvement funds).

TOTALS

Future Projects (As yet to be Determined per Neighborhood Assessment Tool and Assessment of Other Specified Needs)

Future Projects

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)

Closed Drainage & Street Improvements - Area 2 (S. 4th Street, S. 5th Street, S. 6th Street, and S. 7th Street)

407,140

Sidewalk, Closed Drainage, and Intersection & Street Improvements - (Suburban Dr. at Portsmouth Blvd.)

145,000

Closed Drainage & Street Improvements - Area 1 (S. Division Street, Camp Avenue, S. Lloyd Street,S. Capital Street, and Freeney Avenue ) - See Note 1

Closed Drainage & Street Improvements - Area 4 - (Beech Street and Oak Street, HalifaxStreet and Bank Street, Collie Street, Sunset Street, Willow Street, and Railroad Avenue)

497,610

2019-2020

Suburban Drive and Portsmouth Boulevard Improvements

Rosemont Neighborhood Improvements

Closed Drainage & Street Improvements - Area 3 (N. 8th Street, N. 9th Street, N. 10th Street, and N. 11th Street)

2018-2019

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. Capital Street, and Bank Street) Improvements

FUTURE / PROPOSED VILLAGE & NEIGHBORHOOD IMPROVEMENT PROJECTS (As Determined per Neighborhood Assessment Tool and Assessment of Other Specified Needs)

Community

FY 2018 / 2019 Proposed Budget Request

VILLAGE & NEIGHBORHOOD IMPROVEMENTS

FY 2019 - 2028 CAPITAL IMPROVEMENTS PLAN

272

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 2019 - 2028 CAPITAL IMPROVEMENTS PLAN

250,000

2019-2020

250,000

2018-2019

250,000

2020-2021

FY 2018 / 2019 Proposed Budget Request

250,000

2021-2022

OPEN SPACE and QUALITY OF LIFE IMPROVEMENTS

250,000

2022-2023

1,250,000

5 Year Subtotal

1,250,000

2024-2028

2,500,000

10 Year Total

273

274

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Utility Fund

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CAPITAL IMPROVEMENTS PROGRAM & PLAN PUBLIC UTILITIES FUND FY 2019 - 2028

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

2019-2020

2020-2021

2021-2022

2022-2023

5 Year Subtotal

6-10 Year Subtotal

10 Year Total

54,572,000

1,060,000

850,000

5,870,000

1,600,000

3,820,000

13,200,000

48,780,000

61,980,000

20,625,000 6,875,000

2,500,000 2,325,000

6,800,000 1,825,000

725,000

1,300,000

985,000

9,300,000 7,160,000

35,800,000 3,605,000

45,100,000 10,765,000

5,885,000

9,475,000

6,595,000

2,900,000

4,805,000

29,660,000

88,185,000

117,845,000

Subtotal Water Projects: Sewer Projects Sanitary Sewer Extensions

2018-2019

5,200,000

300,000

550,000

300,000

45,831,000

6,650,000

7,300,000

7,100,000

6,950,000

Subtotal Sewer Projects: Total Public Utilities Fund

7,850,000

7,400,000

7,100,000 7,100,000

300,000

1,450,000

600,000

2,050,000

7,100,000

35,250,000

35,500,000

70,750,000

7,400,000

12,835,000

17,325,000

13,995,000

10,000,000

12,205,000

2018-2019

2019-2020

2020-2021

2021-2022

2022-2023

36,700,000 66,360,000

36,100,000

72,800,000

124,285,000

190,645,000

6-10 Year Subtotal

10 Year Total

Public Utilities Fund Funding Sources

Previous Funding

5 Year Subtotal

Public Utilities Revenue Bonds

5,335,000

11,050,000

8,800,000

4,300,000

6,800,000

36,285,000

98,900,000

135,185,000

Transfer from Public Utilities Fund

7,500,000

6,275,000

5,195,000

5,700,000

5,405,000

30,075,000

25,385,000

55,460,000

12,835,000

17,325,000

13,995,000

10,000,000

12,205,000

66,360,000

124,285,000

190,645,000

2018-2019

2019-2020

2020-2021

2021-2022

2022-2023

Total Public Utilities Fund

Annual Operating Impact

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

4,200,000 4,200,000

(1,225,000)

(1,080,000)

505,000

(295,000)

266,750

552,500

440,000

215,000

(958,250)

(527,500)

945,000

(80,000)

275

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Water Projects Water Source Development and Water Treatment Plant Expansion The project provides for the development, upgrades, and expansion of the Cityâ&#x20AC;&#x2122;s public water supply sources and treatment plant facilities. Projects include upgrades to the G. Robert House Water Treatment Plant, EDR membrane replacement and the expansion of the surface water plant, Crumps Mill Pond surface dam upgrades, and water source development charges. Funding in FY 19 is programmed for repairs to the Crumps Mill Pond spillway and water source development reservation charges.

FY 19 $1,060,000

FY 20 $850,000

FY 21 $5,870,000

FY 22 $1,600,000

FY 23 $3,820,000

FY 24-28 $48,780,000

Total $61,980,000

Operating Costs: The project will not have an operational impact on the City.

Water Distribution & Transmission System Expansion The project provides for the expansion of the Cityâ&#x20AC;&#x2122;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 the Route 10 transmission main from the water treatment plant to Isle of Wight County. Funding in FY19 is programed for the construction of the Route 10 water transmission main. FY 19 $2,500,000

FY 20 $6,800,000

FY 21 $0

FY 22 $0

FY 23 $0

FY 24-28 $35,800,000

Total $45,100,000

Operating Costs: The project will not have an operational impact on the City.

276

Water Projects Water System Upgrades 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. FY19 funding continues the small water main replacement program, water service line replacements, and provides supplemental funding for the Chuckatuck water distribution system replacement, as well as design for the replacement of undersized mains on Third Avenue.

FY 19 $2,325,000

FY 20 $1,825,000

FY 21 $725,000

FY 22 $1,300,000

FY 23 $985,000

FY 24-28 $3,605,000

Total $10,765,000

Operating Costs: The project will not have an operational impact on the City.

277

278

Water System Upgrades

Programmed Water Projects

Water Distribution & Transmission System Expansion

Programmed Water Projects

Water Source Development & Water Treatment Plant Upgrades

Programmed Water Projects

Projects

2022-2023

Projects

Water Source Development Charge $820,000

EDR Plant Membrane Replacement (C) $3,000,000

$3,820,000

Projects

Southern Transmission Main Ph. I (Moores Farm Ln to Exeter Dr.) (C) $14,000,000

$14,000,000

2023-2024

Projects

Water Source Development Charge $740,000

$740,000

2023-2024

Projects

$1,200,000

2024-2025

Projects

Water Source Development Charge $760,000

Crumps Mill Pond Dam & Impoundment Improvements (C) $8,000,000

$8,760,000

2024-2025

Projects

Water Tank Rehabilitation (County St Tank) $800,000

Meter Upgrades $200,000

Meter Upgrades $300,000

Meter Upgrades $250,000

Water Service Line Upgrades $150,000

$1,300,000

2021-2022

Water Service Line Upgrades $150,000

$725,000

2020-2021

Neighborhood Replacements Peanut Park Area Upgrade (C) $900,000

$1,825,000

2019-2020

Neighborhood Replacements Neighborhood Replacements Neighborhood Replacements Chuckatuck/Oakland (C) and Peanut Park Area (C) Third Ave. Mahan St./Day St. (C) and Third Ave. (D) (C) and Mahan St./Day St. (D) Lakeside Ph. 2 (D) $1,875,000 $675,000 $325,000

$2,325,000

2018-2019

Meter Upgrades $300,000

Water Service Line Upgrades $150,000

Neighborhood Replacements Forrest Dr. (D) and Lakeside Ph. 2 (C) $535,000

$985,000

2022-2023

Meter Upgrades $325,000

Water Service Line Upgrades $150,000

Neighborhood Replacements Adams/Mullberry St. Area (D) and Forrest St. (C) $200,000

$675,000

2023-2024

Projects

Meter Upgrades $280,000

Meter Upgrades $200,000

Water Service Line Upgrades $250,000

Neighborhood Replacements Forest St. (C) $450,000

Neighborhood Replacements Adams/Mulberry St. Area (C) and Harrell Dr. Area Upgrade (D) $600,000

Water Service Line Upgrades $250,000

$900,000

2025-2026

Projects

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) $750,000

$950,000

2025-2026

Projects

Water Source Development Charge $680,000

Surface Water Treatment Plant 8 MGD Phase III C Expansion (D) $1,000,000

$1,680,000

2025-2026

$1,130,000

2024-2025

Projects

2021-2022

Projects

Water Source Development Charge $800,000

Crumps Mill Pond Dam & Impoundment Improvements (D) $800,000

$1,600,000

Projects 2022-2023

Projects

2020-2021

Projects

Water Source Development Charge $870,000

EDR Plant Membrane Replacement (C) $5,000,000

$5,870,000

Projects 2021-2022

RT 58 Supply Transmission Main (Rt. 460 to Kenyon Rd. (D) $1,200,000

Southern Transmission Main Ph. G (Water Plant to Everett's Rd.) (C) $6,800,000

$6,800,000

Projects 2020-2021

RT 10 Transmission Main (Kings Hwy. to IOW) (C) $2,500,000

$2,500,000

2019-2020

Projects

2018-2019

Water Source Development Charge $850,000

$850,000

2019-2020

Water Source Development Charge $910,000

Crumps Mill Pond Dam & Impoundment Improvements (C) $150,000

$1,060,000

2018-2019

Capital Improvements Program & Plan Utility Fund FY 2018-2019 through FY 2027-2028 Programmed Water Projects Projects

Projects

Surface Water Treatment Plant 8 MGD Phase III C Expansion (C) $36,000,000

$36,750,000

2027-2028

Meter Upgrades $200,000

Water Service Line Upgrades $250,000

$450,000

2026-2027

Projects

RT 58 Supply Transmission Main (Rt. 460 to Kenyon Rd. (C) $19,500,000

$19,500,000

2026-2027

Projects

Water Source Development Charge $700,000

Meter Upgrades $200,000

Water Service Line Upgrades $250,000

$450,000

2027-2028

Projects

Southern Transmission Main Ph. J (Exeter Dr./Gardner Ln. to Rt. 460) (LA) $150,000

$150,000

2027-2028

Projects

Water Source Development Charge $600,000

WTWA Ground Water Permit WTWA Ground Water Permit Renewal (Permit Development) Renewal (Permit Development) $150,000 $150,000

$850,000

2026-2027

Sewer Projects Sanitary Sewer Extensions 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 19 and 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 19 $300,000

FY 20 $550,000

FY 21 $300,000

FY 22 $0

FY 23 $300,000

FY 24-28 $600,000

Total $2,050,000

Operating Costs: The project will not have an operational impact on the City.

Sanitary Sewer System Upgrades The project will provide for the renovation, rehabilitation, and replacement of the City’s sanitary sewer system. The system currently consists of 147 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 19 funding and future funding continues the MOM program, immediate find and fix repairs, electrical/control upgrades to various pump stations, and funds the initial phase of Pump Station No. 163 gravity main system replacement. FY 19 $6,650,000

FY 20 $7,300,000

FY 21 $7,100,000

FY 22 $7,100,000

FY 23 $7,100,000

FY 24-28 $35,500,000

Total $70,750,000

Operating Costs: The project will not have an operational impact on the City.

279

280

Sanitary Sewer System Upgrades

Programmed Sewer Projects

Sanitary Sewer Extension Projects

Programmed Sewer Projects

Projects

MOM Program (System Maintenance Find & Fix Upgrades; Flow Monitoring) $3,600,000

Pump Station Upgrades (C); Lakeside Ph 2 (C); Downtown Sewer System Improvements and Old Town Sewer Improvements (D) $3,500,000

MOM Program (System Maintenance Find & Fix Upgrades; Flow Monitoring) $3,600,000

Pump Station Upgrades (C); Peanut Park/Hall Pl. Gravity Sewer System Upgrades (C); PS #17 Relocation (C): and Lakeside Ph 2 (D) $3,700,000

MOM Program (System Maintenance Find & Fix Upgrades; Flow Monitoring) $3,600,000

Pump Station Elect & Control Cabinet Upgrades; Peanut Park/Hall Pl. Gravity Sewer System Upgrades $3,050,000

$7,100,000

2020-2021

$7,300,000

2019-2020

$6,650,000

2018-2019

Projects

$300,000

Misc. Extensions (C)

3800 Blk Pughsville Road Extension (C) $550,000

Projects 2020-2021

$300,000

$550,000

2019-2020

Misc. Extensions (C)

$300,000

2018-2019

Projects

Pump Station Upgrades (C); Peanut Park/Hall Pl Gravity Sewer System (C); and Old Town Sewer Improvements (C) $3,500,000

MOM Program (System Maintenance Find & Fix Upgrades; Flow Monitoring) $3,600,000

$7,100,000

2021-2022

Projects

2021-2022

Pump Station Upgrades (C); and Downtown Area Improvements (C) $3,500,000

MOM Program (System Maintenance Find & Fix Upgrades; Flow Monitoring) $3,600,000

$7,100,000

2022-2023

Projects

$300,000

Misc. Extensions (C)

$300,000

2022-2023

Projects

$7,100,000

2023-2024

Projects

2023-2024

Pump Station Upgrades (C); and Downtown Area Improvements (C) $3,500,000

MOM Program (System Maintenance Find & Fix Upgrades; Flow Monitoring) $3,600,000

Capital Improvements Program & Plan Utility Fund FY 2018-2019 through FY 2027-2028 Programmed Sewer Projects Projects

Pump Station Upgrades (C); and Downtown Area Improvements (C) $3,500,000

MOM Program (System Maintenance Find & Fix Upgrades; Flow Monitoring) $3,600,000

$7,100,000

2024-2025

Projects

$300,000

Misc. Extensions (C)

$300,000

2024-2025

Projects

Pump Station Upgrades (C); and Downtown Area Improvements (C) $3,500,000

MOM Program (System Maintenance Find & Fix Upgrades; Flow Monitoring) $3,600,000

$7,100,000

2025-2026

Projects

2025-2026

Projects

Pump Station Upgrades (C); and Downtown Area Improvements (C) $3,500,000

MOM Program (System Maintenance Find & Fix Upgrades; Flow Monitoring) $3,600,000

$7,100,000

2026-2027

Projects

$300,000

Misc. Extensions (C)

$300,000

2026-2027

Projects

Pump Station Upgrades (C); and Downtown Area Improvements (C) $3,500,000

MOM Program (System Maintenance Find & Fix Upgrades; Flow Monitoring) $3,600,000

$7,100,000

2027-2028

Projects

2027-2028

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Stormwater

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CAPITAL IMPROVEMENTS PROGRAM & PLAN STORMWATER FUND FY 2019 - 2028

Stormwater Fund Planned Expenditures Olde Towne Master Drainage Study Rural Stormwater Improvements Respass Beach Drainage Improvements Pughsville Drainage Improvements Cedar Hill Stream Restoration Neighborhood Drainage Improvements Seaboard Trail Ponding (Driver)

5 Year Summary Previous Funding 175,000 1,000,000 145,000 1,250,000 -

Total Stormwater Fund

2018-2019

2019-2020

2020-2021

2021-2022

2022-2023

5 Year Subtotal

6-10 Year Subtotal

10 Year Total

175,000 1,500,000 270,000 75,000

400,000 -

400,000 400,000 -

400,000 400,000 400,000 -

400,000 220,000 400,000 400,000 -

175,000 1,200,000 220,000 800,000 1,500,000 1,870,000 75,000

1,000,000 800,000 700,000 1,200,000 1,175,000

1,175,000 2,000,000 920,000 2,000,000 1,500,000 1,870,000 1,250,000

2,020,000

400,000

800,000

1,200,000

1,420,000

5,840,000

4,875,000

10,715,000

Stormwater Fund Funding Sources

Previous Funding

2018-2019

Rural Stormwater Improvements Pughsville Drainage Improvements State Transportation Funds Cedar Hill Stream Restoration (SLAF) State/Federal Grant Funds Olde Towne Master Drainage Study Rural Stormwater Improvements Respass Beach Drainage Improvements Pughsville Drainage Improvements Cedar Hill Stream Restoration Neighborhood Drainage Improvements Seaboard Trail Ponding (Driver) Transfer from Stormwater Fund Cedar Hill Stream Restoration Transfer from Cemetery Fund

750,000 750,000 175,000 500,000 270,000 75,000 1,020,000 250,000 250,000

Total Stormwater Fund

2,020,000

Annual Operating Impact

2018-2019

2019-2020 -

2020-2021

2021-2022

2022-2023

5 Year Subtotal

200,000 200,000 200,000 -

200,000 200,000 400,000 200,000 200,000

200,000 200,000 400,000 200,000 220,000 200,000

400,000 400,000 -

400,000 600,000 -

400,000 800,000 -

400,000 1,020,000 -

3,840,000

400,000

800,000

1,200,000

1,420,000

5,840,000

2019-2020

2020-2021

2021-2022

1,000,000 750,000

250,000

6-10 Year Subtotal

1,000,000 -

3,875,000 4,875,000

10 Year Total

2,000,000 750,000

7,715,000 250,000 10,715,000

2022-2023

Olde Towne Master Drainage Study Rural Stormwater Improvements Respass Beach Drainage Improvements Pughsville Drainage Improvements Cedar Hill Stream Restoration Neighborhood Drainage Improvements Seaboard Trail Ponding (Driver)

Total Operating Cost

281

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Stormwater Olde Towne Master Drainage Study 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 Cityâ&#x20AC;&#x2122;s Chesapeake Bay Total Maximum Daily Load (TMDL) reduction requirements. FY19 funding will provide the balance of funds needed to complete the master drainage study.

FY 19 $175,000

FY 20 $0

FY 21 $0

FY 22 $0

FY 23 $0

FY 24-28 $1,000,000

Total $1,175,000

Operating Costs: The project will not have an operational impact on the City.

Rural Stormwater Improvements 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 19 $0

FY 20 $0

FY 21 $400,000

FY 22 $400,000

FY 23 $400,000

FY 24-28 $800,000

Total $2,000,000

Operating Costs: The project will not have an operational impact on the City.

282

Stormwater Respass Beach Drainage Improvements The project will provide for the continuation of drainage improvements in the Respass Beach area in Northern Suffolk. A stormwater drainage study and minor improvements were completed with previous year capital funding.

FY 19 $0

FY 20 $0

FY 21 $0

FY 22 $0

FY 23 $220,000

FY 24-28 $700,000

Total $920,000

Operating Costs: The project will not have an operational impact on the City.

Pughsville Drainage Improvements The project will provide for the continuation of drainage improvements in the Pughsville area based on the recommendations of the 2012 drainage study.

FY 19 $0

FY 20 $0

FY 21 $0

FY 22 $400,000

FY 23 $400,000

FY 24-28 $1,200,000

Total $2,000,000

Operating Costs: The project will not have an operational impact on the City. 283

Stormwater Cedar Hill Stream Restoration The project will provide for the restoration of the stream that runs along Cedar Hill Cemetery in downtown Suffolk. The stream restoration is expected to reduce erosion and protect the historic cemetery, as well as provide for pollutant removal credits towards the City’s Virginia Stormwater Management Program permit. Anticipated funding sources include $750,000 from the Virginia Department of Environmental Quality Local Assistance Fund (SLAF), $250,000 from the City’s Cemetery Fund, and $500,000 from the Stormwater Fund. FY 19 $1,500,000

FY 20 $0

FY 21 $0

FY 22 $0

FY 23 $0

FY 24-28 $0

Total $1,500,000

Operating Costs: The project will not have an operational impact on the City.

Neighborhood Drainage Improvements 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, Steeple Drive in the Eclipse community, Olde Mill Creek, Heron’s Point, the 500 block of Highland Avenue, Pughsville Road near the intersection of Shoulders Hill Road, the 100 block of Maple Street, and a drainage study in the Columbus Avenue area.

FY 19 $270,000

FY 20 $400,000

FY 21 $400,000

FY 22 400,000

FY 23 $400,000

FY 24-28 $0

Total $1,870,000

Operating Costs: The project will not have an operational impact on the City.

284

Stormwater Seaboard Trail Ponding (Driver) The project will provide for a drainage study to examine ponding issues and infrastructure needs alongside the recently completed Seaboard Coastline Trail. Future funding is programmed for construction of drainage improvements recommended by the drainage study.

FY 19 $75,000

FY 20 $0

FY 21 $0

FY 22 $0

FY 23 $0

FY 24-28 $1,175,000

Total $1,250,000

Operating Costs: The project will not have an operational impact on the City.

285

RT. 17 Taxing District Fund

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CAPITAL IMPROVEMENTS PROGRAM & PLAN RT. 17 TAXING DISTRICT FY 2019 - 2028

RT 17 TAXING DISTRICT Planned Expenditures James River Shoreline Open Space

5 Year Summary Previous Funding * -

Total RT 17 Taxing District Fund

2018-2019

2019-2020

2020-2021

1,000,000

2021-2022 -

2022-2023

5 Year Subtotal

6-10 Year Subtotal

10 Year Total

1,000,000

RT 17 TAXING DISTRICT Funding Sources

Previous Funding

2018-2019

2019-2020

2020-2021

2021-2022

2022-2023

5 Year Subtotal

6-10 Year Subtotal

10 Year Total

James River Shoreline Open Space RT. 17 Taxing District Fund

1,000,000 1,000,000

1,000,000

Total Taxing District Fund

1,000,000

Annual Operating Impact

2018-2019

2019-2020

2020-2021

2018-2019

2022-2023

James River Shoreline Open Space

Total Operating Cost

286

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RT. 17 Taxing District Fund James River Shoreline Open Space The City is collaborating with the Tidewater Community College (TCC) Real Estate Foundation on planning efforts to support the future development of over 300 acres on the James River in Northern Suffolk. These efforts include protecting the shoreline from additional erosion and planning for the development of a public space that could include a linear park along the riverfront. Funding of $1M is proposed from the Route 17 Special Taxing District Fund in support of professional services to begin design and consulting work. FY 19 $1,000,000

FY 20 $0

FY 21 $0

FY 22 $0

FY 23 $0

FY 24-28 $0

Total $1,000,000

Operating Costs: The project will not have an operational impact on the City.

287

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Fleet Fund

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CAPITAL IMPROVEMENTS PROGRAM & PLAN FLEET FUND FY 2019 - 2028

Fleet Fund Planned Expenditures Replacement of Fleet Facilities

5 Year Summary Previous Funding -

Total Fleet Fund

2018-2019

2019-2020

2020-2021

2021-2022

2022-2023

5 Year Subtotal

6-10 Year Subtotal

10 Year Total

2,175,000

12,325,000

14,500,000

2,175,000

12,325,000

14,500,000

6-10 Year Subtotal

10 Year Total

Fleet Fund Funding Sources

Previous Funding

2018-2019

2019-2020

2020-2021

2021-2022

2022-2023

5 Year Subtotal

Replacement of Fleet Facilities General Obligation Bonds

2,175,000 2,175,000

2,175,000

12,325,000

14,500,000

Total Fleet Fund

2,175,000

12,325,000

14,500,000

Annual Operating Impact

2018-2019

2019-2020

2020-2021

2021-2022

2022-2023

Replacement of Fleet Facilities

Total Operating Cost

288

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Fleet Fund Replacement of Fleet Facilities 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.

FY 19 $0

FY 20 $0

FY 21 $0

FY 22 $2,175,000

FY 23 $0

FY 24-28 $12,325,000

Total $14,500,000

Operating Costs: The project will not have an operational impact on the City.

289

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Cash Proffer Report

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CASH PROFFER REPORT This report reflects cash proffers received by the City of Suffolk in Fiscal Year 2016-2017 pursuant to Section 15.2-2303.2 of the Code of Virginia. In FY 17, the City received proffers totaling $383,394.79 for schools, public safety, and transportation capital needs. The City did not appropriate or expend any of the proffered funding in FY 17. FY 2016-2017

Schools Public Safety Transportation

Amount Amount Received Appropriated $ 351,394.79 $ 16,000.00 16,000.00 $ 383,394.79 $ -

Amount Expended $ $ -

The FY 2019-2028 Capital Improvements Program and Plan projects the appropriation of $1,137,365 in received or pledged proffered funds for School projects over the next 10 years.

290

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291

$18,226,886

$16,914,324

5.9¢ 940,200

60,061,366 54,497,687

(5,563,680) 0

10,936,290 8,996,256 62,451,028 5,286,004 14,399,375 62,198,245 11,689,712 6,674,635 1,060,869 628,300 25,910,937 1,421,405 4,749,810 3,358,233 30,000 219,791,098 3.1%

177,745,015 8,214,350 25,824,352 2,443,701 0 0 214,227,418 0.5%

Projection 2020

$24,040,674

8.2¢ 963,705

54,497,687 46,584,393

(7,913,294) 0

11,264,378 9,266,144 64,324,559 5,444,584 14,831,357 64,064,193 12,040,403 6,874,874 1,092,695 647,149 25,212,272 3,711,725 4,521,384 3,458,980 35,000 226,789,697 3.2%

182,188,641 8,419,709 25,824,352 2,443,701 0 0 218,876,402 2.2%

Projection 2021

$24,850,848

10.0¢ 987,797

46,584,393 36,747,231

(9,837,162) 0

11,602,310 9,544,128 66,254,296 5,607,922 15,276,297 65,986,119 12,401,616 7,081,120 1,125,476 666,563 23,579,256 5,539,313 4,866,609 3,562,749 385,000 233,478,773 2.9%

186,743,357 8,630,201 25,824,352 2,443,701 0 0 223,641,611 2.2%

Projection 2022

28,941,241

17.8¢ 1,012,492

36,747,231 18,699,929

(18,047,303) 0

11,950,379 9,830,452 68,241,924 5,776,160 15,734,586 67,965,702 12,773,664 7,293,554 1,159,240 686,560 23,618,187 8,111,636 4,854,965 3,669,631 4,906,612 246,573,253 5.6%

191,411,941 8,845,957 25,824,352 2,443,701 0 0 228,525,950 2.2%

Projection 2023

TBD

19.8¢ 1,037,805

18,699,929 (1,883,704)

(20,583,633) 0

12,308,890 10,125,365 70,289,182 5,949,444 16,206,624 70,004,673 13,156,874 7,512,360 1,194,018 707,157 22,878,733 10,241,413 4,854,965 3,779,720 4,906,612 254,116,031 3.1%

196,197,239 9,067,105 25,824,352 2,443,701 0 0 233,532,398 2.2%

Projection 2024

(8) Value of 1¢ assumed to grow by 2.5% per year after FY 2019.

(7) Proposed capital funding figures (lines 26 & 28) are based on projection from the FY 2019 CIP. Updated projections will be prepared during FY 2020 budget development based upon updated expenditure assumptions.

(6) New Debt Service (line 25) consists of FY 2019-2023 CIP bond issuances and projected vehicle leases issued in FY 2020-2023. All CIP bond issuances are based on a 20 year repayment with 2 years of interest only followed by 18 years of structured principal repayment. Updated projections will be prepared during fiscal year 2020 budget development based upon updated expenditure assumptions.

(5) Existing Debt Service (line 24) 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 Refuse portion of the 2015 BAN. Includes an estimated Bond Handling/Coupon Expense.

(4) All projected expenditures (i.e. FY 2020 and beyond) are based on the recommended FY 2019 budget. Updated projections for FY 2020 and beyond will be completed during development of the FY 2020 budget. For projection purposes, all expenditures assume 3% growth per year.

(2) Transfer of $1.5 million of Unassigned Fund Balance to the Capital Projects Fund to contribute to the Capital Pay-Go requirement. (3) Transfer of $2 million of Assigned Fund Balance. Consists of $1,143,198 to the Fleet Fund for vehicle replacements/additions and $856,802 to the Public Utility Fund as reimbursement for a prior land transfer.

(1) All projected revenues (i.e. FY 2020 and beyond) are based on the recommended FY 2019 budget. Updated projections for FY 2020 and beyond will be completed during development of the FY 2020 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 2019.

Bond Funded Projects

0.0¢ 917,268

61,561,366 60,061,366

Beginning Unassigned Fund Balance Ending Unassigned Fund Balance

Equivalent Real Estate Tax Impact (¢) Value of 1¢(8)

0 (1,500,000)

10,617,757 8,734,229 60,632,066 5,132,043 13,979,976 60,386,646 11,349,235 6,480,228 1,029,970 610,000 25,886,905 539,875 4,552,475 3,260,420 0 213,191,824 -

EXPENDITURES(4) 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)(5) Transfers to Debt Service (New Debt)(6) Transfers to Capital Projects (Cash Funded) (7) Other Transfers Operating Impact - From CIP Projects(7) Total Expenditures Annual Growth

Excess (Deficiency) Revenues over Expenditures Appropriations from Unassigned Fund Balance (2)

173,409,771 8,014,000 25,824,352 2,443,701 1,500,000 2,000,000 213,191,824 -

Budget 2019

REVENUES(1) Local Tax Revenue Fees and Charges Intergovernmental (Commonwealth/Federal) Fund Transfers Fund Balance Transfer for Capital (Unassigned FB)(2) Fund Balance Transfer for Capital (Assigned FB)(3) Total Revenues Annual Growth

Prepared by Davenport & Company LLC - May 9, 2018

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 32 33 34 35 36 37 38 39 40 41

1 Fiscal Year Ended June 30 of

Projected Operating Budget City of Suffolk, Virginia

Five Year Projection - General Fund

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.

292

The total debt service required in FY 2018-2019 is as follows:

*General Fund Consolidated Grants Fund **Capital Leases Route 17 Special Taxing District Fund *Public Utility Fund Refuse Fund Road Maintenance Fund

Principal & Interest $26,426,780 284,215 2,871,595 345,587 22,479,498 35,951 1,364,363 $53,807,989

*Reflects new debt for FY19 of $23,561,886. **FY19 Budget reflects $290,801 interest expense, as opposed to the $2,580,794 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 19 budget includes depreciation expenses to adequately cover the $2,580,794 of required principal for capital leases.

The attached schedule provides an overview of the Cityâ&#x20AC;&#x2122;s total debt service and obligations.

293

City of Suffolk Long Term Debt Obligations June 30, 2018

Fiscal Year 2019 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 15,963,620 9,423,285 17,358,620 9,486,923 17,339,488 8,900,041 16,409,488 8,189,025 17,209,488 7,428,205 17,244,488 6,656,751 17,029,497 5,887,765 16,739,505 5,137,621 16,900,000 4,385,752 17,485,000 3,679,341 13,790,000 2,986,664 13,165,000 2,563,190 13,315,000 2,003,683 11,520,000 1,434,436 11,920,000 1,045,958 8,860,000 692,138 6,805,000 403,788 3,990,000 191,038 1,970,000 68,950 255,014,193

80,564,551

Section 108 Loan Principal Interest 193,000 91,215 193,000 80,764 193,000 70,187 193,000 59,495 193,000 48,697 193,000 37,812 193,000 26,849 193,000 15,810 178,000 1,722,000

430,829

Capital Lease Obligations Principal Interest 2,580,794 290,801 2,076,800 211,888 1,765,000 161,050 1,280,000 89,250 505,000 25,250 8,207,595

778,239

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

294

City of Suffolk Long Term Debt Obligations June 30, 2018

Fiscal Year 2019 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

Public Utility Bonds Route 17 Special Taxing District Principal Interest Principal Interest 6,566,380 16,450,275 197,164 148,423 7,071,380 14,839,450 188,654 139,516 10,805,512 14,490,193 278,654 131,970 11,285,512 14,008,727 278,654 119,806 11,830,512 13,458,370 283,654 107,524 12,400,512 12,886,482 287,673 94,895 12,970,503 12,325,059 292,673 81,919 13,565,495 11,708,608 297,673 68,646 14,190,000 11,076,370 302,673 54,419 14,590,000 10,427,691 307,673 40,436 15,255,000 9,816,485 125,000 30,944 15,870,000 9,190,382 130,000 27,194 16,295,000 8,613,247 135,000 23,294 16,780,000 7,993,385 140,000 19,244 17,445,000 7,331,104 140,000 14,694 18,125,000 6,650,344 145,000 10,144 18,800,000 5,946,135 150,000 5,250 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 -

Total

371,890,808

208,003,070

3,680,144

1,118,317

Refuse Bonds Principal Interest 5,141,000 35,951 5,141,000

35,951

Road Maintenance Bonds Principal Interest 730,000 634,363 745,000 619,763 770,000 597,413 805,000 558,913 845,000 518,663 890,000 476,413 935,000 431,913 980,000 358,163 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 16,085,000

5,742,375

Source: City of Suffolk - Long Term Debt Service - Utility Fund, Suffolk Department of Finance 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

295

City of Suffolk Long Term Debt Obligations June 30, 2018

Fiscal Year 2019 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 31,371,958 27,633,454 31,151,654 30,251,654 30,866,654 31,015,673 31,420,673 31,775,673 32,600,673 33,452,673 30,285,000 30,325,000 30,940,000 29,670,000 30,775,000 28,445,000 25,755,000 23,515,000 22,250,000 21,150,000 21,945,000 17,675,000 18,475,000 6,965,000 4,440,000 3,435,000 2,475,000 1,680,000

Total Debt Service Interest 27,074,312 25,378,304 24,350,854 23,025,216 21,586,709 20,152,353 18,753,505 17,288,848 15,852,703 14,442,431 13,086,255 11,988,328 10,812,986 9,583,977 8,488,693 7,401,938 6,355,173 5,415,708 4,517,314 3,603,285 2,716,102 1,963,354 1,236,795 719,902 435,997 265,628 136,291 40,375

661,740,739

296,673,333

$ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $

Total 58,446,270 53,011,758 55,502,508 53,276,870 52,453,363 51,168,026 50,174,178 49,064,521 48,453,376 47,895,104 43,371,255 42,313,328 41,752,986 39,253,977 39,263,693 35,846,938 32,110,173 28,930,708 26,767,314 24,753,285 24,661,102 19,638,354 19,711,795 7,684,902 4,875,997 3,700,628 2,611,291 1,720,375 958,414,071

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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,

297

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.

298

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.

299

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.

300

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.

301

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CITY DEMOGRAPHICS AND STATISTICS This section of the FY 2018-2019 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 The City of Suffolk continues to be one of the fastest growing localities in the Commonwealth of Virginia; however, growth has not occurred at as fast of a pace in the last few years. Suffolk’s population is estimated at 92,533 residents, which is a 1% increase over the previous year. Overall, Suffolk’s population has increased 42.9% since the 2000 Census count. P o p u l a t i o n G r o w t h 2 0 0 8 ‐ 2 0 1 7 9 4 ,0 0 0

9 2 ,5 3 3

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 ,0 0 0 8 0 ,0 0 0 7 8 ,0 0 0 7 6 ,0 0 0 2 0 08

2 0 09

2 0 10

2 0 11

2 0 12

2 0 13

2 0 14

2 0 15

2 0 16

2 0 17

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 FY17 due to the economic recovery.

Source: Comprehensive Annual Financial Report for FY 2017

302

Median Household Income Median household income is estimated at $65,435, third highest in the Hampton Roads region and slightly below the State average ($66,149).

Source: U.S. Census Bureau, American FactFinder

Unemployment Rate The average annual unemployment rate has ranged from 4.1% to 7.6% over the last 10 years and generally followed the trends of state and federal unemployment. Suffolk’s unemployment rate of 4.2% for 2017 was slightly higher than the state average (3.8%), but slightly less than the national average of (4.4%).

Source: Virginia Employment Commission 303

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. Real Estate Tax Rate Comparison $1.40 $1.20 $1.05 $1.00

$1.22

$1.24

$1.25

Newport News

Hampton

Norfolk

$1.30

$1.11

$1.00

$0.80 $0.60 $0.40 $0.20 $0.00 Virginia Beach

Chesapeake

Suffolk

Source: Suffolk Department of Budget and Strategic Planning

Portsmouth

304

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 $8.5 billion in FY 2008 to $9.2 billion in FY 2017.

Source: Comprehensive Annual Financial Report for FY 2017

305

Allocation of Real Property Values A comparison of real property values from FY 2001 to FY 2018 indicates that residential parcels as a percentage of the overall distribution of parcels by assessed value have increased from 63.2% to 74.0%. Agricultural parcels have declined from 13.6% to 3.9% and commercial parcels dropped from 21.8% to 19.4%. Multifamily parcels have increased from 1.4% to 2.7%. Distribution of Parcels by Assessed Value FY 2001 FY 2018 Multifamily 1.4% 2.7% Agriculture 13.6% 3.9% Commercial 21.8% 19.4% Residential 63.2% 74.0%

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 Wal-Mart Stores Hampton Road Crossing, LLC

Taxable Assessed Value $61,777,500 59,151,000 55,925,000 44,642,100 43,551,200 38,994,200 33,778,800 31,760,300 31,420,600 29,962,200

Source: Comprehensive Annual Financial Report for FY 2017

306

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.

Source: Comprehensive Annual Financial Report for FY 2017

307

Size of City Government The FY 2018-2019 budget provides for 14.7 full-time positions per 1,000 citizens. Since 2010, the number of full-time positions per 1,000 citizens has gradually declined despite the increase in the City’s population. There is a slight increase in the FY 2018-2019 budget due to an increase in public safety employees.

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 35% of the schools operating fund is derived from local fund support.

Source: Suffolk Department of Budget and Strategic Planning *FY 13’ figures inclusive of $2M one‐time appropriation/local contribution

308

Principal Employers Suffolk’s employment base is comprised of a diverse mix of business and industry with a workforce of over 40,000 employees. The top employers, excluding the City of Suffolk and Suffolk Public Schools, account for 6,800 employees and 22.1% 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 1,061 620 600 450 369 350 350 300 6,800

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310

311

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CITY OF SUFFOLK FEE SCHEDULE FISCAL YEAR 2018-2019 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 Mark-up on Fuel Sales ** Tow Tug

Fiscal Year 2017-2018

Fiscal Year 2018-2019

319.00 249.00 95.00 75.00 35.00 10.00 25.00 25.00 25.00 100.00 250.00/Day 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

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 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%

313

CITY OF SUFFOLK FEE SCHEDULE FISCAL YEAR 2018-2019 Fees FIRE & RESCUE

Fiscal Year 2017-2018

Fiscal Year 2018-2019

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

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 1120 existing sprinkler heads not located in the most remote area involving new hydraulic calculations or removal of any sprinkler heads 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 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

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)

314

CITY OF SUFFOLK FEE SCHEDULE FISCAL YEAR 2018-2019 Fees Apparatus Use Fee Ambulance Command Unit Brush Truck Tanker Engine Ladder Rescue Rehab Emergency Communication Unit 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) Orthophotography (Single Image) 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 2017-2018

Fiscal Year 2018-2019

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

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 $7851.00 (High Resolution)/$3821 (DTM) $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

$500.00/set or $100/per layer N/A $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

HUMAN RESOURCES COBRA administration

315

CITY OF SUFFOLK FEE SCHEDULE FISCAL YEAR 2018-2019 Fees 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 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

Fiscal Year 2017-2018

Fiscal Year 2018-2019

Varies 12.00 120.00 2.00 Varies 25.00 10.00

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

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

100.00 120.00 140.00 160.00

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

316

CITY OF SUFFOLK FEE SCHEDULE FISCAL YEAR 2018-2019 Fees 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 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 Non-Membership Fee Unless Otherwise Noted, Non Resident Fees Recreation Center Rentals 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 2017-2018

Fiscal Year 2018-2019

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 5.00 3.00

5.00 10.00 7.00 N/A 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

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

317

CITY OF SUFFOLK FEE SCHEDULE FISCAL YEAR 2018-2019 Fees 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) 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 2017-2018

Fiscal Year 2018-2019

10.50 to 16.00 per hour 30.00 per hour per officer As noted in Leisure Guide

200.00 500.00/per day

125.00 200.00 50.00 ea. per day (up to 6) 25.00 per day 6.00 1.00 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

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

50.00

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

0.25 50.00

318

CITY OF SUFFOLK FEE SCHEDULE FISCAL YEAR 2018-2019 Fees Unified Development Ordinance Comprehensive Plan Geodetic Control Network Book Geodetic Control Network Book - Supplement Wetland Mitigation Fee In-Lieu***

Fiscal Year 2017-2018 Cost 60.00 25.00

Fiscal Year 2018-2019 Cost 60.00 25.00

10.00 10.00 1% over market rate to purchase credits in an approved tidal 1% over market rate to purchase credits in an approved tidal wetlands bank wetlands bank

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 Electrical Permits (new service, temporary service & service changes) Minimum State Levy 1 - 50 amps Single Phase Fee (new) Single Phase Fee (change) Three Phase Fee (new) Three Phase Fee (change) 50 - 100 amps Single Phase Fee (new) Single Phase Fee (change) Three Phase Fee (new) Three Phase Fee (change) 101 - 150 amps Single Phase Fee (new) Single Phase Fee (change) Three Phase Fee (new) Three Phase Fee (change) 151 - 200 amps Single Phase Fee (new) Single Phase Fee (change) Three Phase Fee (new) Three Phase Fee (change) 201 - 250 amps Single Phase Fee (new) Single Phase Fee (change) Three Phase Fee (new) Three Phase Fee (change) 251 - 300 amps Single Phase Fee (new) Single Phase Fee (change) Three Phase Fee (new) Three Phase Fee (change) 301 - 350 amps Single Phase Fee (new) Single Phase Fee (change) Three Phase Fee (new) Three Phase Fee (change) 351 - 400 amps Single Phase Fee (new) Single Phase Fee (change) Three Phase Fee (new) Three Phase Fee (change) 401 - 450 amps Single Phase Fee (new) Single Phase Fee (change) Three Phase Fee (new) Three Phase Fee (change) 451 - 500 amps Single Phase Fee (new) Single Phase Fee (change) Three Phase Fee (new) Three Phase Fee (change)

50.00 2.00% 50.00 N/A

53.00 2.00% 53.00 50.00

250.00 500.00 1,000.00 2,000.00 4,000.00 5,000.00

263.00 525.00 1,050.00 2,100.00 4,200.00 5,250.00

50.00 2.00%

53.00 2.00%

50.00 50.00 50.00 50.00

N/A N/A N/A N/A

50.00 50.00 70.00 50.00

N/A N/A N/A N/A

75.00 50.00 105.00 60.00

N/A N/A N/A N/A

100.00 60.00 140.00 80.00

N/A N/A N/A N/A

125.00 75.00 175.00 100.00

N/A N/A N/A N/A

150.00 90.00 210.00 120.00

N/A N/A N/A N/A

175.00 105.00 245.00 140.00

N/A N/A N/A N/A

200.00 120.00 280.00 160.00

N/A N/A N/A N/A

225.00 135.00 315.00 180.00

N/A N/A N/A N/A

250.00 150.00 350.00 200.00

N/A N/A N/A N/A

319

CITY OF SUFFOLK FEE SCHEDULE FISCAL YEAR 2018-2019 Fees 501 - 550 amps Single Phase Fee (new) Single Phase Fee (change) Three Phase Fee (new) Three Phase Fee (change) 551 - 600 amps Single Phase Fee (new) Single Phase Fee (change) Three Phase Fee (new) Three Phase Fee (change) 601 - 650 amps Single Phase Fee (new) Single Phase Fee (change) Three Phase Fee (new) Three Phase Fee (change) 651 - 700 amps Single Phase Fee (new) Single Phase Fee (change) Three Phase Fee (new) Three Phase Fee (change) 701 - 750 amps Single Phase Fee (new) Single Phase Fee (change) Three Phase Fee (new) Three Phase Fee (change) 751 - 800 amps Single Phase Fee (new) Single Phase Fee (change) Three Phase Fee (new) Three Phase Fee (change) 801 - 850 amps Single Phase Fee (new) Single Phase Fee (change) Three Phase Fee (new) Three Phase Fee (change) 851 - 900 amps Single Phase Fee (new) Single Phase Fee (change) Three Phase Fee (new) Three Phase Fee (change) 901 - 950 amps Single Phase Fee (new) Single Phase Fee (change) Three Phase Fee (new) Three Phase Fee (change) 951 - 1,000 amps Single Phase Fee (new) Single Phase Fee (change) Three Phase Fee (new) Three Phase Fee (change) 1,001 - 1,050 amps Single Phase Fee (new) Single Phase Fee (change) Three Phase Fee (new) Three Phase Fee (change) 1,051 - 1,100 amps Single Phase Fee (new) Single Phase Fee (change) Three Phase Fee (new) Three Phase Fee (change) 1,101 - 1,150 amps Single Phase Fee (new) Single Phase Fee (change) Three Phase Fee (new) Three Phase Fee (change) 1,151 - 1,200 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 2017-2018

Fiscal Year 2018-2019

275.00 165.00 385.00 220.00

N/A N/A N/A N/A

300.00 180.00 420.00 240.00

N/A N/A N/A N/A

325.00 195.00 455.00 260.00

N/A N/A N/A N/A

350.00 210.00 490.00 280.00

N/A N/A N/A N/A

375.00 225.00 525.00 300.00

N/A N/A N/A N/A

400.00 240.00 560.00 320.00

N/A N/A N/A N/A

425.00 255.00 595.00 340.00

N/A N/A N/A N/A

450.00 270.00 630.00 360.00

N/A N/A N/A N/A

475.00 285.00 665.00 380.00

N/A N/A N/A N/A

500.00 300.00 700.00 400.00

N/A N/A N/A N/A

525.00 315.00 720.00 410.00

N/A N/A N/A N/A

550.00 330.00 740.00 420.00

N/A N/A N/A N/A

575.00 345.00 760.00 430.00

N/A N/A N/A N/A

600.00 360.00 780.00 440.00

N/A N/A N/A N/A

600.00 plus 25 per 50 amps after 360.00 plus 15 per 50 amps after 780.00 plus 20 per 50 amps after 440.00 plus 10 per 50 amps after

N/A N/A N/A N/A

320

CITY OF SUFFOLK FEE SCHEDULE FISCAL YEAR 2018-2019 Fees 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 2017-2018

Fiscal Year 2018-2019

50.00 50.00 50.00 50.00

53.00 53.00 53.00 53.00

50.00 50.00 70.00 50.00

53.00 53.00 74.00 53.00

75.00 50.00 105.00 60.00

79.00 53.00 110.00 63.00

100.00 60.00 140.00 80.00

105.00 63.00 147.00 84.00

150.00 90.00 210.00 120.00

158.00 95.00 221.00 126.00

200.00 120.00 280.00 160.00

210.00 126.00 294.00 168.00

250.00 150.00 350.00 200.00

263.00 158.00 368.00 210.00

300.00 180.00 420.00 240.00

315.00 189.00 441.00 252.00

350.00 210.00 490.00 280.00

368.00 221.00 515.00 295.00

400.00 240.00 560.00 320.00

420.00 252.00 588.00 336.00

450.00 270.00 630.00 360.00

473.00 284.00 662.00 378.00

500.00 300.00 700.00 400.00

525.00 315.00 735.00 420.00

550.00 330.00 740.00 420.00

578.00 347.00 777.00 441.00

600.00 360.00 780.00 440.00

630.00 378.00 819.00 462.00

600.00 plus 25 per 50 amps after 360.00 plus 15 per 50 amps after 780.00 plus 20 per 50 amps after 440.00 plus 10 per 50 amps after

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

321

CITY OF SUFFOLK FEE SCHEDULE FISCAL YEAR 2018-2019 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 New Construction for all mechanical apparatus $0 - 3,000 3,001 - 4,000 4,001 - 5,000 5,001 - 6,000 continue at $6.00/$1,000 value of fraction thereof Replacement, Alterations, Repairs and Additions $0 - 4,000 4,001 - 5,000 5,001 - 6,000 continue at $6.00/$1000 value of fraction thereof 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 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

Fiscal Year 2017-2018

Fiscal Year 2018-2019

4.00 5.00 7.00 15.00 20.00 55.00 50.00

4.00 5.00 7.00 16.00 21.00 58.00 53.00

50.00 2.00% 7.00 7.00 35.00 7.00 7.00 7.00 7.00 7.00 35.00 100.00 100.00 7.00

53.00 2.00% 7.00 7.00 37.00 7.00 7.00 7.00 7.00 7.00 37.00 105.00 105.00 7.00

50.00 2.00%

53.00 2.00%

50.00 50.00 50.00 55.00

N/A N/A N/A N/A

50.00 55.00 55.00

N/A N/A N/A

N/A

$34 each

N/A N/A N/A

$17.00 each $9.00 each $7.00 each

N/A N/A N/A

51.00 56.00 $9.00 per $1,000

50.00 50.00 plus $4.00/10,000 gallons

53.00 53.00 plus $4.00/10,000 gallons

50.00 50.00 plus $6.00/25,000 gallons 50.00

53.00 53.00 plus $6.00/25,000 gallons 53.00

75.00 100.00 125.00 175.00 250.00 300.00 350.00

79.00 105.00 131.00 184.00 263.00 315.00 368.00

N/A N/A N/A N/A N/A N/A N/A

83.00 110.00 138.00 193.00 276.00 331.00 386.00

525.00 275.00 275.00 100.00

551.00 289.00 289.00 105.00

322

CITY OF SUFFOLK FEE SCHEDULE FISCAL YEAR 2018-2019 Fees Accessory Structures 0 - 100 square feet 101 - 300 301 - 600 Demolition One to Two Family Residences Any Residential Accessory Structure All Other Buildings 0 - 60,000 square feet over 60,000 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

Fiscal Year 2017-2018

Fiscal Year 2018-2019

50.00 50.00 65.00

53.00 53.00 68.00

55.00 50.00

58.00 53.00

100.00 $25/15,000 sq.ft.

105.00 $26/15,000 sq.ft.

50.00 55.00 65.00 50.00

53.00 58.00 68.00 53.00

15.00 25.00 45.00 50.00

16.00 26.00 27.00 53.00

50.00 $2.00/$100 value

53.00 $53 plus .2% of value

50.00 55.00 50.00 50.00 50.00 50.00 60.00 35.00

53.00 58.00 53.00 53.00 53.00 53.00 63.00 37.00

50.00 $1.00/$100 value

53.00 $53 plus .2% of value

50.00 100.00 50.00 100.00 50.00 30.00 50.00 100.00 250.00 75.00

53.00 105.00 53.00 105.00 53.00 32.00 53.00 105.00 263.00 79.00

20.00 per $1,000 100.00 per $5,000 plus 10.00 per $1,000 250.00 per $20,000 plus 5.00 per $1,000 625.00 per $100,000 plus 4.00 per $1,000 Schedule A (attached) N/A N/A

102.00 408.00 1,169.00 $1,169 plus $4 per $1,000 N/A .08/sq.ft. .08/sq.ft.

N/A N/A N/A 35.00 35.00*

$0.012 $0.008 $0.006 37.00 37.00

100.00 50.00 500.00 60.00

105.00 53.00 525.00 63.00

50.00 300.00 90.00 $50.00 plus fees for in-kind services such as Police, Fire, Equipment Rental, etc. 100.00 Cost 35.00

53.00 315.00 95.00 $50.00 plus fees for in-kind services such as Police, Fire, Equipment Rental, etc. 100.00 Cost 37.00

323

CITY OF SUFFOLK FEE SCHEDULE FISCAL YEAR 2018-2019 Fees Building Permits: Permit Issued No Inspections Completed Foundation Inspection Completed Framing & Foundation Inspection Completed Electrical Permits: Permit Issued No Inspections Completed Rough-in Inspections Completed 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

Fiscal Year 2017-2018

Fiscal Year 2018-2019

75% 50% 25%

75% 50%

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

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

Failure of alarm company to provide Alarm Installer checklist Failure of alarm company to provide Alarm Dispatch Records request

50.00 50.00 100.00 25.00

100.00

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

* All refunds subject to $15.00 processing Fee-no refunds will be issued for amounts less than $15.00

POLICE

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* Security Alarm Company Registration Renewal 51+ alarm sites in 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)

Police Officer/$30 per hour, minimum 2 hours Supervisor/$35 per Police Officer/$30 per hour, minimum 2 hours hour, minimum per hour, minimum

15.00 per day

75.00 95.00 25.00 5.00 10.00

Supervisor/$35

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CITY OF SUFFOLK FEE SCHEDULE FISCAL YEAR 2018-2019 Fees Dog License Fee - Duplicate Lifetime Dog License Fee - Spayed or Neutered (Animal Shelter) Dangerous Dog Registration Certificate Dangerous Dog Registration Certificate Renewal Kennel License Full Scale Accident Diagram Audio Dispatch Tape/CD CAD Report Color Copy Black & White Copy Photographs on CD Video Tape PUBLIC UTILITIES

Fiscal Year 2017-2018 N/A N/A N/A N/A N/A 5.00 15.00 6.00 0.50 0.25 15.00 15.00

Fiscal Year 2018-2019 1.00 50.00 150.00 85.00 $50 per block of 10 dogs 5.00 15.00 6.00 0.50 0.25 15.00 15.00

35.00

10.00 25.00 50.00 1.5 % per month with $0.50 minimum 100.00

250.00 500.00 9.20 4.55 202,454.00

250.00 500.00 9.71 4.76 197,983.00

200.00 1.25 x Meter Rate 46.00

200.00 1.25 x Meter Rate 48.55

5/8 and 3/4 inch meter

8.40 (Billed at $0.276 per day per billing cycle)

10.00 (Billed at $0.329 per day per billing cycle)

1 inch meter 1½ inch meter

21.05 (Billed at $0.692 per day per billing cycle) 42.00 (Billed at $1.381 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)

2 inch meter 3 inch meter

69.20 (Billed at $2.275 per day per billing cycle) 126.00 (Billed at $4.142 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)

210.00 (Billed at $6.904 per day per billing cycle) 420.00 (Billed at $13.808 per day per billing cycle) 672.00 (Billed at $22.093 per day per billing cycle) 966.00 (Billed at $31.759 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) 1,150.00 (Billed at $37.808 per day per billing cycle)

2,000.00 2,300.00 2,600.00 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

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)

4 inch meter 6 inch meter 8 inch meter 10 inch meter Water Connection Charge (installed by city) 5/8 inch & 3/4 inch meter 1 inch meter 1½ inch meter 2 inch meter 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) Attached Multi Family (Building with 17 to 24 units) (cost per 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

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CITY OF SUFFOLK FEE SCHEDULE FISCAL YEAR 2018-2019 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) 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) Attached Multi Family (Building with 17-24 units), (cost per unit) Attached Multi Family (Building 25+ units), (cost per unit) Mobil Home Park (cost per unit) Sewer 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 Manual of Cross Connection Policies Plan sheet copies 24" x 36" (per sheet) Copies (black and white (each) Copies (color) (each)

Fiscal Year 2017-2018

Fiscal Year 2018-2019

7.21 36.05

7.27 36.35

1,800.00 3,000.00 actual cost of installation plus 25% 50.00

6,000.00 5,400.00 4,800.00 4,200.00 3,600.00 3,900.00

6,000.00 14,800.00 29,500.00 47,100.00 88,100.00 146,800.00 293,400.00 469,300.00 674,600.00 20.00 2.00 0.20 0.35*

$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

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

6.00/mo/ERU

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 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 Stormwater and Public Works Engineering Storm Water Utility Fee

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327

CITY OF SUFFOLK FEE SCHEDULE FISCAL YEAR 2018-2019 Fees

Fiscal Year 2017-2018

Fiscal Year 2018-2019

Bulk Refuse Service 1-8 CY bulk collection -after 12 free collections

47.50

9-16 CY bulk collection

120.00

Evictions

170.00

120.00

170.00

1.50

Bulk Refuse Service - Roll Off Weekdays Weekends * Does not include commercial refuse collection TRANSIT Faires-Regular Bus Service (Not Paratransit) Adult - One way (No Transfer)

1.50

Adult - All day (Unlimited Transfer)

3.00

Adult - Monthly Pass

57.50

Student (6-18 yrs) - One way (No Transfer)

1.00

Student (6-18 yrs) - All day (Unlimited Transfer)

2.00

Student (6-18 yrs) - Monthly Pass

37.50

Disabled and/or Senior (55+ yrs) - One way (No Transfer)

0.75

Disabled and/or Senior (55+ yrs) - All day (Unlimited Transfer)

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 35.00

7.00 5.00 40.00

10.00 8.00

7.00 5.00 35.00

7.00 5.00 40.00

N/A N/A N/A

2.00/per person 1.00/per person 40.00/year

N/A N/A

25.00 100.00

N/A N/A

50.00 250.00

N/A N/A N/A N/A

75.00 25.00/hour 150.00 50.00/hour

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 Canoe 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

328

CITY OF SUFFOLK FEE SCHEDULE FISCAL YEAR 2018-2019 Fees 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 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 Vehicle License Registration Late Payment Fee Service Fee for Out-of-City processing (per Defendant) For each additional warrant served Roll Back Tax Interest BAI.Net Charge Card Convenience Fee 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 2017-2018

Fiscal Year 2018-2019

N/A N/A N/A N/A Cost $100/quarter when available

25.00 5.00/hr 50.00 15.00/hour Cost $100/quarter when available

50.00 30.00 30.00 100.00 20.00 30.00 35.00 20% 10.00 28.00 12.00 10% 3.0%

50.00 30.00 30.00 100.00 25.00 30.00 35.00 20% 0.00 28.00 12.00 10% 0.0%

3.95

4.15

3.95 2.75% of payment amount

4.15 2.89% of payment amount

2.2% of payment amount plus .30 transaction fee N/A

2.5% of payment amount plus .30 transaction fee $1.50 per transaction

329

330

331

332

333

334

335

336

337

338

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. 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. Capital Projects Fund – The fund used to account for financial resources to be used for the acquisition or construction of major capital facilities. Cash Basis - A basis of accounting in which transactions are recognized only when cash is increased or decreased.

339

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. 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. 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. 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.

340

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. 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.

341

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. 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. 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.

342

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. 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 343

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. 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 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 EMS – Emergency Medical Service ERU – Equivalent Residential Unit FLSA – Fair Labor Standards Act FOIA – Freedom of Information Act FTE – Full-Time Equivalent GF – General Fund GO – General Obligation HDHP – High Deductible Health Plan HOME – HOME Investment Partnerships Program HRPDC – Hampton Roads Planning District Commission HRTPO – Hampton Roads Transportation Planning Organization IFB – Invitation for Bid OPEB – Other Post-Employment Benefits OSHA – Occupational Safety and Health Administration PAY-GO – Pay-as-you-Go PPE – Personal Protective Equipment PW – Public Works PU – Public Utilities 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 345

VDOT – Virginia Department of Transportation 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