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ADOPTED OPERATING & CAPITAL BUDGET FY 2015-2016

CITY OF SUFFOLK VIRGINIA


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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, 2014. 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 2015-2016 Operating & Capital Budget Table of Contents I.

City Manager’s Message ..................................................................................................... 1

II.

Budget Document Overview How to Read the Budget Document .................................................................................................. 5 Our City Council ............................................................................................................................... 6 City Council Guiding Principles ....................................................................................................... 7 Administrative Working Goals and Objectives ............................................................................... .8 City Organization Chart ................................................................................................................... .9 Strategic Planning and Budget Development Process .................................................................... 10 Budget Development Calendar ....................................................................................................... 13 City Financial Structure .................................................................................................................. 14 Summary of Financial and Budget Policy Compliance .................................................................. 19

III.

Fund Summaries and Details Executive Summary By Fund .......................................................................................................... 37 All Funds Revenues and Expenditures Summary ........................................................................... 58 Revenue Analysis ............................................................................................................................ 64 General Fund Revenue Summary .................................................................................................... 75 General Fund Expenditure Summary .............................................................................................. 78 General Fund Specific Revenue and Appropriation Details City Council ............................................................................................................................ 80 City Manager ........................................................................................................................... 82 Budget and Strategic Planning ................................................................................................ 84 City Attorney ........................................................................................................................... 86 Human Resources .................................................................................................................... 88 Commissioner of the Revenue ................................................................................................ 90 City Assessor ........................................................................................................................... 92 City Treasurer .......................................................................................................................... 94 Finance .................................................................................................................................... 96 Purchasing ............................................................................................................................... 98 Registrar ................................................................................................................................ 100


FY 2015-2016 Operating & Capital Budget Circuit Court - Judges............................................................................................................ 102 General District Court ........................................................................................................... 104 Magistrate’s Office ................................................................................................................ 106 Juvenile and Domestic Relations District Court ................................................................... 108 Court Service Unit ................................................................................................................. 110 Clerk of the Circuit Court ...................................................................................................... 112 Sheriff .................................................................................................................................... 114 Commonwealth’s Attorney ................................................................................................... 116 Police .................................................................................................................................... 118 Police –Emergency Communications.................................................................................... 120 Police Department – Animal Shelter Management ............................................................... 122 Community Development Services ....................................................................................... 124 Fire & Rescue ........................................................................................................................ 126 Fire & Rescue – Emergency Management ............................................................................ 128 Western Tidewater Regional Jail Authority .......................................................................... 130 Public Works ......................................................................................................................... 132 Capital Programs and Facilities ............................................................................................. 135 Social Services ...................................................................................................................... 137 Social Services – Comprehensive Services Act .................................................................... 139 Suffolk Health Department ................................................................................................... 141 Western Tidewater Community Services Board ................................................................... 143 School Support ...................................................................................................................... 145 Parks and Recreation ............................................................................................................. 147 Library ................................................................................................................................... 154 Planning and Community Development ............................................................................... 156 Economic Development ........................................................................................................ 158 Tourism ................................................................................................................................ 160 Media and Community Relations .......................................................................................... 162 Virginia Cooperative Extension ............................................................................................ 164 Local and Regional Organizations ........................................................................................ 166 Non-Departmental General Fund .......................................................................................... 168


FY 2015-2016 Operating & Capital Budget Capital Projects Fund Specific Revenue and Appropriation Details .................................................. 170 Debt Service Fund Specific Revenue and Appropriation Details ................................................. 174 Special Revenue Fund Specific Revenue and Appropriation Details Aviation Facilities Fund ........................................................................................................ 177 Downtown Business Overlay Taxing District Fund .............................................................. 180 Road Maintenance Fund ........................................................................................................ 183 Consolidated Grants Fund ..................................................................................................... 187 Transit System Fund .............................................................................................................. 190 Law Library Fund .................................................................................................................. 193 Route 17 Special Taxing District Fund ................................................................................. 196 Enterprise Fund Specific Revenue and Appropriation Details Public Utilities Fund .............................................................................................................. 199 Refuse Fund........................................................................................................................... 208

Stormwater Management Fund ............................................................................................. 211 Internal Service Fund Specific Revenue and Appropriation Details Information Technology Fund............................................................................................... 215 Fleet Fund .............................................................................................................................. 218 Risk Management Fund......................................................................................................... 221 School Board Component Unit Specific Revenue and Appropriation Detail School Operating Fund .......................................................................................................... 224

IV.

Appendices of Supporting Budget Documents Personnel Summary By Fund ....................................................................................................... 227 Capital Improvements Plan (CIP) ................................................................................................ 230 Long Range Budget Projections ................................................................................................... 286 Debt Service …………………………………………………………………………………....287 City Government, History and Community Attractions ............................................................... 291 City Demographics and Statistics ................................................................................................. 296 Budget Adoption Ordinance ......................................................................................................... 304 Fee Schedule................................................................................................................................. 308 Glossary of Terms ........................................................................................................................ 332


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City Manager’s Message


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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 Guiding Principles  Administrative Working Goals and Objectives  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 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

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CITY COUNCIL OF THE CITY OF SUFFOLK

Linda T. Johnson Mayor At Large Term Expires: 12/31/2016

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: 12/31/2016

Roger W. Fawcett Councilman Sleepy Hole Borough Term Expires: 12/31/2016

Donald Z. Goldberg Councilman Suffolk Borough Term Expires: 12/31/2018

Curtis R. Milteer, Sr. Councilman Whaleyville Borough Term Expires: 12/31/2016 6


GUIDING PRINCIPLES Affordability The City commits to follow prudent financial practices in funding capital improvement projects in accordance with the City’s adopted financial policies and procedures for acceptable debt capacity and affordability.

Investment in Economic Development for Future Returns The City commits to invest in economic development to ensure a strong economic base and maximize future returns on investment.

Prioritizing and Completing Capital Projects The City commits to take a strategic approach in addressing the needs of the City by prioritizing and completing capital improvement projects.

Planning, Documenting and Funding All Capital Project Requirements The City commits to plan and fund capital improvement projects by incorporating the total funding requirements for completion, inflation, and operations into future construction costs.

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VISION MISSION VISION

GOALS & OBJECTIVES

Suffolk is a nationally renowned, vibrant community committed to the health and vitality of its citizens, which offers strategic growth and diverse opportunities while preserving local character.

MISSION

Enhance and preserve the quality of life in our community through accountable, responsive, and innovative municipal services.

GOALS & OBJECTIVES

• • • • • •

Promote Strong Financial Management and Fiscal Accountability -Maintain policy compliance and debt management -Attain the highest bond rating (AAA) -Maintain accuracy and integrity in our financial reporting Provide Effective and Efficient Programs and Services that are Accountable and Customer Focused -Provide exceptional customer service -Maintain a well-trained and engaged workforce now and in the future -Enhance efficiency and effectiveness of programs and services Promote a Safe, Healthy, and Diverse Community in which to Live, Work, Learn, and Play -Promote investment and renewal opportunities -Increase the number and diversity of cultural, entertainment, and recreational opportunities -Implement programs and services designed to improve the health, economic, and social well-being of individuals -Maintain and enhance Public Safety -Enhance Lifelong Learning Opportunities Diversify and Enhance the Local Economy -Grow a vibrant downtown and Main Street corridor -Cultivate a skilled and diverse workforce, and promote entrepreneurship -Facilitate public and privately owned properties -Collaborate with federal, state and regional partners on transportation projects of regional significance Provide Safe and Quality Transportation Options -Explore options for funding transportation priorities -Improve safety and efficiency of roadways -Increase capacity and connectivity of our major roadways and public transportation systems Promote Citizen Engagement -Increase opportunities to receive feedback from citizens regarding program/service needs as well as input on Suffolk’s vision -Implement community events and create opportunities designed to instill community pride and citizen engagement 8

It’s a Good Time to be in Suffolk


City of Suffolk FY 2015-2016 Operating and Capital Budget Organizational Chart Citizens

Commissioner of the Revenue

Clerk of the Circuit Court

City Attorney

City Council

Treasurer

Assessor

City Manager

Director of Human Resources

Fire Chief

Planning Commission

School Board

Commonwealth’s Attorney

Other Authorities, Boards, and Commissions

Budget Officer

Chief of Staff Director of Capital Programs & Facilities

Director of Public Utilities

Director of Parks & Recreation

Director of Planning & Community Development

Director of Economic Development

City Clerk

Director of Finance

Chief of Police

Deputy City Manager

Risk Benefits & Wellness Manager

Sheriff

Director of Public Works

Director of Information Technology

Purchasing Agent

Director of Media & Community Relations/FOIA

Director of Social Services

Library Director

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Tourism Development Manager

Airport Manager

Fleet Manager Health Department


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 October 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 produces a Long Range Budget Forecast annually to evaluate the total amount of available resources and anticipated costs over a four to five year period. It incorporates levels of anticipated revenues over the next four to five years, the projected levels of operating costs, the anticipated levels of debt service for the Capital Improvements 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 Plan within the debt policy constraints adopted by the City. Development of the Annual Capital Improvements Plan (CIP): The City of Suffolk begins the development of its Annual Capital Improvements Plan (CIP) in October to address in detail the five year plan and additional five year 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

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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’s budget committee holds a planning meeting in November to create the budget work plan and calendar with oversight responsibility assigned to the Director of Finance. This work plan is 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. Community budget meetings are held in January to gather public input, suggestions, and comments for the development of the City Manager’s proposed budget. These comments are documented and shared with City Council. Budget requests for each activity of the City are submitted electronically to the Division of Budget and Strategic Planning for compilation and review by the City’s budget committee. Accountability exists to support every dollar requested with detailed support and explanations. Meetings are 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, and the Director of Finance. 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 both historic trend information and other known revenue factors such as actions of the State General Assembly and City Council, as well as impacts of the current economy on local and State revenue receipts. 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.

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Public information meetings are held to review the contents of the City Manager’s proposed operating and capital budget with interested residents of the City. Work sessions are conducted with City Council to review the contents of the proposed budget and receive comments and changes as directed by Council. A public hearing is held for Council to receive public comment on the proposed Operating and Capital Budget. Prior to July 1, the City Council makes its final revisions to the proposed budget and adopts the budget 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 a “not-to-exceed� amount 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.

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

December

January

February

March

April

Budget Development Planning – Senior Management Team

Budget Packages Distributed to Departments / Agencies

Budget Requests Due from Departments/Agencies

Budget Development Committee – Meetings with Requesting Departments / Agents

   

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

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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.

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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:

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Refuse Fund – The Refuse Fund accounts for the provision of solid waste disposal and recycling services to City residents, as well as landfill post closure requirements. 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. Fiduciary Funds Fiduciary Funds are used to account for assets held by the City as an agent for individuals, private organizations, and other governments. Fiduciary funds are not included in the government-wide financial statements. OPEB Trust Fund – The OPEB Trust Fund accounts for activities of the City’s other postemployment benefits (OPEB). This fund accumulates resources for health insurance for retired employees. Agency Funds Agency funds are custodial in nature (assets equal liabilities) and do not involve measurement of the results of operations. Special Welfare Fund – The Special Welfare Fund accounts for receipt of welfare checks and foster children support checks from the state and payments made on behalf of individuals. Commonwealth Fund – The Commonwealth Fund accounts for monies collected by the City on behalf of the Commonwealth of Virginia.

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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.

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.

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, Transit System); Enterprise Funds (Utility, Refuse, and Stormwater); Internal Service Funds (Fleet Management, Technology and General Services, and Risk Management). Annual operating budgets are also adopted for the School Operating, School Food Service and School Grants funds. The General, Special Revenue, Internal Service and Debt Service Funds’ 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. Appropriations that have not been expended or lawfully obligated or encumbered at June 30 are carried forward into the following year’s appropriations to allow for liquidation of the encumbrances. 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 City’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. 18


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 16 Operating & Capital Budget.  Revenue collections are strong with collection rates between 96% to 99%. Budget  The FY 16 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 16 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 14.3% of Governmental Fund Expenditures.  The projected balance in the Risk Fund is anticipated to be sufficient to provide the required support in the FY 16 Operating and Capital Budget. Capital Improvements Planning  A 10 year Capital Improvements Plan has been prepared and adopted for use in the FY 16 budget year.  The FY 16 Operating and Capital Budget includes 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 2.21% for FY 16, below the 4% policy ceiling.  Debt as a percentage of general government expenditures is 9.61% for FY 16, below the 10% policy ceiling.

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CITY OF SUFFOLK

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

FY’16 Budget Status: Responses where appropriate for all compliance requirements for FY’16 are denoted in red.

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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,

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

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.

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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’16 Budget Status: Local revenues are diversified and projected to increase 3.9% in FY’16. The increase is primarily due to the proposed $.04 increase in the real estate tax from $1.03 to $1.07 per $100 of assessed value. 2.02 Fees and Charges All fees established by the City for licenses, permits, fines, services, applications and other miscellaneous charges shall be set to recover all or a portion of the City’s expense in providing the attendant service. These fees shall be reviewed annually with the development of the annual operating budget. FY’16 Budget Status: All city fees and charges are reviewed annually with revisions provided to recoup a fair portion of the City’s expenses associated with the service provision. Various fee increases and adjustments are recommended in FY’16 to include the increases to the Police local record check, accident report, incident report, fingerprinting, and concealed weapon permit; Public Utility water and sewer rates and meter service charges. New fees are recommended including a fee for Parks and Recreation volunteer background check; Airport tow tug; and Transit fare fees. 2.03 Revenue Collections The City will strive to achieve an overall property tax collection rate of 100%. FY’16 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.

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.

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CITY OF SUFFOLK, VIRGINIA FINANCIAL POLICIES

FY’16 Budget Status: The City’s budget has been balanced with current General Fund revenues supporting all current General Fund expenditures for FY’16. 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’16 Budget Status: The City’s budget utilizes restricted revenues strictly for the designated purpose.

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’16 Budget Status: The FY’16 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’16 Budget Status: The budget is dependent on stable revenues and conservative revenue projections to support operations. 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’16 Budget Status: All one-time revenues are designated to support one-time expenditures.

23


CITY OF SUFFOLK, VIRGINIA FINANCIAL POLICIES

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 City’s expense in providing the attendant service and reviewed annually with the development of the annual operating budget. FY’16 Budget Status: All City fees and charges are reviewed annually with revisions provided to recover a portion of the City’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’16 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’16 Budget Status: Quarterly revenue and expenditure projections are provided to Departmental Directors, the Finance Committee, 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’16 Budget Status: The operating and capital budget provides adequate repair and maintenance funds to support City capital assets. 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.

24


CITY OF SUFFOLK, VIRGINIA FINANCIAL POLICIES

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 City’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’16 Budget Status: The FY’16 Unassigned General Fund balance is projected to exceed the targeted 12% by the close of the fiscal year at 14.3%. 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’16 Budget Status: The projected balance in the Risk Fund at June 30, 2015 is anticipated to be sufficient to provide the required $2,000,000 in rate stabilization funds to support the FY’16 budget.

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.

25


CITY OF SUFFOLK, VIRGINIA FINANCIAL POLICIES

FY’16 Budget Status: A 10 year Capital Improvements 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 March 2015 for use in the FY’16 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’16 Budget Status: The budget includes $3,386,409 in cash funded projects or 3% of General Fund departmental expenditures for FY’16.

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 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.

26


CITY OF SUFFOLK, VIRGINIA FINANCIAL POLICIES

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. 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. 27


CITY OF SUFFOLK, VIRGINIA FINANCIAL POLICIES

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) and expenditures reported in the School Operating and Food Service Funds.

Ceiling

FY’16 Status

4%

2.21%

10%

9.61%

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. 28


CITY OF SUFFOLK, VIRGINIA FINANCIAL POLICIES

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 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:

29


CITY OF SUFFOLK, VIRGINIA FINANCIAL POLICIES

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. 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: 30


CITY OF SUFFOLK, VIRGINIA FINANCIAL POLICIES

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. 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.

31


CITY OF SUFFOLK, VIRGINIA FINANCIAL POLICIES

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 City’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 “story” 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. 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; 32


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

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

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 33


CITY OF SUFFOLK, VIRGINIA FINANCIAL POLICIES

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.

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.

34


CITY OF SUFFOLK, VIRGINIA FINANCIAL POLICIES

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.

35


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 City’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 FY 2015-16 OPERATING AND CAPITAL BUDGET

Annual Operating and Capital Budget by Fund

Budget 2012-2013

Fund General Fund

$

173,573,360 $

Budget 2013-2014 179,336,375 $

Budget 2014-2015 180,198,458 $

Adopted Budget 2015-2016

Prior Yr. % Change

188,925,129

5%

Capital Projects Fund

54,348,975

44,423,000

56,380,000

47,226,414

-16%

Debt Service Fund

25,650,824

26,446,338

27,436,032

28,252,717

3%

220,000

200,000

170,000

170,000

0%

Route 17 Special Taxing District

1,947,196

2,482,441

1,300,000

1,400,000

8%

Grants Fund

1,096,843

683,980

674,215

664,410

-1%

845,770

865,808

1,053,621

1,037,454

-2%

1,274,384

1,070,758

1,053,814

1,094,116

4%

48,012

38,960

41,460

44,562

7%

Road Maintenance Fund

21,403,945

22,292,941

25,005,775

28,542,592

14%

Fleet Management Fund

12,884,946

14,318,220

14,898,056

11,623,704

-22%

4,803,949

5,476,959

5,452,162

6,055,406

11%

Risk Management Fund

18,208,430

17,393,813

17,253,728

19,357,600

12%

Utility Fund

42,958,759

45,274,613

46,716,280

46,474,656

-1%

Stormwater Fund

5,305,000

4,580,000

6,139,840

7,223,975

18%

Refuse Services Fund

5,912,350

6,042,350

6,817,756

5,957,441

-13%

138,314,412

142,810,562

148,125,620

151,431,945

508,797,157 $

513,737,119 $

538,716,817 $

545,482,122

Downtown Business Overlay District

Transit System Fund Aviation Facilities Fund Law Library Fund

Information Technology Fund

School Fund Total Funds Budget

$

37

2%


Where Is It Coming From … Use of Money and  Property 7%

Revenue from the  Commonwealth 37%

Fees and Charges for  Services 2% Other Local Taxes 11%

Revenue from the  Federal Gov't 5%

General Property  Taxes 35%

Where Is It Going … Debt Service 4%

All Other 3%

General Gov’t. 3% Judicial 2% Public Safety 16% Public Works 14% Health & Welfare 4%

Education &  Related Debt 50%

45%

Parks, Recreation &  Cultural 3% Community  Development 1% Cash Funded “Pay Go”  & Non‐Dept. 1% Aviation &  Regional Orgs. 1% 38


SUMMARY CHART

TOTAL EXPENDITURES

Operating & Capital Budget $545,482,122

Governmental Funds

General Fund $188,925,129 General Govt. $10,306,179 Judicial 7,955,656 Public Safety 51,386,034 Public Works 4,403,191 Health &Welfare 14,425,431 Education 54,096,837 Parks, Rec. & Cultural 9,356,793 Community Development 3,521,885 Local and Regional Orgs. 976,945 Non-Departmental Fringe Benefits/Insurances 568,307 Transfer to Funds 31,927,872 $188,925,129

39

Capital Projects Fund $47,226,414 Debt Service Fund $28,252,717

Special Revenue Funds Aviation Fund $1,094,116

Enterprise Funds

Internal Service Funds

Component Unit

Utility Fund $46,474,656

Information Technology Fund $6,055,406

School Funds $151,431,945

Downtown Business Overlay District $170,000 Road Maint. Fund $28,542,592 Grants Fund $664,410 Law Library Fund $44,562 Route 17 Taxing District Fund $1,400,000 Transit System Fund $1,037,454

Refuse Services Fund $5,957,441

Fleet Management Fund $11,623,704

Stormwater Fund $7,223,975 Risk Management Fund $19,357,600


City of Suffolk Adopted FY 15-16' Operating and Capital Budget General Fund - Executive Summary Current R.E. Tax Rate: Adopted R.E. Tax Rate:

$ $

1.03 1.07

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

$ $

0.04 -

% Change

General Fund

Adopted Revenues:

$

188,925,129

4.8%

Adopted Expenditures:

$

188,925,129

4.8%

Unfunded Gap:

$

(0)

PRIMARY BUDGET GOALS: 1 Promote Strong Financial Management and Fiscal Accountability 2 Provide Effective and Efficient Programs and Services that are Accountable and Customer Focused 3 Promote a Safe, Healthy, and Diverse Community in which to Live, Work, Learn, and Play 4 Diversify and Enhance the Local Economy 5 Provide Safe and Quality Transportation Options 6 Promote Citizen Engagement OTHER IMPORTANT BUDGET ITEMS TO NOTE:  Transfers an additional 1% of retirement contribution to employees (4th year of 5 year phase in) and provides 1% pay increase per State mandate.  Includes NO layoffs, furloughs, or pay reductions to existing personnel  Freezes 8 vacant positions to address increased costs and balance budget.

FINANCIAL POLICY COMPLIANCE STATUS:  Undesignated 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

14.3% Projected 3% Projected 2.21% Projected 9.61% Projected

40


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): - Local Contribution to Schools (increase due to lease payment) - Personnel & Benefits - Debt Payments - Information Technology Software, Support, and Equipment - Fleet & Fuels - Risk Insurances (OPEB, Workers Comp, Health, Property, Line of Duty) - Health & Welfare - Social Services - Utilities - Telecommunications - Lease of Equipment - Copying - Marketing - Printing - Travel & Training - Office Supplies - Postage - Special Programs - Fee Based (Tourism, Parks) - Uniforms - Lease of Buildings - Organizational Dues - Economic Development Incentive Investments (EDIP) - Juvenile Detention Services - Advertising - Regional Jail Detention Costs - Repairs and Maintenance (eliminated outside vendor for custodial service to part time employment) - Equipment Replacements and Additions - Local Organization Contributions - Transfer to Other Funds (Aviation, Transit) - Regional Organization Memberships - Professional Services - Books & Subscriptions TOTAL INCREASED SERVICE REQUIREMENTS:

$

8,726,671

$

9,442,737 (353,031) (303,072) (59,963)

$

8,726,671

$

3,902,886 1,616,667 849,926 649,196 (701,425) (418,212) (64,039) 574 348,145 72,500 (13,235) 13,731 51,777 19,881 (145,911) 1,360 (800) 11,147 230 1,836,400 312,640 (86,490) (44,735) 185,109 45,011 287,588 (3,250)

$

8,726,671

5%

5%

41


City of Suffolk Adopted FY 15-16' Operating and Capital Budget Capital Projects Fund - Executive Summary % Change

Capital Projects Adopted Revenues:

$

47,226,414

-16%

Adopted Expenditures:

$

47,226,414

-16%

Unfunded Gap:

$

Increase / (Decrease) from Prior Fiscal Year:

$

-

(9,153,586)

Includes:  $6,332,500 in Public Utility bond funding for recommended essential water/sewer projects.  $4.5M in Refuse bond funding for recommended project.

 Includes GO Bonded Projects of the following: Education: HVAC/Chiller Replacements New Middle School New Elementary School

2016 Bond $ $ 1,000,000 9,057,408 9,669,697 $ 19,727,105

 Cash Pay-Go Funding to leverage significant grant support of the following projects: Cash Pay-Go Transportation Safety: Shoulders Hill Rd Sidewalk Improvement $ 70,000 Aviation: Airport Parallel Taxiway 21,000 Parking Expansion & Entrance Improvements 100,000 Taxi Rehab Construction 80,000 Runway 4-22 Obstruction Removal 8,000 Runway 4-22 Rehabilitation 1,600 $ 280,600

% Grant

Grant $

$

-

Grant $ $

280,000

80% 98% 80% 80% 98% 98%

$

1,029,000 400,000 320,000 392,000 78,400 2,499,400

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

3% Projected

42


City of Suffolk Adopted FY 15-16' Operating and Capital Budget Aviation Facilities Fund- Executive Summary % Change

Aviation Adopted Revenues:

$

1,094,116

4%

Adopted Expenditures:

$

1,094,116

4%

Unfunded Gap:

Increase / (Decrease) from Prior Fiscal Year:

$

-

$

40,302

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 $157,927 to support Airport operations from the General Fund to a Special Revenue Fund under the management of the Department of Economic Development.

43


City of Suffolk Adopted FY 15-16' 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: Reassessment Tax Rate Impact to Citizens:

$ $

0.00

% Change

DBOD

Adopted Revenues:

$

170,000

0%

Adopted Expenditures:

$

170,000

0%

Unfunded Gap:

Increase / (Decrease) from Prior Fiscal Year:

$

-

$

-

Includes: ďƒ˜ 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.

44


City of Suffolk Adopted FY 15-16' Operating and Capital Budget Law Library Fund - Executive Summary % Change

Law Library

Adopted Revenues:

$

44,562

7%

Adopted Expenditures:

$

44,562

7%

$

0

$

3,102

Unfunded Gap:

Increase / (Decrease) from Prior Fiscal Year:

Includes: ďƒ˜ 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.

45


City of Suffolk Adopted FY 15-16' 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: Reassessment Tax Rate Impact to Citizens:

$ $

-

% Change

RT. 17 Tax District

Adopted Revenues:

$

1,400,000

8%

Adopted Expenditures:

$

1,400,000

8%

Unfunded Gap:

Increase / (Decrease) from Prior Fiscal Year:

$

$

-

100,000

Includes: ďƒ˜ 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. ďƒ˜ Transfer of debt service for payment of financed transportation improvements in the taxing district.

46


City of Suffolk Adopted FY 15-16' Operating and Capital Budget Road Maintenance Fund - Executive Summary % Change

Road Maintenance

Adopted Revenues:

$

28,542,592

14%

Adopted Expenditures:

$

28,542,592

14%

Unfunded Gap:

Increase / (Decrease) from Prior Fiscal Year:

$

$

(0)

3,536,818

Includes: ďƒ˜ State Road Maintenance revenue based on City lane miles of : 1,227 ďƒ˜ Addition of 2 FTE's - Paint Technician and Engineering Technician to address work load increases.

47


City of Suffolk Adopted FY 15-16' Operating and Capital Budget Debt Fund - Executive Summary % Change

Debt

Adopted Revenues:

$

28,252,717

3%

Adopted Expenditures:

$

28,252,717

3%

Unfunded Gap:

$

Increase / (Decrease) from Prior Fiscal Year:

$

(0)

816,685

Includes:  Current annual debt service for General Government and Rt. 17 Taxing District Projects.  Includes GO Bond Revenue for the following projects: Education: HVAC/Chiller Replacements New Middle School New Elementary School FY 16' New Bond Issuance: $

1,000,000 9,057,408 9,669,697 19,727,105

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

2.21% Projected 9.61% Projected

48


City of Suffolk Adopted FY 15-16' Operating and Capital Budget Public Utilities - Executive Summary % Change

Public Utilities

Adopted Revenues:

$

46,474,656

-1%

Adopted Expenditures:

$

46,474,656

-1%

Unfunded Gap:

Increase / (Decrease) from Prior Fiscal Year:

$

(0)

$

(241,624)

Includes:    

New customer revenue projection of 375 ERU's (Equivalent Residential Units) Addition of 2 FTE's - Utility System Worker and Skilled Laborer Elimination of 1 FTE - Meter Services Supervisor The following rate structure adjustments are proposed effective July 1 : FY 15' Water per 100 cubic feet Sewer per 100 cubic feet Water Availability Charge - Single Family Sewer Availability Charge - Single Family

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  Asset Replacement and System Extension shall not be 100% debt financed upon completion of the City's new water treatment facility (2015)

$ $ $ $

FY 16' 8.29 6.47 5,520 6,000

$ $ $ $

8.86 6.74 5,520 6,000

% Change 6.9% 4.2% 0% 0%

Yes 53.0% Yes 1.37 On Target

49


City of Suffolk Adopted FY 15-16' 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:

$

7,223,975

18%

Adopted Expenditures:

$

7,223,975

18%

$

0

$

1,084,135

Unfunded Gap:

Increase / (Decrease) from Prior Fiscal Year:

Includes: ďƒ˜ Mandated provision of Stormwater management services citywide to include mosquito control services.

50


City of Suffolk Adopted FY 15-16' Operating and Capital Budget Transit Fund - Executive Summary % Change

Transit

Adopted Revenues:

$

1,037,454

-2%

Adopted Expenditures:

$

1,037,454

-2%

Unfunded Gap:

Increase / (Decrease) from Prior Fiscal Year:

$

-

$

(16,167)

Includes:  Outsource of service delivery Virginia Regional Transit Authority.  Additional hour of service on the Gold connector line.  Capital acquisition of (1) 19 passenger body bus.

51


City of Suffolk Adopted FY 15-16' Operating and Capital Budget Refuse Fund - Executive Summary

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

$ $

16.50 16.50

% Change

Refuse

Adopted Revenues:

$

5,957,441

-13%

Adopted Expenditures:

$

5,957,441

-13%

Unfunded Gap:

Increase / (Decrease) from Prior Fiscal Year:

$

(0)

$

(860,315)

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 29,100 households.  Compliance plan for State 25% citywide recycling requirement.

52


City of Suffolk Adopted FY 15-16' Operating and Capital Budget Grants Fund - Executive Summary % Change

Grants

Adopted Revenues:

$

664,410

-1%

Adopted Expenditures:

$

664,410

-1%

Unfunded Gap:

Increase / (Decrease) from Prior Fiscal Year:

$

-

$

(9,805)

Includes: ďƒ˜ $350,000 in local cash match funds to leverage State and Federal grant opportunities for the City. ďƒ˜ Reduced Annual Allocations for CDBG and HOME funds are anticipated from the Federal Government, therefore, budget only includes portion of receipts to Section 108 loan of $314,410.

53


City of Suffolk Adopted FY 15-16' Operating and Capital Budget Fleet Fund - Executive Summary % Change

Fleet

Adopted Revenues:

$

11,623,704

-22%

Adopted Expenditures:

$

11,623,704

-22%

Unfunded Gap:

Increase / (Decrease) from Prior Fiscal Year:

$

(0)

$

(3,274,352)

Includes: ďƒ˜ Decreased cost estimate for fuel of $2.86 per gallon from $3.39 per gallon (govt. secured rate). ďƒ˜ Replacement of fleet equipment exceeding standards for replacement due to cost and safety factors.

54


City of Suffolk Adopted FY 15-16' Operating and Capital Budget Information Technology Fund - Executive Summary % Change

Information Technology

Adopted Revenues:

$

6,055,406

11%

Adopted Expenditures:

$

6,055,406

11%

Unfunded Gap:

Increase / (Decrease) from Prior Fiscal Year:

$

$

(0)

603,245

Includes: ďƒ˜ 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

55


City of Suffolk Adopted FY 15-16' Operating and Capital Budget Risk Fund - Executive Summary % Change

Risk

Adopted Revenues:

$

19,357,600

12%

Adopted Expenditures:

$

19,357,600

12%

Unfunded Gap:

Increase / (Decrease) from Prior Fiscal Year:

$

(0)

$

2,103,872

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

56


City of Suffolk Adopted FY 15-16' Operating and Capital Budget School Operating Fund - Executive Summary % Change

Schools

Adopted Revenues:

$

151,431,945

2.23%

Adopted Expenditures:

$

151,431,945

2.23%

Unfunded Gap:

$

Increase / (Decrease) from Prior Fiscal Year:

$

-

3,306,326

Includes: ďƒ˜ Increase of $3,886,000 in local contributions to support phase I of compensation study

Request Includes: ďƒ˜ Funding of $3,886,000 for phase I of compensation study

Request : 3,886,000

Recomdtn 3,886,000

Operating Fund

Year to Year Comparative Data Adopted FY 15' Requested FY 16' Recommended FY 16' % Change $ 129.0 $ 131.9 $ 131.9 2.25%

Lease of Building

$

0.5

$

0.5

$

0.5

0.00%

Grant Fund

$

11.6

$

11.6

$

11.6

0.00%

Food Services Fund

$

7.0

$

7.4

$

7.4

5.71%

Operating Request: $

148.1

$

151.4

$

151.4

2.23%

School Debt Service: $

13.5

$

11.8

$

11.8

-12.59%

Total School Funding: $

161.6

$

163.2

$

163.2

0.99%

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

14,420 13,800

14,420 13,749

14,420 13,749

0% 0%

11,710

11,870

11,870

1.36%

* calculation includes all revenue of State, Federal, Local, Grants, and Other 57


Summary of Revenues and Expenditures for All Funds FY 2014 - FY 2016 *FY 2014 Actual

FY 2015 Budget

FY 2016 Budget

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 Retained Earnings/Fund Balance TOTAL REVENUES

$ $ $ $ $ $ $ $ $ $ $ $ $ $

110,056,592 36,077,720 1,282,637 1,067,296 1,080,877 88,161,649 3,818,750 770,725 117,926,060 19,075,635 87,489,904 43,623,968 510,431,813

$ 109,670,000 $ 36,040,000 $ 1,235,750 $ 1,060,000 $ 3,568,466 $ 96,954,165 $ 7,036,586 $ 569,467 $ 128,088,787 $ 18,358,247 $ 87,935,349 $ 44,800,000 $ 3,400,000 $ 538,716,817

$ $ $ $ $ $ $ $ $ $ $ $ $ $

117,337,737 37,915,000 1,195,800 1,030,000 2,266,975 96,832,344 4,194,647 602,286 126,821,221 20,633,442 92,268,065 32,459,605 11,925,000 545,482,122

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: Fringe Benefits & Insurances Debt Fund Transfers Out TOTAL EXPENDITURES

$ $ $ $ $ $ $ $ $ $ $ $ $ $ $

30,469,880 7,985,843 58,902,586 68,847,719 18,836,734 12,995,884 149,643,954 10,506,534 6,479,236 5,208,541 10,986,263 853,152 45,733,143 88,389,530 515,838,999

$ 32,774,969 $ 7,536,768 $ 50,346,182 $ 87,070,021 $ 33,529,516 $ 14,505,982 $ 150,700,620 $ 11,851,177 $ 3,349,645 $ 3,389,028 $ 7,339,318 $ 657,148 $ 47,731,093 $ 87,935,349 $ 538,716,817

$ $ $ $ $ $ $ $ $ $ $ $ $ $ $

37,300,618 8,000,218 52,064,665 67,558,867 28,033,768 14,425,431 171,234,050 9,783,123 4,271,885 5,485,655 5,161,222 922,269 49,032,287 92,208,065 545,482,122

Projected Unassigned Fund Balance - June 30, 2015

$

71,015,057

Projected Unassigned Fund Balance - June 30, 2016

$

71,015,057

*FY 2014 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.

58


City of Suffolk All Funds Revenues and Expenditures Summary FY 2015 - 2016 Operating and Capital Budget

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 Retained Earnings/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: Fringe Benefits & Insurances Debt Fund Transfers Out TOTAL EXPENDITURES

General Fund Aviation Fund $ 115,767,737 $ 37,915,000 1,000,800 830,000 654,000 238,000 3,614,887 566,000 700,000 456,017 20,844,065 4,931,032 2,345,591 156,116 $ 188,925,129 $ 1,094,116

$

10,306,179 $ 7,955,656 51,386,034 4,403,191 14,425,431 9,358,123 3,521,885 976,945 60,000 566,977 85,964,710 $ 188,925,129 $

Downtown Business Overlay Taxing District Fund Transit Fund $ 170,000 $ 50,000 6,000 186,059 795,395 $ 170,000 $ 1,037,454

- $ 1,041,256 52,860 1,094,116 $

- $ 170,000 1,037,454 170,000 $ 1,037,454

Unassigned Fund Balance June 30, 2014

45,575,368

-

-

-

Restatement of Beginning Fund Balance:

-

-

-

-

863,587

36,232

219

-

-

-

-

Estimated Operating Surplus/(Deficit) FY 15': Appropriations from the Unassigned Fund Balance during the year - FY 15'

(1,200,000)

Projected Unassigned Fund Balance - June 30, 2015

$

45,238,955 $

36,232

$

219

$

-

Projected Unassigned Fund Balance - June 30, 2016

$

45,238,955

36,232

$

219

$

-

$

59


City of Suffolk All Funds Revenues and Expenditures Summary FY 2015 - 2016 Operating and Capital Budget

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 Retained Earnings/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: Fringe Benefits & Insurances Debt Fund Transfers Out TOTAL EXPENDITURES

Law Library Fund $ 44,562 $ 44,562

$

$

Debt Service Utility Fleet Mgmt. Fund Fund Fund $ - $ - $ 1,374,975 43,598,131 10,123,704 501,550 28,252,717 1,000,000 1,500,000 $ 28,252,717 $ 46,474,656 $ 11,623,704

- $ - $ - $ 44,562 11,155,810 20,701,268 50,000 3,470,678 12,679 355,292 28,252,717 20,287,165 226,863 1,610,253 228,352 44,562 $ 28,252,717 $ 46,474,656 $ 11,623,704

Unassigned Fund Balance June 30, 2014

-

-

8,437,375

3,522,479

Restatement of Beginning Fund Balance:

-

-

-

-

Estimated Operating Surplus/(Deficit) FY 15':

-

-

-

-

Appropriations from the Unassigned Fund Balance during the year - FY 15'

-

-

-

-

Projected Unassigned Fund Balance - June 30, 2015

$

-

$

-

$

8,437,375 $

3,522,479

Projected Unassigned Fund Balance - June 30, 2016

$

-

$

-

$

8,437,375 $

3,522,479

60


City of Suffolk All Funds Revenues and Expenditures Summary FY 2015 - 2016 Operating and Capital Budget

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 Retained Earnings/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: Fringe Benefits & Insurances Debt Fund Transfers Out TOTAL EXPENDITURES

Technology & General Risk Mgmt. Route 17 Taxing Services Fund Fund District Fund $ - $ - $ 1,400,000 $ 6,055,406 16,557,600 2,800,000 $ 6,055,406 $ 19,357,600 $ 1,400,000 $

$

$

5,638,617 $ 19,260,821 $ 101,867 8,419 102,164 212,758 88,360 6,055,406 $ 19,357,600 $

Refuse Fund 5,813,172 144,269 5,957,441

- $ 5,130,447 441,645 407,369 163,378 958,355 256,247 1,400,000 $ 5,957,441

Unassigned Fund Balance June 30, 2014

931,180

9,117,787

-

2,675,568

Restatement of Beginning Fund Balance:

-

-

-

-

5,888

664,461

113,185

416,726

Estimated Operating Surplus/(Deficit) FY 15': Appropriations from the Unassigned Fund Balance during the year - FY 15'

-

(1,800,000)

-

(900,000)

Projected Unassigned Fund Balance - June 30, 2015

$

937,068

$

7,982,248

$

113,185

$ 2,192,294

Projected Unassigned Fund Balance - June 30, 2016

$

937,068

$

7,982,248

$

113,185

$ 2,192,294

61


City of Suffolk All Funds Revenues and Expenditures Summary FY 2015 - 2016 Operating and Capital Budget

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 Retained Earnings/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: Fringe Benefits & Insurances Debt Fund Transfers Out TOTAL EXPENDITURES

Road Maintenance Stormwater Capital Projects Grants Fund Fund Fund Mgmt. Fund $ - $ - $ - $ 195,000 200,000 1,408,000 5,598,975 32,500 2,000 21,705,092 5,883,400 2,612,000 314,410 6,271,409 350,000 32,459,605 5,000,000 1,625,000 $ 28,542,592 $ 7,223,975 $ 47,226,414 $ 664,410

$

$

- $ - $ 27,801,078 4,785,163 188,663 469,902 552,851 1,968,910 28,542,592 $ 7,223,975 $

1,745,000 $ 350,000 678,631 14,113,178 7,332,500 19,802,105 425,000 750,000 2,380,000 314,410 47,226,414 $ 664,410

Unassigned Fund Balance June 30, 2014

-

2,298,604

-

-

Restatement of Beginning Fund Balance:

-

-

-

-

137,981

618,417

-

-

(500,000)

-

-

Estimated Operating Surplus/(Deficit) FY 15': Appropriations from the Unassigned Fund Balance during the year - FY 15'

-

Projected Unassigned Fund Balance - June 30, 2015

$

137,981

$ 2,417,021

$

-

$

-

Projected Unassigned Fund Balance - June 30, 2016

$

137,981

$ 2,417,021

$

-

$

-

62


City of Suffolk All Funds Revenues and Expenditures Summary FY 2015 - 2016 Operating and Capital Budget

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 Retained Earnings/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: Fringe Benefits & Insurances Debt Fund Transfers Out TOTAL EXPENDITURES

Schools Fund $

3,967,906 2,388,597 78,202,605 12,776,000 54,096,837 $ 151,431,945

$

Grand Total $ 117,337,737 $ 37,915,000 $ 1,195,800 $ 1,030,000 $ 2,266,975 $ 96,832,344 $ 4,194,647 $ 602,286 $ 126,821,221 $ 20,633,442 $ 92,268,065 $ 32,459,605 $ 11,925,000 $ 545,482,122

151,431,945 $ 151,431,945

$ 37,300,618 $ 8,000,218 $ 52,064,665 $ 67,558,867 $ 28,033,768 $ 14,425,431 $ 171,234,050 $ 9,783,123 $ 4,271,885 $ 5,485,655 $ 5,161,222 $ 922,269 $ 49,032,287 $ 92,208,065 $ 545,482,122

Unassigned Fund Balance June 30, 2014

-

72,558,361

Restatement of Beginning Fund Balance:

-

-

Estimated Operating Surplus/(Deficit) FY 15':

-

2,856,696

Appropriations from the Unassigned Fund Balance during the year - FY 15'

-

(4,400,000)

Projected Unassigned Fund Balance - June 30, 2015

$

-

$

71,015,057

Projected Unassigned Fund Balance - June 30, 2016

$

-

$

71,015,057

63


REVENUE ANALYSIS ___________________________________________________________________________ As part of the budget development process, the City projects the revenues that will be available during the fiscal year to provide services to Suffolk’s citizens. This section of the operating and capital budget provides an overview of the methods that are used to project revenue, the primary sources of City revenues, the economic conditions impacting local revenues, and a detailed analysis of local revenue projections for FY 2015-2016.

Revenue Projection Methods The task of analyzing and projecting revenues is a year-long process performed throughout the fiscal year by the City’s Division of Budget and Strategic Planning. As part of this process, the Division monitors and evaluates revenues each month to ensure that enough revenue is available for city departments to meet service demands and carryout the directives of City Council and the City Manager. Detailed quarterly projection reports are provided to the City Manager and City Council. In addition to quarterly revenue projections, the Division analyzes historic trends and monthly/year-over-year revenue collections; evaluates changes in real estate assessed values and tax exemption programs; compiles direct estimates from city departments and state/federal agencies; reviews state and federal legislation that may have an impact on local governments; consults with local officials and department heads to include the City Assessor, the Commissioner of the Revenue, the Treasurer, the Director of Finance, and others on budget related matters of impact, and coordinates the preparation of a five year growth model with the City’s financial consultant.

Where Does the Money Come From? The City derives its revenues from three primary sources: 1) local taxes, 2) fees and charges and 3) state, federal, and other funding. The breakdown of citywide service revenue sources, excluding capital and utility fund revenue, is depicted in the pie chart below. Local tax revenue comprises the largest share of citywide revenue at 47% followed by state, federal and other revenue (45%), and fees and charges (8%). Revenue Sources for Citywide Services Excluding Capital and Utility Fees &  FY 2015‐2016

Charges 8%

Local Taxes 47%

State, Federal &  Other 45%

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State and federal funding has declined as a percentage of citywide revenue in recent years. As a result, the City relies more heavily on local taxes and fees and charges as a revenue source to provide for citywide services. Budgeted Citywide Revenue Sources Excluding Capital & Utility  FY 2009 – FY 2016          Local Taxes  Fees & Charges  State, Federal, & Other  FY 2009  44%  5%  51%  FY 2010  44%  4%  52%  FY 2011  45%  4%  51%  FY 2012  45%  7%  48%  FY 2013  47%  7%  46%              46%    FY 2014            47%       7%      FY 2015  45%       8%                47%    FY 2016  47%       8%                45% 

Economic Outlook The City’s dependency on revenue from state and federal sources requires the Division of Budget and Strategic Planning to closely monitor national and state economic conditions and trends, as well as the local economy. Summarized below is the national, state, and local economic outlook. The National Economy The national economy is continuing to slowly recover from the economic recession. Economic growth has been modest and far less robust than periods following previous recessions. Although the recession officially ended in June 2009, the economy is still not back to pre-recession levels. The economy grew by 2.4% in 2014, but ended the year 2.6% growth in the fourth quarter.

65


However, the GDP growth rate shrank to a 0.2% growth in the first quarter of 2015 due to harsh winter weather that hindered housing starts and sapped consumer spending. Looking ahead most economists are in agreement that businesses are poised for growth and expect the economy to exceed growth at an annualized pace of 2.6% to 3% in 2015. Continuing job gains and growth in consumer incomes will spur purchase of homes, cars and other products and services. Lower gas prices in 2014 also helped to boost the economy. Due to increase in jobs and income, the housing market is expected to have a solid year. The State Economy The state economy is performing slightly ahead of projections. Virginia’s unemployment of 4.9% is below the national average of 5.6%. State revenue collections continue to increase. The housing market is also improving statewide. The impact of the federal sequestration is expected to continue to impact Virginia in the years to come due to Virginia’s sizeable federal workforce and federal contractors.

Source: Virginia Employment Commission 

The Local Economy The local economy continues to grow and diversify with strong growth in various sectors including food and beverage processing, manufacturing, and retail. In 2014, $59.5M was invested in expanding businesses and $56.3M was invested in new businesses creating 448 new jobs. New and expanding business investments were an impressive $115.9M resulting in more than one million square feet impacted. The newly acquired ICE designation for the Port of Virginia opened opportunities for the expansion of the coffee import, roasting and distribution business which created the nickname “Virginia’s Caffeine Capital” for the city. Suffolk also achieved AAA credit rating by Standard & Poor’s in 2014. Harbour View in Northern Suffolk continues to be one of the key locations in Hampton Roads to live, work and play. Downtown Suffolk continues to grow with revitalization of buildings along West Washington Street and the new City Hall opened in 2014 consolidating services in a central location for the citizens of Suffolk. Suffolk’s unemployment rate is 5.6%, slightly higher than the state average (4.9%).

66


Real Estate assessments are projected to only slightly increase in 2016, but new construction assessments are expected to increase by 1.28%.

FY 16 Revenue Projections Local Revenue Local tax revenue is comprised of general property taxes (real property, public service corporation taxes, personal property, and penalties and interest) and other local taxes (sales, public facilities rebate, communications sales, utility taxes, business license, motor vehicle license, bank stock, recordation and probate, tobacco, admissions, lodging, and meals). These revenue sources account for approximately 81% of all General Fund revenues. Local tax revenue is projected to increase 7% in FY 16’ to $153.6M, led by tobacco tax (46%), lodging tax (16%), personal property (10%), and business license tax (8%) revenue.

General Property Taxes General property taxes account for 61% of General Fund revenues and consist of taxes on real estate, personal property (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 City’s largest source of revenue comprising 49% of General Fund revenues. The City is projecting a 6% increase in real estate tax revenue in FY 16’. The increase is being driven by a modest increase in real estate values. Personal property tax revenue is projected to increase 10% in FY 16’. Public service corporation tax revenue is projected to increase by 6% in FY16. Public service corporation taxes are assessed and collected by the Virginia Department of Taxation and remitted to the City. This source of tax revenue includes taxes on electric utilities and cooperatives, gas pipeline distribution companies, public service water companies, telephone and telegraph companies, pipeline transmission companies and railroads.

67


Other Local Taxes Other Local Tax revenue is projected to increase 5% or $1,875,000 in FY 16’. The primary drivers of the increase include tobacco tax (46%), lodging tax (16%), business license tax (8%), meals tax (4%), and sales and use tax (4%) revenue. 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 to decrease 5% in FY 16’ based on current trends.

68


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. This revenue source decreased 45% between FY 07’ and FY 11’ as a result of the housing market decline. Based on current trends revenue from permit, privilege feeds and regulatory licenses are projected to remain flat in FY16’. 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 decrease 3% in FY 16’ based on 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 decrease of 11% is anticipated in FY 16’. 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. Slight decrease is projected in FY 16’ based on current trends. 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. Total miscellaneous revenue is projected to decrease 30% in FY 16’ 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 8% in FY 16’. State Revenue Revenue from the Commonwealth of Virginia represents 11% of all General Fund revenue and includes non-categorical aid, shared expenses, and categorical aid. State revenue is projected to slightly decrease to $20.1M in FY 16’. 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 decrease to $13.6M in FY 16’.

69


Shared Expenses The City receives funding from the Commonwealth of Virginia Compensation Board for the shared expenses of operating state-assisted local offices including the offices of the Commonwealth’s Attorney, Sheriff, Commissioner of the Revenue, Treasurer, Voter Registrar, and Circuit Court Clerk. State shared expense revenue is projected to remain at $2.8M in FY16’. Categorical Aid The City receives categorical aid from the State for specific locally administered programs and services including social service programs, public safety, courthouse maintenance, and library services. Categorical aid is projected to remain at $4.4M in FY 16’. 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 remain at $4.9M in FY16’.

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.

70


Capital Projects Fund The Capital Projects Fund accounts for the financial resources used to acquire or construct major capital facilities other than those normally financed by proprietary fund types. Each year, the City Council adopts a Capital Improvement Plan (CIP) which identifies major capital projects for a 10 year period. Projects identified in the first year of the CIP are recommended for funding in the Capital Projects Fund budget which is adopted by the City Council as part of the budget process. The Capital Projects Fund budget for FY 16’ is $47.2M, a 16% decrease over FY 15’. The Capital Projects Fund derives revenues from the issuance of general obligation and revenue bonds, state and federal grants, revenue based financing and the transfer of funds from the General Fund. The Capital Projects Fund is supported by the following funding sources: $6.3M public utility revenue bonds (13%); $26.1M general obligation bonds (55%); $8.5M state/federal funding (18%); $3.4M General Fund cash (7%); and $2.9M fund transfers via the Public Utility Fund, Stormwater Fund, and Route 17 Special Taxing District Fund (7%).  

Capital Projects Fund  Revenue Sources FY 2015‐2016

General Obligation  Bonds 55%

State/Federal 18% Public Utility  Revenue Bonds 13%

General Fund Cash 7% Transfer From Other Funds 7%

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 3% in FY 16’ to $28.2M.

71


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 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 assessed on properties located within the district’s boundaries. The DBOD budget for FY 16’ remains at $170,000. 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. The Road Maintenance Fund budget for FY 16’ is $28.5M, a 14% increase over FY 15’ based on the State funding formula which accounts for additional roadway miles in the City. Consolidated Grants Fund The Consolidated Grants Fund is used to account for revenues and expenditures involving governmental grant program operating expenditures. Revenue budgeted in the Consolidated Grants Fund is derived from a transfer of funds from the General Fund which are used to provide required local matches to state and federal grants received throughout 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 in previous years to revitalize the Fairgrounds section of downtown. The Consolidated Grants Fund budget for FY 16’ is $664,410, a 1% decrease over FY 15’. CDBG and HOME grant funds anticipated to be received in FY 16’ will be accepted and appropriated at a later date upon receipt of a final award letter from HUD. 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 16’ is $44,562, a 7% increase over FY 15’. Route 17 Special Taxing District Fund The Route 17 Special Taxing District Fund provides 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 assessed on properties located within the district’s boundaries. The Route 17 Special Taxing District Fund budget for FY 16’ is approximately $1.4M, an 8% decrease over FY 15’. Aviation Facilities Fund The Aviation Facilities Fund accounts for the revenues and expenditures of the Suffolk Executive Airport. The Fund’s revenues are comprised of fuel sales (63%), rental of facilities such as airport hangars (22%), miscellaneous revenue to include an airport usage fee (1%), and the transfer of funding support from the General Fund (14%). The Aviation Facilities Fund budget for FY 16’ is approximately $1.1M, a 4% increase over FY 15’.

72


Transit Fund The Transit Fund accounts for the revenues and expenditures of Suffolk’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 the General Fund transfer (76%), operating and capital funding from the VRTA via state and federal grant funding (19%), and fare collections (5%). The Transit Fund budget for FY 16’ is approximately $1M, a 2% decrease over FY 15’. 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 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, 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 16’ is approximately $46.4M, a 1% decrease over FY 15’. 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 $.57 (water) and $.27 (sewer) monthly per 100 cubic feet in FY 15’ to address state and federal regulatory mandates and system growth. Stormwater Utility Fund The Stormwater Utility 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 Utility Fund budget for FY 16’ is approximately $7.2M, an 18% increase over FY 15’. The increase is due to a one-time $1,625,000 draw from the Stormwater Fund Balance which was needed for capital improvements in FY 16’. 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 and landfill post closure planning and management. 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 collected fee is $16.50 per month in FY16’. The Refuse Fund budget for FY 16’ is approximately $5.9M, a 13% decrease over FY 15’.

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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 accounts for the City’s technology infrastructure including central computer 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 16’ is approximately $6M, an 11% increase over FY 15’. Fleet Management Fund The Fleet Management Fund provides for the financing of vehicles and the maintenance, repairs, and fuel costs of the City. Operating costs are allocated to the various city departments and agencies including the Western Tidewater Community Services Board, Suffolk Health Department, Western Tidewater Regional Jail, and Suffolk Public Schools, who use fleet equipment on a cost reimbursement basis. The Fleet Management Fund budget for FY 16’ is approximately $11.6M, a 22% decrease over FY 15’. Risk Management Fund The Risk Management Fund provides for the funding and payment of auto, police liability, general liability, health and worker’s compensation claims against the City, exclusive of the Suffolk Public Schools’ employees. Charges to other funds are based on estimated claims for the year. The Risk Management Fund budget for FY 16’ is approximately $19.3M, a 12% increase over FY 15’. 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 16’ is approximately $151.3M, a 2.23% increase over FY 15’ due to an increase of $3.8M in local contributions.

74


General Operating Fund


_____________________________________________________________________________________

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CITY OF SUFFOLK, VIRGINIA FY 2015-16 OPERATING AND CAPITAL BUDGET GENERAL FUND Revenue Summary

2012-2013 Actual

Revenue Type

2013-2014 Actual

2014-2015 Budget

2015-2016 Adopted

Budget % Change

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

$ 82,096,459 $ 85,609,240 $ 3,210,399 3,378,776 16,726,107 18,241,022 1,012,265 1,060,176

87,500,000 $ 3,200,000 16,500,000 1,000,000

93,167,737 3,400,000 18,200,000 1,000,000

6% 6% 10% 0%

Total General Property Taxes

$ 103,045,231 $ 108,289,214 $ 108,200,000 $

115,767,737

7%

8,400,000 100,000 3,600,000 4,300,000 6,700,000 2,200,000 490,000 1,100,000 1,900,000 250,000 1,275,000 7,600,000

4% 0% 0% 0% 8% 0% 0% 0% 46% 0% 16% 4%

37,915,000 153,682,737

5% 7%

35,000 15,000 2,500 200,000 650,000 30,000 65,000 3,000 250

35,000 15,000 2,500 200,000 650,000 30,000 65,000 3,000 300

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

1,000,750 $

1,000,800

0%

600,000 90,000 170,000

600,000 100,000 130,000

0% 11% -24%

OTHER LOCAL TAXES Sales and Use Tax Public Facilities Tax Rebate 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

8,050,484 83,949 3,602,321 4,390,438 6,277,297 2,247,870 486,092 1,165,979 1,313,533 237,060 1,071,900 7,436,836

8,473,872 100,099 3,535,356 4,430,346 5,158,825 2,240,157 505,550 1,269,043 1,354,757 243,203 1,119,678 7,646,834

8,100,000 100,000 3,600,000 4,300,000 6,200,000 2,200,000 490,000 1,100,000 1,300,000 250,000 1,100,000 7,300,000

$ 36,363,760 $ 36,077,720 $ 36,040,000 $ $ 139,408,991 $ 144,366,934 $ 144,240,000 $

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

35,169 17,020 2,709 203,044 671,540 49,775 82,824 367 270 $

1,062,718 $

39,076 14,350 2,838 170,387 638,139 38,537 110,754 3,055 490 1,017,625 $

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

674,232 211,939 162,105 $

1,048,276 $

658,737 107,143 136,281 902,161 $

860,000 $

830,000

-3%

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 (VEC etc.) Total Revenue from Use of Money and Property

172,319 113,454 108,618 19,245 65,788 81,122 15,007 32,653 $

608,207 $

162,539 98,557 110,807 19,525 90,162 82,007 13,560 28,979 606,136 $

250,000 100,000 200,000 15,000 65,000 80,000 21,000 731,000 $

250,000 100,000 150,000 18,000 65,000 50,000 21,000

0% 0% -100% 20% 0% -38% 0%

654,000

-11%

75


CITY OF SUFFOLK, VIRGINIA FY 2015-16 OPERATING AND CAPITAL BUDGET GENERAL FUND Revenue Summary

Revenue Type

2012-2013 Actual

2013-2014 Actual

152,477 5,787 19,519 111,191 11,285 22,432 22,567 3,079,632 70,238 753,653 20,584 29,777 156 341,000 134,383 25,893 101,920

51,191 5,787 18,359 123,134 10,655 23,379 13,881 1,819,445 85,582 779,433 21,259 23,935 287 341,000 141,763 7,489 70,600

2014-2015 Budget

2015-2016 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 Reports Public Safety 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

$

4,902,494 $

3,537,179 $

150,000 5,787 18,000 110,000 9,000 20,000 1,800,000 80,000 800,000 20,000 35,000 341,000 150,000 28,000 85,000

50,000 5,787 18,000 110,000 9,000 22,000 5,000 1,900,000 80,000 800,000 20,000 32,000 100 350,000 100,000 28,000 85,000

-67% 0% 0% 0% 0% 10% 6% 0% 0% 0% -9% 3% -33% 0% 0%

3,651,787 $

3,614,887

-1%

3,000 10,000 5,000 2,000 5,000 650,000 125,000 8,000

3,000 2,000 5,000 350,000 200,000 6,000

0% -100% -100% 0% 0% -46% 60% -25%

566,000

-30%

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

11,914 170 255 15,773 8,266 418,353 344,378 8,215 $

807,325 $

15,192 31 2,330 6,133 385,678 279,091 7,793 696,247 $

808,000 $

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

5,670 400,333 1,060 22,642 $ $

429,705 $ 8,858,724 $

382,688 1,148 98,288 482,123 $ 7,241,472 $

5,000 418,198 -

5,000 425,517 500 25,000

0% 2% -

423,198 $ 7,474,735 $

456,017 7,121,704

8% -5%

15,000 350,000 130,000 2,764,800 10,169,729 130,000 -

-25% -36% 0% -3% 0% 8% -

13,559,529

-2%

REVENUE FROM THE COMMONWEALTH - NON CATEGORICAL AID 1,992 27,541 711,107 131,260 2,764,801 10,169,730 132,794 (314,740)

Motor Vehicle Carrier Tax Mobile Home Titling Tax Tax on Deeds - Grantors Tax Rolling Stock Tax Police House Bill 599 Personal Property Tax Relief Vehicle Rental Tax Local Aid Commonwealth Contra Rev Total Non-Categorical Aid

$

13,624,485 $

17,816 371,217 147,445 2,764,800 10,169,730 138,369 13,609,376 $

20,000 550,000 130,000 2,860,000 10,169,729 120,000 13,849,729 $

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CITY OF SUFFOLK, VIRGINIA FY 2015-16 OPERATING AND CAPITAL BUDGET GENERAL FUND Revenue Summary

Revenue Type

2012-2013 Actual

2013-2014 Actual

910,011 860,309 156,120 190,438 69,658 492,977

951,430 886,539 161,742 202,661 46,531 575,369

2014-2015 Budget

2015-2016 Adopted

Budget % Change

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

$

2,679,514 $

2,824,272 $

960,000 878,000 160,000 202,000 45,000 566,408 2,811,408 $

1,005,689 906,687 164,150 207,469 45,000 479,781

5% 3% 3% 3% 0% -15%

2,808,776

0%

20,000 40,000 2,700,000 1,040,000 190,000 76,260 254,034 155,466

-33% -11% 0% -3% -5% 4% 19% 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

$ $

12,636 23,665 41,960 2,265,162 1,085,860 40,554 172,257 1,525 75,765 241,243 300,000 114,681

14,807 21,309 41,903 2,060,196 716,878 40,311 189,132 1,508 108,600 254,034 156,755

30,000 45,000 2,700,000 1,070,000 200,000 73,000 213,000 155,000

4,375,308 $ 20,679,307 $

3,605,432 $ 20,039,080 $

4,486,000 $ 21,147,137 $

4,475,760 0% 20,844,065 -1.4%

10,346 10,681 36,699 4,771,723 37,817

15,946 23,157 27,064 4,889,814 21,378

11,032 4,900,000 20,000

11,032 4,900,000 20,000

0% 0% 0%

4,931,032 $

4,931,032

0%

705,009 40,311 576,133 322,327 208,427 222,378 237,993 92,976

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

-22% 31% 6% 7% 23% 3% -11% -5%

REVENUE FROM THE FEDERAL GOVERNMENT - NON CATEGORICAL AID Criminal Justice Services Grants Emergency Services Grant Property Seizure Program - Police Commonwealth Atty - Federal Asset Forfeiture Public Assistance Grants Refuge Revenue Sharing (Dismal Swamp) TOTAL FEDERAL REVENUE

$

4,867,266 $

4,977,358 $

FUND TRANSFERS Indirect Cost Return: Transfer from Road Maintenance Fund Transfer from Aviation Fund Transfer from Debt 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

589,407 104,083 540,001 231,339 173,389 321,144 201,111 86,404 2,246,878 $

631,697 122,976 596,320 173,526 156,279 429,043 266,140 110,370

TOTAL OTHER REVENUE

$

2,405,554 $

2,345,591

-2%

TOTAL REVENUES

$ 176,061,165 $ 179,111,196 $ 180,198,458 $

2,486,351 $

188,925,129

4.8%

77


CITY OF SUFFOLK, VIRGINIA FY 2015-16 OPERATING AND CAPITAL BUDGET GENERAL FUND Expenditure Summary Budget 2012-2013

2013-2014

2014-2015

2015-2016

%

2015-2016

%

Actual

Actual

Budget

Request

Incr

Adopted

Change

GENERAL GOVERNMENT City Council

$

City Manager Budget & Strategic Planning City Attorney Human Resources Commissioner of the Revenue

410,743 $

419,619 $

453,264 $

469,763

4% $

444,947

1,363,589

1,267,578

1,116,511

1,048,490

-6%

1,112,360

480,881

277,465

346,910

346,910

0%

297,215

-2% 0% -14%

963,327

965,178

981,581

985,613

0%

1,025,765

5%

1,016,312

995,770

1,085,127

930,036

-14%

1,034,474

-5%

951,228

936,112

973,436

966,011

-1%

983,168

1%

Assessor

1,383,729

1,383,190

1,526,975

1,561,025

2%

1,498,054

-2%

Treasurer

1,394,875

1,523,196

1,427,818

1,652,375

16%

1,474,348

3%

Finance

1,141,100

1,262,323

1,504,888

1,568,658

4%

1,644,247

9%

Purchasing

261,444

307,295

323,743

376,715

16%

327,980

1%

Registrar

419,318

325,407

381,412

664,128

74%

463,622

22%

9,786,546 $

9,663,131 $

10,121,665 $

10,306,179

2%

-1%

Total General Government

$

10,569,724

4% $

JUDICIAL Circuit Court Judges

177,633

180,097

188,414

188,270

0%

187,278

General District Court

44,395

40,395

60,772

87,772

44%

60,449

-1%

Magistrate's Office

14,124

14,565

18,043

24,443

35%

20,896

16% -4%

Juvenile & Domestic Relations Court

10,721

10,648

24,049

24,049

0%

23,196

948,041

879,094

910,624

910,624

0%

910,183

0%

Clerk of the Circuit Court

1,346,956

1,271,669

1,270,353

1,296,231

2%

1,438,166

13%

Sheriff

2,143,701

2,179,800

2,222,313

2,483,508

12%

2,336,851

5%

Commonwealth's Attorney

2,690,603

2,695,943

2,800,742

2,924,411

4%

2,978,639

6%

7,376,176 $

7,272,211 $

7,495,309 $

7,939,308

6% $

7,955,656

6%

-1%

Court Services Unit

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

$

18,720,361

19,788,383

19,578,081

20,980,109

7%

19,384,529

1,479,868

1,458,649

1,595,302

1,830,442

15%

1,638,051

3%

740,013

834,446

826,101

960,592

16%

801,771

-3%

2,935,346

2,254,036

2,345,004

2,395,920

2%

2,343,046

0%

22,562,635

24,208,567

22,569,051

23,082,412

2%

22,756,350

1%

51,397

5,150

19,151

19,151

0%

37,396

95%

2,588,491

2,588,491

2,588,491

4,424,891

71%

4,424,891

71%

51,386,034

4%

878,649

4%

49,078,110 $

51,137,723 $

49,521,182 $

844,963

53,693,517

8% $

PUBLIC WORKS Public Works - Administration

722,542

800,383

Public Works - Grounds Maintenance

1,027,342

534,744

Capital Programs & Facilities

2,877,681

2,705,560

2,896,753

3,615,272

25%

3,524,542

22%

4,627,565 $

4,040,687 $

3,741,715 $

4,570,234

22% $

4,403,191

18%

Total Public Works

$

-

954,962 -

13% -

-

-

78


CITY OF SUFFOLK, VIRGINIA FY 2015-16 OPERATING AND CAPITAL BUDGET GENERAL FUND Expenditure Summary Budget 2012-2013

2013-2014

2014-2015

2015-2016

%

2015-2016

%

Actual

Actual

Budget

Request

Incr

Adopted

Change

10,277,464

10,468,268

11,574,689

11,605,937

0%

11,557,275

0%

1,445,927

1,328,541

1,810,142

1,745,667

-4%

1,747,004

-3%

HEALTH & WELFARE Social Services Comprehensive Services Act Western Tidewater Health District

840,000

840,000

840,000

840,000

0%

840,000

0%

Western Tidewater Community Service Board

281,152

281,152

281,152

309,267

10%

281,152

0%

12,844,543 $

12,917,961 $

14,505,982 $

14,500,871

0% $

14,425,431

-1%

49,163,443

50,176,881

50,193,952

54,096,837

8%

54,096,837

8%

49,163,443 $

50,176,881 $

50,193,952 $

54,096,837

8% $

54,096,837

8%

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

1,185,956

1,311,917

1,380,440

1,380,440

0%

1,449,928

5%

-

-

132,454

157,953

19%

151,865

15%

1,692,146

1,678,328

1,847,546

1,936,684

5%

1,918,305

4%

-

-

560,687

591,823

6%

547,947

-2%

460,494

438,052

466,828

471,280

1%

470,519

1%

Parks and Recreation - Recreation

1,689,049

1,865,710

2,015,533

2,081,272

3%

2,065,516

2%

Library

2,514,581

2,474,991

2,697,690

2,799,805

4%

2,754,043

2%

7,542,226 $

7,768,997 $

9,101,177 $

9,419,257

3% $

9,358,123

3%

Planning and Community Development

1,376,987

1,384,413

1,312,326

1,334,572

2%

1,420,683

8%

Economic Development

1,648,225

2,448,829

823,652

1,875,327

128%

814,774

-1%

Tourism

442,658

572,749

553,274

626,650

13%

556,869

1%

Media and Community Relations

548,747

592,181

586,541

671,621

15%

654,848

12%

42,063

50,501

73,853

76,703

4%

74,712

1%

4,058,680 $

5,048,673 $

3,349,645 $

4,584,873

37% $

3,521,885

5%

985,949

996,489

971,905

1,592,403

64%

976,945

1%

985,949 $

996,489 $

971,905 $

1,592,403

64% $

976,945

1%

Total Parks, Recreation & Cultural

$

COMMUNITY DEVELOPMENT

Virginia Cooperative Extension Service Total Community Development

$

OTHER PUBLIC SERVICES Local and Regional Organizations Total Other Public Services

$

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

474,542

531,083

303,089

482,950

59%

566,977

87%

28,506,012

29,393,878

30,892,837

32,000,477

4%

31,927,872

3%

28,980,554 $

29,924,961 $

31,195,926 $

Total Non-departmental

$

32,483,427

4% $

32,494,849

4%

Total General Fund Expenditures

$ 174,443,792 $ 178,947,712 $ 180,198,458 $ 193,450,451

7% $

188,925,129

4.8%

79


_____________________________________________________________________________________

THIS PAGE INTENTIONALLY BLANK


CITY COUNCIL DESCRIPTIONDESCRIPTION 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 2015 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.

To prepare all boards and commissions records accurately and to prepare all ceremonial items as requested and approved by City Council. FY 2016 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 Number of City Council meetings held Average time to post Council actions to City website Percentage Council Member attendance at public meetings Number of public inquiries received Average response time to public inquiries

FY 14 Actual 46 2 days 100% 1,600 2 days

FY 15 Projected 48 2 days 100% 1,700 2 days

FY 16 Estimate 48 2 days 100% 1,800 2 days

80


Department: City Council Budget Detail 2012-2013 Actual

Account Number: 100-1111051100.02 52100 52210 52400 53100 53500 53600 54100 54500 55210 55230 55500 55810 55840 56001 56012 56017 56026 58200

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 Capital Outlay

Total Operating Expenditures

2013-2014 Actual

2014-2015 Budget

2015-2016 Requested

% Change

$

233,640 17,550 19,428 1,317 3,185 637 10,787 92,139 515 3,988 4,101 275 2,305 1,598 245 10,631 7,600 802

$

235,118 17,638 18,567 1,334 188 22,406 95,610 350 4,341 5,237 335 1,843 3,549 6,111 6,990 -

$

236,617 18,101 16,861 1,500 1,000 20,907 91,111 500 7,266 10,000 500 15,000 4,000 500 14,400 15,000 -

$

236,617 18,101 16,861 1,500 5,000 500 1,000 20,907 91,111 1,000 7,266 15,000 500 20,000 5,000 14,400 15,000 -

$

410,743

$

419,619

$

453,264

$

469,763

2015-2016 Adopted

0% $ 0% 0% 0% 0% 0% 0% 100% 0% 50% 0% 33% 25% -100% 0% 0% 4%

$

% Change

239,286 18,305 16,094 1,535 1,000 13,610 87,450 1,000 7,266 10,000 500 20,000 4,500 14,400 10,000 -

1% 1% -5% 2% 0% -35% -4% 100% 0% 0% 0% 33% 13% -100% 0% -33% -

444,947

-2%

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

Range

Class Mayor Councilman City Clerk 16 Deputy City Clerk

Number of Full-Time Positions

2012-2013 Actual

2013-2014 Actual

2014-2015 Budget

2015-2016 Requested

2015-2016 Adopted

1 7 1 1

1 7 1 1

1 7 1 1

1 7 1 1

1 7 1 1

10

10

10

10

10

81


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 the 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 2015 ACCOMPLISHMENTS 

Achieved the highly acclaimed and much lauded Triple A (AAA) rating following an upgrade by Standard & Poor’s Ratings Service on the City’s outstanding general obligation bonds and long term rating.

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

Awarded a Certificate of Excellence in Citizen-Centric Reporting from the Association of Government Accountants (AGA).

Completed and initiated several capital improvement projects that will enhance the quality of life of Suffolk citizens including the new E-911/Municipal Building, a new Elementary School, Whaleyville Community Center, and Police Admin. Building Expansion.

FY 2016 OBJECTIVES  To improve the overall efficiency and effectiveness of City Government by continuing to refine the City’s administrative and business practices. (Goal 2: Provide Effective and Efficient Programs and Services that are Accountable and Customer Focused) 

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. (Goal 1: Promote Strong Financial Management and Fiscal Accountability)

To ensure the delivery of high quality services and programs to the citizens of Suffolk. (Goal 2: Provide Effective and Efficient Programs and Services that are Accountable and Customer Focused)

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 AGA Award of Excellence in Citizen-Centric Reporting *Number of jobs created *Capital Investment

FY 14 Actual

FY 15 Projected

FY 16 Estimate

Aa2 AA+ AA+ 14.3%    650 $44M

Aa1 AAA AA+ 14.3%    750 $56M

Aa1 AAA AA+ 14.3%    750 $49M

*Job creation and capital investment are based on calendar year data for 2013-2015.

82


Department: City Manager Budget Detail 2012-2013 Actual

Account Number: 100-1211051100.02 51100.04 51100.14 52100 52210 52400 53100 53200 54100 54200 54500 55210 55230 55410 55500 55810 56001 56012 56014 56017 58200

Salaries and Wages Salaries and Wages - Overtime Transportation Expense FICA VRS Retirement Group Life Professional Services Temporary Help Service Fees Information Technology Fleet Risk Management Postal Services Telecommunications Rental/Lease of Equipment Travel and Training Dues and Association Memberships Office Supplies Books and Subscriptions Other Operating Supplies Copier Costs Capital Outlay

Total Operating Expenditures

2013-2014 Actual

2014-2015 Budget

2015-2016 Requested

% Change

$

691,331 426 15,000 47,986 110,458 8,142 292,088 46,560 9,672 57,201 139 8,035 1,029 19,760 2,089 2,742 198 273 45,177 5,282

$

709,637 38 17,100 48,601 117,041 8,411 102,641 4,101 36,217 7,865 67,652 330 8,665 1,029 24,066 2,301 4,398 238 25,283 81,963

$

728,998 15,000 55,768 108,183 9,623 32,469 17,600 64,450 1,000 13,505 1,000 10,000 2,883 2,500 1,500 52,032 -

$

634,101 19,800 48,509 94,101 8,370 48,000 32,469 4,000 64,450 1,000 13,505 1,000 20,000 2,883 2,500 1,500 52,302 -

$

1,363,589

$

1,267,578

$

1,116,511

$

1,048,490

2015-2016 Adopted

-13% $ 32% -13% -13% -13% 0% -77% 0% 0% 0% 0% 100% 0% 0% 0% 1% -6%

$

% Change

681,880 19,800 52,164 92,799 9,001 48,000 48,471 4,000 61,826 1,000 13,505 1,000 20,000 2,883 2,500 1,500 52,032 1,112,360

53100 - Professional Services: Legislative Services Personnel Summary

Range

Class

50 46 38 23 16 14

City Manager Deputy City Manager Chief of Staff Intergovernmental Relations and Special Projects M Administrative Analyst Administrative Assistant Executive Secretary

Number of Full-Time Positions

2012-2013 Actual 1 1 1 1

2013-2014 Actual

2014-2015 Budget

1 2

1 1 1 1 1 1 1

1 1 1 1 1 1 1

7

7

7

-

2015-2016 Requested

2015-2016 Adopted 1 1 1

1 1 1

-

1 1 1

2 1 1

6

7

83

-6% 32% -6% -14% -6% 49% -77% -4% 0% 0% 0% 100% 0% 0% 0% 0% 0%


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; debt management, planning, and coordination of financings and bond referenda in conjunction with the Department of Finance; strategic planning and performance measurement; and fiscal impact analysis. FY 2015 ACCOMPLISHMENTS 

Coordinated the issuance of $49.8M in general obligation bonds to provide for citywide capital improvements.

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

Prepared the FY 2014-2015 City Profile and Statistical Digest providing demographic, financial, and service level data to assist in citywide strategic planning efforts.

FY 2016 OBJECTIVES 

To develop a balanced budget in compliance with the City Charter and within local and State mandated timeframes for financial plan development. (Goal 2: Provide Effective and Efficient Programs and Services that are Accountable and Customer Focused)

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. (Goal 2: Provide Effective and Efficient Programs and Services that are Accountable and Customer Focused)

To review and submit at least 95% of budget adjustment requests for processing within 48 hours of receipt from city departments. (Goal 2: Provide Effective and Efficient Programs and Services that are Accountable and Customer Focused)

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 % Budget Adjustment requests reviewed/processed within 48 hours

FY 14 Actual  

FY 15 Projected  

FY 16 Estimate  

3.0% 2.02% 9.35% 12.2% 3% 100%

3.0% 2.13% 9.48% 14.3% .5% 100%

3.0% 2.21% 9.60% 14.3% 3.92% 100%

84


Division: Budget & Strategic Planning (Department of Finance) Budget Detail 2012-2013 Actual

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

Salaries and Wages FICA VRS Retirement Group Life 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

2013-2014 Actual

2014-2015 Budget

2015-2016 Requested

% Change

2015-2016 Adopted

% Change

$

324,735 23,873 49,866 3,533 1,671 16,859 37,143 108 2,127 888 923 1,078 31 18,046 -

$

160,349 11,782 26,654 2,408 1,532 18,113 38,441 49 1,496 26 888 912 31 12,548 2,236

$

222,744 17,040 33,055 2,940 2,000 16,864 36,609 100 3,958 1,000 1,200 2,000 200 7,200 -

$

222,744 17,040 33,055 2,940 2,000 16,864 36,609 100 3,958 1,000 1,200 2,000 200 7,200 -

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

$

190,097 14,542 25,660 2,509 2,000 11,114 35,134 100 3,958 2,000 1,200 1,500 200 7,200 -

-15% -15% -22% -15% 0% -34% -4% 0% 0% 100% 0% -25% 0% 0% -

$

480,881

$

277,465

$

346,910

$

346,910

0%

$

297,215

-14%

Personnel Summary

Range

Class 44 34 31 29 18

Director of Budget & Strategic Planning Budget Officer Budget & Strategic Planning Manager Budget Analyst Budget Associate

Number of Full-Time Positions

2012-2013 Actual

2013-2014 Actual

1

-

-

2014-2015 Budget 1

1 1 1 4

-

2015-2016 Requested

2015-2016 Adopted

1

-

1

1

-

-

2 1

2 1

2 1

4

4

4

2 3

85


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 2015 ACCOMPLISHMENTS 

Completed various project acquisitions for the City Land Transfer to Housing Hampton Roads, Portsmouth Boulevard Parking Lot, Route 17/Lee Farm Lane Intersection Project, and the Route 17/Bridge Road Intersection Project

Reviewed 135 Invitation for Bids, Requests for Proposals and Contracts including the revamped process to execute DSS

contracts with vendors which will include going through the Purchasing Department, the EDA Land Transfer to Continental Terminals, finalized EDIP agreements for new and expanding Suffolk companies, the Finalized Kenyon Court Connector Development Agreement, and the Finalized Exchange Agreement between the Army and the City 

Provided an attorney for all Planning Commission, Economic Development Authority, Wetland’s Board, and Historic Landmarks Commission meetings.

Provided support and advice regarding the City’s legislative program and various bills that affected the City.

Successfully represented the City in various litigation matters, provided informal legal opinions, and researched and reviewed several policies for City departments.

FY 2016 OBJECTIVES 

To refrain from 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. (Goal 1: Promote strong financial management and fiscal accountability)

To respond to requests for legal services to City Council, departments, boards, and commissions in a timely manner. (Goal 2: Provide effective and efficient programs and services that are accountable and customer focused)

To provide in-house training to City staff on legal issues affecting the City. (Goal 2: Provide effective and efficient programs and services that are accountable and customer focused)

STATISTICS/PERFORMANCE MEASURES Number of requests for legal services Number of contract reviews Number of court appearances Number of real estate matters handled: Deeds Easements Closings

FY 14 Actual 1,218 351 91

FY 15 Projected 1,564 270 150

FY 16 Estimate 1,650 300 100

1 5 25

4 4 28

5 5 30 86


Department: City Attorney Budget Detail 2012-2013 Actual

Account Number: 100-1221051100.02 52100 52210 52400 53100 53100.11 53500 53600 54100 54500 55210 55230 55500 55810 56001 56012 56017 58200

Salaries and Wages FICA VRS Retirement Group Life Professional Services Legal Services 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

2013-2014 Actual

2014-2015 Budget

2015-2016 Requested

% Change

2015-2016 Adopted

% Change

$

646,812 47,445 112,752 7,647 859 3,044 214 34,435 83,302 1,067 4,575 7,055 2,780 3,788 3,298 4,253 -

$

644,614 46,073 106,649 7,493 3,146 2,992 35,132 87,610 916 5,802 9,871 3,429 3,297 4,319 3,835 -

$

661,568 50,610 98,177 8,733 5,000 3,400 32,633 83,443 1,200 9,496 7,000 5,633 5,000 4,000 5,688 -

$

661,568 50,610 98,177 8,733 5,000 3,432 1,000 32,633 83,443 1,200 9,496 10,000 5,633 5,000 4,000 5,688 -

0% 0% 0% 0% 0% 1% 0% 0% 0% 0% 43% 0% 0% 0% 0% -

$

686,186 52,493 94,968 9,058 5,000 3,432 1,000 52,564 80,046 1,200 9,496 10,000 5,633 5,000 4,000 5,688 -

4% 4% -3% 4% 0% 1% 61% -4% 0% 0% 43% 0% 0% 0% 0% -

$

963,327

$

965,178

$

981,581

$

985,613

0%

$

1,025,765

5%

Personnel Summary

Range

44 30/36/38 23 20 16 10

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

Number of Full-Time Positions

2012-2013 Actual

2013-2014 Actual

2014-2015 Budget

2015-2016 Requested

2015-2016 Adopted

1 1 3 1 1 1 1

1 1 3 1 1 1 1

1 1 3 1 1 1 1

1 1 3 1 1 1 1

1 1 3 1 1 1 1

9

9

9

9

9

87


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 2015 ACCOMPLISHMENTS 

Designed and implemented a new performance management and evaluation process to align employee performance with citywide goals and objectives. Trained 234 senior staff, managers and supervisors on how to successfully use the new system to evaluate employee performance using measurable targets.

Procured and implemented new technology, called NeoGov, to enhance Suffolk’s ability to attract quality candidates, reduce time to hire, and provide for a more effective and efficient hiring process for candidates and city departments.

Expanded the leadership skills and knowledge of the workforce through an expanded Suffolk University. 43 additional Senior and Middle Managers attended the new Situational Leadership Program and 57 additional Supervisors attended the Leader Development Program (LDP) for New and Line Supervisors.

Enhanced customer service through a new Customer Service Training program; 80 employees who interact with Suffolk citizenry participated in the program.

FY 2016 OBJECTIVES (Goal 2: Provide Effective and Efficient Programs and Services that are Accountable and Customer Focused) 

Expand Leadership Network, for the purpose of sharing leadership and management tools and techniques in a hands-on practical setting, to middle managers.

Train supervisors on the effective use of the new Recruitment and Applicant Tracking technology.

Revise the Employee Reward and Recognition Program to align it to the city’s goals and objectives, and to maximize opportunities to recognize outstanding performance.

Design and recommend a sound compensation strategy which provides for an annual review and recommendations, given funding availability, to ensure competitiveness of Suffolk’s salaries compared with the regional market.

Enhance accountability throughout the workforce by implementing new technology for establishing and tracking accomplishment of organizational and employee performance.

STATISTICS/PERFORMANCE MEASURES Employee Turnover Rate New Hires and Promotions Percent of vacant positions Training Programs: Number of training programs provided for City staff Number of participants

FY 14 Actual 10% 300 9%

FY 15 Projected 10% 250 10%

FY 16 Estimate 9% 250 10%

6 322

12 440

15 600

88


Department: Human Resources Budget Detail 2012-2013 Actual

Account Number: 100-1222051100.02 51100.04 51100.06 52100 52210 52400 52820 53100 53500 53600 54100 54500 55210 55230 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 Travel & Training Dues and Association Memberships Service Awards Office Supplies Books and Subscriptions Copier Costs Capital Outlay

Total Operating Expenditures

2013-2014 Actual

2014-2015 Budget

2015-2016 Requested

% Change

2015-2016 Adopted

% Change

$

527,279 676 24,808 38,909 73,696 6,062 104,493 1,219 10,079 67,658 83,963 6,277 5,052 21,391 2,082 22,318 8,542 678 11,130 -

$

592,005 869 21,900 45,300 91,885 7,119 18,848 1,849 10,350 50,898 86,423 5,698 4,205 15,966 2,269 25,250 6,406 756 6,847 926

$

611,107 30,117 49,054 85,840 8,067 59,794 5,000 10,000 53,612 91,420 7,000 10,720 18,000 980 25,000 6,000 3,000 10,417 -

$

481,926 30,117 39,171 71,518 6,361 59,794 5,000 10,000 53,612 91,420 7,000 10,720 18,000 980 25,000 6,000 3,000 10,417 -

-21% 0% -20% -17% -21% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% -

$

470,083 30,117 38,265 63,076 6,205 59,794 5,000 10,000 183,079 87,737 7,000 10,720 18,000 980 25,000 6,000 3,000 10,417 -

$

1,016,312

$

995,770

$

1,085,127

$

930,036

-14%

$

1,034,474

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

Range

Class 44 36 30 30 23 19 14

Director of Human Resources Assistant Director of Human Resources Human Resources Manager Human Resources Training Manager Administrative Analyst Human Resources Generalist Human Resources Assistant

Number of Full-Time Positions

2012-2013 Actual 1 1 2 1

2013-2014 Actual

2014-2015 Budget

2 2

1 1 2 1 1 2 2

1 1 2 1 1 2 2

9

10

10

-

2015-2016 Requested

2015-2016 Adopted 1 1 1 1

1 1 1 1

-

1 3

1 2

8

7

89

-23% 0% -22% -27% -23% 0% 0% 0% 241% -4% 0% 0% 0% 0% 0% 0% 0% 0% -5%


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 2015 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 or less

Initiated resolutions to problems within one business day

Enrolled all eligible Deputies in the Career Development Program

FY 2016 OBJECTIVES 

To assess all personal property and other local taxes in accordance with the Code of Virginia and Suffolk City Code. (Goal 1: Promote strong financial management and fiscal accountability)

To achieve 100% compliance with the state income tax audit. (Goal 1: Promote strong financial management and fiscal accountability)

To respond to all customer inquiries within one business day. (Goal 2: Provide effective and efficient programs and services that are accountable and customer focused)

To initiate resolutions to problems within one business day. (Goal 2: Provide effective and efficient programs and services that are accountable and customer focused)

To enroll all eligible Deputies in the Career Development Program of the Commissioners of Revenue Association of Virginia. (Goal 2: Provide effective and efficient programs and services that are accountable and customer focused)

STATISTICS/PERFORMANCE MEASURES Number of tax accounts (Calendar Year Data): Meals Lodging Admissions Business Licenses Personal Property

FY 12 Actual

FY 13 Actual

FY 14 Actual

331 18 4 5,183 130,450

350 17 4 5,079 129,377

348 15 8 5,345 131,889

90


Department: Commissioner of the Revenue Budget Detail 2012-2013 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

2013-2014 Actual

2014-2015 Budget

2015-2016 Requested

% Change

2015-2016 Adopted

% Change

$

546,666 20,936 25,666 41,693 85,170 6,505 4,293 289 51,263 111,072 12,679 4,144 4,557 1,095 23,080 1,212 8,638 2,270

$

542,563 630 26,090 40,525 88,456 6,411 4,330 289 56,329 115,065 12,156 3,894 6,324 1,095 20,803 1,328 9,824 -

$

571,794 29,344 45,987 84,854 7,548 4,600 350 51,582 109,613 14,000 11,013 5,000 1,130 26,500 1,500 8,621 -

$

571,794 29,344 45,987 84,854 7,548 5,075 350 51,582 109,613 14,000 11,013 6,000 1,130 17,600 1,500 8,621 -

0% 0% 0% 0% 0% 10% 0% 0% 0% 0% 0% 20% 0% -34% 0% 0% -

$

567,944 29,344 45,693 77,053 7,497 4,600 350 85,622 105,202 14,000 11,013 6,000 1,130 17,600 1,500 8,621 -

-1% 0% -1% -9% -1% 0% 0% 66% -4% 0% 0% 20% 0% -34% 0% 0% -

$

951,228

$

936,112

$

973,436

$

966,011

-1%

$

983,168

1%

Personnel Summary

Class

Range

34 25 18 18 16 14 12 10

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

Number of Full-Time Positions

2012-2013 Actual

2013-2014 Actual

2014-2015 Budget

2015-2016 Requested

2015-2016 Adopted

1 1 1 1 1 1 3 2 1

1 1 1 1 1 1 3 2 1

1 1 1 1 1 1 3 2 1

1 1 1 1 1 1 3 2 1

1 1 1 1 1 1 3 2 1

12

12

12

12

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.

91


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 2015 ACCOMPLISHMENTS 

Refined reporting methodology and electronic approval process for exonerations, supplements and assessment updates.

Established structure

Provided valuable assistance with RBS/PCI implementation through testing and identification of specific system issues. Facilitated interdepartmental coordination and identification of business processes

Establish plan for comparative aerial analysis of existing properties (Pictometry Sketch Check)

initial

commercial

neighborhood

FY 2016 OBJECTIVES 

To implement the Vision Appraisal Computer Assisted Mass Appraisal (CAMA) system. (Goal 2: Provide effective and efficient programs and services that are accountable and customer focused)

To implement Vision Appraisal Tablets for electronic documentation of property inspections. (Goal 2: Provide effective and efficient programs and services that are accountable and customer focused)

To continue refinement of commercial neighborhood structure. (Goal 2: Provide effective and efficient programs and services that are accountable and customer focused)

STATISTICS/PERFORMANCE MEASURES Assessment Appeals Number of appeals Appeals Approved Real Property Parcels Assessed Single Family Urban Single Family/Suburban Multifamily Commercial/Industrial Agricultural (20-99 acres) Agricultural (> 99 acres) Number of sales transactions Number of qualified sales Median residential sales price Number of foreclosures Tax Relief Programs: Elderly/Disabled (Number of participants) Value of Exemptions Veterans (Number of participants) Value of Exemptions

FY 14 Actual

FY 15 Projected

FY 16 Estimate

105 42

58 45

75 50

2,633 31,257 68 2,468 1,305 420 3,834 889 $255,000 346

2,631 31,580 66 2,455 1,294 420 3,156 830 $251,000 270

2,665 31,700 68 2,487 1,297 420 2,800 775 $257,000 350

1,713 $2,615,236 195 $505,196

1,708 $2,245,952 231 $615,032

1,710 $2,250,000 230 $615,000 92


Department: City Assessor Budget Detail 2012-2013 Actual

Account Number: 100-1232051100.02 51100.04 51100.06 51100.27 52100 52210 52400 53000.16 53300 53500 53600 54100 54200 54500 55100 55210 55230 55500 55810 56001 56011 56012 56017 58200

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

Total Operating Expenditures

2013-2014 Actual

2014-2015 Budget

2015-2016 Requested

% Change

$

770,631 63 959 55,673 133,204 9,199 162 5,669 826 189,362 11,276 148,489 6,517 16,660 5,476 12,135 2,627 4,613 3,336 4,640 2,213

$

739,599 906 53,572 119,865 8,805 162 4,037 707 224,774 11,785 157,056 6,053 16,318 4,529 15,314 2,395 4,194 1,625 3,657 6,353 1,485

$

857,256 2,100 65,741 125,509 11,316 165 7,500 600 220,526 17,033 151,442 5,000 20,000 11,521 15,000 2,000 5,500 2,500 2,000 4,267 -

$

857,256 28,000 2,100 67,722 127,217 11,316 165 7,500 780 220,526 17,033 151,442 20,180 11,521 20,000 3,000 5,500 1,500 4,000 4,267 -

$

1,383,729

$

1,383,190

$

1,526,975

$

1,561,025

2015-2016 Adopted

0% $ 0% 3% 1% 0% 0% 0% 30% 0% 0% 0% -100% 1% 0% 33% 50% 0% -40% 100% 0% 2%

$

% Change

864,398 2,100 66,287 117,099 11,410 7,000 780 184,735 26,497 153,959 20,000 11,521 15,000 3,000 5,500 1,500 3,000 4,267 1,498,054

53500 - Printing and Binding: Assessment notices. Personnel Summary

Range

27 25 24 24 17/19/21 16 15 14 14 10

Class Assessor Deputy Assessor System Analyst Commercial Appraiser I Residential Appraiser Supervisor Appraiser I - III Senior Land Records Technician Land Use Compliance Coordinator Land Records Technician Executive Secretary Office Assistant II

Number of Full-Time Positions

2012-2013 Actual

2013-2014 Actual

2014-2015 Budget

2015-2016 Requested

% Change

2015-2016 Adopted

1 1 1 2 1 5 1 1 1 1 1

1 1 1 2 1 5 1 1 1 1 1

1 1 1 2 1 6 1 1 1 1 1

1 1 1 2 1 6 1 1 1 1 1

1 1 1 2 1 6 1 1 1 1 1

16

16

17

17

17

93

1% 0% 1% -7% 1% -100% -7% 30% -16% 56% 2% -100% 0% 0% 0% 50% 0% -40% 50% 0% -2%


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 2015 ACCOMPLISHMENTS 

Successfully facilitated the receipt of real estate tax payments 45 days prior to the due date from all major mortgage lending institutions for the City of Suffolk.

Achieved current 3-year combined real estate and personal property tax collection rate of 99.85%.

Continued management of the collection of storm water maintenance and refuse fees with a 97% collection rate.

Continued to assist in maintaining the City’s Bond Rating at AAA and issuance of city debt.

Continued management of the State Set-Off Debt Collections program providing for the collection of over $ 6.7 million in the last seven (7) years.

FY 2016 OBJECTIVES (GOAL: Promote strong financial management and fiscal accountability) 

To update and expand the E-Treasurer services and the Treasurers webpage for efficiency and improved customer service.

To complete the successful hardware/software conversion from the Bright/AS400 software to the webbased PCI and New World systems.

To complete after the conversion from Bright/AS400 to the PCI the successful Delinquent Notifications, State Set-Off Debt Collections Program and DMV Block processes to complement and to help improve revenue results.

To complete after the conversion from Bright/AS400 to the PCI the successful Virginia Employment Commission (VEC) Automated File Transfer Process to enhance the collection of taxes and fees owed, via Notice of Tax-Lien and Demand for Payment under Section 58.1-3952 of the Code of Virginia.

STATISTICS/PERFORMANCE MEASURES Tax Collection Rate: Real Estate Personal Property Stormwater Vehicle License Fee Refuse Collection Fee Number of online payments processed Debt Set-Off: Number of claims filed Value of claims filed Amount of claims collected

FY 14 Actual

FY 15 Projected

FY 16 Estimate

98.1% 94.7% 97.6% 88.9% 96.7% 13,149

98.0% 95.0% 98.0% 89.0% 97.0% 13,500

98.0% 95.0% 98.0% 89.0% 97.0% 14,000

25,229 $9.7M $826,000

26,000 $10M $900,000

26,000 $10M $900,000

94


Department: City Treasurer Budget Detail 2012-2013 Actual

Account Number: 100-1241051100.02 51100.04 51100.06 52100 52210 52400 53300 53500 53600 54100 54200 54500 55210 55230 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 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

2013-2014 Actual

2014-2015 Budget

2015-2016 Requested

% Change

$

733,979 23,463 20,717 55,710 117,951 8,648 600 887 98,968 148,076 76,058 7,015 943 8,631 1,369 13,493 595 63,251 14,520 -

$

754,581 866 22,128 56,000 124,952 8,979 156 1,550 173,252 381 153,406 79,807 6,775 931 4,451 1,439 14,525 1,022 60,905 12,177 44,912

$

764,634 29,571 60,757 113,472 10,093 600 4,000 1,550 166,948 6,700 137,035 80,000 14,612 550 5,000 1,825 13,000 1,330 1,600 14,541 -

$

870,233 29,571 68,835 129,143 11,487 1,530 4,000 1,600 166,948 6,700 137,035 102,000 14,612 650 7,100 2,360 16,100 1,330 66,600 14,541 -

$

1,394,875

$

1,523,196

$

1,427,818

$

1,652,375

2015-2016 Adopted

14% $ 0% 13% 14% 14% 155% 0% 3% 0% 0% 0% 28% 0% 18% 42% 29% 24% 0% 4063% 0% 16%

$

% Change

793,243 29,571 62,945 109,785 10,471 1,000 3,000 1,600 104,780 6,700 131,520 100,000 14,612 650 5,000 2,000 15,000 1,330 66,600 14,541 1,474,348

NOTE: Comp Board provides partial salary reimbursement for 11 of 16 full time positions with reimbursement by the State and contribution by the City of the balance annually for operations.

Personnel Summary

Range

Class

34 27 25 20 20 14 12 14

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

Number of Full-Time Positions

2012-2013 Actual 1 1 1 1 1 1 4 5 1 16

2013-2014 Actual

2014-2015 Budget 1 1 1 1

-

2015-2016 Requested

2015-2016 Adopted

1 1 1 1

1 1 1 1 1 4 2 7

1 4 5 1

1 4 5 1

15

15

1 1 1 1 2 4 5 1

18

16

95

4% 0% 4% -3% 4% 67% -25% 3% -37% 0% -4% 25% 0% 18% 0% 10% 15% 0% 4063% 0% 3%


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 2015 ACCOMPLISHMENTS 

Received bond upgrades from S&P (AA+ to AAA), Moody’s (Aa2 to Aa1), and Fitch (AA+ to AA+ with a positive outlook).

Received an unqualified audit opinion for the FY 2013-2014 audit and received the Government Finance Officers Association (GFOA) Award for Excellence in Financial Reporting for the FY2013 Comprehensive Annual Financial Report (CAFR). This represents the thirtieth consecutive year that the City has received this award.

Prepared and submitted the Auditor of Public Accounts (APA) Comparative Cost Report to the State by the annual November 30th deadline and the updated Cost Allocation Plan to the State by the annual December 31st deadline.

The Finance Department personnel prepared the CAFR and APA reports.

Prepared the FY 2014 Citizen-Centric Report “A Report to Our Citizens” and received award from the Association of Government Accountants for the FY 2013 Citizen-Centric Report.

Submitted the FY 2014 Highway Finance Survey by the March 15, 2015 deadline.

FY 2016 OBJECTIVES 

To continue receiving the annual GFOA award for the City’s CAFR. (Goal 1: Promote Strong Financial Management and Fiscal Accountability)

To implement the Fraud, Waste, and Abuse Hotline. (Goal 1: Promote Strong Financial Management and Fiscal Accountability)

To prepare the City of Suffolk’s fourth annual Citizen-Centric Report. (Goal 6: Promote Citizen Engagement)

STATISTICS/PERFORMANCE MEASURES Annual Audit: Unqualified Audit Opinion received GFOA Certificate of Excellence received Number of Transactions Processed: Accounts Payable Invoices Payroll Value of transactions processed: Accounts payable Payroll

FY 14 Actual

FY 15 Projected

FY 16 Estimate

 

 

 

38,240 24

34,004 24

34,004 24

$166M $60.9M

$150M $64.9M

$150M $64.9M

96


Department: Finance - Administration and Accounting Budget Detail 2012-2013 Actual

Account Number: 100-1242051100.02 51100.04 51100.06 52100 52210 52400 53100 53100.02 53200 53500 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 Professional Services Accounting and Auditing Services Temporary Help Service Fees Printing and Binding Information Technology Risk Management Postal Services Telecommunications Travel and Training Dues and Association Memberships Office Supplies Books and Subscriptions Copier Costs Capital Outlay - Additions

Total Operating Expenditures

2013-2014 Actual

2014-2015 Budget

2015-2016 Requested

% Change

$

572,492 1,191 357 40,242 60,455 6,515 35,532 125,919 71,527 5,790 63,381 120,321 9,643 3,480 4,346 1,180 8,697 451 7,751 1,831

$

709,665 385 51,624 104,821 8,031 24,477 100,425 4,792 5,464 85,061 134,202 8,528 3,251 4,631 1,443 8,872 6,650 -

$

862,831 66,007 116,800 11,389 56,000 130,700 5,800 80,564 127,848 9,643 10,218 6,500 3,200 8,000 410 8,977 -

$

918,360 70,255 134,448 12,122 35,000 135,700 8,100 80,564 127,848 8,528 10,218 5,631 3,400 8,872 635 8,977 -

$

1,141,100

$

1,262,323

$

1,504,888

$

1,568,658

2015-2016 Adopted

% Change

6% 6% 15% 6% -38% 4% 40% 0% 0% -12% 0% -13% 6% 11% 55% 0% -

$

961,214 73,533 126,146 12,688 35,000 135,700 8,100 106,485 140,180 8,528 10,218 5,631 3,400 8,037 410 8,977 -

4%

$

1,644,247

Personnel Summary

Range

Class 44 36 36 30 30 29 23 22 19 16 15 14

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

Number of Full-Time Positions

2012-2013 Actual

2013-2014 Actual

2014-2015 Budget

1

1 1

1

-

-

2015-2016 Requested

2015-2016 Adopted

1 1 -

1 1

1 1 -

3 1 2 1 3 1

3 1 2 1 2 1

3 1 2 3 2 1

14

14

16

17

-

-

1 1

1 1 1 3 1 2 3 2 1

1

1 1

-

97

1 1 1 3 1 2 3 2 1 17

11% 0% 11% 8% 11% -38% 4% 40% 32% 10% -12% 0% -13% 6% 0% 0% 0% 9%


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 2015 ACCOMPLISHMENTS 

Developed (in conjunction with the City Attorney’s office) a revised Conflict of Interest policy along with training for the Police Department.

Created Standard Operating Procedures for several purchasing processes.

Updated Purchasing Brochure for use by vendors and the public.

Coordinated the new vending machines for the New Municipal Center, the Booker T. Washington Recreation Center and the Whaleyville Recreation Center.

Completed the transition from Suntrust to Bank of America (BOA) as the City’s P-Card provider.

Facilitated the selection and assisted in the coordination of the moving service to the new building. Purchasing also directed the relocation and disposition of surplus furniture and other equipment in the vacated old municipal center, HR building and other off-site City offices.

FY 2016 OBJECTIVES 

Continue to conduct P-card training along with New World Training on the Requisition Module and City of Suffolk Procurement Policy Training. (Goal 1: Promote strong financial management and fiscal accountability)

Respond to internal customers (other City departments) with the highest level of responsiveness. (Goal 2: Provide effective and efficient programs and services that are accountable and customer focused)

Consolidate and leverage the City purchasing power and issue new annual contracts for goods and services that have not been formally solicited previously and post all formal solicitations for the widest possible dissemination on the City’s website and third party websites. (Goal 4: Diversify and enhance the local economy)

Post all bid tabs and Notices of Intent to Award on the City’s website and third party websites and respond to all FOIA requests promptly in full compliance with FOIA law. (Goal 6: Promote citizen engagement)

STATISTICS/PERFORMANCE MEASURES Number of Solicitations Processed: RFP IFB RFQ Competitive Savings # of Purchase Orders (PO’s) Dollar Value of PO’s Number of P-Card Transactions Dollar Value of P-Card Transactions Protests

FY 14 Actual

FY 15 Projected

FY 16 Estimate

3 57 15 $28M 1593 $82.4M 18,413 $5.8M 2

25 70 20 $20M 2058 $117.2M 15,740 $5.4M 1

30 80 20 $22M 2260 $128.9M 17,314 $5.9M 1 98


Division: Purchasing (Department of Finance) Budget Detail 2012-2013 Actual

Account Number: 100-1253051100.02 51100.04 51100.06 52100 52210 52400 53200 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 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 Capital Outlay

Total Operating Expenditures

2013-2014 Actual

2014-2015 Budget

2015-2016 Requested

% Change

2015-2016 Adopted

% Change

$

144,213 38 49,731 12,929 (7,279) 1,716 791 18,553 27,825 259 1,583 532 3,217 1,768 5,569 -

$

166,284 6 30,860 15,732 24,913 1,976 2,970 351 20,632 28,810 208 1,646 2,958 3,492 2,131 4,326 -

$

197,298 15,093 26,495 2,604 3,000 18,383 36,544 500 5,505 4,500 4,450 2,500 300 6,570 -

$

235,985 18,053 35,020 3,115 3,000 18,383 36,544 500 5,505 4,500 6,740 2,500 300 6,570 -

20% 20% 32% 20% 0% 0% 0% 0% 0% 0% 51% 0% 0% 0% -

$

200,055 15,304 26,282 2,641 3,000 19,010 35,073 500 5,505 4,500 6,740 2,500 300 6,570 -

1% 1% -1% 1% 0% 3% -4% 0% 0% 0% 51% 0% 0% 0% -

$

261,444

$

307,295

$

323,743

$

376,715

16%

$

327,980

1%

Personnel Summary

Range

Class 30 23 17 13

Purchasing Agent Senior Buyer Buyer I Purchasing Technician

Number of Full-Time Positions

2012-2013 Actual

2013-2014 Actual

2014-2015 Budget

2015-2016 Requested

2015-2016 Adopted

1 1 1

1 1 1 1

1 1 1 1

1 1 2 1

1 1 1 1

3

4

4

5

4

-

99


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 2015 ACCOMPLISHMENTS 

Implement outreach mobile voter photo identification to the citizens of the City of Suffolk.

Reviewed and revised the training program for officers of election to effectively train the officers in the use of electronic poll books, voting equipment and forms used on Election Day.

Effectively maintained outreach programs to reach and help the citizens of the City of Suffolk complete Voter Registration Application forms, as well as Absentee Ballot Application forms.

Provide an on-line training site for the officers of election to continue their education regarding policies, procedures and Election Day guidelines.

FY 2016 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. (Goal 2: Provide effective and efficient programs and services that are accountable and customer focused)

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. (Goal 2: Provide effective and efficient programs and services that are accountable and customer focused)

To provide information, materials, and assistance to candidates. (Goal 6: Promote citizen engagement)

To provide voters registration information and materials, distribute literature and develop programs to educate the general public concerning registration and encourage registration by the general public. (Goal 6: Promote citizen engagement)

STATISTICS/PERFORMANCE MEASURES Number of registered voters Number of polling precincts Percent of election results certified within 3 days of an election

FY 14 Actual 58,000 28 100%

FY15 Projected 58,500 28 100%

FY 16 Estimate 59,000 28 100%

100


Department: Registrar Budget Detail 2012-2013 Actual

Account Number: 100-1320051100.02 51100.04 51100.06 51100.27 52100 52210 52400 53200 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 Temporary Help Service Fees 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

2013-2014 Actual

2014-2015 Budget

2015-2016 Requested

% Change

2015-2016 Adopted

% Change

$

85,850 2,904 25,377 125,936 6,667 (16,660) 1,022 55,304 386 24,953 18,552 20,216 3,547 4,655 2,400 2,613 200 5,129 10,267 40,000

$

88,092 2,037 33,704 55,151 9,290 14,588 1,048 53,102 811 14,535 19,289 11,241 2,381 2,463 1,777 2,400 200 5,037 8,260 -

$

89,319 45,500 70,000 15,669 13,255 1,179 60,000 1,400 12,786 18,459 15,000 3,127 4,500 3,200 2,500 200 10,000 15,319 -

$

116,147 4,350 25,000 113,185 19,789 17,236 1,533 109,029 1,400 12,786 18,459 15,000 3,127 4,500 5,400 3,700 325 10,000 15,319 167,843

30% -45% 62% 26% 30% 30% 82% 0% 0% 0% 0% 0% 0% 69% 48% 63% 0% 0% -

$

92,552 45,500 113,185 19,220 12,809 1,222 80,000 1,400 26,808 17,681 15,000 3,127 4,500 5,400 3,700 200 6,000 15,319 -

4% 0% 62% 23% -3% 4% 33% 0% 110% -4% 0% 0% 0% 69% 48% 0% -40% 0% -

$

419,318

$

325,407

$

381,412

$

664,128

74%

$

463,622

22%

Personnel Summary

Range

Class General Registrar 14 Deputy Registrar 11 Deputy Registrar 11 Assistant Registrar

Number of Full-Time Positions

2012-2013 Actual

2013-2014 Actual

1

1 1

1 2

2014-2015 Budget

-

1 1 -

2

2015-2016 Requested

2015-2016 Adopted 1 1

1 1

-

-

1 2

3

2

101


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 2015 ACCOMPLISHMENTS 

Full utilization of 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 rate of case closure within Supreme Court of Virginia guidelines.

FY 2016 OBJECTIVES 

To leverage technology to provide for the efficient management and pace of caseloads. (Goal 2: Provide effective and efficient programs and services that are accountable and customer focused)

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. Goal 2: Provide effective and efficient programs and services that are accountable and customer focused)

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. (Goal 2: Provide effective and efficient programs and services that are accountable and customer focused)

STATISTICS/PERFORMANCE MEASURES Civil Cases: Number of Civil cases commenced Number of Civil cases concluded Percent of Civil cases concluded within 12 months Criminal Cases: Number of Criminal cases commenced Number of Criminal cases concluded Percent of Felony cases concluded within 120 days Percent of Misdemeanor cases concluded within 60 days

CY 2012 Actual

CY 2013 Actual

CY 2014 Actual

940 989 100%

1043 991 95%

N/A N/A N/A

2,937 2,787 39.6% 37.2%

2,874 2,795 16% 34%

N/A N/A N/A N/A 102


Department: Circuit Court - Judges Budget Detail 2012-2013 Actual

Account Number: 100-2110051100.02 51100.06 52100 52210 52400 53300 54100 54500 55210 55230 55810 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 Dues and Association Memberships Office Supplies Books & Subscriptions Copier

Total Operating Expenditures

2013-2014 Actual

2014-2015 Budget

2015-2016 Requested

% Change

$

122,233 9,376 21,464 1,455 18,547 1,276 1,582 2,349 (649)

$

123,866 9,499 20,512 1,474 19,203 728 1,515 2,416 16 868

$

125,523 9,603 18,628 1,657 440 2,621 18,290 1,200 7,440 144 2,000 868

$

125,523 9,603 18,628 1,657 440 2,621 18,290 1,200 7,440 2,000 868

$

177,633

$

180,097

$

188,414

$

188,270

2015-2016 Adopted

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

$

% Change

128,471 9,828 17,780 1,696 440 17,554 1,200 7,440 2,000 868

2% 2% -5% 2% 0% -100% -4% 0% 0% -100% 0% 0%

187,278

-1%

Personnel Summary

Range

Class Court Administrator - Civil Court Administrator - Criminal

Number of Full-Time Positions

2012-2013 Actual

2013-2014 Actual

2014-2015 Budget

2015-2016 Requested

2015-2016 Adopted

1 1

1 1

1 1

1 1

1 1

2

2

2

2

2

103


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 2015ACCOMPLISHMENTS 

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.

Trained staff by staying current with proposed/enacted legislation, and the use of online resources.

ensure

FY 2016OBJECTIVES 

To provide safe and secure court facilities and a customer friendly court system. (Goal 3: Promote a safe, healthy and diverse community in which to live, work and play)

To effectively manage resources to instill confidence in the court system among the general public. (Goal 2: Provide effective and efficient programs and services that are accountable and customer focused)

To leverage technology to expand and enhance the provision of court services. (Goal 2: Provide effective and efficient programs and services that are accountable and customer focused)

STATISTICS/PERFORMANCE MEASURES Civil Cases: Number of Civil cases Continuance Rate Traffic Cases: Number of Traffic cases Continuance Rate (Traffic) Criminal Cases: Number of Criminal cases Continuance Rate (Criminal)

CY 2012 Actual

CY 2013 Actual

CY 2014 Actual

14,440 24%

13,829 26%

9,620 26%

25,271 42%

25,068 42%

20,812 45%

11,860 66%

11,222 65%

7,826 65%

104


Department: General District Court Budget Detail 2012-2013 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

2013-2014 Actual

2014-2015 Budget

2015-2016 Requested

% Change

2015-2016 Adopted

% Change

$

1,824 26,432 1,243 473 370 1,940 5,454 6,661 -

$

4,017 20,917 323 1,191 1,811 545 2,194 3,647 5,750 -

$

5,000 30,000 323 10,768 1,000 500 3,000 3,500 6,681 -

$

5,000 40,000 5,000 323 10,768 1,500 1,500 3,000 4,000 6,681 10,000

0% $ 33% 0% 0% 50% 200% 0% 14% 0% -

5,000 30,000 10,768 1,000 500 3,000 3,500 6,681 -

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

$

44,395

$

40,395

$

60,772

$

87,772

44%

60,449

-1%

$

105


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 2015ACCOMPLISHMENTS 

Engaged in training of local law enforcement officers with in-service training and Crisis Intervention Team (CIT) training. Engaged in continuing legal education of magistrates.

Addressed safety and security issues occurring and existing at the Magistrate’s Office with the City of Suffolk and the Western Tidewater Regional Jail.

Conducted financial eligibility hearings for 5th Judicial District criminal cases where a bond hearing was held.

FY 2016OBJECTIVES 

To construct two separate hearing rooms for citizens who seek assistance from the Magistrate’s Office to allow for the privacy, safety and security of both the magistrates and the citizens. (Goal 2: Provide effective and efficient programs and services that are accountable and customer focused)

To provide a secured and access controlled exterior access from the parking area to the lobby of the magistrate’s office. (Goal 2: Provide effective and efficient programs and services that are accountable and customer focused)

To engage in continuing legal education and training of all staff members as well as local law enforcement agencies. (Goal 3: Promote a safe, healthy and diverse community in which to live, work and play)

STATISTICS/PERFORMANCE MEASURES Number of Arrest warrants and summonses issued Number of Search warrants issued Number of emergency custody orders issued Number of Extensions of Law Enforcement Initiated ECOs issued Number of temporary detention orders issued Number of emergency protective orders issued Number of Commitments, Recognizances, and Releases issued Number of total processes

CY 2012 Actual 7,800 285 342 45 467 899 11,031 20,869

CY 2013 Actual 6,843 296 386 81 464 905 10,185 19,160

CY 2014 Actual 6,551 332 415 40 482 1,031 9,657 18,508 106


Department: Magistrate Budget Detail 2012-2013 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

2013-2014 Actual

2014-2015 Budget

2015-2016 Requested

% Change

2015-2016 Adopted

% Change

$

683 9,000 1,467 2,975 -

$

349 147 541 9,000 1,531 2,997 -

$

147 3,799 9,000 600 1,500 2,997 -

$

400 147 3,799 9,000 600 2,000 2,997 5,500

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

$

3,799 9,000 600 1,500 2,997 3,000

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

$

14,124

$

14,565

$

18,043

$

24,443

35%

$

20,896

16%

107


JUVENILE AND DOMESTIC RELATIONS DISTRICT COURT DESCRIPTION The Juvenile and Domestic Relations District Court has jurisdiction in matters involving juvenile delinquency, juvenile traffic infractions, adults 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 2015 ACCOMPLISHMENTS 

Continued implementation of the JDR Best Practice Team to provide new initiatives and resources to families and children before the court as well as at-risk families and children.

FY 2016 OBJECTIVES  To continue working efficiently and effectively to maintain a high level of service to the public. (Goal 2: Provide effective and efficient programs and services that are accountable and customer focused)

To continue to emphasize staff training in order to provide citizens the best possible service. (Goal 2: Provide effective and efficient programs and services that are accountable and customer focused)

To continue efforts to control the continuance rate in order to keep this court’s rate at or below the state rate. (Goal 2: Provide effective and efficient programs and services that are accountable and customer focused)

STATISTICS/PERFORMANCE MEASURES Juvenile Cases: Number of new Juvenile cases Number of Juvenile cases concluded Average number of hearings per Juvenile case Juvenile Case Continuance Rate Domestic Cases: Number of new Domestic cases commenced Number of Domestic cases concluded Average number of hearings per Domestic case Domestic Case Continuance Rate

CY 2012 Actual

CY 2013 Actual

CY 2014 Actual

2,546 2,372 2.18 57.2%

2,662 2,728 2.37 98.4%

1,693 1,602 2.26 94.6%

3,158 3,349 2.46 56.8%

1,051 924 2.76 87.9%

1,380 405 3.08 88.4%

108


Department: Juvenile and Domestic Relations District Court Budget Detail 2012-2013 Actual

Account Number: 100-2161053100.10 53300 54100 55230 55410 55810 56001 56012 56017

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

Total Operating Expenditures

2013-2014 Actual

2014-2015 Budget

2015-2016 Requested

% Change

2015-2016 Adopted

% Change

$

257 3,788 94 200 1,426 235 4,722

$

853 3,140 420 1,885 4,350

$

600 853 15,796 400 400 1,500 150 4,350

$

600 853 15,796 400 400 1,500 150 4,350

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

$

600 15,796 400 400 1,500 150 4,350

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

$

10,721

$

10,648

$

24,049

$

24,049

0%

$

23,196

-4%

109


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 2015 ACCOMPLISHMENTS

Partnered with the Tidewater Youth Services Commission to offer a variety of programs and services to persons on probation and parole, including substance abuse assessments and treatment, group home placements and crisis care.

Partnered with the Suffolk Public Schools to host Truancy Reduction Committee hearings aimed at addressing and improving attendance patterns of identified school age children.

Partnered with the Western Tidewater Community Services Board to offer services and referrals for court involved young people and diversion cases, and in providing anger management as well as gang intervention groups.

FY 2016 OBJECTIVES 

To divert a minimum of 27% of all juvenile delinquency/status offense intakes to an in-house diversion program or to the Juvenile Conference Committee (JCC). (Goal 2: Provide effective and efficient programs and services that are accountable and customer focused)

To refer, for supplemental services, 100% of cases identified by the Youth Assessment and Screening Instrument (YASI) as being high risk. (Goal 2: Provide effective and efficient programs and services that are accountable and customer focused)

To reduce the Detention Assessment Instrument (DAI) overrides to a more restrictive environment to no greater than 25% of cases (district wide) placed in secure detention by an intake officer. (Goal 2: Provide effective and efficient programs and services that are accountable and customer focused)

To refer 100% of cases scheduled to come out of juvenile correctional centers to the Tidewater Youth Services Commission’s re-entry initiative. (Goal 2: Provide effective and efficient programs and services that are accountable and customer focused)

To ensure probation and parole case contact compliance per Department of Juvenile Justice Standards will exceed 97%. (Goal 2: Provide effective and efficient programs and services that are accountable and customer focused)

STATISTICS/PERFORMANCE MEASURES Number of Juveniles receiving services Number of Juveniles placed in Secure Detention Average Length of Stay in Secure Detention Average Cost per Day for Secure Detention Percent of Juvenile Intakes diverted to In-House Diversion Program or Juvenile Conference Committee Percent of petitions seeking violations of probation/parole to delinquency intakes Detention Assessment Instrument (DAI) Override Percentage

FY 2014 Actual 550 119 19.3 days $190 23%

FY 2015 Projected 560 120 19 days $190 26%

FY 2016 Estimate 575 125 19 days $190 27%

1.6%

2.5%

2.5%

29%

25%

25%

110


Department: Court Services Unit Budget Detail 2012-2013 Actual

Account Number: 100-2165053845 54100 55230 58200

Juvenile Detention Costs Information Technology Telecommunications Capital Outlay-Additions

Total Operating Expenditures

2013-2014 Actual

2014-2015 Budget

2015-2016 Requested

% Change

2015-2016 Adopted

% Change

$

946,347 1,695 -

$

874,771 441 1,623 2,259

$

902,500 441 7,683 -

$

902,500 441 7,683 -

0% 0% 0% -

$

902,500 7,683 -

0% -100% 0% -

$

948,041

$

879,094

$

910,624

$

910,624

0%

$

910,183

0%

53845 - Juvenile Detention Cost: 4,750 days of detention X $190 per day plus request to support maintenance of effort money for VJCCCA

111


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; filing divorce suits; and filing 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 2015 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.

FY 2016 OBJECTIVES 

To provide direct administrative support to the judges in court proceedings with 100% accuracy. (Goal 2: Provide effective and efficient programs and services that are accountable and customer focused)

To collect taxes and fees associated with the legal recordation of land records and complete turnaround of documents within 24 hours of presentation. (Goal 2: Provide effective and efficient programs and services that are accountable and customer focused)

To perform all 800 plus mandated duties placed upon the Clerk of Court within the guidelines established by the Code of Virginia. (Goal 2: Provide effective and efficient programs and services that are accountable and customer focused)

To implement new jury management system to include automated processing of questionnaires and an online juror portal, and to replace existing land recordation system to include updating secure remote access. (Goal 2: Provide effective and efficient programs and services that are accountable and customer focused)

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

CY 2012 Actual 2,931 1,273 346 6,030 18,981 258 342 441 295 1,108 1,012

CY 2013 Actual 2,972 1,248 378 6,148 17,538 259 370 432 300 1,422 1,196

CY 2014 Actual 2,862 1,096 328 6,073 13,374 225 321 519 291 1,218 1,136 112


Department: Clerk of the Circuit Court Budget Detail 2012-2013 Actual

Account Number: 100-2171051100.02 51100.04 51100.06 52100 52210 52400 53100 53100.10 53100.16 53300 53500 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 Printing and Binding 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

2013-2014 Actual

2014-2015 Budget

2015-2016 Requested

% Change

$

687,175 25,219 38,679 51,902 88,123 8,177 8,898 5,387 55,474 2,280 18,382 61,430 129,941 11,000 5,632 2,664 2,269 500 13,383 7,906 13,512 94,546 14,477

$

685,428 39,957 50,143 113,613 8,193 650 4,108 41,955 14,444 19,029 37,019 134,454 11,000 5,417 2,868 1,478 500 9,962 593 9,769 81,089 -

$

702,071 41,891 56,913 104,187 9,267 9,000 5,000 59,000 36,870 18,382 25,775 128,127 11,000 17,080 3,072 2,000 750 15,000 622 19,345 5,000

$

702,071 63,065 58,533 104,187 9,267 8,800 5,000 59,000 59,937 25,775 128,127 11,000 17,080 3,072 2,000 750 15,000 722 19,345 3,500

$

1,346,956

$

1,271,669

$

1,270,353

$

1,296,231

2015-2016 Adopted

0% $ 51% 3% 0% 0% -2% 0% 0% 63% -100% 0% 0% 0% 0% 0% 0% 0% 0% 16% 0% -30% 2%

$

% Change

732,483 41,891 59,240 101,053 9,669 8,800 5,000 59,000 59,937 165,781 122,942 11,000 17,080 3,072 2,000 750 15,000 622 19,345 3,500 1,438,166

53100 - Professional Services: APA Audit Costs. 53300 - Repair & Maintenance: Web host maintenance (to be covered by TTF reimbursement from State if available). Personnel Summary

Range

36 34 14/17/20 18

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

Number of Full-Time Positions

2012-2013 Actual

2013-2014 Actual

2014-2015 Budget

1 -

1 -

1 -

2015-2016 Requested

2015-2016 Adopted 1 1

1 -

1 10 2

1 10 2

1 10 2

10 2

1 10 2

14

14

14

14

14

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.

113

4% 0% 4% -3% 4% -2% 0% 0% 63% -100% 543% -4% 0% 0% 0% 0% 0% 0% 0% 0% -30% 13%


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 2015 ACCOMPLISHMENTS 

Provided a safe and secure environment for all persons utilizing the Mills E. Godwin, Jr. Courts Building.

Courthouse Visitors  2009‐2014 220,000

 

Remained efficient taxpayer funds.

stewards

of

Continued to support other law enforcement agencies and city departments.

210,000 200,000 190,000 180,000 170,000 2010

2011

2012

2013

2014

In 2014, the Suffolk Sheriff’s Office Community Outreach Program made over 4,400 citizen contacts that included the distribution of Firearms Safety Gun Locks, Missing Child ID Kits, and the distribution of over 5,000 brochures outlining the services provided by the Suffolk Sheriff’s Office.

FY 2016 OBJECTIVES 

To serve all 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. (Goal 2: Provide effective and efficient programs and services that are accountable and customer focused)

To provide court security personnel for all sessions of court held within the Mills E. Godwin, Jr. Courts Building on a daily basis. (Goal 3: Promote a safe, healthy and diverse community in which to live, work and play)

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. (Goal 3: Promote a safe, healthy and diverse community in which to live, work and play)

To provide transportation for juvenile offenders, adult inmates, civil commitment of violent sexual predators, and temporary detention orders as directed by court orders. (Goal 2: Provide effective and efficient programs and services that are accountable and customer focused)

STATISTICS/PERFORMANCE MEASURES Civil Process papers served Security searches conducted at court building entrance Inmates held in court building lockup Juvenile Transports Mental Health Transports

CY 2013 Actual 106,092 187,287 3,301 736 41

CY2014 Actual 107,201 186,482 3,409 430 38

CY 2015 Estimate 108,201 187,482 3,618 475 40

114


Department: Sheriff Budget Detail 2012-2013 Actual

Account Number: 100-2181051100.02 51100.04 51100.06 52100 52210 52400 53100 53500 53300 53600 54100 54200 54500 55210 55230 55410 55500 55810 56001 56011 56012 56014 56017 56026 58200

Salaries and Wages Salaries and Wages - Overtime Salaries and Wages - Part-time FICA VRS Retirement Group Life Professional Services Printing & Binding Repair and Maintenance 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 Special Events Capital Outlay

Total Operating Expenditures

$

$

2013-2014 Actual

1,102,097 27,150 257,160 99,618 148,512 13,169 85 63,722 115,583 276,368 5,103 8,071 1,224 1,688 1,793 7,175 9,882 4,763 539

$

2,143,701

$

2014-2015 Budget

1,114,836 15,339 261,089 102,737 183,668 13,274 269 84,628 102,461 256,032 5,590 6,925 714 2,480 1,907 6,474 10,077 13 7,214 4,075

$

2,179,800

$

2015-2016 Requested

1,143,988 273,620 108,447 169,768 15,101 750 200 75,133 133,500 245,751 5,700 17,780 1,356 2,500 1,860 6,050 8,200 100 12,510 -

$

2,222,313

$

% Change

1,280,089 300,000 120,877 189,965 16,897 5,000 750 500 500 75,133 133,500 245,751 6,000 17,780 1,356 20,000 3,000 7,000 16,400 2,500 25,000 12,510 3,000 2,483,508

2015-2016 Adopted

12% $ 10% 11% 12% 12% 567% 150% 0% 0% 0% 5% 0% 0% 700% 61% 16% 100% 2400% 0% 12%

$

% Change

1,276,775 204,622 113,327 175,997 16,853 1,000 250 500 121,781 114,288 236,611 5,700 17,780 1,356 3,000 3,000 6,000 10,000 500 15,000 12,510 -

-25% 4% 4% 12% 33% 25% 62% -14% -4% 0% 0% 0% 20% 61% -1% 22% 400% 0% -

2,336,851

5%

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

Class

36 30 20 18 16 14 13

Sheriff Chief Deputy Sheriff Deputy Sheriff - Lieutenant Deputy Sheriff - Sergeant Deputy Sheriff - Captain Deputy Sheriff Executive Secretary Secretary II

Number of Full-Time Positions

2012-2013 Actual

2013-2014 Actual

2014-2015 Budget

1 1 1 4

1 1 1 5

1 1 1 5

16 1 1

15 1 1

25

25

2015-2016 Requested

2015-2016 Adopted

15 1 1

1 1 1 5 1 14 1 1

1 1 1 5 1 14 1 1

25

25

25

115

12%


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 2015 ACCOMPLISHMENTS 

Achieved continued success in the aggressive prevention, education, and prosecution of gang violence.

Continued the successful implementation of the Cold Case Homicide Prosecution, Crime Free Schools, Domestic Violence Prosecution, Triad, Sane Nurse, Victim Witness, and Virginia Exile programs, along with Training for Police Officers.

Held the third Suffolk Commonwealth’s Attorney’s Citizens Academy for the citizens of Suffolk and CSI Camp for children 12-15.

Collected $722,126.67 in unpaid fines and court costs through the State Department of Taxation.

Introduced the use of iPads in court presentations to enhance the technology systems used in the courtroom.

FY 2016 OBJECTIVES 

To present the Commonwealth’s Attorney’s gang deterrence presentation to all Suffolk middle and high schools. (Goal 1: Promote a safe, healthy and diverse community in which to live, work and play)

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. (Goal 2: Provide effective and efficient programs and services that are accountable and customer focused)

To provide over 42 hours of classroom training and materials to over 275 police officers, fire and rescue, and other law enforcement agency personnel. (Goal 1: Promote a safe, healthy and diverse community in which to live, work and play)

To promote community outreach awareness and crime prevention by attending 130 community outreach events. (Goal 6: Promote citizen engagement)

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 2014 Actual 662 1,512 5,305 125 37.5 hrs.

FY 2015 Projected 682 1,557 5,464 128 40 hrs.

FY 2016 Estimate 703 1,602 5,627 130 42 hrs. 116


Department: Commonwealth's Attorney Budget Detail 2012-2013 Actual

Account Number: 100-2210051100.02 51100.04 51100.06 52100 52210 52400 53100 53300 53600 54100 54200 54500 55210 55230 55420 55500 55810 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 Lease/Rent of Building Travel and Training Dues and Association Memberships Office Supplies Books and Subscriptions Copier Capital Outlay

Total Operating Expenditures

2013-2014 Actual

2014-2015 Budget

2015-2016 Requested

% Change

2015-2016 Adopted

% Change

$

1,763,561 30,843 93,942 133,761 275,263 20,441 79 3,388 140 85,703 15,505 213,007 4,250 7,787 765 7,839 7,080 23,068 2,642 1,542

$

1,779,185 304 98,402 133,706 291,376 20,521 20 1,308 85 72,607 20,576 229,254 6,410 6,614 765 3,534 7,555 21,822 1,900 -

$

1,842,646 88,707 147,748 271,899 24,323 3,500 3,120 500 59,614 20,633 218,488 6,500 22,341 1,530 7,230 7,500 21,000 3,500 49,964 -

$

1,924,488 105,163 155,268 285,594 25,403 3,500 3,120 500 59,614 20,633 218,488 6,500 22,341 1,530 7,230 10,575 21,000 3,500 49,964 -

4% 19% 5% 5% 4% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 41% 0% 0% 0% -

$

1,922,203 88,707 153,835 264,422 25,373 3,500 3,120 500 161,760 22,866 209,714 6,500 22,341 1,530 7,230 10,575 21,000 3,500 49,964 -

4% 0% 4% -3% 4% 0% 0% 0% 171% 11% -4% 0% 0% 0% 0% 41% 0% 0% 0% -

$

2,690,603

$

2,695,943

$

2,800,742

$

2,924,411

4%

$

2,978,639

6%

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

Class

44 36/40 34 31 19 16

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

Number of Full-Time Positions

2012-2013 Actual

2013-2014 Actual

2014-2015 Budget

2015-2016 Requested

2015-2016 Adopted

1 3 9 1 1 1 8

1 3 9 1 1 1 8

1 3 9 1 1 1 8

1 3 9 1 1 1 8

1 3 9 1 1 1 8

24

24

24

24

24

117


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 2015 ACCOMPLISHMENTS 

Implemented new pawn shop legislation and Leads Online allowing our department to more effectively regulate pawn brokers, and increase accessibility to pawn records.

Completed HQ expansion

Achieved first place for the National Night Out award for populations our size.

Initiated and implemented a new body camera program.

Initiated and implemented an expansion of our volunteer program to include 2 chaplains and 2 general volunteers.

Implemented a civic league liaison program utilizing volunteers.

FY 2016 OBJECTIVES 

Implement verbal judo training with patrol staff. (Goal 2: Provide effective and efficient programs and services that are accountable and customer focused)

Conduct roll call training in professional traffic stops and conduct randomized review of traffic stops to ensure adherence to the model. (Goal 2: Provide effective and efficient programs and services that are accountable and customer focused)

Train officers in CPTED and implement CPTED reviews. (Goal 3: Promote a safe, healthy, and diverse community in which to live, work, and play)

Implement intelligence led policing by requiring two intelligence entries per month from officers. (Goal 3: Promote a safe, healthy, and diverse community in which to live, work, and play)

Increase traffic enforcement along high crash corridors. transportation options)

Expand volunteer participation in the police department. (Goal 6: Promote citizen engagement)

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

(Goal 5: Provide safe and quality

FY 2014 Actual

FY 2015 Projected

FY 2016 Estimate

5:70 10:80 20:71

5:80 10:90 21:10

5:80 10:85 21:00

29%

26%

24%

13,357 283 2,009 14

13,867 334 2,158 14

14,460 357 2,201 15

118


Department: Police Budget Detail 2012-2013 Actual

Account Number: 100-3110051100.02 51100.04 51100.06 52100 52210 52400 53000.16 53100 53300 53500 54100 54200 54500 55100 55210 55230 55410 55420 55500 55810 55842 56001 31700-56007 31710-56007 56011 56012 56014 31715-56014 56017 56026 58100 58200 59170

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 Lease/Rent of Equipment Lease/Rent of Building Travel and Training Dues and Association Memberships Rewards Office Supplies Property Seizure Confiscation Program Uniforms & Wearing Apparel Books and Subscriptions Other Operating Supplies DARE Copier Costs Special Events Capital Outlay - Replacements Capital Outlay - Additions Repayment of Cops Grant

Total Operating Expenditures

2013-2014 Actual

2014-2015 Budget

2015-2016 Requested

% Change

2015-2016 Adopted

% Change

$

9,013,762 844,442 104,640 720,313 1,500,408 106,973 166,958 10,719 6,815 1,092,889 1,966,717 2,348,983 109,423 7,640 158,342 52,254 2,400 54,180 2,479 16,000 40,987 1,928 107 98,878 2,157 84,616 1,325 42,523 4,627 156,875 -

$

9,136,368 1,298,038 102,166 770,642 1,478,353 108,028 324 177,360 11,594 8,172 1,277,564 1,874,709 2,408,942 115,349 8,088 162,010 49,174 14,400 52,891 4,866 18,000 36,014 32,993 1,090 112,470 2,422 150,803 47,417 8,273 319,865 -

$

9,696,358 620,228 789,219 1,400,061 127,992 324 247,336 11,625 11,703 1,120,935 2,481,280 2,285,518 154,400 7,000 170,039 49,342 97,558 4,692 16,000 30,000 111,897 3,032 75,249 58,794 7,500 -

$

10,095,477 1,231,464 103,279 874,412 1,498,169 133,260 324 165,986 14,000 11,703 1,120,935 2,481,280 2,285,518 180,400 8,200 170,039 49,342 104,248 4,692 16,000 35,000 111,897 2,800 121,847 58,974 10,220 86,543 4,100 -

4% 99% 11% 7% 4% 0% -33% 20% 0% 0% 0% 0% 17% 17% 0% 0% 7% 0% 0% 17% 0% -8% 62% 0% 36% -

$

10,026,723 620,228 814,492 1,358,699 132,353 284 165,986 12,000 11,000 1,106,329 2,120,096 2,181,998 175,000 8,000 170,039 49,342 97,558 4,692 16,000 30,000 111,897 2,800 100,000 58,794 10,220 -

3% 0% 3% -3% 3% -12% -33% 3% -6% -1% -15% -5% 13% 14% 0% 0% 0% 0% 0% 0% 0% -8% 33% 0% 36% -

$

18,720,361

$

19,788,383

$

19,578,081

$

20,980,109

7%

$

19,384,529

-1%

53100 - Professional Services: Promotional assessment, polygraph, medical/psych./fitness for duty Evals; false alarm billing services; PPE testing; CALEA Accred.; vet services; biohazard disp 53300 - Repair & Maintenance: Software/Hardware system maintenance and radar repairs. 55500 - Travel & Training: HRCJA training of new officers; recertification's of officers; specialized training for officers 56014 - Other Operating Supplies: ammunition, dog food, recruiting and safety supplies, crime scene processing materials. 56026 - Special Events: Yth Public Sfty Academy Department: Police Personnel Summary Class

Range 44 38 36 31 25 23

16/17/18/19/22

20 17 17 14 14 14 13 13 12 11 10

Police Chief Police Major, Deputy Chief Police Captain Police Lieutenant Police Sergeant Administrative Analyst Police Officer I/Police Officer II/Senior Police Officer/Detective/Master Police Officer Evidence Technician Supervisor Evidence Technician Records Management Supervisor Property and Evidence Clerk Crime Analyst Executive Secretary Accounting Technician Secretary II Staff Coordinator Timekeeper Police Records Technician

Number of Full-Time Positions

2012-2013 Actual

2013-2014 Actual

2014-2015 Budget

2015-2016 Requested

2015-2016 Adopted

1 2 4 10 24 1

1 2 4 10 24 1

1 3 4 10 23 1

1 3 4 10 23 1

1 3 4 10 23 1

147 1 4 1 2 1 1 1 14

147 1 4 1 2 1 1 1 1 13

147 1 4 1 2 1 1 1 13

157 1 4 1 1 2 1 1 1 13

147 1 4 1 2 1 1 1 13

214

214

213

224

213

119


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 & 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 2015 ACCOMPLISHMENTS 

Initiated work on 56.6% of the 150 folders needed for CALEA accreditation.

Trained 17% of communications personnel in the Crisis Intervention Team model.

Trained 100% of communications staff in the new technology in the new 911 center.

Completed construction and moved in to the new 911 center.

FY 2016 OBJECTIVES 

Complete CALEA Accreditation of the Communications Center. (Goal 2: Provide effective and efficient programs and services that are accountable and customer focused)

Implement Community Care module for Reverse 911. (Goal 2: Provide effective and efficient programs and services that are accountable and customer focused)

Conduct 120 call reviews per month. (Goal 2: Provide effective and efficient programs and services that are accountable and customer focused)

Achieve 95% compliance on call reviews meeting or exceeding expectations. (Goal 2: Provide effective and efficient programs and services that are accountable and customer focused)

STATISTICS/PERFORMANCE MEASURES Calls for Service: Self-Initiated Calls received from officers Calls from citizens Number of calls reviewed by supervisors Percent of reviewed calls meeting or exceeding expectations

FY 2014 Actual

FY 2015 Projected

FY 2016 Estimate

105,274 52,836 1,380 100%

104,246 54,185 1,300 100%

103,218 55,568 1,440 100%

120


Division: Police Emergency Communications (Department of Police) Budget Detail 2012-2013 Actual

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

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

Total Operating Expenditures

2013-2014 Actual

2014-2015 Budget

2015-2016 Requested

% Change

$

940,658 66,072 70,881 132,084 11,236 130 662 249,779 1,803 3,098 92 2,684 688 -

$

869,312 93,241 4,998 69,907 139,310 11,821 408 258,787 4,680 200 5,000 984 -

$

1,007,736 24,857 78,993 143,997 13,302 500 2,500 246,538 59,679 7,000 200 5,000 5,000 -

$

1,117,007 93,321 92,590 165,764 14,744 8,850 2,500 258,787 59,679 7,000 200 5,000 5,000 -

$

1,479,868

$

1,458,649

$

1,595,302

$

1,830,442

2015-2016 Adopted

11% $ 275% 17% 15% 11% 1670% 0% 5% 0% 0% 0% 0% 0% 15%

$

% Change

1,055,416 24,857 80,739 142,259 13,931 8,850 2,500 236,619 59,679 5,000 200 4,000 4,000 -

5% -100% 2% -1% 5% 1670% 0% -4% 0% -29% 0% -20% -20% -

1,638,051

3%

Personnel Summary

Class

Range 25 18 15 10

Police Sergeant Communications Supervisor Communications Operator Call Taker

Number of Full-Time Positions

2012-2013 Actual

2013-2014 Actual

2014-2015 Budget

2015-2016 Requested

2015-2016 Adopted

1 3 20 3

1 3 20 3

1 3 20 3

1 3 21 4

1 3 20 3

27

27

27

29

27

121


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 2015 ACCOMPLISHMENTS 

Adopt out 475 dogs and 521cats from the shelter.

218 dogs and 12 cats reclaimed from the shelter.

Developed a program with Media and Community Relations on the bear nuisance issue and held several informational meetings on this topic.

Implemented a Facebook page for the shelter used to announce adoption events, adoptable animals and recovered strays.

FY 2016 OBJECTIVES 

Develop and implement two educational initiatives that will increase citizen knowledge regarding companion and/or nuisance animals. (Goal 2: Provide effective and efficient programs and services that are accountable and customer focused)

Expand external adoption opportunities to 3 per month or increase evening hours of shelter one day per week to increase opportunities for animal adoption. (Goal 2: Provide effective and efficient programs and services that are accountable and customer focused)

Develop and implement strategy for management, selection and training of volunteers at the shelter. (Goal 6: Promote citizen engagement)

Develop and implement SOP on evaluation and selection of foster homes for animals. (Goal 6: Promote citizen engagement)

Develop and implement training for foster homes. (Goal 6: Promote citizen engagement)

STATISTICS/PERFORMANCE MEASURES Number of animal adoptions Percent of adoptions to the number of adoptable animals received Number of animal foster homes Number of redemptions

FY 2014 Actual

FY 2015 Projected

FY 2016 Estimate

894 51.5% 47 244

996 67.9% 50 232

1205 67% 55 255

122


Division: Animal Shelter Management (Department of Police) Budget Detail 2012-2013 Actual

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

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

Total Operating Expenditures

$

2013-2014 Actual

2014-2015 Budget

2015-2016 Requested

% Change

2015-2016 Adopted

% Change

314,567 17,583 22,204 23,485 3,749 5,000 105,927 945 71,995 95,428 30,802 19,166 598 140 814 1,452 23,391 2,769 -

$

331,541 28,850 26,136 45,172 3,356 5,000 927 116,549 81,680 99,958 37,341 19,166 1,268 300 1,312 3,000 27,480 2,933 2,478 -

$

346,095 3,222 26,723 49,263 4,568 5,000 909 110,000 1,000 99,748 95,455 34,500 1,952 19,166 1,000 300 1,200 3,000 20,000 3,000 -

$

427,338 28,200 34,849 63,417 5,641 5,000 1,000 111,000 1,000 88,249 99,958 34,500 1,952 19,166 1,000 300 1,500 3,000 25,539 3,000 2,769 2,214

23% $ 775% 30% 29% 23% 0% 10% 1% 0% -12% 5% 0% 0% 0% 0% 0% 25% 0% 28% 0% -

337,102 3,222 26,035 45,596 4,450 5,000 1,000 111,000 1,000 86,165 91,445 34,500 1,952 19,166 1,000 300 1,300 3,000 25,539 3,000 -

-3% 0% -3% -7% -3% 0% 10% 1% 0% -14% -4% 0% 0% 0% 0% 0% 8% 0% 28% 0% -

740,013

$

834,446

$

826,101

$

960,592

16%

801,771

-3%

$

53100 - Professional Services: Vet services. 56014 - Other Operating Supplies: pet food and supplies, cleaning supplies. Personnel Summary

Range

Class 19 19 14 8

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

Number of Full-Time Positions

2012-2013 Actual

2013-2014 Actual

2014-2015 Budget

2015-2016 Requested

2015-2016 Adopted

1 1 5 3

1 1 5 3

1 1 5 3

1 1 5 6

1 1 5 3

10

10

10

13

10

123


COMMUNITY DEVELOPMENT SERVICES DESCRIPTION The Community Development Services Division of the Department of Planning and Community Development is responsible for all building permitting and inspections, housing and property maintenance inspections, and enforcement and zoning administration including inspections, enforcements, and customer service. FY 2015 ACCOMPLISHMENTS 

Completed 14 demolitions of dilapidated and derelict properties for blight abatement.

Provided efficient plan review, permitting, and building inspection services for new construction within the City including major economic development initiatives with 16,880 inspections conducted.

Performed 7,520 property maintenance inspections in response to code violations and provided grass and weed cutting to parcels in violation of City codes and ordinances with 2,867 inspections.

Performed zoning inspection services in response to 2,844 zoning cases.

FY 2016 OBJECTIVES 

To provide plan review and building inspection services within 2 business days in support of new construction activities. (Goal 1: Promote strong financial management and fiscal accountability)

To process all applications for services within 1 business day upon receipt of required information in support of permitting activities for new construction. (Goal 2: Provide effective and efficient programs and services that are accountable and customer focused)

To provide property maintenance and zoning inspections and enforcement City-wide within 2 business days while at the same time focusing on major transportation corridors. (Goal 5: Provide safe and

quality transportation options) STATISTICS/PERFORMANCE MEASURES Building Permits (Calendar Year data): New Residential Permits Single Family Multi-Family Residential Addition, Alteration, and Repair Permits New Commercial Permits Commercial, Addition, Alteration, and Repair Permits Code Enforcement: Code Compliance Violations Percent of Code violations resolved in 45 days or less Inspections: Requests for Inspections Percent of inspections performed within 2 business days

FY 2014 Actual

FY 2015 Projected

FY 2016 Estimate

286 48 307 24 121

289 49 310 25 122

292 50 313 26 123

7,520 79%

7,595 79%

7,671 79%

16,880 99%

17,049 99%

17,219 99%

124


Division: Community Development (Department of Planning and Community Development) Budget Detail 2012-2013 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 58200

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 Capital Outlay

Total Operating Expenditures

2013-2014 Actual

2014-2015 Budget

2015-2016 Requested

% Change

2015-2016 Adopted

% Change

$

1,220,399 107 88,962 213,531 14,998 687,322 46,251 1,390 221,735 95,271 264,402 13,505 9,004 5,717 1,277 9,379 992 835 9,936 30,332

$

1,251,308 35 90,833 204,083 15,312 132,822 33,803 3,708 111,714 97,111 264,202 15,337 10,372 5,430 1,159 6,357 1,310 732 8,409 -

$

1,273,053 97,389 186,918 16,804 1,000 150,000 60,000 3,000 102,969 134,908 245,108 13,505 23,058 8,000 1,400 10,000 4,918 1,000 11,974 -

$

1,273,053 97,389 188,921 16,804 1,000 200,000 60,000 3,000 102,969 134,908 245,108 15,336 23,058 8,000 1,400 10,000 2,000 1,000 11,974 -

0% 0% 1% 0% 0% 33% 0% 0% 0% 0% 0% 14% 0% 0% 0% 0% -59% 0% 0% -

$

1,313,034 100,447 180,688 17,332 1,000 150,000 60,000 3,000 127,807 83,800 235,170 15,336 23,058 8,000 1,400 9,000 1,000 1,000 11,974 -

3% 3% -3% 3% 0% 0% 0% 0% 24% -38% -4% 14% 0% 0% 0% -10% -80% 0% 0% -

$

2,935,346

$

2,254,036

$

2,345,004

$

2,395,920

2%

$

2,343,046

0%

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 36 30 29 29 20 20 18 18/19 17/18 17/18 17 17 15 12 10

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

Number of Full-Time Positions

2012-2013 Actual 1 1 1 1 1 1 1 7 2 4 1 1 3 1 1 27

2013-2014 Actual

2014-2015 Budget 1 1 1 1 1 1 1 7 2 4

-

2015-2016 Requested

2015-2016 Adopted

1 1 1 1 1 1 1 7 2 4 -

1 1 1 1 1 1 1 7 2 4

1 1 1 1 1 1 1 7 2 4

-

-

1 3 1 1

1 3 1 1

1 3 1 1

1 3 1 1

26

26

26

26

125


FIRE & RESCUE DESCRIPTION The Suffolk Department of Fire & 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 & Rescue performs fire prevention and education, commercial fire inspections, and new construction plans review in conjunction with the City Building Official, and fire/arson investigations in order to determine cause and origin. FY 2015 ACCOMPLISHMENTS 

Established a specialty team (Technical Rescue Team) to enhance service delivery

Conducted joint training exercise with Virginia Department of Health in deployment of Shelter Support Unit, enhancing citizen services in times of disaster

Revitalized Child Safety Seat Program, training and re-certifying department personnel in installation of child safety seats for citizens

FY 2016 OBJECTIVES 

To improve response times to Priority 1 incidents by 2% in FY 2016. (Goal 3: Promote a safe, healthy, and diverse community in which to live, work, and play)

To increase the number of Advanced Life Support Providers by 2% in FY 2016. (Goal 3: Promote a safe, healthy, and diverse community in which to live, work, and play)

Deliver a minimum of 24 fire and life safety presentations annually to residents of properties managed by Suffolk Redevelopment and Housing Authority. (Goal 6: Promote citizen engagement)

Inspect 100% of target hazards to include day care facilities, nursing homes/assisted living facilities, group homes, public schools, private schools, hospital, and jails in the City on an annual bases to ensure code compliance(Goal 3: Promote a safe, healthy, and diverse community in which to live, work, and play)

STATISTICS/PERFORMANCE MEASURES

FY 2014 Actual

FY 2015 Projected

FY 2016 Estimate

Calls for Service Average Response Time (in minutes) Number of Fire calls Number of Fire casualties Number of EMS Calls Fire Prevention: Plan Reviews Fire/Safety Inspections Arson Investigations Community Outreach: Youth Public Safety Academy Presentations Fire/Life Safety Camps Presentations to SRHA residents Fire Safety House Presentations

11,377 6:59 361 1 8,634

11,605 6:59 354 0 8,807

11,873 6:59 347 0 8,983

175 841 90

180 851 95

185 860 95

23 3 28 37

23 4 28 39

23 4 30 45

126


Department: Fire and Rescue Budget Detail 2012-2013 Actual

Account Number: 100-3210051100.02 51100.04 51100.06 52100 52210 52400 53000.16 53100 53100.22 53200.00 53300 53320 53500 54100 54200 54500 55100 55210 55230 55410 55440 55500 55645 55700 55810 55843 55844 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 Lease/Rent of Equipment Fire Hydrant Rental Travel and Training Four for Life - EMS Support * VFD Operations Dues and Association Memberships Fire Programs Fund Expense * Project Life Saver 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

2013-2014 Actual

2014-2015 Budget

2015-2016 Requested

% Change

2015-2016 Adopted

% Change

$

11,157,569 1,660,599 593,919 965,827 1,859,724 132,055 112,791 30,358 13,215 47,992 705 635,781 1,231,063 3,047,561 183,778 615 36,287 174,117 117,000 20,787 113,882 94,000 17,371 179,389 157 3,877 9,188 2,978 81,040 853 29,732 6,123 2,303

$

11,396,446 2,647,708 524,900 1,062,316 1,886,576 136,114 5,366 153,513 33,888 8,030 45,309 872 859,305 1,330,809 3,099,343 185,458 548 36,105 178,014 117,000 21,021 89,240 104,000 18,188 120,684 3,663 7,643 2,973 81,226 2,176 29,810 13,182 7,141

$

11,929,295 987,449 988,131 1,764,291 157,467 5,320 189,745 35,900 12,300 49,350 950 833,070 1,397,650 3,014,485 214,200 850 79,714 175,000 117,000 26,650 73,000 104,000 19,269 213,000 4,600 15,000 3,000 105,000 1,639 41,000 10,726 -

$

12,235,619 987,449 1,011,565 1,815,766 161,510 6,000 216,000 35,900 12,300 57,335 1,060 833,070 1,397,650 3,014,485 214,200 850 79,714 178,014 117,000 27,250 76,260 107,500 19,416 254,034 4,600 15,000 4,500 145,000 1,639 41,000 10,726 -

3% 0% 2% 3% 3% 13% 14% 0% 0% 16% 12% 0% 0% 0% 0% 0% 0% 2% 0% 2% 4% 3% 1% 19% 0% 0% 50% 38% 0% 0% 0% -

$

12,477,127 987,449 1,030,040 1,720,480 164,698 4,879 216,000 35,900 12,000 49,350 1,000 789,583 1,162,213 2,865,229 200,000 850 79,714 178,014 117,000 26,650 76,260 107,500 19,416 254,034 4,600 15,000 3,000 105,000 1,639 41,000 10,726 -

5% 0% 4% -2% 5% -8% 14% 0% -2% 0% 5% -5% -17% -5% -7% 0% 0% 2% 0% 0% 4% 3% 1% 19% 0% 0% 0% 0% 0% 0% 0% -

$

22,562,635

$

24,208,567

$

22,569,051

$

23,082,412

2%

$

22,756,350

1%

53100 - Professional Services: Dept. of Forestry contracts for forest fire prevention & suppression; independent ladder testing services & EMS billing; firefighter entrance testing. 53110 - 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 $339,620 annually. Department: Fire and Rescue Personnel Summary

Class

Range 44 36 34 29 25 23 19 16/17/18/20/22

14 12 11 11 10

Fire Chief Deputy Fire Chief Battalion Chief Fire Captain (1 position @ Fire Captain or Fire and EMS Training Coordinator) Fire Lieutenant Administrative Analyst Public Education Specialist/Investigator Firefighter I-II/Senior Firefighter/ Firefighter-Medic I-II/Master Firefighter Program/Fire Inspector Executive Secretary Staff Coordinator Timekeeper Accounting Clerk Office Assistant II

Number of Full-Time Positions

2012-2013 Actual

2013-2014 Actual

2014-2015 Budget

2015-2016 Requested

2015-2016 Adopted

1 2 7 18 30 1

1 2 7 18 30 1

1 2 7 19 30 1 1

1 3 7 19 31 1 1

1 2 7 19 31 1 1

190 1 1 2

190 1 1 2

188 1 2

187 1 1 2

187 1 2

253

253

252

254

252

127


FIRE & RESCUE – EMERGENCY MANAGEMENT DESCRIPTION The Emergency Management Division of the Suffolk Department of Fire & 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 2015 ACCOMPLISHMENTS

Conducted 11 emergency planning activities.

Activated the Emergency Operations Center (EOC) at the Level-3 activation level on three occasions.

Provided emergency planning assistance to three local businesses.

Participated in six regional emergency management exercises.

FY 2016 OBJECTIVES 

To make available the most current disaster preparedness information to all citizens through the EM web page and face to face information exchange. (Goal 2: Provide effective and efficient programs and services that are accountable and customer focused)

Conduct outreach activities as requested for homeowners associations, businesses, churches and other civic organizations to promote all hazards community preparedness. (Goal 3: Promote a safe, healthy, and diverse community to live, work, learn and play)

To provide educational outreach to residents and increase awareness of vulnerability to multiple hazards. (Goal 3: Promote a safe, healthy, and diverse community to live, work, learn and play)

To encourage citizen participation in community emergency planning through organizations such as the Suffolk Local Emergency Planning Committee (LEPC) Western Tidewater Medical Reserve Corps, Red Cross and the faith based community. (Goal 6: Promote citizen engagement)

To promote citizen and employee participation in the annual Statewide Tornado and Earthquake drills through media campaigns and direct communications with community partners. (Goal 6: Promote citizen engagement)

STATISTICS/PERFORMANCE MEASURES Percent compliance with State/Federal emergency management mandates Percent of City staff with emergency management responsibilities receiving at least one class annually Number of training exercises conducted

FY 2014 Actual

FY 2015 Projected

FY 2016 Estimate

100%

100%

100%

100%

100%

100%

7

7

2

128


Division: Emergency Management (Department of Fire & Rescue) Budget Detail 2012-2013 Actual

Account Number: 100-3550054100 54200 55210 55230 55500 55810 56001 56012 56014 56017 58200

Information Technology Fleet 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

$

$

2013-2014 Actual

44,238 1 2,838 993 75 1,145 95 1,347 665

$

51,397

$

-

2014-2015 Budget

% Change

2015-2016 Adopted

% Change

$

4,685 50 9,244 1,000 75 1,250 1,500 1,347 -

$

4,685 50 9,244 1,000 75 1,250 1,500 1,347 -

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

$

23,130 50 9,244 900 75 1,250 1,400 1,347 -

394% 0% 0% -10% 0% 0% -7% 0% -

$

19,151

$

19,151

0%

$

37,396

95%

3 2,165 359 75 1,244 140 742 424 5,150

2015-2016 Requested

129


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.

130


Department: Western Tidewater Regional Jail Budget Detail

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

2012-2013

2013-2014

2014-2015

2015-2016

%

2015-2016

%

Actual

Actual

Budget

Requested

Change

Adopted

Change

$

2,588,491

$

2,588,491

$

2,588,491

$

4,424,891

71%

$

4,424,891

71%

$

2,588,491

$

2,588,491

$

2,588,491

$

4,424,891

71%

$

4,424,891

71%

Above represents required local contribution to operate the regional jail facility. Local jurisdiction costs are apportioned based on % of local inmate population.

131


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 management, mosquito control, roadway maintenance, traffic engineering, and transit services. FY 2015 ACCOMPLISHMENTS 

Completed Established a railroad quiet zone for Olde Mill Creek.

Continued to progress towards the completion of the post-disposal care phase at the Hosier Road Landfill by successfully completing the last requirements for air monitoring and Superfund follow-up inspections.

Completed neighborhood improvement projects in Huntersville, and installed curb and enclosed drainage along Old College Drive Phase II, and North Division Street Phase II.

Pursued acceptance into the Virginia Department of Transportation’s Urban Construction Initiative to obtain greater control over local transportation construction projects.

FY 2016 OBJECTIVES 

To continue to provide sound oversight in spending of all funds administered by the department, with special attention to ensuring that Utility and Special Revenue funds are utilized for the express purpose that they are identified. (Goal 1: Promote strong financial management and fiscal accountability)

To continue to identify opportunities for transportation improvements and enhancements as well as opportunities to assist in the funding of those improvements. (Goal 5: Provide safe and quality transportation options)

To respond to citizen requests for information and to proactively reach out to communities where significant projects will be underway. (Goal 6: Promote citizen engagement)

STATISTICS/PERFORMANCE MEASURES Number of lane miles resurfaced Average time to repair potholes Linear Feet of open conveyance systems re-graded Percentage of Priority 1 signal repairs completed within 4 hours Tons of recycled refuse collected by contractor

FY 2014 Actual 30 72 hours 110,000 100% 5,713

FY 2015 Projected 35 72 hours 150,000 100% 5,500

FY 2016 Estimate 40 72 hours 150,000 100% 5,700

132


Department: Public Works - Administration Budget Detail 2012-2013 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 55500 55810 56001 56012 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 Travel and Training Dues and Association Memberships Office Supplies Books and Subscriptions Copier Costs Capital Outlay

Total Operating Expenditures

$

2013-2014 Actual

154,642 11,237 27,155 1,840 30,000 295,124 349 143,940 681 13,462 9,527 19,049 545 1,544 626 570 1,220 4,358 6,672

$

722,542

$

2014-2015 Budget

159,837 88 11,443 26,469 1,902 30,000 340,000 3,750 146,872 93 46,716 4,231 22,175 333 1,585 258 341 1,095 139 2,275 780

$

800,383

$

2015-2016 Requested

161,974 12,391 24,037 2,138 30,000 340,000 45,000 20,000 15,000 15,000 83,600 400 47,674 9,200 21,353 700 5,876 1,700 1,000 1,500 500 5,919 -

$

844,963

$

% Change

2015-2016 Adopted

% Change

161,974 12,391 24,037 2,138 60,000 400,000 45,000 20,000 15,000 65,000 53,600 400 47,674 9,200 21,353 700 5,876 1,700 1,000 1,500 500 5,919 -

0% $ 0% 0% 0% 100% 18% 0% 0% 0% 333% -36% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% -

172,035 13,161 23,810 2,271 60,000 400,000 45,000 20,000 15,000 15,000 53,600 400 16,841 6,100 18,236 700 5,876 1,700 1,000 1,500 500 5,919 -

6% -1% 6% 100% 18% 0% 0% 0% 0% -36% 0% -65% -34% -15% 0% 0% 0% 0% 0% 0% 0% -

954,962

13%

878,649

4%

$

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 44 Director of Public Works 14 Executive Secretary

Number of Full-Time Positions

2012-2013 Actual

2013-2014 Actual

2014-2015 Budget

2015-2016 Requested

2015-2016 Adopted

1 1

1 1

1 1

1 1

1 1

2

2

2

2

2

133

6%


Department: Public Works - Grounds Maintenance Budget Detail 2012-2013 Actual

Account Number: 100-4321051100.02 51100.04 52100 52210 52400 53000.02 53000.16 53300 53300.60 53320 54100 54200 54500 55100 55210 55230 56001 56011 56014 56017

Salaries and Wages $ Salaries and Wages - Overtime FICA VRS Retirement Group Life Purchased Services - Road Maintenance Fund Purchased Services - Refuse Fund Repair and Maintenance Repair and Maintenance - Sleepy Hole Improveme Maintenance Service Contracts Information Technology Fleet Risk Management Utilities Postal Services Telecommunications Office Supplies Uniforms & Wearing Apparel Other Operating Supplies Copier Costs

Total Operating Expenditures

$

133,659 14,026 8,436 (7,469) 1,590 37,376 6,700 16,250 474,863 206,494 25,228 41,627 40,486 1,081 86 234 483 1,156 23,981 1,054 1,027,342

2013-2014 Actual

2014-2015 Budget

$

130,253 13,493 10,621 21,611 1,534 28,041 6,700 13,800 208,400 10,130 25,844 38,660 370 51 645 496 1,174 22,187 731

$

$

534,744

$

2015-2016 Requested

-

$

0

% Change

-

$

0

2015-2016 Adopted

-

$

-

$

% Change

-

0

Personnel Summary

Class

Range 22 22 11 8

Superintendent of Cemeteries Grounds Maintenance Superintendent Skilled Laborer Laborer

Number of Full-Time Positions

2012-2013 Actual

2013-2014 Actual

-

2014-2015 Budget 1

1 1 2 4

1 2 4

-

2015-2016 Requested

2015-2016 Adopted

-

-

-

134

-


_____________________________________________________________________________________

THIS PAGE INTENTIONALLY BLANK


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 2015 ACCOMPLISHMENTS 

Complete Phase II construction of New E911/Municipal Center

Complete construction of the new Whaleyville Community Center

Initiate design for the new Central Library project

Complete design and initiate construction for Fire Station No. 1 Renovation

Complete construction of Police administration Expansion

Initiate design for Bennett’s Creek Park Recreation Center (Army Reserve Center)

FY 2016 OBJECTIVES 

To continue to work closely with the PMO/Department of Information Technology to develop a two way communications system for users to submit and receive status reports back on their work order request. (Goal 2: Provide effective and efficient programs and services that are accountable and customer focused)

To investigate technology options for energy savings within Municipal buildings. (Goal 2: Provide effective and efficient programs and services that are accountable and customer focused)

STATISTICS/PERFORMANCE MEASURES Building Maintenance and Custodial: Number of buildings maintained Square Footage of buildings maintained Number of Service Requests: Building Maintenance Custodial Average Response Time to Service Requests Cost per Square Foot: Electric Custodial Capital Projects: Design Costs as a percentage of Construction Costs Number of Change Orders processed Value of Change Orders processed Percent of projects completed on time/within budget

FY 14 Actual

FY 15 Projected

FY 16 Estimate

44 865,000

44 865,000

43 1,013,000

865 520 1.5 days

925 550 1.25 days

1250 720 1.0 days

$.92 $.50

$.92 $.50

$.90 $.50

8-10% 5 $65,000 100%

8-10% 5 per project $170,000 100%

8-10% 5 per project $250,000 100% 135


Department: Capital Programs & Facilities Budget Detail 2012-2013 Actual

Account Number: 100-43250 51100.02 51100.04 51100.06 52100 52210 52400 53000 53100 53200 53300 53320 54100 54200 54500 55100 55210 55230 55410 55500 55810 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 Temporary Help Service Fees Repair and Maintenance Maintenance Service Contracts Information Technology Fleet Risk Management Utilities Postal Services Telecommunications Lease/Rent of Equipment Travel and Training Dues & Association Memberships Office Supplies Uniforms & Wearing Apparel Other Operating Supplies Copier Costs Capital Outlay

Total Operating Expenditures

2013-2014 Actual

2014-2015 Budget

2015-2016 Requested

% Change

$

827,399 6,204 53,465 63,522 113,398 9,844 25,490 74,607 383,238 34,429 46,273 270,988 555,696 57 6,385 294,024 1,384 1,575 18,116 85,172 6,413 -

$

864,173 17,787 150,528 76,708 140,171 10,244 3,507 2,145 78,921 52,019 35,589 40,827 300,069 491,972 48 6,076 294,024 1,240 1,592 1,759 11,214 120,297 4,651 -

$

906,470 190,872 83,947 132,968 11,965 3,416 75,000 153,000 33,090 44,363 299,606 568,800 100 9,578 294,024 1,000 2,000 10,140 70,000 6,413 -

$

937,352 290,872 93,959 139,103 12,373 75,000 360,000 35,589 100,153 300,069 568,800 100 8,946 570,043 1,000 3,000 12,500 100,000 6,413 -

$

2,877,681

$

2,705,560

$

2,896,753

$

3,615,272

2015-2016 Adopted

3% $ 52% 12% 5% 3% -100% 0% 135% 8% 126% 0% 0% 0% -7% 94% 0% 50% 23% 43% 0% 25%

$

% Change

956,207 190,872 87,752 131,050 12,622 6,896 75,000 360,000 92,968 58,581 282,660 568,800 100 9,578 570,043 1,000 2,000 12,000 100,000 6,413 -

5% 0% 5% -1% 5% 102% 0% 135% 181% 32% -6% 0% 0% 0% 94% 0% 0% 18% 43% 0% -

3,524,542

22%

Personnel Summary

Range

Class 44 31 23 22 17 15 14 12 11 10 8 8

Director of Capital Programs & Facilities Assistant Director of Capital Programs & Facilitie Capital Projects & Facilities Superintendent Facilities Maintenance Manager General Services Supervisor Building Maintenance Technician Executive Secretary Secretary I Skilled Laborer Custodial Supervisor Office Assistant I Custodial Worker

Number of Full-Time Positions

2012-2013 Actual

2013-2014 Actual

2014-2015 Budget

1 1 1 1 1 2 1

1 1 1 1 1 3 1 1

1 2 1 12 24

-

2015-2016 Requested

% Change

1 1 1 1 1 3 1 1 -

2015-2016 Adopted

% Change

1 1 1 1 1 3 1 1

1 1 1 1 1 3 1 1

-

-

2

2

2

12

12

12

2 12

24

24

24

24

136


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 2015 ACCOMPLISHMENTS 

Maintained an overall timeliness of processing standard of 99.12% which exceeded the state processing standard of 97%.

Exceeded the state SNAP participation rate target of 80% by 12.52% with a participation rate of 92.52%.

The Workforce Development Center served over 33,000 customers, held thirty-six hiring events, and assisted approximately 600 people in gaining employment.

FY 2016 OBJECTIVES 

To protect vulnerable children and the elderly from abuse/neglect by responding to 98% of valid investigative reports within state mandated guidelines. (Goal 3: Promote a safe, healthy, and diverse community in which to live, work and play)

To promote self-sufficiency of families and individuals by engaging 50% of the Temporary Assistance for Needy Families (TANF) and Virginia Initiative for Employment Not Welfare (VIEW) participants in work activities. (Goal 2: Provide effective and efficient programs and services that are accountable and customer focused)

Through the Workforce Development Center, continue to host employment fairs, and assist existing and new businesses by providing recruitment space and a pool of qualified applicants. (Goal 4: Diversify and enhance the local economy)

STATISTICS/PERFORMANCE MEASURES Supplemental Nutrition Assistance Program (SNAP): Number of Households receiving SNAP Percent of eligible households receiving SNAP Average Cost per SNAP case Temporary Assistance for Needy Families (TANF) Program: Number of Persons receiving TANF Number of TANF Children receiving childcare subsidies Medicaid Program: Number of clients receiving Medicaid Foster Care Program: Number of children in foster care Employment Programs: Percent of TANF recipients in employment activities Percent of former TANF recipients employed after program Exit (job retention rate) Visitors to Suffolk Workforce Development Center Number of persons in the 5th District Community Corrections Program

FY 2014 Actual

FY 2015 Projected

FY 2016 Estimate

6,695 96% $246

6,365 93% $243

6,300 95% $247

822 87

77530 85

725 85

10,672

10,675

10,653

29

16

20

57% 67%

57% 59%

58% 58%

33,724

26,292

26,500

1,127

1,100

1,150 137


Department: Social Services Budget Detail 2012-2013 Actual

Account Number: 100-5310051100.02 51100.04 51100.06 51100.27 52100 52210 52400 52600 53100 53300 54100 54200 54500 55210 55230 55300 55420 55500 55667 55676 55677 55701 55701.02 55701.04 55701.06 55701.08 55701.10 55701.12 55701.14 55701.16 55701.18 55701.22 55701.24 55810 56001 56017 58200

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 Lease/Rent of Building Travel and Training Early Childhood Development Commission Summer Youth Program Suffolk Workforce Development (lease) Public Assistance Auxiliary Assistance - Blind, Aged & Disabled Aid to Dependent Children Aid to Dependent Children - Foster Care Fuel Assistance Healthy Families Other Local Only Title XX Purchased Services Adoption Payments Employment Services Program Quality Initiative Program General Relief Dues and Association Memberships Office Supplies Copier Costs Capital Outlay

Total Operating Expenditures

$

4,415,693 236,984 40,647 337,056 724,270 52,550 6,462 78,187 1,080 199,569 45,532 986,107 48,929 30,162 1,989 1,013,540 19,742 60,000 105,542 98,015 6,050 316,250 (8,749) 326,906 500 283,757 468,438 223,542 17,846 794 93,898 46,177 10,277,464

2013-2014 Actual

2014-2015 Budget

2015-2016 Requested

% Change

$

4,551,071 844 228,457 17,218 350,351 743,289 54,233 13,902 29,425 1,080 265,435 48,812 1,003,278 56,731 24,218 2,136 1,092,821 12,370 60,000 111,896 115,256 251,849 2,678 260,903 728 500 314,048 447,385 171,817 64,588 14,680 1,519 83,693 71,057 -

$

4,771,548 259,064 100,000 384,842 696,320 62,984 6,462 25,410 1,080 235,435 85,486 949,387 50,709 81,951 2,886 1,184,041 21,812 60,000 109,452 85,968 309,550 2,500 604,213 500 93,507 289,844 619,252 258,784 17,188 12,000 1,525 82,453 108,535 -

$

4,771,548 259,064 100,000 384,842 708,098 62,984 6,462 34,365 11,128 235,435 85,486 949,387 49,974 81,951 2,886 1,184,041 21,812 60,000 109,452 85,968 309,550 2,500 605,416 500 93,507 289,844 619,252 258,784 17,188 12,000 1,525 82,453 108,535 -

$

10,468,268

$

11,574,689

$

11,605,937

2015-2016 Adopted

0% $ 0% 0% 0% 2% 0% 0% 35% 930% 0% 0% 0% -1% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0%

$

% Change

4,791,099 259,064 100,000 386,337 657,580 63,243 6,462 34,365 11,128 279,894 60,000 910,964 49,974 81,951 2,886 1,184,041 21,812 60,000 109,452 85,968 309,550 2,500 605,416 500 93,507 289,844 619,252 258,784 17,188 12,000 1,525 82,453 108,535 -

0% 0% 0% 0% -6% 0% 0% 35% 930% 19% -30% -4% -1% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% -

11,557,275

0%

Above costs are offset by estimated State/Fed Revenues of: $7,763,198 Personnel Summary

Class

Range 44 36 30 25 25 25 23 23 23 23 22 21 21 21 20 18 18 18 16 16 15 13 12 10

Director of Social Services Assistant Director of Social Services Financial Manager Family Services Worker Supervisor II Social Worker Supervisor II Programmer/Analyst III Financial Services Coordinator Administrative Analyst Family Services Worker III Social Worker III Workforce Center Coordinator Family Services Worker II Social Worker II ECDC Coordinator Self Sufficiency Worker II Financial Services Case Manager II Family Services Worker I Social Worker I Clerical Support Supervisor Financial Services Case Manager I Senior Accounting Technician Accounting Technician Screening Clerk Office Assistant II

Number of Full-Time Positions

2012-2013 Actual

2013-2014 Actual

1 2 1

2014-2015 Budget 1 2 1 4

-

2015-2016 Requested

1 2 1 4 -

2015-2016 Adopted 1 2 1 4

1 2 1 4

4 1 5 1

-

2 1

-

-

-

-

14 1 6 17 13 1 15 1 3 14 1

1 14 1 6 17 12 1 15 1 3 14 1

1 14 1 6 18 12 1 14 1 3 14 1

1 14 1 4 19 12 1 15 1 3 14 1

1 14 1 4 19 12 1 15 1 3 14 1

104

103

103

103

103

1 5 1 2

-

1 5 1 2

1 5 1 2

1 5 1 2

138


SOCIAL SERVICES – COMPREHENSIVE SERVICES ACT DESCRIPTION The Comprehensive Services Act (CSA) was implemented by State legislation in Fiscal Year 1995 as a collaborative system of services and funding that is to be child-centered, family-focused, and communitybased 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, Police, a Private and Public Provider, and Parent Representative. The Department of Social Services serves as the fiscal agent and supervises the CSA Division’s staff. FY 2015 ACCOMPLISHMENTS  

Maintained the average cost per service for CSA cases at approximately $81 per day. Actively participated in the Hampton Roads CSA Resource/Vendor Fair, the Court Appointed Special Advocates Training Workshop, and the New Family Assessment and Planning Team Members Orientation Training to assure jurisdictions receive proper training in CSA policies and information on available resources. Served forty at-risk youth while working diligently to assure that only services needed were rendered.

Comprehensive Services Act Number of Children Served FY 2006 ‐ FY 2014 200 150 100 50 0 FY 06

FY 07

FY 08

FY 09

FY 10

FY 11

FY 12

FY 13

FY 14

FY 2016 OBJECTIVES 

To provide rehabilitative services to 80% of the CSA population in a non-residential setting. (Goal 3: Promote a safe, healthy, and diverse community in which to live, work and play)

To achieve improved sustained participation of at least 80% of the stakeholders for the Community Planning Management Team (CPMT) as well as the Family Assessment and Planning Team (FAPT). (Goal 2: Provide effective and efficient programs and services that are accountable and customer focused)

To maintain the average cost per day for CSA services at or below the average State cost per service. (Goal 1: To promote strong financial management and fiscal accountability)

STATISTICS/PERFORMANCE MEASURES Number of children receiving CSA services Average cost per day for CSA services

FY 2014 Actual 40 $81

FY 2015 Projected 31 $63

FY 2016 Estimate 35 $70

139


Department: Comprehensive Services Act Budget Detail 2012-2013 Actual

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

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

Total Operating Expenditures

2013-2014 Actual

2014-2015 Budget

2015-2016 Requested

% Change

2015-2016 Adopted

% Change

$

71,816 25,010 5,569 (19,684) 809 1,317,371 9,201 35,836

$

102,158 26,589 9,608 15,888 1,224 1,124,428 9,552 39,094

$

103,753 34,930 10,609 14,630 1,370 1,626,643 18,207 -

$

103,753 34,930 10,609 15,397 1,370 1,561,401 18,207 -

0% 0% 0% 5% 0% -4% 0% -

$

106,597 34,930 10,827 14,366 1,407 1,561,401 17,476 -

3% 0% 2% -2% 3% -4% -4% -

$

1,445,927

$

1,328,541

$

1,810,142

$

1,745,667

-4%

$

1,747,004

-3%

Personnel Summary

Range

Class

2012-2013 Actual

23 CSA Coordinator 18 CSA Management Specialist Number of Full-Time Positions

2013-2014 Actual

2014-2015 Budget

2015-2016 Requested

2015-2016 Adopted

1

1 1

1 1

1 1

1 1

1

2

2

2

2

-

Above costs are offset by estimated State/Fed Revenues of: $1,047,400

140


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 2015 ACCOMPLISHMENTS 

Provided Immunization services to 784 Suffolk citizens in FY2014. This resulted in 896 visits for immunization services. Thus far, in FY2015, we have served 547 clients with a total of 596 visits.

Increased clinic patient satisfaction to 95% which allowed us to provide Family Planning services to 1005 clients in FY2014, totaling 2,130 visits to the clinic. Of these visits, 271 were males. Thus far in FY2015, we have served 559 clients with a total of 823 visits.

Healthy Families served 53 clients and 609 visits in FY2014 and thus far, 30 clients in FY2015. One Healthy Family participant graduated and completed the program.

FY 2016 OBJECTIVES

To increase male involvements in pregnancy prevention and planning efforts to improve statewide family planning involvement. (Goal 2: Provide effective and efficient programs and services that are accountable and customer focused)

To increase the number of teens served in family planning clinics and in community education settings. (Goal 2: Provide effective and efficient programs and services that are accountable and customer focused)

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. (Goal 3: Promote a safe, healthy, and diverse community in which to live, work and play)

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. (Goal 2: Provide effective and efficient programs and services that are accountable and customer focused)

Reduce environmental and communicable disease hazards at food establishments, hotels, swimming pools, migrant labor camps and campgrounds. (Goal 3: Promote a safe, healthy, and diverse community in which to live, work and play)

STATISTICS/PERFORMANCE MEASURES Males participating in pregnancy planning/prevention programs Teens served by family planning clinics Percent of immunization data entered into State Webvision system Percent of children with primary health care provider within two months of enrollment Percent of food establishments inspected annually

FY 2014 Actual 271 357 100% 100%

FY 2015 Projected 274 361 100% 100%

FY 2016 Estimate 277 365 100% 100%

95%

100%

100%

141


Department: Support of Western Tidewater Health District Budget Detail 2012-2013 Actual

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

$

2013-2014 Actual

2014-2015 Budget

2015-2016 Requested

% Change

2015-2016 Adopted

% Change

840,000

$

840,000

$

840,000

$

840,000

0%

$

840,000

0%

840,000

$

840,000

$

840,000

$

840,000

0%

$

840,000

0%

142


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 2015 ACCOMPLISHMENTS 

WTCSB was one of only eight out of forty Boards in the state to receive a grant that will fund the creation of a Coordinated Specialty Care Team to treat first episode psychosis and potentially early onset mental illness.

WTCSB Prevention staff completed 15 environmental scans of local tobacco retailers to identify advertising saturation and develop relationships with merchants. .

WTCSB received a regional grant for a Children’s Mobile Crisis Program to provide rapid access to children experiencing a behavioral health crisis and to provide access to supportive services for families of these children.

FY 2016 OBJECTIVES 

To extend telepsychiatry services by providing a secure virtual platform for the appointments or meetings. (Goal 2: Provide effective and efficient programs and services that are accountable and customer focused)

To become a designated provider for the Department of Medical Assistance’s (DMAS) two-year, statewide §1115 demonstration waiver entitled Virginia Governor’s Access Plan for the Seriously Mentally Ill (GAP) offering a limited yet targeted package of benefits for individuals who have a serious mental illness and incomes below 100% of the Federal Poverty Level. (Goal 2: Provide effective and efficient programs and services that are accountable and customer focused)

To apply for funding from the Department of Behavioral Health and Developmental Services to fund a Crisis Treatment Center at Sentara Belle Harbour. (Goal 2: Provide effective and efficient programs and services that are accountable and customer focused)

To provide walk-in hours for adults in need of substance use treatment, resulting in more consumers treated and no waiting lists for treatment. (Goal 2: Provide effective and efficient programs and services that are accountable and customer focused)

STATISTICS/PERFORMANCE MEASURES Number of individuals receiving mental health services Number of individuals receiving intellectual disabilities services Number of individuals receiving substance abuse services

FY 2014 Actual 2,650 644 854

FY 2015 Projected 2,818 672 856

FY 2016 Estimate 2,903 692 882

143


Department: Support of Western Tidewater Community Service Board Budget Detail 2012-2013 Actual

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

2013-2014 Actual

2014-2015 Budget

2015-2016 Requested

% Change

2015-2016 Adopted

% Change

$

281,152

$

281,152

$

281,152

$

309,267

10%

$

281,152

0%

$

281,152

$

281,152

$

281,152

$

309,267

10%

$

281,152

0%

144


SCHOOL SUPPORT 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, 4 middle schools, 3 high schools, 1 alternative school, and the Pruden Center for Industry & Technology. The overall student/teacher ratio is 25 to 1. Approximately 74% of students move on to post-secondary education. 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) Accreditation High School Graduation Rate (Four Year Cohort) Percent of students receiving Advanced Diploma Percent of students enrolled in Advanced Placement courses Percent of students enrolled in Dual Enrollment courses Total SAT Scores High School Dropout Rate (Four Year Cohort)

SY 2012 Actual 13,923 100% 84.1% 45.3% 7.4% .43% 1,355 9.9%

SY 2013 Actual 13,930 100% 87.2% 40.7% 8.8% 1.35% 1,360 8.1%

SY 2014 Actual 14,420 100% 86.4% 46% 10% 3% 1,350 8.8%

145


Department: Support of Schools Budget Detail 2012-2013 Actual

Account Number: 100-6001055420 Local Support for Lease/Rent of Building 55640 Support of Schools Total Operating Expenditures

2013-2014 Actual

2014-2015 Budget

2015-2016 Requested

% Change

2015-2016 Adopted

% Change

$

479,390 48,684,053

$

492,828 49,684,053

$

509,899 49,684,053

$

526,784 53,570,053

3% 8%

$

526,784 53,570,053

3% 8%

$

49,163,443

$

50,176,881

$

50,193,952

$

54,096,837

8%

$

54,096,837

8%

$

97,335,108

-1%

$

97,335,108

-1%

54,096,837

8%

54,096,837

8%

151,431,945

2%

$

151,431,945

2%

$

Total School Fund Revenues: State / Federal / Other Transfer from General Fund - Local Support Total Operating Revenues:

$

Total School Fund Expenditures: Instruction

112,198,606

2%

112,198,606

2%

Administration and Attendance

$

3,374,342

-3%

3,374,342

-3%

Health and Psychology

1,898,356

0%

1,898,356

0%

Pupil Transportation

7,651,738

-3%

7,651,738

-3%

Operation and Maintenance

12,504,050

-6%

12,504,050

-6%

Food Services

7,440,301

-1%

7,440,301

-1%

Technology

5,837,768

-3%

5,837,768

-3%

Local Support - Lease / Rent of Building

526,784

Local Support Reduction to REQUEST: Total Operating Expenses:

$

151,431,945

0% 3%

526,784

2%

151,431,945

146

0% 3% 2%


PARKS AND RECREATION DESCRIPTION The Department of Parks and Recreation provides a variety of high quality recreational and leisure programs to enhance the quality of life 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 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; Support Services; Grounds Maintenance; Office on Youth and Recreation. FY 2015 ACCOMPLISHMENTS 

Secured $190,354 in grant funds for the Lake Meade Trail and USDA Summer Feeding Program.

In accordance with the Suffolk Initiative on Youth Crime Prevention Program, provided 7,500 hours of recreation to disadvantaged youth in summer programs and 13,000 hours of on the job training for individuals 16-21 years old in the Suffolk Summer Work Success Program.

Provided athletic programs to 600 youth.

FY 2016 OBJECTIVES 

Promote, implement and evaluate department programs and facilities that are being offered to the community to ensure that the three pillars of parks and recreation are being addressed: social equity, conservation education, and health and wellness. (Goal 3: Promote a safe, healthy, and diverse community to live, work, learn, and play)

Maximize partnerships to provide transportation options for citizens utilizing parks and recreation facilities i.e. Senior Services, VRT. (Goal 5: Provide safe and quality transportation options)

Expand citywide opportunities for volunteerism. (Goal 6: Promote citizen engagement)

STATISTICS/PERFORMANCE MEASURES

FY 2014 Actual

FY 2015 Projected

FY 2016 Estimate

5 137,645 16 1,875

5 130,000 15 2,030

5 135,000 15 2,030

2,923 12 3,474 9 603 10 4,603

3,000 15 3,500 9 865 12 4,600

3,000 15 3,600 10 865 13 4,650

12 579

15 275

15 300

137 48 36

95 63 12

100 63 15

Parks: Number of Regional Parks Number of Regional Park Visitors Neighborhood Parks Total Park Acres maintained Recreation Programs Number of Recreation Center Members Youth Athletic Programs offered Youth Athletic Program participants Adult Athletic Programs offered Adult Athletic Program participants Senior Programs offered Senior Program participants Suffolk Initiative on Youth (SIY): Youth Prevention Programs offered Youth Prevention Program participants Suffolk Art Gallery: Adult Classes/Programs offered Youth Classes/Programs offered Number of exhibitions

147


Department: Parks and Recreation - Administration Budget Detail 2012-2013 Actual

Account Number: 100-7110051100.02 52100 52210 52400 54100 54200 54500 55100 55210 55230 55500 55810 56001 56012 56014 56017

Salaries and Wages FICA VRS Retirement Group Life Information Technology Fleet Risk Management Utilities Postal Services Telecommunications Travel and Training Dues and Association Memberships Office Supplies Books and Subscriptions Other Operating Supplies Copier Costs

Total Operating Expenditures

2013-2014 Actual

2014-2015 Budget

2015-2016 Requested

% Change

2015-2016 Adopted

% Change

$

337,545 25,060 59,276 3,545 197,993 8,341 494,999 13,280 1,628 21,994 1,737 1,545 5,336 155 13,522

$

342,802 25,596 56,768 3,122 282,681 11,338 525,418 10,982 1,840 29,402 2,241 2,958 4,211 543 7 12,007

$

298,682 22,849 44,324 3,943 277,819 57,266 568,413 11,000 3,500 57,601 2,000 1,600 5,000 500 25,943

$

298,682 22,849 44,324 3,943 277,819 57,266 568,413 11,000 3,500 57,601 2,000 1,600 5,000 500 25,943

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

$

328,188 25,106 45,421 4,332 338,861 19,800 581,076 11,000 3,500 57,601 2,000 1,600 5,000 500 25,943

$

1,185,956

$

1,311,917

$

1,380,440

$

1,380,440

0%

$

1,449,928

Personnel Summary

Class

Range 44 36 27 22 14

Director of Parks and Recreation Assistant Director of Parks and Recreation Principal Planner Youth Outreach Coordinator Executive Secretary

Number of Full-Time Positions

2012-2013 Actual

2013-2014 Actual

2014-2015 Budget

1 1 1 1 1

1 1 1 1 1

5

5

2015-2016 Requested

1 1 1 -

2015-2016 Adopted 1 1 1

1 1 1

-

-

1

1

1

4

4

4

148

10% 10% 2% 10% 22% -65% 2% 0% 0% 0% 0% 0% 0% 0% 0% 5%


Department: Parks and Recreation - Office on Youth Budget Detail 2012-2013 Actual

Account Number: 100-7115051100.02 52100 52210 52400 53100 53500 53600 55420 55500 56001 56011 56014 56026

Salaries and Wages FICA VRS Retirement Group Life Professional Services Printing and Binding Advertising Lease/Rent of Building Travel and Training Office Supplies Uniforms & Wearing Apparel Other Operating Supplies Special Programs

Total Operating Expenditures

2013-2014 Actual

2014-2015 Budget

2015-2016 Requested

% Change

2015-2016 Adopted

% Change

$

-

$

-

$

89,495 6,846 13,281 1,181 4,750 1,000 600 3,000 1,200 350 750 10,000 -

$

89,495 6,846 13,281 1,181 4,750 1,000 600 1,200 350 750 10,000 28,500

-

$

92,187 7,052 12,759 1,217 4,750 1,000 600 1,200 350 750 5,000 25,000

-

$

-

$

-

$

132,454

$

157,953

-

$

151,865

-

56026 - Special Events: Special events supported by sponsorships and fees of $5,000 Personnel Summary

Range

Class 22 Youth Outreach Coordinator 17 Recreation Specialist II

Number of Full-Time Positions

2012-2013 Actual

2013-2014 Actual

2014-2015 Budget

2015-2016 Requested

2015-2016 Adopted

-

-

1 1

1 1

1 1

-

-

2

2

2

149


Department: Parks and Recreation - Support Services Budget Detail 2012-2013 Actual

Account Number: 100-7130051100.02 51100.04 51100.06 51100.10 52100 52210 52400 53300 53500 53600 55500 56001 56011 56014 56026

Salaries and Wages Salaries and Wages - Overtime Salaries and Wages - Part- time Salaries and Wages - Seasonal FICA VRS Retirement Group Life Repairs and Maintenance Printing and Binding Advertising Travel and Training Office Supplies Uniforms & Wearing Apparel Other Operating Supplies Special Events

Total Operating Expenditures

2013-2014 Actual

2014-2015 Budget

2015-2016 Requested

% Change

2015-2016 Adopted

% Change

$

219,463 5,627 16,430 37,875 2,234 849 13,400 1,335 9,898 2,666 991 7,983 141,742

$

232,086 (349) 17,017 37,522 1,931 8,668 6,333 9,557 1,279 10 6,231 117,766

$

236,860 5,340 18,528 33,914 3,127 4,000 10,000 10,500 1,000 1,500 1,000 10,000 131,060

$

236,860 5,340 18,528 35,150 3,127 4,000 10,000 10,500 1,000 1,500 1,000 10,000 134,275

0% 0% 0% 4% 0% 0% 0% 0% 0% 0% 0% 0% 2%

$

242,566 5,340 18,965 32,947 3,202 4,000 10,000 10,000 1,000 1,500 1,000 10,000 130,000

2% 0% 2% -3% 2% 0% 0% -5% 0% 0% 0% 0% -1%

$

460,494

$

438,052

$

466,828

$

471,280

1%

$

470,519

1%

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 $33,000. Personnel Summary

Range

Class 25 22 17 15 13 10

Business Manager Recreation Supervisor Special Event Coordinator Volunteer Coordinator Accounting Technician Office Assistant II

Number of Full-Time Positions

2012-2013 Actual

2013-2014 Actual

1

1 1 2

1 1 1 1 5

2014-2015 Budget

-

2015-2016 Requested

1 1 2 -

2015-2016 Adopted 1 1 2

1 1 2

-

-

1 1

1 1

1 1

1 1

6

6

6

6

150


Department: Parks and Recreation - Parks, Gateways, and Facility Maintenance Budget Detail 2012-2013 Actual

Account Number: 100-7120051100.02 51100.04 51100.06 52100 52210 52400 53000.16 53000.46 53100 53300 53320 53500 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 Printing and Binding Fleet Utilities Lease/Rent of Equipment Travel and Training Office Supplies Uniforms & Wearing Apparel Other Operating Supplies Special Programs Capital Outlay

Total Operating Expenditures

2013-2014 Actual

2014-2015 Budget

2015-2016 Requested

% Change

$

593,523 9,471 104,984 48,938 67,005 7,095 5,287 91,736 146,277 271,974 222,279 5,066 2,168 2,328 11,826 102,190 -

$

614,163 8,510 105,497 52,151 100,758 7,323 19,529 1,759 45,296 178,980 276,169 169,299 9,218 2,348 1,435 15,150 70,744 -

$

635,540 125,290 58,203 93,344 8,389 10,000 5,000 10,000 73,000 180,000 384,779 150,000 6,000 2,000 2,000 13,000 91,000 -

$

665,833 150,290 62,433 98,810 8,789 28,000 5,000 10,000 73,000 180,000 384,779 150,000 6,000 2,000 2,000 13,750 91,000 5,000 -

$

1,692,146

$

1,678,328

$

1,847,546

$

1,936,684

2015-2016 Adopted

5% $ 20% 7% 6% 5% 180% 0% 0% 0% 0% 0% 0% 0% 0% 0% 6% 0% 5%

$

% Change

672,655 125,290 61,043 92,602 8,879 31,543 5,000 9,000 70,000 180,000 398,792 150,000 6,000 2,000 1,500 13,000 86,000 5,000 1,918,305

53320 - Maintenance Service Contracts: Grass cutting, security service. 56014 - Other Operating Supplies: Safety material and landscape materials. 56026 - Special Events: Special events supported by sponsorships and fees of $500 Personnel Summary

Range

Class 25 23 18 18 17 14 13 11 8 8

Parks Manager Grounds Maintenance Superintendent Park Ranger Sergeant Parks Maintenance Coordinator Landscape Supervisor Recreation Facilities Supervisor Park Ranger /Dock Master Ground Maintenance Worker II Ground Maintenance Worker I Recreation Facilities Technician

Number of Full-Time Positions

2012-2013 Actual

2013-2014 Actual

2014-2015 Budget

1 -

1 1 1 1 1 4 2 5 3

19

19

2015-2016 Adopted

1 1 1 1

1 1 1 1 4 2 5 3

2015-2016 Requested

-

1 1 1 1

1 1 1 1

-

-

1 4 2 5 3

1 5 2 5 3

1 4 2 5 3

19

20

19

151

6% 0% 5% -1% 6% 215% 0% -10% -4% 0% 4% 0% 0% 0% -25% 0% -5% 4%


Department: Parks and Recreation - Grounds Maintenance Budget Detail 2012-2013 Actual

Account Number: 100-7125051100.02 51100.04 51100.06 52100 52210 52400 53000.02 53300 53320 54200 54500 55100 55210 56001 56011 56014

Salaries and Wages $ Salaries and Wages - Overtime Salaries and Wages - Part- time FICA VRS Retirement Group Life Purchased Services - Road Maintenance Fund Repair and Maintenance Maintenance Service Contracts Fleet Risk Management Utilities Postal Services Office Supplies Uniforms & Wearing Apparel Other Operating Supplies

Total Operating Expenditures

-

$

2013-2014 Actual $

0

2014-2015 Budget

-

$

0

2015-2016 Requested

% Change

$

138,888 17,389 11,955 20,611 1,833 35,000 25,000 198,400 48,049 36,862 1,100 100 500 2,000 23,000

$

160,532 17,389 21,644 15,267 23,823 2,119 35,000 25,000 198,400 48,049 1,100 500 20,000 23,000

$

560,687

$

591,823

2015-2016 Adopted

16% $ 0% 28% 16% 16% 0% 0% 0% 0% -100% 0% -100% 0% 900% 0% 6%

$

% -

145,363 17,389 12,451 20,118 1,919 35,000 20,000 198,400 70,708 1,100 500 2,000 23,000

5% 0% 4% -2% 5% 0% -20% 0% 47% -100% 0% -100% 0% 0% 0%

547,947

-2%

Personnel Summary

Range

Class 22 11 8 8

Superintendent of Cemeteries Skilled Laborer Grounds Maintenance Worker I Laborer

Number of Full-Time Positions

2012-2013 Actual -

2013-2014 Actual

2014-2015 Budget

0

1 1

2015-2016 Adopted

2

1 1 1 2

4

5

-

0

2015-2016 Requested

1 1 2 4

152


Department: Parks and Recreation - Recreation Budget Detail 2012-2013 Actual

Account Number: 100-7135051100.02 51100.04 51100.06 51100.10 52100 52210 52400 53100 53300 53500 54200 55100 55410 55420 55500 55810 55845 56001 56011 56014 56017 56026 58200

Salaries and Wages Salaries and Wages - Overtime Salaries and Wages - Part-time Salaries and Wages - Seasonal FICA VRS Retirement Group Life Professional Services Repair and Maintenance Printing and Binding Fleet Utilities 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 Copier Costs Special Events Capital Outlay

Total Operating Expenditures

2013-2014 Actual

2014-2015 Budget

2015-2016 Requested

% Change

$

577,164 217 442,875 85,847 78,119 35,073 7,376 33,899 50,872 2,000 76,484 3,790 8,178 3,881 985 202,350 4,325 2,391 44,636 9,029 19,560 -

$

606,167 5,068 465,510 118,461 91,828 96,794 8,546 8,929 55,544 1,860 69,928 38,025 742 1,800 5,887 1,384 199,906 4,781 7,234 37,173 16,493 23,652 -

$

768,472 493,409 96,534 108,855 10,144 9,550 62,700 2,000 96,949 44,825 3,000 5,100 4,200 655 215,000 5,100 8,300 32,500 48,240 -

$

775,262 493,409 97,053 115,049 10,233 9,550 62,700 2,000 96,949 44,825 72,012 5,100 4,200 655 215,000 5,100 8,300 32,500 31,375 -

$

1,689,049

$

1,865,710

$

2,015,533

$

2,081,272

2015-2016 Adopted

1% $ 0% 1% 6% 1% 0% 0% 0% 0% 0% 2300% 0% 0% 0% 0% 0% 0% 0% -35% 3%

$

% Change

773,988 493,409 96,956 103,847 10,217 9,000 62,700 2,000 95,557 44,000 72,012 5,100 4,200 655 215,000 5,000 8,000 32,500 31,375 2,065,516

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 $16,150.

Personnel Summary

Class

Range 25 22 21 20 17 16 15 8 8/10

Recreation Manager Recreation Supervisor Athletic Supervisor Recreation Center Supervisor Recreation Specialist II Fitness Specialist Recreation Specialist Recreation Facilities Technician Office Assistant I / II

Number of Full-Time Positions

2012-2013 Actual

2013-2014 Actual

2014-2015 Budget

1 2

2

1 4 2 8 1 3

1 3 2 8 1 3

16

22

21

21

4 1 6

-

1 2

2015-2016 Adopted 1 2 1 1 2 2 8 1 3

-

1 2

2015-2016 Requested

-

1 2 1 3 2 8 1 3 21

153

1% 0% 0% -5% 1% -6% 0% 0% -1% -2% 2300% 0% 0% 0% 0% -2% -4% 0% -35% 2%


_____________________________________________________________________________________

THIS PAGE INTENTIONALLY BLANK


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 2015 ACCOMPLISHMENTS 

Implemented Libraries Transforming Communities initiative by hosting Community Conversations in different areas of the city with a diverse audience.

Developed Library Strategic Plan which guides the library in moving forward in a comprehensive, efficient, and effective way.

Implemented Printer On service to allow any computer or mobile device from anywhere to use the print services at any of the three locations

Reorganized Morgan Memorial Library to provide a more effective and efficient experience for the community.

FY 2016 OBJECTIVES 

Develop a regular schedule for and then implement community wide surveys, focus groups, and other methods to obtain community feedback and information to provide more targeted services and programs. (Goal 2: Provide effective and efficient programs and services that are accountable and customer focused)

Continue to update and implement the Marketing Plan to effectively and efficiently promote the services, programs, and resources offered to the entire community. (Goal 3: Promote a safe, healthy, and diverse community to live, work, and play)

Continue to expand programs, classes and events for the community to promote lifelong learning and recreation. (Goal 3: Promote a safe, healthy, and diverse community to live, work, and play)

Continue to market and offer print and online resources that help citizens start, grow, and expand their careers and businesses. (Goal 4: Diversify and enhance the local economy)

Continue the implementation of the Libraries Transforming Communities initiative to gather people together to communicate and provide their aspirations, solutions, and then sharing that information. (Goal 6: Promote citizen engagement)

STATISTICS/PERFORMANCE MEASURES Registered Borrowers Circulation Reference questions answered Number of computer sessions Number of outreach events (Pop-up Library/Bookmobile) Adult Programs offered Adult Program participants Youth Programs offered Children’s Program participants Teen Programs offered Teen Program participants

FY 2014 Actual 34,531 327,446 95,878 20,982 181 83 404 552 11,396 14 84

FY 2015 Projected 37,000 330,000 96,000 22,000 200 90 500 600 15,000 28 100

FY 2016 Estimate 39,000 335,000 97,000 24,000 220 100 550 700 17,000 35 125 154


Department: Library Budget Detail 2012-2013 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 55420 55500 55810 55846 56001 56012 56017 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 Lease/Rent of Buildings Travel and Training Dues and Association Memberships Marketing Office Supplies Books and Subscriptions Copier Costs Capital Outlay

Total Operating Expenditures

2013-2014 Actual

2014-2015 Budget

2015-2016 Requested

% Change

2015-2016 Adopted

% Change

$

1,108,419 7,406 245,926 98,589 150,972 12,980 9,119 49,317 1,707 179,123 17,727 293,052 54,543 2,499 7,137 17,400 6,697 1,064 33,711 187,069 22,639 7,485

$

1,115,599 2,608 223,477 99,711 178,074 13,388 3,707 19,270 12,668 48,475 2,816 109,987 18,340 299,205 56,538 3,445 5,958 18,126 14,963 719 38,574 155,743 22,127 11,473

$

1,205,257 257,792 111,923 172,421 15,909 3,500 4,500 52,500 1,000 98,494 35,700 286,526 61,452 5,700 24,762 17,400 7,000 900 26,000 200,000 26,954 82,000

$

1,295,932 266,870 119,554 192,316 17,106 3,500 4,500 95,500 1,000 98,494 35,700 286,526 61,451 5,700 24,762 17,400 7,000 900 4,000 26,000 204,000 26,594 5,000

8% 4% 7% 12% 8% 0% 0% 82% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 2% -1% -94%

$

1,287,556 257,792 118,219 173,831 16,996 3,352 4,500 95,500 1,000 108,719 36,600 274,810 61,451 5,700 24,762 17,400 7,000 900 26,000 200,000 26,954 5,000

7% 0% 6% 1% 7% -4% 0% 82% 0% 10% 3% -4% 0% 0% 0% 0% 0% 0% 0% 0% 0% -94%

$

2,514,581

$

2,474,991

$

2,697,690

$

2,799,805

4%

$

2,754,043

2%

Personnel Summary

Range 44 44 36 27 19/20/24 17 14 13 12 11 9

Class Library Director Director of Libraries Assistant Director of Libraries Librarian IV Librarian I, II, & III Library Associate Executive Secretary Library Assistant III Secretary I Library Assistant II Library Assistant I

Number of Full-Time Positions

2012-2013 Actual

2013-2014 Actual

2014-2015 Budget

1

1

-

-

1 10 1 5 1 4 8

1 11 1 5 1 4 7

31

31

1 -

2015-2016 Requested

2015-2016 Adopted

-

-

1 11 1 1 4 1 4 7

1 1 3 9 1 1 4 1 4 6

1 1 1 11 1 1 4 1 4 6

31

31

31

155


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. FY 2015 ACCOMPLISHMENTS 

Successfully completed the approval of the Conditional Use Permit for the construction of a new 17,000 square foot Funeral Home on East Washington Street.

Reviewed and approved the plans to construct the Harbour View Station West mixed-use development in the strategic growth area of Harbourview.

In joint corporation with FEMA and State Agencies, conducted an outreach for citizens regarding changes to the Flood Insurance Rate Maps for the City, including a well-attended Open House at King’s Fork Middle School.

FY 2016OBJECTIVES 

Provide coordination and plan of development review services for all land Use applications that are focused on results and are accountable to our internal and external customers. (Goal 2: Provide effective and efficient programs and services that are accountable and customer focused) Update provisions of the Unified Development Ordinance in support of Goals and Policies upon the adoption of the 2035 Comprehensive Plan. (Goal 3: Promote a safe, healthy, and diverse community to live, work, learn, and play)

Through the Master Transportation Plan component of the Comprehensive Plan as well as the Street Improvements Standards of the Unified Development Ordinance will provide policies and standards that promote and enhance safe and quality transportation options. (Goal 5: Provide safe and quality transportation options)

Through community meetings, public hearings, and other outreach mechanisms, such as the departmental web page, will provide and encourage citizens and other interested parties to participate in dialogue on important land use matters that affect the City and its quality of life. (Goal 6: Promote citizen engagement)

STATISTICS/PERFORMANCE MEASURES 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

FY 2014 Actual

FY 2015 Projected

FY 2016 Estimate

31 50 3 109 10 29 70 90%

35 40 4 115 11 30 80 90%

40 38 4 105 12 32 85 90% 156


Department: Planning and Community Development Budget Detail 2012-2013 Actual

Account Number: 100-8110051100.02 51100.04 52100 52210 52400 53100 53100.06 53500 53600 54100 54200 54500 55210 55230 55500 55810 56001 56012 56017 58200

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

Total Operating Expenditures

2013-2014 Actual

2014-2015 Budget

2015-2016 Requested

% Change

2015-2016 Adopted

% Change

$

781,750 6 57,192 135,921 9,340 24,400 88,127 12,009 89,027 1,924 142,156 2,594 2,883 4,824 2,745 9,863 641 11,583 -

$

741,540 22 53,734 120,644 8,824 25,130 172,110 24,380 68,259 1,641 135,180 4,308 2,350 3,532 3,285 8,558 830 9,730 357

$

806,589 61,704 118,638 10,647 29,400 57,000 16,000 30,633 4,650 129,526 7,000 8,774 4,675 4,120 11,000 1,295 10,675 -

$

822,647 62,932 121,021 10,859 29,400 57,000 16,000 30,633 4,650 129,526 7,000 8,774 5,940 4,620 11,500 1,395 10,675 -

2% 2% 2% 2% 0% 0% 0% 0% 0% 0% 0% 0% 27% 12% 5% 8% 0% -

$

805,380 61,612 109,800 10,631 29,400 57,000 16,000 149,501 10,548 124,272 6,000 8,774 4,675 4,120 11,000 1,295 10,675 -

$

1,376,987

$

1,384,413

$

1,312,326

$

1,334,572

2%

$

1,420,683

Personnel Summary

Class

Range 44 36 30 29 29 20/22 17 14 13 10

Director of Planning and Community Developmen Assistant Director of Planning Comprehensive Planning Manager Current Planning Manager Principal Planner Planner I - II Senior Graphics Technician Executive Secretary Planning Technician Office Assistant II

Number of Full-Time Positions

2012-2013 Actual

2013-2014 Actual

2014-2015 Budget

1 1 1 4 2 1 1 2 1

4 2 1 1 2 1

1 1 1 1 3 2 1 1 2 1

14

14

14

-

1 1 1 -

2015-2016 Requested

2015-2016 Adopted 1 1 1 1 2 3 1 1 3 1

1 1 1 1 3 2 1 1 2 1

15

14

157

0% 0% -7% 0% 0% 0% 0% 388% 127% -4% -14% 0% 0% 0% 0% 0% 0% 8%


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. CY 2014 ACCOMPLISHMENTS 

Participated in 169 Marketing Activity Events and met with 67 new and expanding prospects for the City of Suffolk.

Developed the Downtown Distinctly Downtown Marketing initiative, and developed a Love Local Social Media Campaign to promote small business Saturday.

Promoted the Birdsong Peanuts 100 years of operation celebration.

Executed a sales agreement for residential development and submitted the rezoning package for the Obici Site.

Hosted the First Hampton Roads LogistiXGames in Suffolk.

CY 2015 OBJECTIVES 

Develop a special initiative for Cyber technology growth. (Goal 4: Diversify and enhance the local economy)

Host the second Hampton Roads LogistiX Games in Suffolk. (Goal 3: Promote a safe, healthy, and diverse community in which to live, work and play)

Begin construction on infrastructure improvements for the development of The Point at Harbour View site. (Goal 4: Diversify and enhance the local economy)

Continue regular speaking opportunities with Suffolk Schools, Civic and Business organizations, and continue to post new business announcement information on YesSuffolk.com and distribute the Suffolk monthly e-newsletter. (Goal 6: Promote citizen engagement)

STATISTICS/PERFORMANCE MEASURES Number of Jobs Created Amount of Capital Investment Square Footage of Capital Investment Existing Industry Visits Marketing Missions undertaken

CY 2013 Actual 1,924 $93.8M 979,005 426 9

CY 2014 Actual 350 $101M 687,000 511 12

CY 2015 Estimate 500 $90M 600,000 500 12

158


Department: Economic Development Budget Detail 2012-2013 Actual

Account Number: 100-8150051100.02 51100.04 51100.14 52100 52210 52400 53100 53500 54100 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 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

2013-2014 Actual

2014-2015 Budget

2015-2016 Requested

% Change

2015-2016 Adopted

% Change

$

349,015 3,996 26,146 61,287 4,153 22,767 2,502 27,814 51,471 1,161 3,734 26,035 880,750 83,441 93,544 2,166 98 8,146

$

360,229 3,996 26,625 59,654 4,286 23,221 1,893 29,443 60,741 1,723 3,608 16,697 1,661,061 84,394 101,868 2,091 98 7,200

$

365,046 4,000 27,926 54,173 4,819 29,325 4,000 56,387 45,611 3,000 8,444 27,000 85,675 98,000 1,750 350 8,146

$

365,046 4,000 27,926 54,173 4,819 30,000 5,000 56,387 45,611 3,000 8,444 40,000 1,000,000 85,675 135,000 1,750 350 8,146

0% 0% 0% 0% 0% 2% 25% 0% 0% 0% 0% 48% 0% 38% 0% 0% 0%

$

386,722 4,000 29,584 53,522 5,105 30,000 4,000 25,698 43,777 3,000 8,444 27,000 85,675 98,000 1,750 350 8,146

6% 0% 6% -1% 6% 2% 0% -54% -4% 0% 0% 0% 0% 0% 0% 0% 0%

$

1,648,225

$

2,448,829

$

823,652

$

1,875,327

128% $

814,774

-1%

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 44 31 29 19 18

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

Number of Full-Time Positions

2012-2013 Actual

2013-2014 Actual

2014-2015 Budget

2015-2016 Requested

2015-2016 Adopted

1 1 1 1 1

1 1 1 1 1

1 1 1 1 1

1 1 1 1 1

1 1 1 1 1

5

5

5

5

5

159


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; 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. CY 2014 ACCOMPLISHMENTS 

Annual visitor center attendance surpassed the 12,000 visitors mark.

Conceptualized, coordinated and produced the First Annual Suffolk Mystery Authors Festival in partnership with the Suffolk Public Library and the Suffolk Center for Cultural Arts.

Received Virginia Association of Convention and Visitors Bureau’s Virgo Award for Visitor Center Manager of the Year.

Provided conference services to 50 citywide conferences, reunions, retreats, and weddings.

Continued to operate the popular Suffolk Farmers’ Market at the Visitor Center Pavilion, attracting 30 vendors, over 5,600 patrons and featuring family-friendly programming throughout the season, including four family movie nights at the Pavilion and one at the Suffolk Center for Cultural Arts.

CY 2015 OBJECTIVES 

To increase visitor traffic through the City’s State-certified visitor center and gift shop by 3%. (Goal 3: Promote a safe, healthy and diverse community in which to live, work, and play)

To coordinate and enhance narrated bus and walking tours to attract customers and promote Suffolk’s amenities. (Goal 3: Promote a safe, healthy and diverse community in which to live, work, and play)

To promote Suffolk’s existing and expanding meeting and conference facilities and increase visitation via sales missions, conferences and tradeshows, and partnering with citywide hospitality entities. (Goal 1: Diversify and Increase the Tax Base)

To enhance online promotional tools to expand advertising and marketing components of current efforts. (Goal 6: Promote citizen engagement)

To oversee the function and promotion of the Suffolk Farmers’ Market. (Goal 3: Promote a safe, healthy, and diverse community in which to live, work, and play)

STATISTICS/PERFORMANCE MEASURES Number of walk-in customers served Number of interpretive tour customers Number of collaborative meetings hosted Number of sales missions, conferences/tradeshows/hospitality training attended Number of conferences/reunions/weddings serviced

CY 2014 Actual 12,500 523 80 20

CY 2015 Projected 13,000 550 90 23

CY 2016 Estimate 13,250 575 100 25

50

60

75

160


Division: Tourism (Department of Economic Development) Budget Detail 2012-2013 Actual

Account Number: 100-8155051100.02 51100.04 51100.06 52100 52210 52400 53000.16 53300 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 Repair and Maintenance 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

2013-2014 Actual

2014-2015 Budget

2015-2016 Requested

% Change

2015-2016 Adopted

% Change

$

140,673 53,333 12,770 (8,419) 1,674 162 1,912 18,575 16,857 2,282 27,852 18,253 4,769 1,986 7,173 1,780 41,258 3,123 5,308 12,657 78,681

$

155,323 59,473 16,323 25,722 1,848 1,858 1,555 20,466 40,514 3,601 28,821 18,948 3,801 2,340 5,958 1,650 40,846 2,852 47,750 13,041 80,057

$

159,013 69,222 17,460 23,598 2,099 590 2,000 19,500 38,515 16,100 27,450 18,900 6,000 5,585 4,800 2,200 40,000 4,000 6,000 14,243 76,000

$

195,735 72,392 23,563 34,967 3,110 2,090 2,000 19,500 38,515 16,100 27,450 18,900 6,000 5,585 4,800 2,200 40,000 4,000 6,500 14,243 89,000

23% $ 5% 35% 48% 48% 254% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 8% 0% 17%

164,448 69,222 17,876 22,760 2,171 142 2,000 19,500 36,146 10,033 26,344 18,900 6,000 5,585 4,800 2,200 40,000 4,000 6,500 14,243 84,000

3% 0% 2% -4% 3% -76% 0% 0% -6% -38% -4% 0% 0% 0% 0% 0% 0% 0% 8% 0% 11%

$

442,658

$

572,749

$

553,274

$

626,650

13%

556,869

1%

$

56026 - Special Events: Costs offset by sponsorships and fees of: $32,000 Personnel Summary

Range

Class 30 22 17 16 12

Tourism Development Manager Tourism Development Specialist Tourism Special Events Coordinator Visitor Center Supervisor Visitor Center Coordinator

Number of Full-Time Positions

2012-2013 Actual

2013-2014 Actual

1 1 -

2014-2015 Budget 1 1

-

2015-2016 Requested

1 1

1 1 1 1

1

1

1

3

3

-

2015-2016 Adopted 1 1 1

3

4

3

161


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 8, and the City’s website; disseminates information regarding City activities, programs, and services; and coordinates public meetings and forums. FY 2015 ACCOMPLISHMENTS 

Continued to provide quality programming and have enhanced the overall “look” of Municipal Channel 190 with specialized graphics and station Ids.

The Department has been the recipient of numerous national awards, including the 20th Annual Communicator Award, the Gold Award in the 2014 Association of Marketing and Communication Professionals International AVA Digital Awards competition, and more.

Our in-house complete coordination of all aspects of State of the City events including speech, video, décor, venue, etc., have resulted in annual savings averaging $30,000 compared to expenditures prior to 2008.

Coordinated all aspects of the citywide National Night Out event, resulting in the City of Suffolk receiving the first place national award for our population category for the third time.

Reconfigured the City’s Facebook page to include easy access to a regularly updated City events calendar, City directory, as well as Public Works and Economic Development updates. This has led to a large increase in Facebook followers; in fact, we’ve reached a milestone with over 5,000 “likes” on City of Suffolk Facebook page.

FY 2016 OBJECTIVES 

Provide timely and accurate FOIA responses to requests to the City of Suffolk. (Goal 2: Provide effective and efficient programs and services that are accountable and customer focused)

Continue to work to bring attention to Suffolk’s national award winning National Night Out events throughout the year. (Goal 3: Promote a safe, healthy, and diverse community in which to live, work, and play)

Continue with informative City E-Newsletter, which now has over 1280 active contacts. (Goal 6: Promote citizen engagement) Increase social media presence to provide for better communications with citizens and involvement in city-sponsored events. (Goal 6: Promote citizen engagement)

STATISTICS/PERFORMANCE MEASURES Public Service Announcements Programs produced on Municipal Channel 190 Followers, Fans, or Subscribers - City Social Media Websites Freedom of Information Act (FOIA) requests received Percent of FOIA requests responded to within mandatory timeframes prescribed by State law

FY 2014 Actual 96 122 8,390 651 100%

FY 2015 Projected 110 125 9,240 700 100%

FY 2016 Estimate 110 125 9,960 700 100%

162


Department: Media and Community Relations Budget Detail 2012-2013 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 56015 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

2013-2014 Actual

2014-2015 Budget

2015-2016 Requested

% Change

$

334,082 (251) 3,500 23,795 16,021 3,305 31,738 4,095 64,817 647 3,860 2,030 160 45,513 6,770 580 8,085 -

$

344,474 8,244 3,500 26,873 55,669 3,677 40 1,137 29,134 5,079 57,692 728 4,734 1,304 745 36,393 3,525 202 9,032 -

$

348,519 26,662 50,632 4,600 2,000 9,358 1,500 1,000 26,386 5,825 54,945 2,000 7,876 3,000 1,000 12,000 3,000 750 3,000 11,498 10,990

$

348,519 10,000 50,170 3,500 31,265 51,720 4,600 2,000 1,500 15,000 18,067 2,000 1,000 26,386 5,825 54,945 2,000 7,876 3,000 1,000 13,000 3,000 750 3,000 11,498 -

$

548,747

$

592,181

$

586,541

$

671,621

2015-2016 Adopted

0% $ 17% 2% 0% 0% 60% 33% 0% 0% 0% 0% 0% 0% 0% 0% 8% 0% 0% 0% 0% -100% 15%

$

% Change

360,116 10,000 20,000 3,500 29,844 48,965 4,754 9,358 17,000 1,500 46,835 2,650 52,703 1,500 7,876 3,000 1,000 19,000 3,000 750 11,498 -

3% 12% -3% 3% -100% 0% 0% -100% 77% -55% -4% -25% 0% 0% 0% 58% 0% 0% -100% 0% -100%

654,848

12%

Personnel Summary

Class

Range 44 31 27 27 14 13

Director of Media & Community Relations Media & Community Relations Manager Media & Community Relations Coordinator Video Production Coordinator Executive Secretary Video Web Production Assistant

Number of Full-Time Positions

2012-2013 Actual

2013-2014 Actual

2014-2015 Budget

2015-2016 Requested

2015-2016 Adopted

1 1 1 1 1 1

1 1 1 1 1 1

1 1 1 1 1 1

1 1 1 1 1 1

1 1 1 1 1 1

6

6

6

6

6

163


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 2015 ACCOMPLISHMENTS 

Continued the training and implementation of the Suffolk Master Gardener Program.

Continued to conduct and promote 4-H Youth Development programs and projects to assist youth in becoming successful adult citizens.

Continued to implement programs from the input from Farmers, general public and Extension Leadership Council.

FY 2016 OBJECTIVES 

To enhance and increase Extension programming provided in the community. (Goal 2: Provide effective and efficient programs and services that are accountable and customer focused)

To enhance the City of Suffolk Master Gardener Program by involving participants in the Master Gardener College, training, and volunteerism in which the whole program and community would benefit. Goal 6: Promote citizen engagement)

Continue to provide 4-H Educational Programs, Seminars, Camps, and meetings for Urban and Rural areas of the City of Suffolk with a 90% attendance rate. (Goal 2: Provide effective and efficient programs and services that are accountable and customer focused)

STATISTICS/PERFORMANCE MEASURES Agriculture and Natural Resources: Number of programs offered Number of citizens participating in programs Number of requests for services Youth Programs: Number of youth participating in the 4-H club Number of youth programs provided Number of youth participating in programs

FY 2014 Actual

FY 2015 Projected

FY 2016 Estimate

8 437 112

9 450 125

10 500 140

1,126 8 2,612

1,500 9 2,700

2,000 10 2,800

164


Department: Virginia Cooperative Extension Budget Detail 2012-2013 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

2013-2014 Actual

2014-2015 Budget

2015-2016 Requested

$

30,734 972 2,048 513 300 1,427 6,070

$

39,796 441 713 1,623 90 230 885 6,723

$

54,700 441 1,100 8,659 1,000 350 1,500 6,103

$

56,000 441 1,500 8,659 2,000 400 1,600 6,103

$

42,063

$

50,501

$

73,853

$

76,703

% Change

2015-2016 Adopted

2% $ 0% 36% 0% 100% 14% 7% 0% 4%

$

% Change

56,000 1,100 8,659 1,000 350 1,500 6,103

2% -100% 0% 0% 0% 0% 0% 0%

74,712

1%

165


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.

166


Department: Local and Regional Organizations Budget Detail 2012-2013 Actual

Account Number: 100-151100Regional Membership Organizations: 55661 Hampton Roads Planning District Commission 55672 Hampton Roads Partnership 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. 55657 Eastern Virginia Medical School 55658 Riddick's Folly 55659 Suffolk Fine Arts Commission 55660 Suffolk Clean Community Commission 55664 Sister Cities Commission 55665 Peanut Soil and Water Conservation District 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 The Healing Place of Hampton Rds CHKD Child Abuse Program Virginia Housing and Comm. Dev. Square One Total Operating Expenditures

$

2013-2014 Actual

2014-2015 Budget

2015-2016 Requested

% Change

2015-2016 Adopted

% Change

64,332 15,210 40,683 39,691

65,218 42,293 41,389

69,170 43,235 43,000

70,265 43,916 46,264

2% 2% 8%

70,265 43,916 46,264

2% 2% 8%

150,000 350,000

150,000 350,000

150,000 350,000

236,275 550,000

58% 57%

150,000 350,000

0% 0%

10,000 10,000 26,790 20,000 26,790 7,500 20,000 5,000 14,953 5,000 2,000 20,000 30,000 8,000 80,000 40,000 -

10,000 10,000 26,790 20,000 26,790 7,500 20,000 5,000 13,509 5,000 20,000 25,000 30,000 8,000 80,000 40,000 -

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

10,000 10,000 30,000 25,000 46,370 15,000 15,300 35,000 20,000 20,000 10,000 15,000 32,000 50,000 15,000 120,000 40,000 4,813 15,000 116,200 1,000

0% 0% 30% 25% 102% 100% 75% 300% 33% 100% 60% 67% 88% 50% 0% -

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

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

1,592,403

64%

976,945

1%

985,949

$

996,489

$

971,905

$

$

167


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.

168


Department: Non-Departmental - General Fund Budget Detail 2012-2013 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

$

Transfer to Other Funds / Designations: 59902 Contingency

$

Sub-Total:

$

50000.211 50000.212 50000.220 50000.310 50000.401

Transfer to Grants (Local Cash Match) Transfer to Transit Fund (Operating Support) Transfer to Aviation Fund (Operating Support) Transfer to Capital Projects (Cash Fund Projects) Transfer to Debt Service Fund Sub-Total:

Total Operating Expenditures

338,102 25,778 230 83,249 12,080 15,103 -

474,542

2013-2014 Actual

$

$ $

272,550 599,479 132,803 3,611,000 23,890,180

271,319 18,997 41,943 8,875 15,000 174,950

531,083

2014-2015 Budget

$

2015-2016 Requested

300,000 23,000 (179,911) 100,000 -

$

$

60,000

$

60,000

0%

$

303,089

$

482,950

59%

350,000 866,586 157,530 3,386,409 27,239,952

0% 28% 16% 1% 3%

206,244 598,779 227,266 3,539,000 24,822,588

300,000 22,950 100,000 -

% Change

-

350,000 677,935 135,276 3,339,600 26,390,026

2015-2016 Adopted

0% $ 0% -100% 0% -

% Change

384,027 22,950 100,000 -

28% 0% -100% 0% -

$

60,000

0%

$

566,977

87%

350,000 795,395 156,116 3,386,409 27,239,952

0% 17% 15% 1% 3%

$

28,506,012

$

29,393,878

$

30,892,837

$

32,000,477

4%

$

31,927,872

3%

$

28,980,554

$

29,924,961

$

31,195,926

$

32,483,427

4%

$

32,494,849

4%

169


Capital Projects Fund


_____________________________________________________________________________________

THIS PAGE INTENTIONALLY BLANK


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, 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 2015-2016 Capital Projects  

Parks and Recreation Capital Maintenance Public Buildings Public Building Capital Maintenance Airport Parallel Taxiway Airport Parking Expansion & Entrance Improvements Airport Taxi Rehab-Construction Airport Runway 4-22 Obstruction Renewal Airport Runway 4-22 Rehabilitation

Public Safety Aerial Ladder Truck

Public Schools Hazardous Materials Management HVAC/Chiller Replacements New Middle School New Elementary School

Village & Neighborhood Village & Neighborhood Improvements Open Space Improvments

Transportation Oak Ridge/Colonial Ave. Connector Harbour View Area Signal Improvements Lake View Pkwy/College Dr Sidewalk Public Utilities Pavement Projects Operations & Maintenance Facility Shoulders Hill Rd/Rt 17 Intersection Shoulders Hill Rd Sidewalk Improvements Local Urban Intersection Construction - Comprehensive Plan

Stormwater Pughsville Drainage Improvements Rural Stormwater Improvements Old College Drive Ditch Piping Downtown St. Upgrades & Drainage Improvements

Refuse MSW Transfer Station

Rt. 17 Taxing District Harbour Town Pkwy Connector & Wetlands Crossing

Public Utilities Water Source Development & Treatment Plant Expansion Water System Upgrades Sanitary Sewer System Upgrades 170


CAPITAL PROJECTS FUND Revenue 2012-2013 Actual

2013-2014 Actual

2014-2015 Budget

2015-2016 Requested

% Chng

2015-2016 Adopted

% Chng

Transfer from General Fund (Pay-Go) Transfer from Public Utility Fund (Pay-Go) General Revenue Based Financing General Obligation Bonds RT17 - Obilgation Bonds Refuse - Obligation Bonds Public Utility - Obligation Bonds State/Federal Aviation Grants State/Federal Parks & Recreation State/Federal Transportation State/Federal Stormwater State/Federal VDOT Revenue Sharing Federal CDBG Federal Stimulus ARRA Private Contributions Miscellaneous Revenue Miscellaneous Revenue - Public Utilities Transfer from Aviation Transfer from Suffolk Taxing District Transfer from Fleet Transfer from Rt 17 Tax District - GF Transfer from Rt 17 Tax District - PU Transfer from Road Maintenance Fund Transfer from Risk Fund Transfer from Debt Transfer from Stormwater Fund

$

(1,707,517) 16,318,517 1,358,492 51,132 4,186,683 175,204 821 1,000,000 200,000 100,000 1,174,975 1,245,000

$

3,539,000 36,017,000 900,000 150,229 1,364,305 (141,490) 8,757 (2,608) 850,000 600,000 425,000

$

3,339,600 18,000,000 13,075,000 13,725,000 285,400 25,000 280,000 500,000 6,400,000 250,000 500,000

$

3,386,409 3,650,000 19,727,105 1,900,000 4,500,000 5,332,500 2,170,400 1,280,000 5,045,000 260,000 1,625,000

1% $ -100% 51% -61% 660% -100% 357% -100% -21% 4% 225%

3,386,409 1,000,000 19,727,105 1,900,000 4,500,000 6,332,500 2,170,400 1,280,000 5,045,000 260,000 1,625,000

1% -100% 51% -54% 660% -100% 357% -100% -21% 4% 225%

Total Revenue

$

24,103,306

$

43,710,193

$

56,380,000

$

48,876,414

-13%

47,226,414

-16%

2015-2016 Requested

% Chng

$

Expenditure Summary 2012-2013 Actual

2013-2014 Actual

2014-2015 Budget

2015-2016 Adopted

% Chng

Capital Projects Expenditures

$

21,184,368

$

48,247,595

$

56,380,000

$

48,876,414

-13%

$

47,226,414

-16%

Total Expenditures

$

21,184,368

$

48,247,595

$

56,380,000

$

48,876,414

-13%

$

47,226,414

-16%

171


CAPITAL PROJECTS FUND Budget Detail

Account Number: Parks

Public Buildings

Public Safety

Schools

Villages

Bennett's Creek Recreation Center $ Kidzone Parks & Rec - Capital Maintenance Planters Club Improvements Whaleyville Community Center Sleepy Hole Park Renovation Lake Meade Park Trail Parks Maintenance & Storage Facility Trail Enhancements Suffolk Seaboard Trails (Tea21 Grant) Bennett's Creek Park Pier Replacement Public Building Capital Maintenance New Municipal Building Municipal Building Stabilization Municipal Property Acquisition Municipal Channel Upgrades Godwin Courthouse Security System Police Headquarters Expansion Downtown Police Precinct Security Central Library/W. Washington Street P Operations Maintenance Facility Riddick's Folly Structural Rep Great Dismal Swamp Int Center Geographic Information Systems ARRA Energy Eff Window Replacemen Airport Security Improvements Airport Runway Safety Area Extension Airport Corporate Hanger Access Rd Airport Weather System Replacement Airport Parallel Taxiway Airport Parking Expansion & Entrance I Airport Taxi Rehab Construction Airport Runway 4-22 Obstruction Remo Airport Runway 4-22 Rehabilitation Ambulance Fire Engines Breathing Air System Fire Rescue Truck Aerial Ladder Truck Fire Station 1 Renovations Lake Kilby Addition E-911 Equipment Upgrade & Tower Specialized Public Safety Storage Buildi Animal Shelter Pioneer Elem Replacement Multiple Campus Land Acquisition New Middle School New Elementary School Hazardous Material Management HVAC/Chiller Replacements Village & Neighborhood Improvements Open Space Improvements

2012-2013 Actual 2,869 9,783 303,122 60,569 252,729 34,900 5,243 131,897 8,749 505,557 2,602,645 40,740 24,304 39,435 162,593 316,876 784,825 7,158 13,164 12,621 99,632 789,520 58,941 22,794 1,287 16,781 499,788 2,224 467,504 773,030 285,594 4,068,974 11,732 802,025 -

2013-2014 Actual $

52,169 5,805 292,841 153,290 2,064,083 38,591 1,003 41,115 1,073,978 18,863,004 2,974 34,398 10,537 639,743 100,000 1,757,521 510,622 3,970 14,060 99,933 53,886 10,772 734,433 35,026 5,873,059 167,062 10,392,534 28,914 742,476 -

2014-2015 Budget $

1,500,000 400,000 450,000 100,000 250,000 50,000 750,000 1,300,000 2,000,000 18,000,000 150,000 75,000 80,000 425,000 400,000 2,000,000 500,000 75,000 -

2015-2016 Requested $

425,000 860,000 885,000 1,050,000 500,000 400,000 400,000 30,000 678,631 9,057,408 9,669,697 75,000 1,000,000 500,000 250,000

% Chng -100% $ 6% -100% -100% -100% -100% 15% -100% -100% -95% 600% 567% 400% 60% -100% -100% 1711% 0% -

2015-2016 Adopted 425,000 860,000 885,000 1,050,000 500,000 400,000 400,000 30,000 678,631 9,057,408 9,669,697 75,000 1,000,000 500,000 250,000

172

% Chng -100% 6% -100% -100% -100% -100% 15% -100% -100% -95% 600% 567% 400% 60% -100% -100% 1711% 0% -


Transprtn

Boston Community Street 70,892 Suff ITS MasPlan 62,797 1,000,000 College Drive/Harbourview Blvd (Rt. 17 Local Urban Intrsctn Const-Comp Plan Godwin Blvd/Kings Hwy Interesectio Nansemond Pkwy/Wilroy Rd Intersec Pender/Washingtion Intersection N Pkwy/Bennetts Pasture Rd Intersec RT17/Bennetts Pasture Rd Intersectio RT17/Lee Farm Lane Intersection 24,803 Kimberly Bridge Replacement Feasibilit 210,124 Downtown Connector Rd Improvements E Washington Streetscape 10,648 Railroad Crossing Upgrade HSIP Proactive Safety Project 32,614 Channel Dredging 105,000 North Division Street 114,372 Duke Street 34,340 Lewis Avenue CMAQ Improvements 372,313 Local Urban Rdway Constrn-Comp Plan Holland Rd Improvements 20,295 Rt 58 Signal Retiming/Connector Fairgrounds Revitalization Plan 21,306 Nansemond Pkwy/Shoulders Hill Rd 5,176,346 Chuckatuck Village 1,541 276,940 W Washington/Henley Pl Improvements Kenyon Road Connector Godwin/RT 58 Ramp Improvements College Dr/Hampton Rds Crossing Conn Harbour Towne Pkwy/Habour View Blv Shoulders Hill Rd Sidewalk Improvemen Shoulders Hill Rd/RT17 Intersection Harbour View Area Signal Improvement Lake View Pkwy/College Dr Sidewalk Public Utilities Pavement Projects Oak Ridge/Colonial Ave Connector RT17 Harbour Towne Pkwy Connector & Wet Refuse MSW Transfer Station Stormwater Bay TMDL Implementation Projects EPA Phase II Stormwater 31,820 Chenango Court Reconstruction 151,021 Pughsville Drainage 14,576 Rural Stormwater Improvements Old College Dr Ditch Piping Downtown St Upgrades & Drainage Imp Sadler Pond Improvements 204,282 Utilities Water Source Development & Treatmen 23,466 Water Distribution and Transmission Sy Water System Upgrades Operations Maintenance Facility Sanitary Sewer Extensions Sanitary Sewer System Upgrades 5,270 Non-Residential Sewer Extensions Non-DepartmentaTransfer to Grants Funds Total Operating Expenses

$

21,184,368

$

216,993 70,339

500,000

10,920 152,891 61,915 2,982 125,345 84,823 222,382 185,870 166,026 282,359

300,000 -

300,000 7,100 5,200 -

-100% -

300,000 7,100 5,200 -

-100% -

210,518 1,003,248 43,284 38,375 25,907 8,088 204,691 27,756 7,414 4,090 1,291,354 2,226 -

10,000,000 2,000,000 350,000 1,000,000 3,925,000 2,500,000 900,000 2,000,000 4,400,000 -

350,000 5,878 1,000,000 520,000 3,300,000 300,000 1,900,000 4,500,000 250,000 1,000,000 325,000 2,000,000 2,532,500 1,800,000 3,000,000 -

-100% -100% 0% -100% -35% -100% 100% -100% -32% -

350,000 5,878 1,000,000 520,000 1,650,000 300,000 1,900,000 4,500,000 250,000 1,000,000 325,000 2,000,000 2,532,500 1,800,000 3,000,000 -

-100% -100% 0% -100% -35% -100% 100% -100% -32% -

48,876,414

-

47,226,414

-

48,247,595

$

56,380,000

-

$

-100%

-

$

173

-100%


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.

174


DEBT SERVICE FUND Revenue 2012-2013 Actual

2013-2014 Actual

2014-2015 Budget

2015-2016 Requested

% Chng

2015-2016 Adopted

% Chng

Interest on Investments 2011 VPSA Interest Refund Miscellaneous Local Bond Issues Transfer from General Fund Transfer from Grant Fund (CDBG 108 loan) Transfer from Rt 17 Special Taxing District

$

41 304,884 14,177 13,732,503 23,890,180 343,707 747,196

$

1,764 295,800 6,706,968 24,822,588 333,980 732,441

$

26,390,026 324,215 721,791

$

27,239,952 314,410 698,355

3% -3% -3%

$

27,239,952 314,410 698,355

3% -3% -3%

Total Revenue

$

39,032,688

$

32,893,541

$

27,436,032

$

28,252,717

3%

$

28,252,717

3%

Expenditure Summary 2012-2013 Actual

2013-2014 Actual

2014-2015 Budget

2015-2016 Requested

% Chng

2015-2016 Adopted

% Chng

Consolidated Debt

$

38,951,078

$

32,806,362

$

27,436,032

$

28,252,717

3%

$

28,252,717

3%

Total Expenditures

$

38,951,078

$

32,806,362

$

27,436,032

$

28,252,717

3%

$

28,252,717

3%

175


DEBT SERVICE FUND Budget Detail 2012-2013 Actual

Account Number: 401-95100 59110 Bond Principal $ 59120 Interest on Bonded Debt 59130/59140 Bond Issuance and Coupon Handling Transfer to General Fund Transfer to Capital Fund Total Operating Expenditures

$

2013-2014 Actual

2014-2015 Budget

2015-2016 Requested

% Chng

2015-2016 Adopted

% Chng

29,080,625 9,687,059 183,394 -

$

22,077,996 10,194,993 533,372 -

$

16,635,462 10,300,570 500,000 -

$

16,760,462 10,992,255 500,000 -

1% 7% 0% -

$

16,760,462 10,992,255 500,000 -

1% 7% 0% -

38,951,078

$

32,806,362

$

27,436,032

$

28,252,717

3%

$

28,252,717

3%

176


_____________________________________________________________________________________

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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 Department of Economic Development’s Division of Aviation Facilities 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 2015 ACCOMPLISHMENTS 

Completed construction of corporate access drive project.

Completed Security Camera project

Completed environmental review of the Phase II parallel taxiway.

Hosted two day Virginia festival of flight event and wounded warriors “Jumping for a Purpose” event.

FY 2016 OBJECTIVES 

Implement a lease hangar payment collection process. management and fiscal accountability)

Continue a strategic approach to fuel pricing structure to enhance revenue and promote new users. (Goal 1: Promote strong financial management and fiscal accountability)

(Goal 1: Promote strong financial

Complete design of parking and entrance improvements. (Goal 2: Provide effective and efficient programs and services that are accountable and customer focused)

Complete parallel taxiway Phase II design. community in which to live, work, and play)

Complete Design of ream security light project. (Goal 3: Promote a safe, healthy, and diverse community in which to live, work, and play)

STATISTICS/PERFORMANCE MEASURES Number of airplanes taking off/flying into the airport Number of businesses located at the airport Percent of aviation hangar space leased Gallons of fuel sold

(Goal 3: Promote a safe, healthy, and diverse

FY 2014 Actual 13,633 6 100% 163,000

FY 2015 Projected 14,300 6 100% 165,000

FY 2016 Estimate 15,000 6 100% 168,000

177


AVIATION FACILITIES FUND Revenue 2012-2013 Actual

2013-2014 Actual

2014-2015 Budget

2015-2016 Requested

% Chng

2015-2016 Adopted

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

$

335 220,961 650,431 8,356 50,869 132,803

$

678 221,149 782,717 10,568 54,568 227,266

$

249,948 656,590 12,000 135,276

$

238,000 677,000 12,500 166,514

-5% 3% 4% 23%

$

238,000 687,500 12,500 156,116

Total Revenue

$

1,063,754

$

1,296,945

$

1,053,814

$

1,094,014

4%

$

1,094,116

% Chng -100% -64% 5% 4% 15% 4%

Expenditure Summary 2012-2013 Actual

2013-2014 Actual

2014-2015 Budget

2015-2016 Requested

% Chng

2015-2016 Adopted

% Chng

Aviation Services

$

1,063,885

$

1,210,786

$

1,053,814

$

1,094,014

4%

$

1,094,116

4%

Total Expenditures

$

1,063,885

$

1,210,786

$

1,053,814

$

1,094,014

4%

$

1,094,116

4%

178


AVIATION FACILITIES FUND (Department of Economic Development) Budget Detail 2012-2013 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 58200.110 58200.220 91400-51100.27 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 Capital Outlay - State Capital Outlay - Aviation Special Compensation Local Cash Match Transfer to GF-Indirect Cost

Total Operating Expenditures

$

2013-2014 Actual

135,193 10,413 11,630 11,530 23,107 1,607 30,635 46,172 14,729 24,865 40,920 47,989 23,823 139 1,086 40,020 1,295 100 601 1,165 4,139 748 475,012 12,883 104,083 1,063,885

$

$

2014-2015 Budget

2015-2016 Requested

137,926 8,638 6,139 13,335 22,842 1,641 977 34,904 39,298 9,825 1,192 5,364 5,364 20,080 43,475 47,422 26,066 50 863 38,800 1,084 100 1,000 1,222 2,639 358 574,515 9,625 9,625 23,442 122,976

$

139,782 34,910 13,364 20,744 1,845 909 30,000 10,000 20,361 55,166 61,342 19,600 500 3,757 40,600 1,200 100 1,000 1,500 5,000 1,700 3,123 517,000 30,000 40,311

1,210,786

$

1,053,814

$

% Chng

139,782 34,910 13,364 20,744 1,845 909 30,000 10,000 20,361 55,166 61,342 27,300 500 3,757 40,600 1,200 100 500 1,500 5,000 1,700 3,123 550,000 30,000 40,311 1,094,014

2015-2016 Adopted

0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 39% 0% 0% 0% 0% 0% -50% 0% 0% 0% 0% 6% 0% 0%

$

141,141 34,910 13,468 19,534 1,863 909 30,000 10,000 9,668 55,000 59,483 27,300 500 3,757 40,600 1,200 100 500 1,500 5,000 1,700 3,123 550,000 30,000 52,860

-

$

1,094,116

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

Range

Class 29 Airport Manager 13 Airport Technician

Number of Full-Time Positions

2012-2013 Actual

2013-2014 Actual

2014-2015 Budget

2015-2016 Requested

2015-2016 Adopted

1 2

1 2

1 2

1 2

1 2

3

3

3

3

3

179

% Chng 1% 0% 1% -6% 1% 0% 0% 0% -53% 0% -3% 39% 0% 0% 0% 0% 0% -50% 0% 0% 0% 0% 6% 0% 31% 4%


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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 FY 2015-2016 real estate tax rate in the DBOD is $.105.

180


DOWNTOWN BUSINESS OVERLAY TAXING DISTRICT FUND Revenue 2012-2013 Actual

2013-2014 Actual

2014-2015 Budget

2015-2016 Requested

% Chng

2015-2016 Adopted

% Chng

Real Property Taxes Penalties and Interest Interest on Investments

$

97,371 2,351 438

$

218,264 2,381 471

$

170,000 -

$

169,000 -

-1% -

$

170,000 -

0% -

Total Revenue

$

100,160

$

221,116

$

170,000

$

169,000

-1%

$

170,000

0%

Expenditure Summary 2012-2013 Actual

2013-2014 Actual

2014-2015 Budget

2015-2016 Requested

% Chng

2015-2016 Adopted

% Chng

Services

$

145,860

$

120,690

$

170,000

$

169,000

-1%

$

170,000

0%

Total Expenditures

$

145,860

$

120,690

$

170,000

$

169,000

-1%

$

170,000

0%

181


DOWNTOWN BUSINESS OVERLAY TAXING DISTRICT FUND Budget Detail 2012-2013 Actual

Account Number: 20941310-53100 41310-55100 41310-53000.02 42310-53000.16

Professional Services (Beautification) $ Utilities Purchased Service - Road Maint. (Maintena Purchased Service - Refuse Fund

Total Operating Expenditures

$

2013-2014 Actual

2014-2015 Budget

2015-2016 Requested

% Chng

2015-2016 Adopted

% Chng

81,404 97 27,242 37,118

$

67,391 653 14,847 37,798

$

73,000 57,000 40,000

$

71,000 1,000 57,000 40,000

-3% 0% 0%

$

72,000 1,000 57,000 40,000

-1% 0% 0%

145,860

$

120,690

$

170,000

$

169,000

-1%

$

170,000

0%

Note: 3100 Professional Services provides for beautification and landscape services.

182


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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 2015 ACCOMPLISHMENTS 

Inspected 83 bridges to meet state and federal standards and guidelines and replaced two (2) structurally deficient bridge structures.

Cleaned/maintained 5000 linear feet of closed conveyance storm drain system.

Cleaned/maintained 750, 000 linear feet of open conveyance ditch drainage system.

Maintained 100% response within 4 hours of priority 1 traffic signal failures.

FY 2016 OBJECTIVES 

Continue capital street improvements as identified through the neighborhood street initiative program. (Goal 3: Promote a safe, healthy, and diverse community to live, work and play)

Provide 100% response within 4 hours of priority 1 Traffic signal failures. (Goal 5: Provide safe and quality transportation options)

Continue quality maintenance services of the city roadway network and supported assets. (Goal 5: Provide safe and quality transportation options)

Continue to partner with Suffolk Police Department on high traffic accident areas within the city for possible safety improvements. (Goal 5: Provide safe and quality transportation options)

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 re-graded Traffic: Traffic Signals maintained Traffic Signals receiving preventative maintenance Priority 1 Traffic Signal requests repaired within 4 hours

FY 2014 Actual

FY 2015 Projected

FY 2016 Estimate

1,599.8 30 $106,000 600 72 hours 110,000

1,612.6 35 $110,000 1,100 72 hours 150,000

1,612.6 40 $116,000 1,100 72 hours 150,000

100 100 100%

102 102 100%

103 103 100%

183


ROAD MAINTENANCE FUND Revenue 2012-2013 Actual Sale of Permits Height/Weight Permit Fees Fines & Forfeitures 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 - P&R Grounds Maint (Cemetery) Sale of Service - Refuse Salary Allocation Sale of Service - PW Salary Allocation Sale of Service - PW Streetlight Installation Sale of Service - Impact Analysis Sale of Service - P&R Banners Sale of Salvage/Surplus Miscellaneous Revenue Virginia Logo Program Urban Maintenance Funds Insurance Recovery Interest Proceeds Transfer from Fund Balance

2013-2014 Actual

2014-2015 Budget

2015-2016 Requested

% Chng

2015-2016 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

10,505 211,600 215,040 195,524 3,850 59,868 378,214 275,000 27,242 30,000 5,000 73,050 9,230 37,376 15,596 10,213 20,105,759 1,146 36,008 -

$

12,887 252,125 165,135 97,314 7,200 48,011 355,571 275,000 14,847 30,000 5,000 5,797 32,370 28,041 38,469 9,985 20,764,829 773 42,922 -

$

20,000 215,000 200,000 150,000 6,000 200,000 60,000 350,000 300,000 57,000 30,000 5,000 20,000 15,000 35,000 55,000 45,000 20,000 15,000 5,000 7,000 7,500 15,000 21,171,275 2,000 2,000,000

$

20,000 175,000 200,000 150,000 6,000 200,000 60,000 350,000 300,000 57,000 60,000 8,000 20,000 25,000 35,000 55,000 45,000 20,000 15,000 5,000 10,000 7,500 15,000 21,705,092 2,000 5,000,000

0% -19% 0% 0% 0% 0% 0% 0% 0% 0% 100% 60% 0% 67% 0% 0% 0% 0% 0% 0% 43% 0% 0% 3% 0% 150%

$

20,000 175,000 200,000 150,000 6,000 200,000 60,000 350,000 300,000 57,000 60,000 5,000 20,000 25,000 35,000 55,000 45,000 20,000 15,000 5,000 10,000 7,500 15,000 21,705,092 2,000 5,000,000

0% -19% 0% 0% 0% 0% 0% 0% 0% 0% 100% 0% 0% 67% 0% 0% 0% 0% 0% 0% 43% 0% 0% 3% 0% 150%

$

21,700,219

$

22,186,277

$

25,005,775

$

28,545,592

14%

$

28,542,592

14%

2015-2016 Requested

% Chng

Total Revenue

Expenditure Summary 2012-2013 Actual

2013-2014 Actual

2014-2015 Budget

2015-2016 Adopted

% Chng

Road Maintenance Traffic Engineering

$

15,480,832 4,304,772

$

19,647,268 3,770,919

$

20,174,838 4,830,936

$

23,769,988 4,775,604

18% -1%

$

23,859,928 4,682,664

18% -3%

Total Expenditures

$

19,785,604

$

23,418,188

$

25,005,775

$

28,545,592

14%

$

28,542,592

14%

A - Land use and commercial drive permits issued to public

M - Services provided to Public Utilities

B - Height & Weight Permit Fees

N - Charges to developers for plans review by Engineering.

C - Wide load and overweight citations allocated towards Road Maintenance

O - Services provided to Grounds Maintenance division for cemetery work

D - 7 yr. adv st. lght pymts (Dev.) for st. lght maint csts for new dev. Pro Rtd Bases

P - Services provided to Refuse for salary allocation

E - Charges fr developers for new st. signs related to new developments

Q - Services provided to PW for salary allocation

F - Chrgs to developers for inspectn by Traf. Engin. of traf. sgnl constrctn

R - Cost to install street lights

G - Ditch cleaning services to Stormwater - mosquito control.

S -Preliminary plan and traffic impact analysis review

H - Services provided to Capital Projects Fund for roadwork.

T - Services provided to P&R for banner placement

I - BMP residential maintenance and enhanced street sweeping services provided to SW Fund

U - Salvage of damaged guardrail and other miscellaneous metal

J - Enhanced street sweeping, roadside beautification, and clean up services provided to DBOD

V - Misc srvcs to depts (signs, pavemt markers, research & engineering)

K - Non-VDOT funded activities - Misc Services (ex. Dirt roads)

W - Payment for Virginia Logo System Rights on City Right of Way

L - Incinerator usage fee for euthanized animals

X - State revenue estimate based on 1226.77 lane miles x $11,274 secondary & 399.85 x $19,202 prim Y - Insurance recovery for public property accident damage

184


DIVISION: ROADWAY - TRAFFIC ENGINEERING (Department of Public Works) Budget Detail 2012-2013 Actual

Account Number: 210-4140051100.02 51100.04 52100 52210 52400 53100 53100.26 53200 53300 54100 54200 54500 55100 55210 55230 55500 55810 56001 56011 56012 56014 56017 58200 58210 58215 93000-50000.601

Salaries and Wages $ Salaries and Wages - Overtime FICA VRS Retirement Group Life Professional Services Professional Services - Traffic Signal Ins Temporary Help Service Fees 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) Transfer to Fleet (cash funded equipment purchases)

Total Operating Expenditures

$

2013-2014 Actual

2014-2015 Budget

2015-2016 Requested

% Chng

865,856 56,985 64,876 135,825 10,314 94,527 8,695 139,346 217,047 251,341 1,311,104 439 10,065 8,250 3,212 10,896 6,290 1,948 640,305 3,067 363,721 29,009 71,653 -

$

831,606 65,862 64,258 135,891 9,939 105,866 12,856 244,572 153,953 264,772 1,300,825 319 9,711 10,840 2,951 5,935 10,166 1,283 418,932 8,756 27,044 12,070 72,513 -

$

922,527 75,566 76,354 133,721 12,177 150,000 200,000 12,000 255,354 179,000 256,169 1,250,000 1,000 9,480 15,000 3,500 4,000 12,000 1,500 687,864 2,724 100,000 20,000 200,000 251,000

$

896,158 75,566 74,337 132,990 11,829 300,000 200,000 15,000 255,354 179,000 256,169 1,250,000 1,000 10,000 18,000 3,500 4,000 15,000 1,500 763,477 2,724 240,000 20,000 50,000 -

4,304,772

$

3,770,919

$

4,830,936

$

4,775,604

2015-2016 Adopted

-3% $ 0% -3% -1% -3% 100% 0% 25% 0% 0% 0% 0% 0% 5% 20% 0% 0% 25% 0% 11% 0% 140% 0% -75% -100% -1%

$

970,701 75,566 80,039 132,323 12,813 300,000 200,000 15,000 131,825 140,500 245,217 1,250,000 1,000 9,480 18,000 3,500 4,000 15,000 1,500 763,477 2,724 240,000 20,000 50,000 -

5% 0% 5% -1% 5% 100% 0% 25% -48% -22% -4% 0% 0% 0% 20% 0% 0% 25% 0% 11% 0% 140% 0% -75% -100%

4,682,664

-3%

Personnel Summary

Range

Class 31 25 21 21 21 18 18 16 16 16 15 13 13 12 12 10 10

Traffic Engineer Assistant Traffic Engineer Sign & Paint Manager Traffic Signals System Superintendent Engineering Analyst Engineering Technician Traffic Signal Technician II Traffic Signal Technician I Sign Maintenance Manager Paint Supervisor Senior Sign Mechanic Accounting Technician Sign Mechanic Highway Paint Equipment Operator Secretary I Paint Technician Sign Technician

Number of Full-Time Positions

2012-2013 Actual

2013-2014 Actual

2014-2015 Budget

2015-2016 Requested

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

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

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

23

23

23

2015-2016 Adopted 1 1 1 1 1 2 2 3 1 1 1

-

% Chng

1 1 1 1 1 2 2 3 1 1 1 -

2 1 1 3 2

2 1 1 3 2

24

24

185


DIVISION: ROADWAY - MAINTENANCE (Department of Public Works) Budget Detail 2012-2013 Actual

Account Number: 210-41200 51100.02 51100.04 52100 52210 52400 53000.06 53000.10 53000.12 53000.16 53100 53100.22 53200 53300 53310 53500 54100 54200 54500 55210 55230 55420 55500 55810 56001 56011 56012 56014 56017 56024 58200 91400-59902 93000-50000.165 93000-50000.310 93000-50000.601

Salaries and Wages $ Salaries and Wages - Overtime FICA VRS Retirement Group Life Purchase Services - Stormwater Fund Purchase Services - General Fund (lands Purchase Services - General Fund (Polic Purchase Services - Refuse Fund Professional Services Medical Services Temporary Help Service Fees Repair and Maintenance Repairs - Bridges Printing and Binding Information Technology Fleet Risk Management Postage Telecommunications 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 Fleet (cash funded equipment purchases)

Total Operating Expenditures

$

2013-2014 Actual

2014-2015 Budget

2015-2016 Requested

% Chng

3,049,523 253,749 231,786 480,543 35,546 25,893 134,383 20,316 24,820 840 21,752 124,223 813,081 146 152,941 2,432,495 1,228,663 326 4,147 157,524 32,521 2,545 15,395 28,401 334,542 4,159 3,382,239 211,927 589,407 100,000 1,587,000

$

3,124,440 428,434 254,008 509,532 37,586 7,489 141,763 23,691 85,220 315 6,660 124,587 1,394,025 875 239,741 2,084,157 1,132,916 234 3,902 157,524 34,887 1,398 6,827 41,186 701 250,617 14,278 5,701,281 164,298 631,697 600,000 2,443,000

$

3,488,759 186,900 281,188 501,225 46,052 170,000 28,000 150,000 20,000 70,000 3,500 150,000 1,300,000 1,500 306,444 2,325,623 1,106,848 300 10,933 160,000 40,000 4,000 15,000 60,000 1,000 669,610 10,404 6,132,544 100,000 705,009 2,130,000

$

3,578,586 186,900 288,060 531,062 47,237 170,000 28,000 100,000 20,000 100,000 3,500 150,000 4,283,582 1,500 306,444 2,325,623 1,106,848 300 10,933 160,000 40,000 4,000 15,000 60,000 1,000 670,000 10,404 6,300,000 2,566,000 705,009 -

15,480,832

$

19,647,268

$

20,174,838

$

23,769,988

2015-2016 Adopted

3% $ 0% 2% 6% 3% 0% 0% -33% 0% 43% 0% 0% 230% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 3% 2466% 0% -100% 18%

$

3,623,488 186,900 291,495 492,706 47,830 170,000 28,000 100,000 20,000 100,000 3,500 150,000 4,283,582 1,500 314,883 1,767,213 1,040,629 300 10,933 160,000 40,000 4,000 15,000 60,000 1,000 670,000 10,404 6,959,051 2,566,000 188,663 552,851 -

4% 0% 4% -2% 4% 0% 0% -33% 0% 43% 0% 0% 230% 0% 3% -24% -6% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 13% 2466% -22% -100%

23,859,928

18%

Personnel Summary

Range

Class 36 31 30 25/29/30 25/27 25/27 23 19 18 17 17 15 15 15 13/15 13 13 12 9/11 11 11 11 10

Assistant Director of PW-Operations Public Works General Manager Operations Manager Civil Engineer I/II/III Operations Superintendent I/II Street Superintendent I/II Operations Office Manager Technical Asset Manager Construction Inspector Street Foreman Maintenance Mechanic Labor Supervisor Asset Management Data Technician Permit Technician-Weights/Measures Heavy Equipment Operator I / II Secretary II Accounting Technician Litter Control Coordinator Street Maintenance Worker I / II Street Sweeper Operator Skilled Laborer Time Keeper Office Assistant II

Number of Full-Time Positions

2012-2013 Actual

2013-2014 Actual 1

-

2014-2015 Budget 1

1 1 1 1 7

1 1

1 1 7

6 1 1

-

2015-2016 Requested

-

2015-2016 Adopted 1 1 1 1 7

1

% Chng

1 1 1 1 7 -

-

-

-

14 3 1 1 1 31 1 1 1 28 3 1 1 1

1 1 1 14 3 1 1 1 31 1 1 1 28 3 1 1 1

1

1

2 14 3 1 31 1 1 28 3 1 1 1

2 14 3 1 31 1 2 28 3 1 1 1

2 14 3 1 31 1 2 28 3 1 1 1

99

101

99

100

100

186


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.

187


GRANTS FUND Revenue 2012-2013 Actual

2013-2014 Actual

2014-2015 Budget

2015-2016 Requested

% Chng

2015-2016 Adopted

% Chng

Transfer from General Fund Transfer from Capital Fund CDBG Annual Allocation HOME Annual Allocation Revenue from the Commonwealth Revenue from the Federal Government Miscellaneous

$

272,550 411,677 463,523 361,456 3,429,693 264,007

$

206,618 384,182 2,291,120 26,726

$

350,000 324,215 -

$

350,000 314,410 -

0% -3% -

$

350,000 314,410 -

0% -3% -

Total Revenue

$

5,202,906

$

2,908,647

$

674,215

$

664,410

-1%

$

664,410

-1%

Expenditure Summary 2012-2013 Actual

2013-2014 Actual

2014-2015 Budget

2015-2016 Requested

% Chng

2015-2016 Adopted

% Chng

Grants Operating Expenditures

$

5,393,120

$

2,850,147

$

674,215

$

664,410

-1%

$

664,410

-1%

Total Expenditures

$

5,393,120

$

2,850,147

$

674,215

$

664,410

-1%

$

664,410

-1%

188


GRANTS FUND Budget Detail 2012-2013 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 P Suffolk - Neighborhood Stabilization 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

$

-

2013-2014 Actual $

-

2014-2015 Budget $

350,000

2015-2016 Requested $

350,000

% Chng 0%

2015-2016 Adopted $

350,000

% Chng 0%

41,323 5,687 1,375 164,771

71,131 10,500 2,000 34,240 61,125 575 95,285

-

-

-

-

-

20,010 271,777 67,473 45,385 -

222,327 60,870 50,163 6,967 72,904

-

-

-

-

-

673,763 3,055,662 39,061 271,221 132,188 259,717

682,841 955,283 23,393 77,923 88,641 -

-

-

-

-

343,707

333,980

314,410

-3%

664,410

-1%

5,393,120

$

2,850,147

324,215 $

674,215

$

314,410

-3%

664,410

-1%

$

189


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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 is contracted with Virginia Regional Transit (VRT) for the operation of the City’s transit service which includes four bus routes and ADA service. FY 2015 ACCOMPLISHMENTS 

Instituted pilot service for Northern Suffolk

Instituted pilot connector service between Downtown, Chesapeake and North Suffolk. This service also provides a critical connection to HRT and transit service for the Hampton Roads region.

Completed relocation of the downtown transfer station, including the construction of a restroom facility located adjacent to the Seaboard Coastline Trail and Market Park.

Placed transit shelters at Lake Kennedy Park, Wilson Pines Apartments, and Hoffler Apartments.

FY 2016 OBJECTIVES 

Proceed towards Federal Funding Assistance, to offset declining State Capital and Operating assistance. (Goal 1: Promote strong financial management and fiscal accountability)

Continue to provide cost effective local transit service with connections to the Hampton Roads Region. (Goal 2: Provide effective and efficient programs and services that are accountable and customer focused)

Add one additional hour of early morning service to the Gold Route, in order to assist with morning work commuters connecting between Downtown, North Suffolk and Chesapeake Square or HRT. (Goal 2: Provide effective and efficient programs and services that are accountable and customer focused)

Continue to provide safe, clean and effective public transit. (Goal 5: Provide safe and quality transportation options)

STATISTICS/PERFORMANCE MEASURES Ridership: Green Line (Main Street/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) ADA Ridership

FY 2014 Actual

FY 2015 Projected

FY 2016 Estimate

25,640 26,970 6,211 5,742 N/A N/A 1,152

24,000 26,500 7,500 6,500 1,650 3,750 1,190

24,500 26,500 7,500 6,750 2,750 4,250 1,200

190


TRANSIT SYSTEM FUND Revenue 2012-2013 Actual

2013-2014 Actual

2014-2015 Budget

2015-2016 Requested

Interest on Investments Fare Collections Miscellaneous VRPT Operating Revenue VRPT Capital Revenue Transfer from General Fund

$

1,754 47,971 68,516 116,122 159,005 599,479

$

809 46,870 3,036 142,793 1,561 598,779

$

55,050 5,000 199,996 115,640 677,935

$

50,000 6,000 137,309 48,750 866,586

Total Revenue

$

992,847

$

793,848

$

1,053,621

$

1,108,645

% Chng

2015-2016 Adopted

% Chng

-9% 20% -31% -58% 28%

$

50,000 6,000 137,309 48,750 795,395

-9% 20% -31% -58% 17%

-

$

1,037,454

-2%

Expenditure Summary 2012-2013 Actual

2013-2014 Actual

2014-2015 Budget

2015-2016 Requested

% Chng

2015-2016 Adopted

% Chng

Transit System

$

888,337

$

672,274

$

1,053,621

$

1,108,645

5%

$

1,037,454

-2%

Total Expenditures

$

888,337

$

672,274

$

1,053,621

$

1,108,645

-

$

1,037,454

-2%

191


DIVISION: TRANSIT SYSTEM (Department of Public Works) Budget Detail 2012-2013 Actual

Account Number: 212-8800051100.02 52100 52210 52400 53100 53300 53600 55100 55500 55810 58200

Salaries and Wages FICA VRS Retirement Group Life Professional Services Repair and Maintenance Advertising Utilities Travel and Training Dues & Association Memberships Capital Outlay

Total Operating Expenditures

2013-2014 Actual

2014-2015 Budget

2015-2016 Requested

$

549,113 5,129 643 339 333,113

$

607,424 7,004 336 306 745 56,459

$

902,041 5,000 500 850 680 144,550

$

57,500 4,399 8,533 759 953,424 5,000 500 2,000 850 680 75,000

$

888,337

$

672,274

$

1,053,621

$

1,108,645

% Chng

2015-2016 Adopted

% Chng

6% 0% 0% 0% 0% -48%

$

953,424 5,000 500 2,000 850 680 75,000

6% 0% 0% 0% 0% -48%

-

$

1,037,454

-2%

192


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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 2015 ACCOMPLISHMENTS 

Provide general public, attorneys, and other professionals with free legal resources.

FY 2016 OBJECTIVES 

To coordinate with city departments and agencies to enhance awareness of resources available in the Law Library. (Goal 2: Provide effective and efficient programs and services that are accountable and customer focused)

To maximize the number of individuals assisted by law library resources. (Goal 2: Provide effective and efficient programs and services that are accountable and customer focused)

STATISTICS/PERFORMANCE MEASURES Number of Research Requests Public Attorney Number of Driving University Testing Participants

CY 2013 Actual

CY 2014 Actual

CY 2015 Estimate

1,900 2,688 15

1,669 2,659 19

1,700 2,600 15

193


LAW LIBRARY FUND Revenue 2012-2013 Actual

2013-2014 Actual

2014-2015 Budget

2015-2016 Requested

% Chng

2015-2016 Adopted

% Chng

Interest on Investments Law Library Fees Miscellaneous Fees

$

748 41,487 91

$

637 37,580 77

$

41,460 -

$

44,650 -

8% -

$

44,562 -

7% -

Total Revenue

$

42,326

$

38,294

$

41,460

$

44,650

8%

$

44,562

7%

Expenditure Summary 2012-2013 Actual

2013-2014 Actual

2014-2015 Budget

2015-2016 Requested

% Chng

2015-2016 Adopted

% Chng

Circuit Court - Law Library

$

39,104

$

30,792

$

41,460

$

44,650

8%

$

44,562

7%

Total Expenditures

$

39,104

$

30,792

$

41,460

$

44,650

8%

$

44,562

7%

194


LAW LIBRARY FUND Budget Detail 2012-2013 Actual

Account Number: 213-2190051100.06 52100 54100 55230 55500 55810 56001 56012 56017 58200

Salaries and Wages - Part-time FICA Information Technology Telecommunications Travel & Training Dues and Association Memberships Office Supplies Books and Subscriptions Copier Costs Capital Outlay

Total Operating Expenditures

2013-2014 Actual

2014-2015 Budget

2015-2016 Requested

% Chng

2015-2016 Adopted

% Chng

$

17,591 1,346 1,959 443 656 16,012 1,097 -

$

15,391 1,226 88 325 298 12,431 1,033 -

$

20,000 1,530 88 724 200 20 1,000 16,810 1,088 -

$

20,000 1,530 88 724 200 20 1,000 17,000 1,088 3,000

0% 0% 0% 0% 0% 0% 0% 1% 0% -

$

20,000 1,530 724 200 20 1,000 17,000 1,088 3,000

0% 0% -100% 0% 0% 0% 0% 1% 0% -

$

39,104

$

30,792

$

41,460

$

44,650

8%

$

44,562

7%

195


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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 FY2015-2016 real estate tax $.25 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.

196


ROUTE 17 SPECIAL TAXING DISTRICT FUND Revenue 2012-2013 Actual

2013-2014 Actual

2014-2015 Budget

2015-2016 Requested

% Chng

2015-2016 Adopted

% Chng

Real Property Taxes Penalties and Interest

$

1,433,922 7,511

$

1,544,342 2,391

$

1,300,000 -

$

1,400,000 -

8% -

$

1,400,000 -

8% -

Total Revenue

$

1,441,433

$

1,546,733

$

1,300,000

$

1,400,000

8%

$

1,400,000

8%

Expenditure Summary 2012-2013 Actual

2013-2014 Actual

2014-2015 Budget

2015-2016 Requested

% Chng

2015-2016 Adopted

% Chng

Route 17 Special Taxing District

$

1,947,196

$

2,482,441

$

1,300,000

$

1,400,000

8%

$

1,400,000

8%

Total Expenditures

$

1,947,196

$

2,482,441

$

1,300,000

$

1,400,000

8%

$

1,400,000

8%

197


ROUTE 17 SPECIAL TAXING DISTRICT FUND Budget Detail 2012-2013 Actual

Account Number: 216-8150093000-50000.310 Transfer to Capital Projects 93000-50000.401 Transfer to Debt Service Fund 93000-50000.501 Transfer to Capital Projects - PU Reserve for Capital/Debt Total Operating Expenses

2013-2014 Actual

1,000,000 747,196 200,000 $

1,947,196

2014-2015 Budget

850,000 732,441 900,000 $

2,482,441

2015-2016 Requested

250,000 721,791 328,209 $

1,300,000

$

% Chng

260,000 698,355 441,645

4% -3% 35%

1,400,000

8%

2015-2016 Adopted

$

% Chng

260,000 698,355 441,645

4% -3% 35%

1,400,000

8%

198


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Enterprise Funds


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PUBLIC UTILITIES FUND DESCRIPTION The Department of Public Utilities is responsible for the operation, maintenance, and expansion of the City’s water and wastewater collection systems. The Department is comprised of the Divisions of Administration, Customer Service, Line Maintenance, Maintenance, Engineering and Water Production/Quality which manage and operate the G. Robert House Water Treatment Plant, 140 sanitary sewer pump stations, 330 miles of sewer mains, and 454 miles of water mains. An increase in the water and sewer collection rates has been approved in the adopted FY 2015-2016 budget. The water rate will increase to $8.86 per 100 cubic feet from the established FY 2014-2015 rate of $8.29 per cubic feet. The sewer collection rate will increase to $6.74 per 100 cubic feet from the established FY 2014-2015 rate of $6.47 per 100 cubic feet. FY 2015 ACCOMPLISHMENTS 

Completed the replacement of Pump Station No. 30 improving service to Heritage Acres community.

Completed construction of upgrades/replacements to Pump Stations 13, and 45.

Completed construction on the Phase 3A expansion of the G. Robert House Jr. Water Plant with utilization of the new solids handling facility ongoing to treat the surface plant waste stream. Completed construction of the Rt. 17 water transmission main.

FY 2016 OBJECTIVES 

Initiate rehabilitation/construction of Vacuum Pump Station Nos. 14 and 124; pump stations nos. 5, 12, 25, and 159. (Goal 3: Promote a safe, healthy, and diverse community in which to live, work and play)

Complete construction of the Lake Speight, Turlington Road, and Turlington Park sanitary sewer extension projects. (Goal 3: Promote a safe, healthy, and diverse community in which to live, work and play)

Complete construction of the 36-inch raw water transmission main phase 2 project. (Goal 4: Diversify and enhance the local economy) Complete construction of the Kenyon Connector transmission mains to enhance the delivery of service and fire protection within the commerce/intermodal parks. (Goal 4: Diversify and enhance the local economy)

STATISTICS/PERFORMANCE MEASURES Water customers Sewer customers Average Daily Water Plant Production Treatment Capacity (mgd) Number of Sanitary Sewer Overflows MISS Utility requests % compliance with 72 hour MISS Utility marking response time Number of plan reviews Percent of plan reviews completed within 30 days of receipt Debt Service Ratio

FY 2014 Actual 24,836 21,010 6.71 17.45 9 14,039 97.1% 48 100% 1.3

FY 2015 Projected 25,185 21,360 6.80 17.45 28 13,500 99% 75 100% 1.2

FY 2016 Estimate 25,560 21,735 7.00 17.45 21 14,000 99% 75 100% 1.15 199


UTILITY FUND Revenue 2012-2013 Actual

2013-2014 Actual

2014-2015 Budget

2015-2016 Requested

% Chng -13% $ -48% 14% 2% -10% 12% 25% 13% 0% 7% 25% 14% 5% -2% 0% -100% -

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 Fund Balance

$

189,432 157,031 3,880,390 2,625,487 15,668,090 35,450 766,737 112,761 10,226,576 39,500 306,990 4,178,200 534,569 64,587 2,363,664 -

$

70,847 212,713 2,485,475 3,172,415 17,338,015 50,185 1,721,092 117,000 11,025,318 51,375 417,521 2,539,770 486,438 25,844 456,001 -

$

80,000 2,507,518 175,000 2,032,000 3,424,778 18,345,770 40,000 2,072,903 140,000 12,731,311 40,000 350,000 2,150,000 483,830 25,000 2,118,170 -

$

70,000 1,304,975 200,000 2,070,000 3,098,037 20,545,123 50,000 2,346,293 140,000 13,644,958 50,000 400,000 2,250,000 476,550 25,000 3,650,000

Total Revenue

$

41,149,463

$

40,170,008

$

46,716,280

$

50,320,936

8%

2015-2016 Adopted

$

% Chng

70,000 1,304,975 200,000 2,070,000 3,097,980 19,736,064 50,000 2,320,026 140,000 13,284,061 50,000 400,000 2,250,000 476,550 25,000 1,000,000

-13% -48% 14% 2% -10% 8% 25% 12% 0% 4% 25% 14% 5% -2% 0% -100% -

46,474,656

-1%

Expenditure Summary 2012-2013 Actual

2013-2014 Actual

2014-2015 Budget

2015-2016 Requested

% Chng

2015-2016 Adopted

% Chng

Administration Customer Service Line Maintenance Maintenance Water Production Engineering Non-Departmental

$

1,046,240 1,316,715 2,595,680 3,198,497 8,111,202 1,405,214 22,735,052

$

1,036,533 1,278,985 3,058,860 2,831,897 7,830,397 1,502,391 26,868,407

$

1,251,261 1,343,854 3,073,593 3,911,165 8,704,881 1,519,762 26,911,764

$

1,145,502 1,654,816 3,567,642 3,929,360 9,222,496 1,515,927 29,285,193

-8% 23% 16% 0% 6% 0% 9%

$

1,150,139 1,598,504 3,399,147 3,812,742 9,262,180 1,478,556 25,773,388

-8% 19% 11% -3% 6% -3% -4%

Total Expenditures

$

40,408,600

$

44,407,470

$

46,716,280

$

50,320,936

8%

$

46,474,656

-1%

200


DEPARTMENT: PUBLIC UTILITIES - ADMINISTRATION Budget Detail 2012-2013 Actual

Account Number: 501-8951051100.02 51100.04 52100 52210 52400 53100 53300 53320 53500 53600 54100 54200 54500 55100 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 Utilities 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

2013-2014 Actual

$

455,937 75 33,244 80,056 5,425 210,993 613 45,721 16,757 86,509 9,451 75 4,322 84,183 206 7,659 1,745 3,268 -

$

1,046,240

$

2014-2015 Budget

2015-2016 Requested

% Chng

445,852 285 32,443 73,926 5,592 188,402 314 65,096 20,400 87,323 12,036 1,248 4,927 84,306 582 5,323 1,259 215 4,560 2,444

$

543,422 3,060 41,806 80,644 7,173 310,760 500 700 500 250 62,597 18,500 74,698 500 9,047 76,003 3,000 5,000 5,000 2,325 1,000 4,776 -

$

530,619 1,000 40,669 78,744 7,004 300,000 200 250 250 64,475 12,600 74,698 500 9,015 10,228 3,000 5,000 5,000 1,500 750 -

1,036,533

$

1,251,261

$

1,145,502

2015-2016 Adopted

-2% $ -67% -3% -2% -2% -3% -60% -100% -50% 0% 3% -32% 0% 0% 0% -87% 0% 0% 0% -35% -25% -100% -8%

$

537,287 3,060 41,337 74,042 7,092 300,000 200 250 250 40,309 26,100 80,412 500 9,047 10,228 3,000 5,000 5,000 1,500 750 4,776 1,150,139

53100 - Professional Services: Consulting services. Personnel Summary

Range

Class 44 36 31 23 20 16 14 14 13 9 8

Director of Public Utilities Assistant Director of Public Utilities Utility Operations Manager Data Quality Control Technician FOG Program Manager Water Distribution Operator Parts and Procurement Specialist Executive Secretary Accounting Technician Utility System Worker Office Assistant I

Number of Full-Time Positions

2012-2013 Actual

2013-2014 Actual 1 1 1 1 1 2

-

2014-2015 Budget 1 1 1 1 1 1

1 1 1 1 1 1 1 1 1

1 1

-

1 1 -

9

2015-2016 Requested

8

9

2015-2016 Adopted 1 1 1 1

-

1 1 1 1 -

1 1 1 1 1

1 1 1 1 1

9

9

201

% Chng -1% 0% -1% -8% -1% -3% -60% -100% -50% 0% -36% 41% 8% 0% 0% -87% 0% 0% 0% -35% -25% 0% -8%


DEPARTMENT: PUBLIC UTILITIES - CUSTOMER SERVICE Budget Detail 2012-2013 Actual

Account Number: 501-8952051100.02 51100.04 51100.06 52100 52210 52400 53000.16 53100 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 Salaries and Wages - Part-time FICA VRS Retirement Group Life Purchased Services - Refuse Collection Professional Services Repairs and Maintenance Maintenance Service Contracts Printing and Binding Information Technology Fleet Risk Management Utilities Postal Service Telecommunications 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

$

2013-2014 Actual

527,969 17,222 38,259 88,774 6,284 144,791 10,703 323 103,348 86,473 165,889 268 2,680 457 170 1,687 5,976 10 8,090 3,268 104,075

$

1,316,715

$

2014-2015 Budget

542,063 12,964 39,145 89,283 6,456 927 146,564 526 403 47,947 86,831 172,127 528 2,069 1,337 174 2,454 3,734 119 12,743 5,484 105,107

$

1,278,985

$

2015-2016 Requested

553,596 25,500 44,301 81,652 7,307 945 255,000 12,000 4,000 43,949 112,333 164,023 500 8,621 1,500 500 2,500 6,750 100 14,000 4,777 -

$

1,343,854

$

% Chng

2015-2016 Adopted

644,307 25,500 15,700 52,441 95,615 8,505 300 341,650 12,000 7,200 4,000 45,270 128,060 182,250 6,450 500 8,621 21,270 1,500 500 2,500 7,500 100 14,000 4,777 24,300

16% 0% 18% 17% 16% -68% 34% 0% 0% 3% 14% 11% 0% 0% 0% 0% 0% 11% 0% 0% 0% -

$

1,654,816

23%

$

639,371 25,500 15,700 50,863 87,378 8,440 300 341,650 12,000 7,200 4,000 85,987 70,666 157,432 6,450 500 8,621 21,270 1,500 500 2,500 7,500 100 14,000 4,777 24,300

15% 7% 15% -68% 34% 0% 0% 96% -37% -4% 0% 0% 0% 0% 0% 11% 0% 0% 0% -

1,598,504

19%

53100 - Professional Service: Contracted meter reading service. 56014 - Other Operating Supplies: Hand tools and protective equipment for meter service staff. 58200 - Capital Outlay: Meter reading interrogators. Personnel Summary

Range

Class 23 20 20 20 17 16 13 10 9

Operational Account Manager Customer Service Manager Field Account Manager FOG Administrator Meter Services Supervisor Water Distribution System Operator Accounting Technician Customer Service Representative Water Meter Service Worker

Number of Full-Time Positions

2012-2013 Actual

2013-2014 Actual

-

2014-2015 Budget

1

-

1

1

2015-2016 Requested

-

1

-

1

2015-2016 Adopted 1

1

1 -

1

1 -

2 6 8

2 6 8

2 6 8

2 2 6 8

2 2 6 8

18

18

18

20

20

-

-

-

% Chng

202

15% 0%


DEPARTMENT: PUBLIC UTILITIES - LINE MAINTENANCE Budget Detail 2012-2013 Actual

Account Number: 501-8953051100.02 51100.04 52100 52210 52400 53000.02 53000.16 53100 53300 53320 54100 54200 54500 55100 55230 55410 55420 55500 55852 56001 56011 56014 56017 56024 58200

Salaries and Wages $ Salaries and Wages - Overtime FICA VRS Retirement Group Life Purchased Services - Road Maintenance Purchased Services - Refuse Collection Professional Services Repairs and Maintenance Maintenance Service Contract Information Technology Fleet Risk Management Utilities Telecommunications Lease/Rent of Equipment Lease/Rent of Building 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

$

2013-2014 Actual

2014-2015 Budget

2015-2016 Requested

% Chng

2015-2016 Adopted

783,835 117,524 64,880 129,657 9,342 73,050 19,154 320,009 70,955 325,307 290,699 7,035 10,544 4,964 26,000 741 130,770 686 16,427 170,579 1,358 22,163 -

$

846,548 103,770 68,683 138,984 10,093 5,797 909 15,622 696,909 60,032 381,188 299,660 12,243 10,769 28,400 648 131,278 2,454 15,660 196,287 2,136 21,068 9,724

$

883,016 153,000 79,255 129,284 11,656 20,000 909 26,800 330,000 7,700 78,366 629,740 278,173 10,000 19,651 10,000 4,000 135,000 1,500 21,500 215,000 2,043 27,000 -

$

922,483 153,000 82,274 136,896 12,177 20,000 800 26,800 750,000 8,010 80,720 648,340 278,173 17,275 19,651 10,000 4,000 132,000 1,500 19,500 215,000 2,043 27,000 -

4% 0% 4% 6% 4% 0% -12% 0% 127% 4% 3% 3% 0% 73% 0% 0% 0% -2% 0% -9% 0% 0% 0% -

$

932,462 153,000 83,038 130,957 12,309 20,000 800 26,800 750,000 8,010 103,799 454,822 275,181 17,275 19,651 10,000 4,000 132,000 1,500 19,500 215,000 2,043 27,000 -

6% 0% 5% 1% 6% 0% -12% 0% 127% 4% 32% -28% -1% 73% 0% 0% 0% -2% 0% -9% 0% 0% 0% -

2,595,680

$

3,058,860

$

3,073,593

$

3,567,642

16%

$

3,399,147

11%

53100 - Professional Services: Miss Utility costs, immunizations, sewer cleaning. 53300 - Repairs & Maintenance: Equipment maintenance, paving, manhole repairs. 55410 - Lease of Equipment: Rental of outside repair equipment. 56014 - Other Operating Supplies: Line equipment supplies, protective equipment. Personnel Summary

Range

Class 23 18 15 12 11 9

Line Maintenance Manager Assistant Line Maintenance Manager Labor Supervisor Line Maintenance Technician Skilled Laborer Utility System Worker

Number of Full-Time Positions

% Chng

2012-2013 Actual

2013-2014 Actual

2014-2015 Budget

2015-2016 Requested

2015-2016 Adopted

1 1 3 3 11 8

1 1 3 3 11 7

1 1 3 3 11 8

1 1 3 3 12 8

1 1 3 3 12 8

27

26

27

28

28

203


DEPARTMENT: PUBLIC UTILITIES - MAINTENANCE Budget Detail 2012-2013 Actual

Account Number: 501-8954051100.02 51100.04 52100 52210 52400 53000.16 53100 53300 53320 54100 54200 54500 55100 55230 55410 55420 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 Repairs and Maintenance Maintenance Service Contract Information Technology Fleet Risk Management Utilities Telecommunications Lease/Rent of Equipment Lease/Rent of Building Travel and Training Dues and Association Memberships Office Supplies Uniforms & Wearing Apparel Other Operating Supplies Copier Costs Capital Outlay

Total Operating Expenses

$

2013-2014 Actual

2014-2015 Budget

2015-2016 Requested

% Chng

752,449 96,202 60,912 123,945 8,982 15,968 328,161 62,972 222,858 220,696 294,847 12,719 823,617 37,800 735 6,343 1,131 15,008 104,860 1,358 6,933

$

771,409 96,187 63,278 125,964 9,225 927 52,227 176,190 47,252 247,925 245,590 253,297 13,634 549,890 37,800 114 5,896 404 12,489 105,210 1,974 15,015

$

838,197 142,800 75,046 121,917 11,064 945 42,000 305,000 5,950 60,316 508,420 243,430 300,000 15,987 1,018,000 4,000 6,500 2,300 17,250 190,000 2,042 -

$

861,434 142,800 76,824 127,837 11,371 800 42,000 305,000 6,120 62,125 566,675 245,865 243,430 15,987 999,000 4,000 6,500 2,300 17,250 190,000 2,042 -

3,198,497

$

2,831,897

$

3,911,165

$

3,929,360

2015-2016 Adopted

3% 0% 2% 5% 3% -15% 0% 0% 3% 3% 11% 1% -19% 0% -2% 0% 0% 0% 0% 0% 0% -

$

870,610 142,800 77,526 118,992 11,492 800 42,000 305,000 6,120 107,510 424,282 225,101 243,430 15,987 999,000 4,000 6,500 2,300 17,250 190,000 2,042 -

4% 0% 3% -2% 4% -15% 0% 0% 3% 78% -17% -8% -19% 0% -2% 0% 0% 0% 0% 0% 0% -

0%

$

3,812,742

-3%

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

Range

Class 23 18 16/18 15 12 11 9

Maintenance Manager Assistant Maintenance Manager Electronics Technician I - II Labor Supervisor Pump Station Mechanic Skilled Laborer Utility System Worker

Number of Full-Time Positions

2012-2013 Actual

2013-2014 Actual

2014-2015 Budget

2015-2016 Requested

% Chng

2015-2016 Adopted

1 1 2 2 9 2 8

1 1 2 2 9 2 9

1 1 2 2 9 2 8

1 1 2 2 9 2 8

1 1 2 2 9 2 8

25

26

25

25

25

204


DEPARTMENT: PUBLIC UTILITIES - WATER PRODUCTION Budget Detail 2012-2013 Actual

Account Number: 501-8955051100.02 51100.04 51100.06 52100 52210 52400 53000.16 53100 53300 53320 53500 53600 54100 54200 54500 55100 55210 55230 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 Repairs and Maintenance Maintenance Service Contract Printing and Binding Advertising Information Technology Fleet Risk Management Utilities Postal Service Telecommunications 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

$

2013-2014 Actual

2014-2015 Budget

2015-2016 Requested

% Chng

2015-2016 Adopted

1,198,123 145,725 19,031 97,731 201,744 14,386 169,067 96,399 410 4,969 100,639 58,707 339,988 692,045 1,348 16,335 128,848 5,451 106,390 4,190,112 3,110 17,884 (208) 493,643 5,496 3,830

$

1,252,168 159,226 729 102,167 206,208 14,807 927 96,003 129,121 562 (616) 63,018 60,596 335,574 589,424 1,211 18,857 252,449 3,851 96,435 4,056,986 2,506 12,873 893 364,152 5,851 4,420

$

1,261,715 153,000 108,226 185,180 16,655 945 200,000 86,500 3,500 8,750 2,000 67,871 69,633 333,286 800,000 7,725 19,656 50,000 486,000 12,000 96,900 4,204,000 4,000 17,000 500,000 5,340 5,000

$

1,237,322 153,000 106,360 183,619 16,333 3,750 160,000 86,500 3,240 2,000 2,000 69,910 65,540 333,286 800,000 2,000 19,656 10,000 486,000 12,000 96,900 4,841,740 4,000 17,000 500,000 5,340 5,000

-2% 0% -2% -1% -2% 297% -20% 0% -7% -77% 0% 3% -6% 0% 0% -74% 0% -80% 0% 0% 0% 15% 0% 0% 0% 0% 0%

$

1,249,736 153,000 107,309 171,924 16,497 3,750 160,000 86,500 3,240 2,000 2,000 133,884 54,266 318,438 800,000 2,000 19,656 10,000 486,000 12,000 96,900 4,841,740 4,000 17,000 500,000 5,340 5,000

-1% 0% -1% -7% -1% 297% -20% 0% -7% -77% 0% 97% -22% -4% 0% -74% 0% -80% 0% 0% 0% 15% 0% 0% 0% 0% 0%

8,111,202

$

7,830,397

$

8,704,881

$

9,222,496

6%

$

9,262,180

6%

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 31 29 24 19 19 17 14/17 16 16 9 8 8

Water Production Manager Quality Control Supervisor Operations Supervisor Water Maintenance Supervisor Senior Water Treatment Plant Operator Quality Control Technician Water Treatment Plant Operator I - II Water Distribution System Operator Water Maintenance Mechanic Utility System Worker Custodial Worker Office Assistant I

Number of Full-Time Positions

% Chng

2012-2013 Actual

2013-2014 Actual 1 1 1 1 6 4 5 1 3 4

2014-2015 Budget

2015-2016 Requested

1

1 1 1 1 6 4 5 2 3 4 1 1

1 1 1 1 6 4 5 2 3 4 1 1

28

30

30

-

2015-2016 Adopted 1 1 1 1 7 4 4 1 3 4 1

28

1 1 1 1 7 4 4 1 3 4 1 28

205


DEPARTMENT: PUBLIC UTILITIES - ENGINEERING Budget Detail 2012-2013 Actual

Account Number: 501-8956051100.02 51100.04 52100 52210 52400 53000.16 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 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

$

2013-2014 Actual

2014-2015 Budget

2015-2016 Requested

% Chng

833,188 5,208 61,250 142,779 9,938 8,517 122 80,365 41,761 147,128 5,618 2,559 6,676 42,648 2,031 1,183 2,972 5,157 1,853 4,262 -

$

849,550 21,084 63,637 140,806 10,118 3,683 138,197 48,425 147,938 6,486 599 6,396 41,937 3,866 1,288 2,009 3,060 1,063 9,598 2,652

$

861,650 10,200 66,697 127,869 11,374 6,000 2,100 500 139,900 55,333 142,093 600 16,316 50,668 7,500 1,500 5,200 4,500 500 5,000 4,262 -

$

870,045 10,200 67,339 129,115 11,485 100 6,000 2,160 500 144,100 57,000 142,093 2,150 600 16,216 29,112 7,500 1,500 5,200 3,750 500 5,000 4,262 -

1,405,214

$

1,502,391

$

1,519,762

$

1,515,927

2015-2016 Adopted

1% 0% 1% 1% 1% 0% 3% 0% 3% 3% 0% 0% -1% -43% 0% 0% 0% -17% 0% 0% 0% -

$

883,575 10,200 68,374 122,287 11,663 100 6,000 2,160 500 109,033 52,363 136,412 2,150 600 16,316 29,112 7,500 1,500 5,200 3,750 500 5,000 4,262 -

3% 0% 3% -4% 3% 0% 3% 0% -22% -5% -4% 0% 0% -43% 0% 0% 0% -17% 0% 0% 0% -

0%

$

1,478,556

-3%

Personnel Summary

Range

Class 34 25/29/30 23 18/20 18/19 13

Utility Engineering Manager Civil Engineer I, II, III Construction Manager Constr. Insp. & Sr Construction Inspecto Engineering Tech. & Sr Engineering Tec Engineering Aide

Number of Full-Time Positions

2012-2013 Actual

2013-2014 Actual

2014-2015 Budget

2015-2016 Requested

% Chng

2015-2016 Adopted

1 5 1 5 2 1

1 5 1 5 2 1

1 5 1 5 2 1

1 5 1 5 2 1

1 5 1 5 2 1

15

15

15

15

15

206


DEPARTMENT: PUBLIC UTILITIES - NONDEPARTMENTAL Budget Detail 2012-2013 Actual

Account Number: 501-9140051100.27 52100 52000 52001 52600 54500 55424 55615 55890 58211 59902 59906 95100-59110 95100-59120 95100-59130 93000-50000.165 93000-50000.310

Leave Compensation $ Leave Compensation - FICA Pro Rata Reimbursements Western Tidewater Water Authority Unemployment Expense Risk Management Expense Contribution to Reserve WTWA Donation (Well Migation Progr Bad Debt Expense Depreciation Contingency Environmental Incentive Reimbursemen Bond Principal Bond Interest Bond Coupon & Handling Transfer to GF-Indirect Cost Transfer to Capital Projects

Total Operating Expenses

$

53,147 4,146 75,000 (9,452) 334,440 1,594,348 392,732 9,694,711 42,875 9,812,374 200,731 540,001 22,735,052

2013-2014 Actual

2014-2015 Budget

2015-2016 Requested

$

35,717 4,483 74,520 75,000 281,869 2,221,760 430,352 10,289,518 54,625 12,615,955 188,289 596,320 -

$

37,000 2,831 15,000 75,000 5,000 309,228 5,226,922 420,000 402,577 100,000 3,202,568 16,514,505 25,000 576,133 -

$

40,000 3,000 50,000 5,000 310,000 3,410,343 430,000 400,000 100,000 4,762,538 15,424,627 100,000 599,685 3,650,000

$

26,868,407

$

26,911,764

$

29,285,193

% Chng

2015-2016 Adopted

% Chng

8% $ 6% -100% -33% 0% 0% -35% 2% -1% 0% 49% -7% 300% 4% -

40,000 3,000 50,000 5,000 307,292 2,239,247 430,000 701,431 100,000 4,762,538 15,424,627 100,000 610,253 1,000,000

8% 6% -100% -33% 0% -1% -57% 2% 74% 0% 49% -7% 300% 6% -

25,773,388

-4%

9%

$

207


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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 $16.50 per month fee for weekly residential refuse collection, curbside recycling, the sale of trash cans, and bulk collection services. The Department of Public Works oversees the City’s refuse collection services. FY 2015 ACCOMPLISHMENTS 

Removed 70,000 special/bulk collections for Suffolk residents and generated more than $6,000 revenue in paid special collections.

Provided timely trash pickup to over 29,000 residences on a weekly basis using existing resources of equipment and personnel while adding routes to accommodate new communities.

Continued expansion of curbside recycling to all residents receiving City trash collection, re-routing nearly 6,000 tons of recyclable materials from the regional landfill

Continued expansion of lease program for 14 cubic yard containers available for special events, community clean-ups and citizen use, generating more than $15,000 rental revenue.

FY 2016 OBJECTIVES 

Continue to promote and expand the curbside recycling program. (Goal 2: Provide effective and efficient programs and services that are accountable and customer focused)

Continue implementation of tracking system for trucks to assist in efficient utilization of equipment and staff. (Goal 2: Provide effective and efficient programs and services that are accountable and customer focused)

Protect the health and safety of the public by providing exceptional and cost effective collection and disposal of solid waste. (Goal 3: Promote a safe, healthy, and diverse community to live, work, learn and play)

Continue to provide excellent customer service to our residents who contact the Sanitation office, responding promptly to issues as they arise. (Goal 6: Promote citizen engagement)

STATISTICS/PERFORMANCE MEASURES Tons of refuse collected Tons of recycling collected Recycling Participation Rate

FY 2014 Actual 36,542 5,326 58%

FY 2015 Projected 37,000 5,500 59%

FY 2016 Estimate 38,000 5,700 61%

208


REFUSE FUND Revenue 2012-2013 Actual

2013-2014 Actual

2014-2015 Budget

2015-2016 Requested

% Chng

2015-2016 Adopted

% Chng

Refuse Services Fee Automated Refuse Containers Special Events Weekly Refuse Collection 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 Sale of Service - GF Grounds Salary Allocation Miscellaneous Revenue Dumpster Service Penalties & Interest Transfer from Fund Balance

$

5,946,164 27,840 12,485 575 37,118 20,316 26,150 6,700 4,680 186,903 43,229 -

$

5,977,487 29,280 9,072 626 37,798 23,691 28,380 3,689 977 1,781 35,256 6,700 3,905 158,989 54,575 -

$

5,607,756 50,000 40,000 20,000 24,224 3,744 909 1,854 25,000 144,269 900,000

$

5,646,564 25,000 40,000 20,000 50,000 3,744 909 1,854 25,000 144,269 -

1% $ -50% 0% 0% 106% 0% 0% 0% 0% 0% -100%

5,646,564 25,000 40,000 20,000 48,095 5,750 909 1,854 25,000 144,269 -

1% -50% 0% 0% 99% 54% 0% 0% 0% 0% -100%

Total Revenue

$

6,312,160

$

6,372,204

$

6,817,756

$

5,957,340

-13%

5,957,441

-13%

$

Expenditure Summary 2012-2013 Actual

2013-2014 Actual

2014-2015 Budget

2015-2016 Requested

% Chng

2015-2016 Adopted

% Chng

Refuse Services

$

5,400,642

$

5,354,827

$

6,817,756

$

5,957,340

-13%

$

5,957,441

-13%

Total Expenditures

$

5,400,642

$

5,354,827

$

6,817,756

$

5,957,340

-13%

$

5,957,441

-13%

209


REFUSE FUND Budget Detail 2012-2013 Actual

Account Number: 520-42320 51100.02 51100.04 52100 52210 52400 53000 53000.06 53000.42 53100 53100.22 53300 53500 54100 54200 54500 55100 55210 55230 55500 55810 56001 56011 56014 56017 58200 58211 91400-59902 93000-50000.165 93000-50000.601 95100-59120

Salaries and Wages Salaries and Wages - Overtime FICA VRS Retirement Group Life Purchased Services - Recycling Purchased Services - Stormwater Purchased Services - Road Maintenance Professional Services Medical Services Repair and Maintenance Printing and Binding Information Technology Fleet Risk Management Utilities Postal Services Telecommunications (refuse hotline) Travel and Training Dues and Association Memberships Office Supplies Uniforms & Wearing Apparel Other Operating Supplies Copier Capital Outlay Depreciation Contingency Indirect Costs Transfer to Fleet (Capital Outlay) Interest

Total Operating Expenses

$

2013-2014 Actual

1,155,509 54,304 82,463 199,172 13,632 1,442,735 25,000 87 11,335 411 56,093 1,555,982 473,398 17,168 1,002 2,936 356 5,550 6,899 19,097 76,831 4,296 173,389 23,000 5,400,642

2014-2015 Budget

976,395 106,581 77,834 158,154 11,788 1,480,854 28,061 554 64,537 286 61,008 1,621,259 413,362 24,346 980 2,889 978 5,778 8,339 18,224 86,625 1,376 46,659 1,681 156,279 $

5,354,827

2015-2016 Requested

1,164,885 30,600 91,455 164,800 15,376 1,120,616 25,000 55,000 3,500 20,000 1,000 62,509 2,120,106 425,271 22,300 1,000 6,012 500 11,210 10,000 25,000 1,088,169 1,561 5,000 138,458 208,427 $

6,817,756

$

% Chng

1,174,779 50,000 93,696 174,337 15,507 1,124,460 25,000 55,000 3,500 20,000 1,000 62,509 2,120,106 425,271 22,300 1,000 6,012 500 11,210 10,000 25,000 115,769 1,561 5,000 205,396 208,427 -

1% 63% 2% 6% 1% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% -89% 0% 0% 48% 0% -

5,957,340

-13%

2015-2016 Adopted

$

1,203,671 30,600 94,422 162,244 15,888 1,124,460 25,000 55,000 3,500 20,000 1,000 140,129 1,658,429 397,752 22,300 1,000 6,012 500 11,210 10,000 25,000 115,769 1,561 5,000 407,369 256,247 163,378

3% 0% 3% -2% 3% 0% 0% 0% 0% 0% 0% 124% -22% -6% 0% 0% 0% 0% 0% 0% 0% -89% 0% 0% 194% 23% -

5,957,441

-13%

53000 - Purchased Services - recycling: Convenience center recycling; Hazardous waste program; TFC recycling 53100 - Professional Services: Work order software package; hepatitis immunizations; 53300 - Repair & Maintenance: Front end dumpster loader repairs; sanitization and repairs of containers 55810 - Dues & Memberships: HRPDC dues for HR Clean Community & Debris management. Personnel Summary

Range

Class 27 19 17 16 13 11 9 8

General Services Superintendent Sanitation Supervisor Sanitation Field Supervisor Customer Service Manager Sanitation Inspector Sanitation Equipment Operator Sanitation Dispatcher Sanitation Worker

Number of Full-Time Positions

2012-2013 Actual

2013-2014 Actual 1

2014-2015 Budget 1

2015-2016 Requested

-

-

-

3 28 2 8

3 26 2 8

1 2 26 2 8

1 1 1 2 25 2 8

43

41

40

40

1 -

1 1

-

-

% Chng

2015-2016 Adopted 1 1 2 26 2 8 40

210


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STORMWATER MANAGEMENT FUND DESCRIPTION The Stormwater Management 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 stormwater utility rate will be $6.00 per month in FY2015-2016. FY 2015 ACCOMPLISHMENTS 

Began construction of the Route 17/Bennett’s Pasture Road and the Route 17/Lee Farm Lane Intersection Improvements.

Began Construction of Phase II of the Main Street Sidewalk Extension project.

Began Right of Way acquisition for the Nansemond Parkway Phase II project.

Received DEQ approval as a Virginia Stormwater Management Program (VSMP) authority.

FY 2016 OBJECTIVES

To continue to comply with the requirements of the City’s stormwater permit and successfully submit the Stormwater Annual Report to DEQ. (Goal 2: Provide effective and efficient programs and services that are accountable and customer focused)

To continue to provide customer focused programs and services such as mosquito control, ditch maintenance, and public education regarding environmental initiatives. (Goal 2: Provide effective and efficient programs and services that are accountable and customer focused)

To complete the City’s Chesapeake Bay TMDL Action Plan and the City’s Upper Nansemond River TMDL Action Plan. (Goal 3: Promote a safe, healthy, and diverse community in which to live, work and play)

To continue to make protection and safety of the public health a priority through the suppression, abatement, and eradication of mosquito populations that can transmit disease and those that pose a nuisance. (Goal 3: Promote a safe, healthy, and diverse community in which to live, work and play)

STATISTICS/PERFORMANCE MEASURES Stormwater Engineering: Number of reviews performed for Site plans Number of reviews performed for plats Number of Single Family In Lieu of Plans Approved Number of plats approved Mosquito Control: Acres treated with adulticide Acres treated with larvacide Citizen calls for mosquito services Mosquito dunks given out to citizens

FY 2014 Actual

FY 2015 Projected

FY 2016 Estimate

113 17 235 9

115 18 240 10

120 20 245 11

53,884 8.7 117 399

150,000 2.5 124 689

50,000 5 100 500 211


STORMWATER UTILITY FUND Revenue 2012-2013 Actual Penalties and Interest Interest Earnings Sale of Services - Capital Projects Sale of Services - Road Maintenance Sale of Services - General Fund (PW Admin.) Permit and Inspection Fees Sale of Services - Refuse Stormwater Utility Fee Miscellaneous Revenue Transfer from Fund Balance Total Revenue

2013-2014 Actual

2014-2015 Budget

2015-2016 Requested

% Chng

2015-2016 Adopted

% Chng

$

28,381 5,133 550,578 295,124 237,814 25,000 3,323,732 34,272 -

$

24,390 6,637 363,909 340,000 146,004 28,061 3,307,678 16,642 -

$

450,000 170,000 340,000 175,000 25,000 4,479,840 500,000

$

450,000 170,000 400,000 200,000 25,000 4,353,975 1,625,000

0% 0% 18% 14% 0% -3% 225%

$

450,000 170,000 400,000 200,000 25,000 4,353,975 1,625,000

0% 0% 18% 14% 0% -3% 225%

$

4,500,033

$

4,233,323

$

6,139,840

$

7,223,975

18%

$

7,223,975

18%

A B C D E F G

Expenditure Summary 2012-2013 Actual

2013-2014 Actual

2014-2015 Budget

2015-2016 Requested

% Chng

2015-2016 Adopted

% Chng

Engineering Mosquito Control

$

4,213,071 666,909

$

3,425,054 635,436

$

5,428,573 711,267

$

6,465,841 758,134

19% 7%

$

6,423,768 800,206

18% 13%

Total Expenditures

$

4,879,980

$

4,060,490

$

6,139,840

$

7,223,975

18%

$

7,223,975

18%

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 61,706 ERU's @ $6.00 p/month fee G - Revenue to provide improvements within the Capital Budget.

212


DIVISION: STORMWATER UTILITY - ENGINEERING (Department of Public Works) Budget Detail 2012-2013 Actual

Account Number: 514-82220 51100.02 51100.04 51100.06 52100 52210 52400 53000.04 53100 53100.18 53130 53200 53500 53600 54100 54200 54500 55210 55230 55420 55500 55810 56001 56012 56014 56017 58200 58211 91400-59902 93000-50000.165 93000-50000.310 93000-50000.601

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 Stormwater Monitoring @ Landfill Temporary Help Service 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 Books and Subscriptions Other Operating Supplies Copier Costs Capital Outlay - Additions Depreciation Contingency Indirect Costs Transfer to Capital Project Transfer to Fleet (cash funded equipment purchases)

Total Operating Expenditures

$

2013-2014 Actual

2014-2015 Budget

2015-2016 Requested

% Chng

1,275,002 3,606 26,813 94,875 214,916 15,013 275,000 20,316 21,465 9,462 161,813 80,479 263,630 1,932 7,599 60,402 12,903 7,937 8,043 722 5,188 6,803 8,815 231,339 1,245,000 154,000

$

1,422,592 2,218 26,889 106,102 225,909 16,738 275,000 18,257 21,631 7,823 158 234,461 68,001 269,324 819 7,085 60,402 13,072 6,687 7,191 1,734 7,737 12,991 13,707 173,526 425,000 -

$

1,781,319 21,482 136,271 255,299 23,513 300,000 200,000 58,813 279,713 81,000 285,247 1,231 17,289 60,402 18,530 7,630 14,256 1,231 11,881 6,616 778,523 322,327 500,000 266,000

$

1,781,319 21,482 137,914 264,348 23,513 300,000 275,000 58,813 279,713 81,000 285,247 1,231 17,289 60,402 18,530 7,630 14,256 1,231 11,881 6,616 303,000 568,099 322,327 1,625,000 -

4,213,071

$

3,425,054

$

5,428,573

$

6,465,841

2015-2016 Adopted

0% $ 0% 1% 4% 0% 0% 38% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% -27% 0% 225% -100% 19%

$

% Chng

1,822,252 21,482 139,402 248,097 24,054 300,000 275,000 58,813 266,363 52,500 334,928 1,231 17,289 60,402 18,530 7,630 14,256 1,231 11,881 6,616 303,000 469,902 343,910 1,625,000 -

2% 0% 2% -3% 2% 0% 38% 0% -5% -35% 17% 0% 0% 0% 0% 0% 0% 0% 0% 0% -40% 7% 225% -100%

6,423,768

18%

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

Class 36 30 25/29/30 29 23 23 23 23 20 20 19 19 18 18 18 15 15 15 13 13 10

Public Works Engineering Manager Environmental Program Manager Civil Engineers I, II, III Enterprise Programs Manager Stormwater Utility Manager Construction Manager Right of Way Agent Environmental Specialist Assistant Right of Way Agent Senior Construction Inspector Technical Asset Manager Senior Engineering Technician Construction Inspector Engineering Technician Right of Way Technician Permit Technician Asset Management Data Technician Litter Control Coordinator Engineering Aide Accounting Technician Customer Service Representative

Number of Full-Time Positions

2012-2013 Actual

2013-2014 Actual 1

-

2014-2015 Budget 1

1 1 7 1

7

8 1

1 1 1 1 1 1

-

2015-2016 Requested

-

2 1 1

2 1 1

28

31

38

8 2

-

7 4 -

2015-2016 Adopted

1 1 7 1 -

1 1 1 2 1 1 1 7 5 1 1 1 1 2 1 1

-

1 1 1 2 1

% Chng

1 1 7 1 -

1 1 1 2 1 1 1 7 5 1 1 1 1 2 1 1

1 1 1 2 1 1 1 7 5 1 1 1 1 2 1 1

38

38

213

% Chng


DIVISION: STORMWATER UTILITY - MOSQUITO CONTROL (Department of Public Works) Budget Detail 2012-2013 Actual

Account Number: 514-5131051100.02 51100.04 51100.06 52100 52210 52400 53000.02 53100 53300 53500 54100 54200 54500 55100 55210 55230 55500 55810 56001 56011 56012 56014 56017 58200 93000-50000.601

Salaries and Wages $ Salaries and Wages - Overtime Salaries and Wages - Part-time FICA VRS Retirement Group Life Purchased Services - Road Maint. Fund Professional Services Repair and Maintenance Printing and Binding Information Technology Fleet Risk Management Utilities Postage Telecommunications Travel & Training Dues and Memberships Office Supplies Uniforms & Wearing Apparel Books and Subscriptions Other Operating Supplies Copier Costs Capital Outlay Transfer to Fleet

Total Operating Expenses

$

2013-2014 Actual

208,195 494 19,038 16,770 32,687 2,465 59,868 4,974 914 55,057 37,818 73,984 859 1,054 3,923 660 123 823 92 82,656 894 63,560 666,909

$

$

2014-2015 Budget

2015-2016 Requested

% Chng

2015-2016 Adopted

212,270 4,398 21,606 17,769 35,809 2,616 48,011 239 42,806 39,979 74,265 1,625 1,243 491 265 576 1,373 43 80,779 1,275 48,000

$

237,164 42,840 21,420 34,329 3,131 60,000 50,000 5,000 800 42,056 42,600 68,908 500 1,450 2,503 4,000 500 1,000 2,500 250 89,423 894 -

$

237,164 42,840 21,420 35,195 3,131 60,000 50,000 5,000 800 42,056 42,600 68,908 500 1,450 2,503 4,000 500 1,000 2,500 250 89,423 894 46,000 -

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

$

259,671 42,840 23,142 35,503 3,428 60,000 50,000 5,000 800 62,464 42,303 66,035 500 1,450 2,503 4,000 500 1,000 2,500 250 89,423 894 46,000 -

9% 0% 8% 3% 9% 0% 0% 0% 0% 49% -1% -4% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% -

635,436

$

711,267

$

758,134

7%

$

800,206

13%

Personnel Summary

Range

Class 25 17 11 8

Mosquito Control Superintendent Mosquito Control Biologist Mosquito Control Team Leader Mosquito Control Technician

Number of Full-Time Positions

2012-2013 Actual

2013-2014 Actual 1 2

2014-2015 Budget 1 2

2015-2016 Requested

4

4

1 2 1 3

7

7

7

-

% Chng

-

2015-2016 Adopted 1 2 1 3

1 2 1 3

7

7

214


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 2015 ACCOMPLISHMENTS 

Reconfigured the Time & Attendance (Kronos) system for optimization and the system is now capable of handling Fire and Police timekeeping.

Upgraded all Public Safety laptops to the Criminal Justice Information Services (CJIS) Security requirements.

Replaced all 118 laptops used by the Registrar’s office and configured them to use the new wireless routers.

Completed a successful relocation of the data center into the new Municipal Center with all of the City’s systems running in the new environment.

Instrumental in providing the database structure, network as well as system administration support for the new CSI Security System for the new Municipal Center.

FY 2016 OBJECTIVES 

To begin the search for a new, truly integrated ERP solution for the City. strong financial management and fiscal accountability)

To continue to keep the City’s technology current so that the City employees can deliver services to the residents of the City and perform their tasks in the office or in the field. (Goal 2: Provide effective and efficient programs and services that are accountable and customer focused)

To continue to provide technology and support for all Public Safety departments, Parks and Recreation and Libraries. (Goal 3: Promote a safe, healthy, and diverse community to live, work, learn, and play)

To provide wireless access to the downtown district to help attract more customers and businesses to the downtown area. (Goal 4: Diversify and enhance the local economy)

To continue to explore ways, through technology, to allow for more citizen Promote citizen engagement)

STATISTICS/PERFORMANCE MEASURES Number of computers maintained Number of helpdesk requests received Percent of time network is operational Number of GIS requests for service (maps, data & helpdesk) Number of website visits Number of projects completed

FY 2014 Actual 800 9,000 99.5% 625 415,072 23

(Goal

1:

Promote

participation. (Goal 6:

FY 2015 Projected 850 9,500 99.6% 675 425,000 25

FY 2016 Estimate 900 10,500 99.7% 700 450,000 25

215


INFORMATION TECHNOLOGY FUND Revenue 2012-2013 Actual

2013-2014 Actual

2014-2015 Budget

2015-2016 Requested

% Chng

2015-2016 Adopted

% Chng

Interest on Investments Sale of Service - Interfund Revenues Sale of Service - Intergovernmental Revenues GIS Data & Maps Miscellaneous Revenue

$

8,589 4,839,635 34,910 1,425 6,666

$

10,478 5,535,765 40,686 513 1,143

$

5,308,281 143,881 -

$

10,669,642 223,149 -

101% 55% -

$

6,039,510 15,896 -

14% -89% -

Total Revenue

$

4,891,225

$

5,588,585

$

5,452,162

$

10,892,791

100%

$

6,055,406

11%

2015-2016 Requested

% Chng

Expenditure Summary 2012-2013 Actual

2013-2014 Actual

2014-2015 Budget

2015-2016 Adopted

% Chng

Information Technology

$

4,449,864

$

5,051,804

$

5,452,162

$

10,892,791

100%

$

6,055,406

11%

Total Expenditures

$

4,449,864

$

5,051,804

$

5,452,162

$

10,892,791

100%

$

6,055,406

11%

Sale of Service - Intergovernmental Revenue - provides service to: Community Corrections, Workforce Development Center

216


DEPARTMENT: INFORMATION TECHNOLOGY Budget Detail 2012-2013 Actual

Account Number: 603-1251051100.02 51100.04 51100.06 51100.26 52100 52210 52400 53100 53200 53300 53320 54200 54500 55100 55210 55230 55240 55410 55420 55500 55810 56001 56012 56014 56017 91400-59902 95100-59120 93000-50000.165

Salaries and Wages Salaries and Wages - Overtime Salaries and Wages - Part-time Special Compensation 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 Lease/Rent of Equipment Lease/Rent of Building Travel and Training Dues and Association Memberships Office Supplies Books and Subscriptions Other Operating Supplies Copier Costs Contingency Interest Indirect Costs

2014-2015 Budget

2015-2016 Requested

% Chng

2015-2016 Adopted

% Chng

$

1,008,771 6,839 35,962 13,921 78,161 166,709 11,774 134,110 134,961 81,019 1,279,853 13,269 226,566 14,072 718 14,048 52,454 30,142 43,788 20,456 8,423 135 5,958 4,206 201,111

$

1,242,095 11,945 22,447 95,985 189,279 14,787 155,493 243,515 41,541 849,291 16,805 235,666 14,463 813 20,222 58,172 29,123 45,977 10,835 939 10,101 276 32,907 4,347 266,140

$

1,424,849 7,956 109,610 196,960 18,808 110,000 51,921 1,590,682 23,983 237,338 26,000 800 23,034 98,690 41,486 45,977 27,510 3,000 7,000 1,000 6,793 68,328 3,289 237,993

$

1,551,834 7,956 119,324 230,292 20,484 460,000 232,045 155,000 3,036,450 35,590 237,338 50,000 800 76,000 131,559 51,690 45,977 89,000 3,000 7,000 1,000 13,776 100,000 3,289 237,993

9% 0% 9% 17% 9% 318% 199% 91% 48% 0% 92% 0% 230% 33% 25% 0% 224% 0% 0% 0% 103% 46% 0% 0%

$

1,476,400 7,956 113,553 196,912 19,488 185,000 155,000 2,541,298 25,166 238,877 30,000 800 23,034 131,559 51,690 45,977 30,000 3,000 7,000 1,000 6,793 101,867 102,164 212,758

4% 0% 4% 0% 4% 68% 199% 60% 5% 1% 15% 0% 0% 33% 25% 0% 9% 0% 0% 0% 0% 49% 3006% -11%

$

3,587,427

$

3,613,163

$

4,363,007

$

6,897,397

58%

$

5,707,292

31%

Expenses Related to Asset Acquisition Capital Outlay - Replacement Non Capital Outlay Capital Outlay Depreciation

520,004 342,433

499,462 3,147,818 348,114

171% 465% 0%

10,892,791

100%

Total Operating Expenses

58100 58110 58200 58211

2013-2014 Actual

Total Annual Budget

$

4,449,864

60,613 827,377 12,105 538,547 $

5,051,804

184,041 557,000 348,114 $

5,452,162

$

348,114 $

6,055,406

-100% -100% 0% 11%

Personnel Summary Range

Class 44 44 36 36 29 29 29 29 29 25 25 25 25 24 22 22 20 19 17 16 16 16 16 14 8

Director of Information Technology Chief Information Officer Assistant Director of Information Techno Assistant Chief Information Officer Project Manager Service Support Manager Network Manager Enterprise Systems Manager Applications Development Manager Systems Analyst Database Administrator Network Engineer Systems Administrator Programmer/Analyst II LAN Administrator Network Coordinator Programmer/Analyst I Radio & Electronics Supervisor Computer Support Technician GIS Technician Software Application Specialist Computer Operator Radio & Electronics Technician Technical Assistant Records Management Technician

Number of Full-Time Positions

2012-2013 Actual

2013-2014 Actual

-

2014-2015 Budget 1

1

-

1

-

-

1 -

1

1 1

-

1 2 1 1 2 -

24

3 1 2

-

-

1 2 3 -

1 2 1 1

1 2 1 1

25

25

1 1 1 1 -

2 1 2 1 1 1 1 1 1 4 1

1 1

1 2 3

1 -

1 1 1 1

-

1 2 4 1 1 2 1 1

1

1 1 1 1

1 1

1 -

-

-

-

1

1

3 1 2

2015-2016 Adopted

-

1 1 1 1

-

2015-2016 Requested

-

3 1 2 1 1 1 1 4 2 -

2 1 25

2 1 25

217


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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 Department also provides service to the Western Tidewater Regional Jail and the Western Tidewater Community Services Board, as well as houses a portion of the school transportation personnel and supplies them with controlled inventory and computerized maintenance records. FY 2015 ACCOMPLISHMENTS 

Continued high fleet availability of nearly 90% and work order completion time of less than 6 days, despite acquisition and up fitting of over 130 vehicles/equipment

Maintained parts stockroom efficiency by sustaining an annual inventory turns rate of 4.7 throughout FY 2014/2015

Preserved an immediate parts fill rate of 80%.

FY 2016 OBJECTIVES 

To continue to utilize any/all municipal, state contracts available for purchase of city assets to ensure Fleet is receiving best possible price. (Goal 1: Promote strong financial management and fiscal accountability)

To continue to maintain a strong replacement program to ensure fleet customers have safe, proper equipment to complete goals and objectives, and lower expense of repairing an aging fleet. (Goal 2: Provide effective and efficient programs and services that are accountable and customer focused)

To communicate clearly with departments to understand their fleet needs to better serve the community. (Goal 3: Promote a safe, healthy, and diverse community to live, work, learn, and play)

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 2014 Actual 5,265 5.9 days 88% 4.7 80%

FY 2015 Projected 5,400 5 days 90% 4.7 80%

FY 2016 Estimate 5,400 4.5 days 90% 4.7 80%

218


FLEET MANAGEMENT FUND Revenue 2012-2013 Actual Interest on Investments $ Sale of Service - Interfund Revenue Sale of Service - Intergovernmental Revenue Sale of Surplus Property Miscellaneous Transfer from RM Fund - Maintenance Equipment Capital Transfer from RM Fund - Traffic-Equipment Capital Transfer from Stormwater-Engineering - Equipment Capital Transfer from Stormwater-Mosq - Equipment Capital Transfer from Refuse Fund-Equipment Capital Transfer from Fund Balance Total Revenue

$

2013-2014 Actual

2014-2015 Budget

2015-2016 Requested

% Chng

2015-2016 Adopted

14,119 9,232,584 871,296 163,125 17,928 1,239,000 348,000 78,000 76,000 23,000 -

$

3,261 8,976,154 869,318 363,127 3,513 2,443,000 48,000 -

$

11,343,656 907,400 2,130,000 251,000 266,000 -

$

10,742,704 881,000 -

$ -5% -3% -100% -100% -100% -

12,063,052

$

12,706,373

$

14,898,056

$

11,623,704

-22%

2015-2016 Requested

% Chng

$

% Chng

9,238,704 885,000 1,500,000

-19% -2% -100% -100% -100% -

11,623,704

-22%

Expenditure Summary 2012-2013 Actual

2013-2014 Actual

2014-2015 Budget

2015-2016 Adopted

% Chng

Fleet Management

$

10,361,048

$

10,720,695

$

14,898,056

$

11,623,704

-22%

$

11,623,704

-22%

Total Expenditures

$

10,361,048

$

10,720,695

$

14,898,056

$

11,623,704

-22%

$

11,623,704

-22%

Sale of Service - Intergovernmental Revenue - includes Fleet service to WTCSB, Health Dept., WTRJ, School Transportation, VRT.

219


DIVISION: FLEET MANAGEMENT (Department of Public Works) Budget Detail 2012-2013 Actual

Account Number: 601-1252051100.02 51100.04 51100.26 52100 52210 52400 53000.16 53300 53320 53500 54100 54500 55100 55210 55230 55410 55500 55810 56001 56007.04 56007.06 56011 56014 56017 91400-59902 95100-59120 93000-50000.165

Salaries and Wages $ Salaries and Wages - Overtime Special Compensation FICA VRS Retirement Group Life Purchased Services - Refuse Collection Repairs and Maintenance Maintenance Service Contracts Printing and Binding Information Technology Risk Management Utilities Postal Services Telecommunications 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 Contingency Interest Indirect Costs

2013-2014 Actual

2014-2015 Budget

2015-2016 Requested

% Chng

803,692 6,721 19,748 59,877 137,574 9,568 18,388 9,587 197 55,588 624,881 31,688 87 2,062 35,145 4,777 1,039 3,061 2,314,009 1,946,986 4,578 42,850 4,842 34,901 105,155 321,144

$

850,533 31,975 4,133 64,611 139,426 10,202 1,781 32,921 9,378 55,202 657,223 32,377 54 1,515 16,428 1,839 1,054 1,251 2,217,226 2,122,646 5,079 32,336 5,913 118,191 429,043

$

914,257 26,520 71,969 140,328 12,068 1,854 40,200 11,000 1,100 96,504 632,636 41,000 150 7,378 41,160 5,933 1,465 5,000 2,712,000 1,929,013 8,000 45,000 4,872 159,510 221,490 222,378

$

933,750 26,520 73,461 138,569 12,326 1,854 40,200 13,000 1,100 96,504 632,636 41,000 150 7,378 41,160 5,993 1,465 3,000 2,345,200 2,136,868 8,000 45,000 4,872 170,054 222,378

$

6,598,148

$

6,842,337

$

7,352,785

$

7,002,438

-5%

Expenses Related to Asset Acquisition 58200 Capital Outlay 58211 Depreciation

3,762,900

4,621,266

-100% -6%

11,623,704

-22%

Total Operating Expenses

Total Annual Budget

$

10,361,048

67,534 3,810,824 $

10,720,695

2,647,000 4,898,271 $

14,898,056

$

2015-2016 Adopted

2% $ 0% 2% -1% 2% 0% 0% 18% 0% 0% 0% 0% 0% 0% 0% 1% 0% -40% -14% 11% 0% 0% 0% -100% -23% 0% $

$

934,011 26,520 73,481 127,561 12,329 1,854 40,200 13,000 1,100 83,911 629,003 41,000 150 7,378 41,160 5,993 1,465 3,000 2,345,200 2,136,868 8,000 45,000 4,872 12,679 226,863 228,352

2% 0% 2% -9% 2% 0% 0% 18% 0% -13% -1% 0% 0% 0% 0% 1% 0% -40% -14% 11% 0% 0% 0% -92% 2% 3%

7,050,950

-4%

4,572,754

-100% -7%

11,623,704

-22%

55410 - Lease of Equipment: Generator 56014 - Other Operating Supplies: Cleaning & janitorial, shop supplies, first aid, safety kleen. Personnel Summary

Range

Class 38 25 21 19 14/16/17 14 14 12 11 8

Fleet & Equipment Services Manager Asst. Fleet & Equipment Svcs Mgr Automotive Mechanic Supervisor Automotive Lead Mechanic Automotive Mechanic I, II and III Fleet Accounting Coordinator Parts & Procurement Specialist Secretary I Automotive Stockroom Clerk Office Assistant I

Number of Full-Time Positions

2012-2013 Actual

2013-2014 Actual

2014-2015 Budget

2015-2016 Requested

% Chng

2015-2016 Adopted

1 1 1 1 12 1 1 1 2 -

1 1 1 1 12 1 1 2 1

1 1 1 2 11 1 1 2 1

1 1 1 2 11 1 1 2 1

1 1 1 2 11 1 1 2 1

21

21

21

21

21

220


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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 2015 ACCOMPLISHMENTS 

Implemented health plan design changes and revised stop loss insurance resulting in NO INCREASE in healthcare costs for employees or the city for plan year 2015. Improved the Health Risk Assessment tool by utilizing the Well Being Assessment provided by Anthem with approximately 500 employees completing the assessment. Initiated a city-wide Safety Team for the top 5 high-risk departments and a city-wide Safety Team for all other city departments.

Workers Compensation Claims 250

268 218 184

200

194

176

150 Series 1 100 50 0 2010

2011

2012

2013

2014

FY 2016 OBJECTIVES 

Manage rising costs of healthcare through leading edge plan design and integration of wellness. (Goal 1: Promote strong financial management and fiscal accountability)

Improve employee well-being and productivity, reduce healthcare costs, reduce absenteeism and enhance the overall well-being of the organization. (Goal 2: Provide effective and efficient programs and services that are accountable and customer focused)

STATISTICS/PERFORMANCE MEASURES Safety Programs: Number of workers compensation claims filed Number of property & liability claims filed Wellness Programs: Number of wellness programs provided for City staff Number of wellness programs participants

FY 2014 Actual

FY 2015 Projected

FY 2016 Estimate

194 228

164 166

154 150

46 1,767

55 1,900

60 2,000

221


RISK MANAGEMENT FUND Revenue 2012-2013 Actual

2013-2014 Actual

2014-2015 Budget

2015-2016 Requested

% Chng

2015-2016 Adopted

% Chng

Sale of Service - Interfund Revenues Employee Premiums Interest Insurance Recoveries Miscellaneous Revenue Transfer from Fund Balance

$

14,818,632 2,668,879 35,337 52,107 5,611 -

$

14,966,347 3,116,053 36,123 128,839 225 -

$

14,502,310 2,751,418 -

$

15,224,345 2,000,000 -

5% -27% -

$

13,977,600 2,580,000 2,800,000

-4% -6% -

Total Revenue

$

17,580,565

$

18,247,587

$

17,253,728

$

17,224,345

0%

$

19,357,600

12%

Expenditure Summary 2012-2013 Actual

2013-2014 Actual

2014-2015 Budget

2015-2016 Requested

% Chng

2015-2016 Adopted

% Chng

Risk Management

$

17,299,874

$

16,234,220

$

17,253,728

$

17,224,345

0%

$

19,357,600

12%

Total Expenditures

$

17,299,874

$

16,234,220

$

17,253,728

$

17,224,345

0%

$

19,357,600

12%

* Includes funding for OPEB (Post Employment Benefit) funding requirement per GASB 45. * Includes funding for State unfunded Line of Duty Mandate.

222


DEPARTMENT: RISK MANAGEMENT (Department of Human Resources) Budget Detail 2012-2013 Actual

Account Number: 606-01255051100.02 51000.06 52100 52210 52400 53100 54100 54200 55210 55230 55300 12552-55300 12553-55300 55420 55500 55810 12551-55815 55825 12551-55825 12552-55825 12553-55825 12554-56026 56001 56012 56014 56017 58200 58211 91400-59902 93000-50000.165 93000-50000.310

Salaries and Wages $ 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 Lease/Rent of Building Travel and Training Dues & Memberships Post Employment Benefits (OPEB) Insurance Claims Claims Payments - Health Claims Payments - Workers Compensati Claims Payments - Property/Casualty Health & Wellness - Special Events Office Supplies Books and Subscriptions Other Operating Supplies Copier Costs Capital Outlay - Additions Depreciation Contingency Indirect Costs Transfer to Capital Projects (GF repay of 08' lo

Total Operating Expenses

$

2013-2014 Actual

248,920 20,570 19,657 39,934 2,794 36,710 10,489 18,848 66 3,077

$

2014-2015 Budget

199,020 59,932 19,144 30,353 2,294 41,612 14,538 18,011 1,984 2,908

$

2015-2016 Requested

222,108 29,164 19,222 32,961 2,932 40,000 13,539 24,800 500 3,651

$

% Chng

376,618 48,000 28,811 55,890 4,971 65,054 13,539 24,800 500 3,651

70% 65% 50% 70% 70% 63% 0% 0% 0% 0%

2015-2016 Adopted $

341,116 29,164 28,326 45,985 4,503 65,054 21,836 19,100 500 3,651

54% 0% 47% 40% 54% 63% 61% -23% 0% 0%

746,766 1,341,036 4,428 8,197 1,610 1,865,700

373,485 2,084,349 4,428 1,428 3,390 1,512,700

752,992 1,449,428 4,428 5,000 1,840 -

756,062 1,422,878 4,428 5,000 2,840 -

0% -2% 0% 0% 54% -

738,005 1,440,599 4,428 5,000 1,840 1,800,000

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

11,659,536 257,986 (340,792) 16,895 2,408 3,058 8,251 6,498 55,856 86,404 1,174,975

11,507,627 (6,802) 126,900 16,636 1,903 1,332 2,556 5,704 98,419 110,370 -

13,757,088 670,000 100,000 13,895 2,500 3,000 5,385 6,319 92,976 -

13,501,113 600,000 180,000 13,895 2,500 3,500 11,000 6,319 92,976 -

-2% -10% 80% 0% 0% 17% 104% 0% 0% -

13,900,000 600,000 180,000 13,895 2,500 3,000 6,000 6,319 8,419 88,360 -

1% -10% 80% 0% 0% 0% 11% 0% -5% -

17,224,345

0%

19,357,600

12%

17,299,874

$

16,234,220

$

17,253,728

$

$

Personnel Summary

Range

Class 31 30 30 20 19 17

Risk Benefits & Wellness Manager Risk Manager Benefit Manager Safety Officer Human Resources Generalist (Wellness) Risk Management Coordinator

Number of Full-Time Positions

% Chng

2012-2013 Actual

2013-2014 Actual

-

2014-2015 Budget

1

-

2015-2016 Requested 1

1 -

-

2015-2016 Adopted 1

-

1 -

2 1 1

1 1 1

1 1 1

1 1 2 1

1 1 2 1

5

4

4

6

6

223


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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, 4 middle schools, 3 high schools, 1 alternative school, and the Pruden Center for Industry & Technology. The overall student/teacher ratio is 25 to 1. Approximately 74% of students move on to postsecondary education. 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) Accreditation High School Graduation Rate (Four Year Cohort) Percent of students receiving Advanced Diploma Percent of students enrolled in Advanced Placement courses Percent of students enrolled in Dual Enrollment courses Total SAT Scores High School Dropout Rate (Four Year Cohort)

SY 2012 Actual 13,923 100% 84.1% 45.3% 7.4% .43% 1,355 9.9%

SY 2013 Actual 13,930 100% 87.2% 40.7% 8.8% 1.35% 1,360 8.1%

SY 2014 Actual 14,420 100% 86.4% 46% 10% 3% 1,350 8.8%

224


SCHOOL OPERATING FUND Revenue 2012-2013 Actual

2013-2014 Actual

State / Federal / Other Transfer from General Fund - Local Support

$

92,075,752 49,163,443

$

88,230,062 50,176,881

Total Revenue

$

141,239,194

$

138,406,943

2014-2015 Budget $

97,931,668 50,193,952

$ 148,125,620

2015-2016 Requested $

% Chng

2015-2016 Adopted

% Chng

97,335,108 54,096,837

-1% 8%

$

97,335,108 54,096,837

-1% 8%

$ 151,431,945

2%

$

151,431,945

2%

Expenditure Summary 2012-2013 Actual

2013-2014 Actual

2014-2015 Budget

2015-2016 Requested

% Chng

2015-2016 Adopted

% Chng

School Operating Expenditures

$

136,801,638

$

139,222,506

$ 148,125,620

$ 151,431,945

2%

$

151,431,945

2%

Total Expenditures

$

136,801,638

$

139,222,506

$ 148,125,620

$ 151,431,945

2%

$

151,431,945

2%

225


SCHOOL OPERATING FUND Budget Detail 2012-2013 Actual

Account Number: 205-610000-51000 Instruction Administration and Attendance Health and Psychology Pupil Transportation Operation and Maintenance Food Services Technology

$

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

$

98,557,882 3,807,377 1,817,814 7,469,320 13,422,419 6,427,570 4,819,866

2013-2014 Actual $

479,390 136,801,638

100,955,370 3,171,230 1,803,174 7,826,300 12,154,580 7,089,578 5,729,446

2014-2015 Budget $

492,828 $

139,222,506

110,136,012 3,465,486 1,899,436 7,874,322 13,252,294 7,478,228 6,000,044

2015-2016 Requested $

509,899 (2,490,101) $

148,125,620

$

% Chng

2015-2016 Adopted

% Chng

112,198,606 3,374,342 1,898,356 7,651,738 12,504,050 7,440,301 5,837,768

2% -3% 0% -3% -6% -1% -3%

$ 112,198,606 3,374,342 1,898,356 7,651,738 12,504,050 7,440,301 5,837,768

2% -3% 0% -3% -6% -1% -3%

526,784 -

3% -

526,784 -

3% -

151,431,945

2%

$ 151,431,945

226

2.23%


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Appendix


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CITY OF SUFFOLK, VIRGINIA FISCAL YEAR 2015-16' 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 Grounds Maintenance Capital Programs & Facilities Total Public Works Health and Welfare: Social Services Comprehensive Services Act Total Health and Welfare

2012-2013 Budget

2013-2014 Budget

2014-2015 Budget

2015-2016 Budget

2 7 4 9 9 12 16 16 14 3 2 94

2 7 4 9 10 12 16 15 14 4 2 95

2 7 4 9 10 12 17 15 16 4 2 98

2 7 3 9 7 12 17 16 17 4 2 96

2 14 25 24 65

2 14 25 24 65

2 14 25 24 65

2 14 25 24 65

214 27 10 27 253 531

214 27 10 26 253 530

213 27 10 26 252 528

213 27 10 26 252 528

2 4 24 30

2 4 24 30

2 0 24 26

2 0 24 26

104 1 105

103 2 105

103 2 105

103 2 105

227


CITY OF SUFFOLK, VIRGINIA FISCAL YEAR 2015-16' 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

2012-2013 Budget

2013-2014 Budget

2014-2015 Budget

2015-2016 Budget

5 0 5 19 0 16 31 76

5 0 6 19 0 22 31 83

4 2 6 19 4 21 31 87

4 2 6 19 4 21 31 87

14 5 3 6 28 929

14 5 3 6 28 936

14 5 3 6 28 937

14 5 3 6 28 935

0 3

0 3

0 3

0 3

99 23 125

101 23 127

99 23 125

100 24 127

9 18 27 25 28 15

8 18 26 26 30 15

9 18 27 25 30 15

9 20 28 25 28 15

42

41

40

40

28 7 199

31 7 202

38 7 209

38 7 210

228


CITY OF SUFFOLK, VIRGINIA FISCAL YEAR 2015-16' OPERATING AND CAPITAL BUDGET Personnel Summary

Internal Service Funds: Fleet Management Information Technology Risk Management Total Internal Service Funds Total All Funds

2012-2013 Budget

2013-2014 Budget

2014-2015 Budget

2015-2016 Budget

21 24 5 50 1,303

21 25 4 50 1,315

21 25 4 50 1,321

21 25 6 52 1,324

229


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CAPITAL IMPROVEMENTS PLAN SUMMARY BY FUND FY 2016 - 2025 PLANNED EXPENDITURES

5 Year Summary Previous Funding

2015-2016

2016-2017

PUBLIC UTILITIES FUND

7,332,500

RT. 17 TAXING DISTRICT FUND

1,900,000

STORMWATER FUND

3,575,000

REFUSE FUND

2017-2018

19,662,500 -

2018-2019

12,700,000

2019-2020

19,250,000

5 Year Subtotal

19,368,000

78,313,000

6-10 Year Subtotal

10 Year Total

106,106,000

184,419,000

-

-

-

1,900,000

-

1,900,000

325,000

-

-

-

3,900,000

-

3,900,000

4,500,000

6,500,000

-

-

-

11,000,000

-

11,000,000

GENERAL GOV'T. FUND

31,568,914

41,788,994

31,828,544

38,672,848

28,681,151

172,540,450

285,597,246

458,137,696

TOTAL ALL FUNDS:

48,876,414

68,276,494

44,528,544

57,922,848

48,049,151

267,653,450

391,703,246

659,356,696

FUNDING SOURCES Previous Funding Public Utility Revenue Bonds Transfer from Public Utility Fund PUBLIC UTILITIES FUND General Obligation Bonds RT. 17 TAXING DISTRICT FUND State Transportation Funds Transfer from Stormwater Fund

2015-2016

2016-2017

2017-2018

2018-2019

2019-2020

5 Year Subtotal

6-10 Year Subtotal

10 Year Total

5,332,500 2,000,000

17,162,500 2,500,000

9,700,000 3,000,000

15,750,000 3,500,000

15,868,000 3,500,000

63,813,000 14,500,000

77,106,000 29,000,000

140,919,000 43,500,000

7,332,500

19,662,500

12,700,000

19,250,000

19,368,000

78,313,000

106,106,000

184,419,000

1,900,000

-

-

-

-

1,900,000

-

1,900,000

1,900,000

-

-

-

-

1,900,000

-

1,900,000

1,950,000 1,625,000

325,000

-

-

-

1,950,000 1,950,000

-

1,950,000 1,950,000

3,575,000

325,000

-

-

-

3,900,000

-

3,900,000

4,500,000

6,500,000

-

-

-

11,000,000

-

11,000,000

4,500,000

6,500,000

-

-

-

11,000,000

-

11,000,000

3,095,000 3,450,400 1,650,000 260,000 3,386,409 19,727,105

3,589,320 5,554,658 2,710,000 29,935,016

2,100,000 5,145,000 3,860,000 20,723,544

11,100,000 50,000 2,365,000 25,157,848

10,000,000 25,000 4,050,000 14,606,151

29,884,320 14,225,058 1,650,000 260,000 16,371,409 110,149,663

30,200,000 125,000 15,900,000 239,372,246

60,084,320 14,350,058 1,650,000 260,000 32,271,409 349,521,909

GENERAL GOV'T. FUND

31,568,914

41,788,994

31,828,544

38,672,848

28,681,151

172,540,450

285,597,246

458,137,696

TOTAL ALL FUNDS:

48,876,414

68,276,494

44,528,544

57,922,848

48,049,151

267,653,450

391,703,246

659,356,696

GO Debt Capacity per Financial Advisor:

30,000,000

30,000,000

30,000,000

30,000,000

30,000,000

0

0

0

0

0

STORMWATER FUND General Obligation Bonds REFUSE FUND State Transportation Funds State/Federal Grant Funds Transfer from Public Utilities Fund Transfer from Rt. 17 Tax District Fund Transfer from General Fund General Obligation Bonds

GO Debt Capacity Shortfall:

Annual Operating Impact

2015-2016

2016-2017

2017-2018

2018-2019

2019-2020

UTILITY FUND - OPERATIONS: ANTICIPATED DEBT SERVICE: UTILITY FUND - CAPITAL CASH:

2,000,000

533,250 500,000

1,716,250 500,000

970,000 500,000

1,575,000 0

PUBLIC UTILITIES FUND

2,000,000

1,033,250

2,216,250

1,470,000

1,575,000

STORMWATER FUND:

-

-

-

-

-

GENERAL FUND - OPERATIONS: ANTICIPATED DEBT SERVICE: GENERAL FUND - CAPITAL CASH:

3,386,409

35,000 1,972,710 (676,409)

2,300,000 2,993,502 1,150,000

GENERAL GOV'T. FUND

3,386,409

1,331,301

6,443,502

787,354

4,867,285

4.140

1.627

7.877

0.962

5.950

General Fund Real Estate Tax Rate Impact:

210,000 2,072,354 (1,495,000)

666,500 2,515,785 1,685,000

230


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CAPITAL IMPROVEMENTS PLAN GENERAL GOV'T. FUND FY 2016 - 2025 General Government Projects Planned Expenditures

5 Year Summary Previous Funding

2015-2016

2016-2017

2017-2018

2018-2019

2019-2020

5 Year Subtotal

6-10 Year Subtotal

10 Year Total

Parks & Recreation Public Building & Facilities Public Safety Transportation Public Schools Village and Neighborhood Initiatives

425,000 3,240,000 678,631 6,673,178 19,802,105 750,000

675,000 1,620,000 907,911 10,883,978 27,702,105 -

6,850,000 8,912,259 1,391,285 4,200,000 8,975,000 1,500,000

4,800,000 9,436,776 1,161,072 22,200,000 1,075,000 -

700,000 3,682,259 1,723,892 20,000,000 1,075,000 1,500,000

13,450,000 26,891,294 5,862,791 63,957,156 58,629,209 3,750,000

5,800,000 4,150,000 56,153,184 60,400,000 156,094,062 3,000,000

19,250,000 31,041,294 62,015,975 124,357,156 214,723,271 6,750,000

Total General Government:

31,568,914

41,788,994

31,828,544

38,672,848

28,681,151

172,540,450

285,597,246

458,137,696

General Government Projects Funding Sources

Previous Funding

2015-2016

2016-2017

2017-2018

2018-2019

5 Year Subtotal

State Transportation Funds State/Federal Grant Funds Transfer from Public Utilities Fund Transfer from Rt. 17 Tax District Fund Transfer from General Fund General Obligation Bonds Revenue Based Financing

3,095,000 3,450,400 1,650,000 260,000 3,386,409 19,727,105 -

3,589,320 5,554,658 2,710,000 29,935,016 -

2,100,000 5,145,000 3,860,000 20,723,544 -

11,100,000 50,000 2,365,000 25,157,848 -

10,000,000 25,000

Total General Government:

31,568,914

41,788,994

31,828,544

38,672,848

Annual Operating Impact

2015-2016

2016-2017

2017-2018

2018-2019

6-10 Year Subtotal

10 Year Total

4,050,000 14,606,151 -

29,884,320 14,225,058 1,650,000 260,000 16,371,409 110,149,663 -

30,200,000 125,000 15,900,000 239,372,246 -

60,084,320 14,350,058 1,650,000 260,000 32,271,409 349,521,909 -

28,681,151

172,540,450

285,597,246

458,137,696

2019-2020

Parks & Recreation Public Building & Facilities Public Safety Transportation Public Schools Village and Neighborhood Initiatives

-

35,000 -

2,300,000 -

210,000 -

316,500 350,000 -

Total Operating Cost

-

35,000

2,300,000

210,000

666,500

231


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CAPITAL IMPROVEMENTS PLAN PARKS AND RECREATION FY 2016 - 2025 Parks and Recreation Planned Expenditures

Parks & Rec-Capital Maintenance Parks Maintenance and Storage Facility Lone Star Lodge Trail Enhancements Driver Park Sports Complex Ph I Sleepy Hole Park Renovation East Suffolk Athletic Fields Water Access Sportsplex-Nansemond Joint Use Facilities

5 Year Summary Previous Funding 400,000 250,000 50,000 100,000

Total

2015-2016

2016-2017

2017-2018

425,000 -

425,000 50,000 200,000 -

400,000 3,500,000 600,000 250,000 1,500,000

425,000

675,000

2018-2019

2019-2020

5 Year Subtotal

6-10 Year Subtotal

10 Year Total

600,000

400,000 1,000,000 50,000 2,250,000 100,000 1,000,000

400,000 300,000 -

2,050,000 3,500,000 1,600,000 100,000 2,500,000 600,000 1,500,000 1,600,000

2,000,000 200,000 600,000 1,500,000 1,500,000

4,050,000 3,500,000 1,600,000 300,000 2,500,000 1,200,000 1,500,000 1,500,000 3,100,000

6,850,000

4,800,000

700,000

13,450,000

5,800,000

19,250,000

Parks and Recreation Funding Sources

Trail Enhancements (50% State) Sleepy Hole Park Renov (Federal) State/Federal Grant Funds Parks & Rec-Capital Maint. Trail Enhancements Sleepy Hole Park Renovation Transfer from General Fund

Previous Funding

2015-2016

2016-2017

2017-2018

2018-2019

2019-2020

General Obligation Bonds

425,000 425,000 -

25,000 25,000 50,000 425,000 25,000 175,000 625,000 -

400,000 400,000 3,500,000 600,000 250,000 1,500,000 600,000 6,450,000

25,000 25,000 50,000 400,000 25,000 75,000 500,000 1,000,000 2,250,000 1,000,000 4,250,000

25,000 25,000 400,000 275,000 675,000 -

Total

425,000

675,000

6,850,000

4,800,000

700,000

Parks Maintenance and Storage Facility Lone Star Lodge Driver Park Sports Complex Ph I East Suffolk Athletic Fields Water Access Sportsplex-Nansemond Joint Use Facilities

Annual Operating Impact

2015-2016

2016-2017

2017-2018

2018-2019

5 Year Subtotal

6-10 Year Subtotal

10 Year Total

125,000

125,000

250,000

2,625,000

2,675,000

5,300,000

10,700,000

3,000,000

13,700,000

13,450,000

5,800,000

19,250,000

2019-2020

Parks & Rec-Capital Maintenance Parks Maintenance and Storage Facility Lone Star Lodge Trail Enhancements Driver Park Sports Complex Ph I Sleepy Hole Park Renovation East Suffolk Athletic Fields Water Access Sportsplex-Nansemond Joint Use Facilities

-

35,000 -

-

200,000 10,000 -

200,000 116,500 -

Total Operating Cost

-

35,000

-

210,000

316,500

232


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 kept safe for continued public use and enjoyment. Funding addresses a variety of issues such as risk management mandates, compliance with the Americans with Disabilities Act (ADA); fire safety and building code compliance; lighting upgrades; and repair and/or replacement of antiquated shelters, restrooms, offices, and storage buildings. Other improvements include drainage, roadway, parking, landscaping, water and sewer connections, and minor alterations.

FY 16 $425,000

FY 17 $425,000

FY 18 $400,000

FY 19 $400,000

FY 20 $400,000

FY 21-25 $2,000,000

Total $4,050,000

Operating Costs: The project will not have an operating impact on the City.

Parks Maintenance and Storage Facility The project is for acquisition and/or development of property for a new maintenance/storage/office compound for the department’s maintenance, building, and landscaping staff and equipment. FY18 funding is for design and construction. The compound will consist of 10,000 square feet of office and warehouse space. This will include infrastructure improvements, water and sewer connections, and upgrades to facility structure for special events.

FY 16 $0

FY 17 $0

FY 18 $3,500,000

FY 19 $0

FY 20 $0

FY 21-25 $0

Total $3,500,000

Operating Costs: The projected annual operating cost of the maintenance storage facility is $200,000 beginning in FY 19.

233


Parks and Recreation Lone Star Lodge The project will provide for the construction of a new lodge at Lone Star Lakes Park. The new facility will include a 5,000 square foot building with restrooms, a small kitchen, and improved parking and access. The building will be used for summer camps and small special event rentals.

FY 16 $0

FY 17 $0

FY 18 $600,000

FY 19 $1,000,000

FY 20 $0

FY 21-25 $0

Total $1,600,000

Operating Costs: The projected annual operating cost of the new Lone Star Lodge is $200,000 for utilities, staffing and program supplies beginning in FY 20.

Trail Enhancements This project will provide for enhancements to existing trails at the City’s regional parks. The total FY 17 allocation is $50,000 including grant and local matching funds.

FY 16 $0

FY 17 $50,000

FY 18 $0

FY 19 $50,000

FY 20 $0

FY 21-25 $200,000

Total $300,000

Operating Costs: This project will not have an operating impact on the City in FY16.

234


Parks and Recreation

Driver Athletic Complex The project will fund the Driver Athletic Complex and will construct softball/baseball fields at the Driver Transmitter Station site. The Driver Athletic Complex will provide a facility to host major softball/baseball tournaments in Suffolk, creating a positive economic impact for local businesses, and providing recreational enjoyment citywide. FY 18 funding will be used for the design and FY 19 funding will be used for construction.

FY 16 $0

FY 17 $0

FY 18 $250,000

FY 19 $2,250,000

FY 20 $0

FY 21-25 $0

Total $2,500,000

Operating Costs: The projected annual operating cost of the Driver Athletic Complex is $116,500 for staffing, utilities, lease and rent of equipment, and supplies beginning in FY 20.

Sleepy Hole Park Renovation The project involves the renovation and addition of the 66 acre Sleepy Hole Park. The project will consist of the development of 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 restrooms, creation of an adventure camp and group camping area, and ropes course. The project will also feature additional amenities such as a dog park, interpretive center, amphitheater, and shelters along the river. FY 16 $0

FY 17 $200,000

FY 18 $0

FY 19 $100,000

FY 20 $300,000

FY 21-25 $600,000

Total $1,200,000

Operating Costs: The projected annual operating cost of the park renovations is $35,000 for Utilities and part-time park attendant beginning in FY 17.

235


Parks and Recreation East Suffolk Athletic Fields This project is for the acquisition and development of property around the East Suffolk Recreation Center for multi-use athletic fields.

FY 16 $0

FY 17 $0

FY 18 $1,500,000

FY 19 $0

FY 20 $0

FY 21-25 $0

Total $1,500,000

Operating Costs: The projected annual operating cost of the East Suffolk Athletic Fields is $10,000 for utilities beginning in FY19.

Water Access Sportsplex-Nansemond The project will provide for the construction of a pier for fishing and canoe/kayak access to the Nansemond River as well as development of required parking, restroom facilities, and a picnic shelter.

FY 16 $0

FY 17 $0

FY 18 $0

FY 19 $0

FY 20 $0

FY 21-25 $1,500,000

Total $1,500,000

Operating Costs: The projected annual operating cost is $10,000 for utilities beginning in FY 22.

236


Parks and Recreation Joint Use Facilities The project will provide for the continued development of joint-use recreation facilities that are shared with Suffolk Public Schools. The development includes renovation to existing joint use facilities and architecture and engineering for new facilities.

FY 16 $0

FY 17 $0

FY 18 $600,000

FY 19 $1,000,000

FY 20 $0

FY 21-25 $1,500,000

Total $3,100,000

Operating Costs: The projected annual operating cost of the joint use facilities is $10,000 for utilities beginning in FY 22.

237


CAPITAL IMPROVEMENTS PLAN PUBLIC BUILDINGS AND FACILITIES FY 2016 - 2025 Public Building and Facilities Planned Expenditures

City Airport: Parallel Taxiway (2% local) Parking Expan & Entrance Imprv (20% local) Taxi Rehab-Construction (20% local) Runway 4-22 Obstruction Removal (2% local) Runway 4-22 Rehabilitation (2% local) Airport Maintenance Building (50% local) Airport Layout Plan Update (2% local) City Buildings: Public Building Capital Maintenance Central Library /W.Washington St. Plan

5 Year Summary Previous Funding

150,000 75,000

2015-2016

2016-2017

2017-2018

-

2019-2020

80,000

1,050,000 500,000 400,000 400,000 30,000 -

750,000 100,000 -

5,000,000 250,000

750,000 2,000,000

860,000 -

770,000 -

780,000 2,882,259

790,000 8,646,776

800,000 2,882,259

3,240,000

1,620,000

8,912,259

9,436,776

3,682,259

Total

-

2018-2019

-

5 Year Subtotal

1,050,000 500,000 400,000 400,000 5,780,000 100,000 250,000

4,000,000 14,411,294 26,891,294

6-10 Year Subtotal

-

10 Year Total

1,050,000 500,000 400,000 400,000 5,780,000 100,000 250,000

4,150,000 -

8,150,000 14,411,294

4,150,000

31,041,294

Public Building and Facilities Funding Sources

Previous Funding

2015-2016

Parallel Taxiway (90% Federal) Parallel Taxiway (8% State) Parking Expan & Entrance Imprv (80% State) Taxi Rehab-Construction (80% State) Runway 4-22 Obstruction Removal (90% Federal) Runway 4-22 Obstruction Removal (8% State) Runway 4-22 Rehabilitation (90% Federal) Runway 4-22 Rehabilitation (8% State) Airport Maintenance Building (50% State) Airport Layout Plan Update (90% Federal) Airport Layout Plan Update (8% State) State/Federal Grant Funds Parallel Taxiway (2% local)

945,000 84,000 400,000 320,000 360,000 32,000 27,000 2,400 2,170,400 21,000

Parking Expan & Entrance Imprv (20% local)

100,000

Taxi Rehab-Construction (20% Local) Runway 4-22 Obstruction Removal (2% local)

2016-2017

675,000 60,000 50,000 785,000 -

2017-2018

4,500,000 400,000 225,000 20,000 5,145,000 -

2018-2019

2019-2020

-

-

-

-

-

-

5 Year Subtotal

8,100,400

-

10 Year Total

8,100,400

80,000 8,000

-

Runway 4-22 Rehabilitation (2% local)

600

15,000

Airport Maintenance Building (50% local)

-

50,000

100,000 -

-

-

-

-

-

-

Airport Layout Plan Update (2% local) Public Building Capital Maintenance Transfer from General Fund Central Library /W.Washington St. Plan General Obligation Bonds

860,000 1,069,600 -

770,000 835,000 -

5,000 780,000 885,000 2,882,259 2,882,259

790,000 790,000 8,646,776 8,646,776

800,000 800,000 2,882,259 2,882,259

14,411,294

Total

3,240,000

1,620,000

8,912,259

9,436,776

3,682,259

26,891,294

Annual Operating Impact

6-10 Year Subtotal

2015-2016

2016-2017

2017-2018

2018-2019

4,379,600

4,150,000 4,150,000

8,529,600 14,411,294 31,041,294

2019-2020

City Airport: Parallel Taxiway (2% local) Parking Expan & Entrance Imprv (20% local) Terminal Building Renovation (59% local) Runway 4-22 Obstruction Removal (2% local) Runway 4-22 Rehabilitation (2% local) Airport Maintenance Building (50% local) Airport Layout Plan Update (2% local)

-

-

-

-

City Buildings: Public Building Capital Maintenance Central Library /W.Washington St. Plan

-

-

-

-

350,000

Total Operating Cost

-

-

-

-

350,000

-

238


Public Buildings and Facilities City Airport Parallel Taxiway This project will provide for Phase II & III design and construction of the partial parallel taxiway to improve the efficiency and safety of commercial and general aviation aircraft taxiing from the runway to aviation hangars. The project will be funded through a combination of federal (90%), state (8%), and local (2%) funds.

FY 16 $1,050,000

FY 17 $0

FY 18 $0

FY 19 $0

FY 20 $0

FY 21-25 $0

Total $1,050,000

Operating Costs: The project will not have an operational impact on the City.

Runway 4-22 Obstruction Removal This project will provide for the removal of trees adjacent to and off of both ends of Runway 4-22 to comply with the Federal Aviation Administration regulations for approach surfaces. This project will be funded through a combination of federal (90%), state (8%) and local (2%) funds.

FY 16 $400,000

FY 17 $0

FY 18 $0

FY 19 $0

FY 20 $0

FY 21-25 $0

Total $400,000

Operating Costs: The project will not have an operational impact on the City.

239


Public Buildings and Facilities City Airport

Parking Expansion & Entrance Improvements The project will provide for the design and construction of an expanded Airport Terminal parking lot and entranceway. The improvements will eliminate overflow parking on grass areas and provide better circular access to the Terminal entrance. The project will be funded through a combination of state (80%) and local (20%) funds.

FY 16 $500,000

FY 17 $0

FY 18 $0

FY 19 $0

FY 20 $0

FY 21-25 $0

Total $500,000

Operating Costs: The project will not have an operational impact on the City.

Runway 4-22 Rehabilitation The project will provide for the resurface of the airport’s main runway. The current runway was overlaid in 1990 and is reaching the end of its projected life. The project will be funded through a combination of federal (90%), state (8%) and local (2%) funds.

FY 16 $30,000

FY 17 $750,000

FY 18 $5,000,000

FY 19 $0

FY 20 $0

FY 21-25 $0

Total $5,780,000

Operating Costs: The project will not have an operational impact on the City.

240


Public Buildings and Facilities City Airport Taxiway Rehab-Construction The project will provide for the construction phase of a the rehabilitation of Taxiway “A� and Taxi lanes between T-Hanger D-E & F Project that was started in FY15. This project will be funded through a combination of state (80%) and local (20%) funds.

FY 16 $400,000

FY 17 $0

FY 18 $0

FY 19 $0

FY 20 $0

FY 21-25 $0

Total $400,000

Operating Costs: The project will not have an operational impact on the City.

Airport Maintenance Building The project will provide for the construction of a maintenance building to house airport maintenance equipment. This project will be funded through a combination of state (50%) and local (50%) funds.

FY 16 $0

FY 17 $100,000

FY 18 $0

FY 19 $0

FY 20 $0

FY 21-25 $0

Total $100,000

Operating Costs: The project will not have an operational impact on the City.

241


Public Buildings and Facilities City Airport Airport Layout Plan Update This project will provide for the update of the Airport Layout Plan to include the last 10 years of airport development. The Federal Aviation Administration and State will support the planning exercise to study the future facility requirements. The project will be funded through a combination of federal (90%), state (8%) and local (2%) funds.

FY 16 $0

FY 17 $0

FY 18 $250,000

FY 19 $0

FY 20 $0

FY 21-25 $0

Total $250,000

Operating Costs: The project will not have an operational impact on the City.

242


Public Buildings and Facilities City Buildings Public Building Capital Maintenance A proactive building maintenance program is implemented to protect the City’s significant investment in public buildings. Capital maintenance projects include renovations and repairs to buildings and systems, as well as compliance with Americans with Disabilities Act (ADA) requirements. FY16 funding also includes one-time expenses for security upgrades in the Magistrate's office.

FY 16 $860,000

FY 17 $770,000

FY 18 $780,000

FY 19 $790,000

FY 20 $800,000

FY 21-25 $4,150,000

Total $8,150,000

Operating Costs: The project will not have an operational impact on the City.

Central Library/W. Washington St. Plan This project will provide for the construction of a new Central Library and the redevelopment of West Washington Street from the New Municipal Center site at North Street to Saratoga Street and the Finney Avenue/North Street Connection. The project will also provide for a potential partnership with a community college. FY18 funding is programmed for the final design of the new Central Library facility.

FY 16 $0

FY 17 $0

FY 18 $2,882,259

FY 19 $8,646,776

FY 20 $2,882,259

FY 21-25 $0

Total $14,411,294

Operating Costs: The projected annual operating cost is $350,000 for utilities and building maintenance beginning in FY20.

243


CAPITAL IMPROVEMENTS PLAN PUBLIC SAFETY FY 2016 - 2025 Public Safety Planned Expenditures Fire & Rescue: Fire Engines (Various New Stations) Fire Engines (New/Holland Rd Station) Fire Engines (Replacements) Ambulance (Replacements) Ambulance (Refurbished) Ambulance (Various New Stations ) Ambulance (New Holland Rd Station) Aerial Platform Truck Aerial Ladder Truck Fire Rescue Truck (College Drive) Fire Rescue Truck (New/Holland Rd Station) Fire Tanker Truck Holland Road Fire/PS Ctr Traing (36 staff) Nansmnd & Wilroy Rd Fire Stn (36 staff) Carolina Road Fire Stn (21 staff) College Drive Fire Station (36 staff) Pruden Blvd. Rt. 460 Fire Stn (21 staff) Breathing Air System

5 Year Summary Previous Funding

425,000

Police: Holland Road Fire/PS Ctr Traing (44 staff)

2015-2016

678,631 -

-

Total

678,631

2016-2017

612,166 295,745 -

907,911

2017-2018

612,166 577,406 201,713 -

1,391,285

2018-2019

642,775 310,532 207,765 -

1,161,072

2019-2020

674,913 342,361 206,618 500,000 -

5 Year Subtotal 2,542,020 1,526,044 616,096 678,631 500,000 -

1,723,892

6-10 Year Subtotal

5,862,791

10 Year Total

3,263,908 686,862 1,994,310 890,346 1,626,872 326,058 1,616,336 1,887,583 1,523,511 1,316,066 684,289 8,496,000 4,000,000 4,500,000 4,500,000 4,500,000 500,000

3,263,908 686,862 4,536,330 1,526,044 1,506,442 1,626,872 326,058 1,616,336 2,566,214 1,523,511 1,316,066 684,289 8,496,000 4,500,000 4,500,000 4,500,000 4,500,000 500,000

13,841,043

13,841,043

56,153,184

62,015,975

6-10 Year Subtotal

10 Year Total

Public Safety Funding Sources

Previous Funding

2015-2016

Breathing Air System Ambulance (Replacements) Ambulance (Refurbished) Aerial Ladder Truck Transfer from General Fund Carolina Road Fire Stn (21 staff) College Drive Fire Station (36 staff) Pruden Blvd. Rt. 460 Fire Stn (21 staff) Fire Engines (Various New Stations) Fire Engines (New/Holland Rd Station) Fire Engines (Replacements) Ambulance (Replacements) Ambulance (Refurbished) Ambulance (Various New Stations ) Ambulance (New Holland Rd Station) Aerial Platform Truck Aerial Ladder Truck Fire Rescue Truck (College Drive) Fire Rescue Truck (New/Holland Rd Station) Fire Tanker Truck Holland Road Fire/PS Ctr Traing (36 staff) Nansmnd & Wilroy Rd Fire Stn (36 staff) Holland Road Fire/PS Ctr Traing (44 staff) General Obligation Bonds

678,631 678,631

Total

678,631

Annual Operating Impact

2016-2017

-

2017-2018

-

2018-2019

-

2019-2020

5 Year Subtotal

-

678,631

500,000

1,178,631

-

612,166 295,745 -

612,166 577,406 201,713 -

642,775 310,532 207,765 -

674,913 342,361 206,618 -

-

907,911

1,391,285

1,161,072

500,000 1,723,892

5,184,160

55,653,184

60,837,344

907,911

1,391,285

1,161,072

1,723,892

5,862,791

56,153,184

62,015,975

2015-2016

2016-2017

2017-2018

2018-2019

2019-2020

Fire & Rescue: Fire Engines (Various New Stations) Fire Engines (New/Holland Rd Station) Fire Engines (Replacements) Ambulance (Replacements) Ambulance (Refurbished) Ambulance (Various New Stations ) Ambulance (New Holland Rd Station) Aerial Platform Truck Aerial Ladder Truck Fire Rescue Truck (College Drive) Fire Rescue Truck (New/Holland Rd Station) Fire Tanker Truck Holland Road Fire/PS Ctr Traing (36 staff) Nansmnd & Wilroy Rd Fire Stn (36 staff) Carolina Road Fire Stn (21 staff) Pruden Blvd. Rt. 460 Fire Stn (21 staff) Breathing Air System

-

-

-

-

-

Police: Holland Road Fire/PS Ctr Traing (44 staff)

-

-

-

-

-

Total Operating Cost

-

-

-

-

-

244


Public Safety Fire & Rescue Fire Engines The expansion of fire & 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 16 $0

FY 17 $612,166

FY 18 $612,166

FY 19 $642,775

FY 20 $674,913

FY 21-25 $5,945,080

Total $8,487,100

Operating Costs: Additional annual operating costs are not anticipated in the first 5 years of the CIP. The fire engines that will be purchased during this time period are replacement engines. New fire engines that are purchased in FY21-FY 25 are associated with newly planned fire stations will have additional annual operating costs of $39,612 per fire engine.

Ambulances The expansion of fire & 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. This project also includes the cost of refurbishing several existing ambulances. FY 16 $0

FY 17 $295,745

FY 18 $779,119

FY 19 $518,297

FY 20 $548,979

FY 21-25 $2,843,276

Total $4,985,416

Operating Costs: Additional operating costs are not anticipated in the first 5 years of the CIP. The ambulances that will be purchased during this time period are replacement and refurbished vehicles. New ambulances that are purchased in FY 21-FY 25 and associated with newly planned fire stations will have additional annual operating costs of $37,000 per ambulance.

245


Public Safety Fire & Rescue Aerial Platform Truck The expansion of fire & 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.

FY 16 $0

FY 17 $0

FY 18 $0

FY 19 $0

FY 20 $0

FY 21-25 $1,616,336

Total $1,616,336

Operating Costs: A new aerial platform truck programmed for FY21 will have an annual operating impact of $61,668.

Aerial Ladder Truck The aging of existing aerial ladder trucks requires the acquisition of new and replacement equipment. These trucks provide elevated fire streams, facilitates the rescue of occupants from buildings, can be utilized for specialized rescue applications, provides entry and egress for firefighter during operations at building or access limited structures/locations, and provides 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 16 $678,631

FY 17 $0

FY 18 $0

FY 19 $0

FY 20 $0

FY 21-25 $1,887,583

Total $2,566,214

Operating Costs: Replacement aerial ladder truck programmed for FY 16 will not have an operational impact on the City.

246


Public Safety Fire & Rescue Fire Rescue Truck The expansion of fire & 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 16 $0

FY 17 $0

FY 18 $0

FY 19 $0

FY 20 $0

FY 21-25 $2,839,577

Total $2,839,577

Operating Costs: New fire rescue trucks programmed for FY21-25 will have an annual operating impact of $45,000 per vehicle.

Fire Tanker Truck The expansion of fire & 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 16 $0

FY 17 $0

FY 18 $0

FY 19 $0

FY 20 $0

FY 21-25 $684,289

Total $684,289

Operating Costs: Replacement fire tanker truck programmed for FY 25 will not have an operational impact on the City.

247


Public Safety Fire & Rescue

Holland Road Fire/Public Safety Center The project will provide for the construction of a 14,700 square foot fire station with bays in conjunction with an 11,700 square foot police station and 19,000 square foot shared training facility to include three classrooms, an underground firearms range, a burn building and other props, training staff offices, equipment storage, a K-9 Training Facility and restroom/shower facilities. The facility will enhance fire protection in the Route 58/460 corridor, helping to reduce response times in the growing areas surrounding the facility.

FY 16 $0

FY 17 $0

FY 18 $0

FY 19 $0

FY 20 $0

FY 21-25 $8,496,000

Total $8,496,000

Operating Costs: The projected annual operating cost is $2,150,000 beginning in FY 22 to include the addition of 36 new firefighters and utilities.

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 16 $0

FY 17 $0

FY 18 $0

FY 19 $0

FY 20 $500,000

FY 21-25 $4,000,000

Total $4,500,000

Operating Costs: The projected annual operating cost is $2,150,000 beginning in FY 22 to include the addition of 36 new firefighters and utilities.

248


Public Safety Fire & Rescue 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 16 $0

FY 17 $0

FY 18 $0

FY 19 $0

FY 20 $0

FY 21-25 $4,500,000

Total $4,500,000

Operating Costs: The projected annual operating cost of the project is $2,150,000 including 36 new firefighters and utilities beginning in FY 23.

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 16 $0

FY 17 $0

FY 18 $0

FY 19 $0

FY 20 $0

FY 21-25 $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 FY 24.

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 16 $0

FY 17 $0

FY 18 $0

FY 19 $0

FY 20 $0

FY 21-25 $4,500,000

Total $4,500,000

Operating Costs: The projected annual operating cost of the project, $1,254,166 including 21 new firefighters and utilities beginning in FY25.

Breathing Air System The project will provide for the acquisition of a replacement breathing air system to refill breathing air cylinders used by firefighters during entry into hazardous environments, such as structure fires, vehicle fires, and hazmat incidents for the North Suffolk Public Safety Center as well as a new breathing air system for the new Holland Road Public Safety Center.

FY 16 $0

FY 17 $0

FY 18 $0

FY 19 $0

FY 20 $0

FY 21-25 $500,000

Total $500,000

Operating Costs: The project will not have an operational impact on the City.

250


Public Safety Police Holland Road Fire/Public Safety Center The project will provide for the construction of a 14,700 square foot fire station with bays in conjunction with an 11,700 square foot police station and 19,000 square foot shared training facility to include three classrooms, an underground firearms range, a burn building and other props, training staff offices, equipment storage, a K-9 Training Facility and restroom/shower facilities. The facility will enhance fire protection in the Route 58/460 corridor, helping to reduce response times in the growing areas surrounding the facility.

FY 16 $0

FY 17 $0

FY 18 $0

FY 19 $0

FY 20 $0

FY 21-25 $13,841,043

Total $13,841,043

Operating Costs: The projected annual operating cost of the police department’s portion of the project is $3,411,772 beginning in FY 22 to include the addition of 44 police officers and civilians, and utilities.

251


CAPITAL IMPROVEMENTS PLAN PUBLIC SCHOOLS FY 2016 - 2025 Public Schools Planned Expenditures

Hazardous Material Management HVAC/Chiller Replacements New Middle School - 600 pupil New Elementary School - 1,000 student Operations Facility JFK Middle Renovation Forest Glen Mid Renovation John Yeates Mid Renovation Elephants Fork Elem. Renovation Lakeland High School Renovation Nansemond River High Schl Renovation Kilby Shores Elem. Renovation N Pkwy Elem. Renovation New High School

5 Year Summary Previous Funding 75,000 500,000

Total

2015-2016

2016-2017

2017-2018

2018-2019

2019-2020

5 Year Subtotal

6-10 Year Subtotal

10 Year Total

75,000 1,000,000 9,057,408 9,669,697 -

75,000 1,000,000 12,957,408 13,669,697 -

75,000 1,000,000 3,900,000 4,000,000 -

75,000 1,000,000 -

75,000 1,000,000 -

375,000 5,000,000 25,914,816 27,339,393 -

375,000 9,270,462 19,596,000 10,934,000 15,344,600 8,820,000 34,472,000 35,584,000 9,702,000 9,996,000 2,000,000

750,000 5,000,000 25,914,816 27,339,393 9,270,462 19,596,000 10,934,000 15,344,600 8,820,000 34,472,000 35,584,000 9,702,000 9,996,000 2,000,000

19,802,105

27,702,105

8,975,000

1,075,000

1,075,000

58,629,209

156,094,062

214,723,271

Public Schools Funding Sources

Previous Funding

2015-2016

2016-2017

2017-2018

2018-2019

2019-2020

5 Year Subtotal

6-10 Year Subtotal

10 Year Total

Hazardous Material Management Transfer from General Fund HVAC/Chiller Replacements New Middle School - 600 pupil student Operations Facility JFK Middle Renovation Forest Glen Mid Renovation John Yeates Mid Renovation Elephants Fork Elem. Renovation Lakeland High School Renovation Nansemond River High Schl Kilby Shores Elem. Renovation N Pkwy Elem. Renovation New High School General Obligation Bonds

75,000 75,000 1,000,000 9,057,408 9,669,697 19,727,105

75,000 75,000 1,000,000 12,957,408 13,669,697 27,627,105

75,000 75,000 1,000,000 3,900,000 4,000,000 8,900,000

75,000 75,000 1,000,000 1,000,000

75,000 75,000 1,000,000 1,000,000

375,000

375,000

750,000

58,254,209

155,719,062

213,973,271

Total

19,802,105

27,702,105

8,975,000

1,075,000

1,075,000

58,629,209

156,094,062

214,723,271

2015-2016

2016-2017

Hazardous Material Management HVAC/Chiller Replacements New Middle School - 600 pupil New Elementary School - 1,000 student Operations Facility JFK Middle Renovation Forest Glen Mid Renovation John Yeates Mid Renovation Elephants Fork Elem. Renovation Lakeland High School Renovation Nansemond River High Schl Renovation Kilby Shores Elem. Renovation N Pkwy Elem. Renovation New High School

-

-

Total Operating Cost

-

-

Annual Operating Impact

2017-2018

2018-2019

2019-2020

2,300,000 -

-

-

2,300,000

-

-

252


Public Schools HVAC/Chiller Replacement This project will provide for the replacement of aging and inefficient HVAC Equipment, ductwork, and DDC system reconfiguration. The replacement equipment will provide more efficient operation and the ability to provide active humidity control in the schools that currently do not have this function. It will create a safer environment with less mold issues.

FY 16 $1,000,000

FY 17 $1,000,000

FY 18 $1,000,000

FY 19 $1,000,000

FY 20 $1,000,000

FY 21-25 $0

Total $5,000,000

Operating Costs: The project will not have an operational impact on Suffolk Public Schools.

Hazardous Materials Management Hazardous Materials Management funds are provided to test and abate harmful substances as they are identified as potential problems to students and staff in school facilities.

FY 16 $75,000

FY 17 $75,000

FY 18 $75,000

FY 19 $75,000

FY 20 $75,000

FY 21-25 $375,000

Total $750,000

Operating Costs: The project will not have an operational impact on Suffolk Public Schools.

253


Public Schools New Middle School A new 600 pupil middle school is recommended in the northern/eastern area of the City to accommodate the citywide growth of the middle school population to help reduce the use of mobile classrooms and relieve overcrowding at John Yeates and other middle schools serving the northern end of the City.

FY 16 $9,057,408

FY 17 FY 18 $12,957,408 $3,900,000

FY 19 $0

FY 20 $0

FY 21-25 $0

Total $25,914,816

Operating Costs: The projected annual operating cost of the new middle school is $2,300,000 including building utilities and staffing beginning in FY 18.

New Northern Elementary School The project will provide for a new 1,000 pupil elementary school in the northern area of the City to accommodate growth as well as relieve current overcrowding and usage of mobile classrooms at existing elementary schools. This new school will allow for the closing of Florence Bowser and Driver Elementary.

FY 16 $9,669,697

FY 17 FY 18 $13,669,697 $4,000,000

FY 19 $0

FY 20 $0

FY 21-25 $0

Total $27,339,394

Operating Costs: The project will not result in substantial operating costs.

254


Public Schools Operations Facility The current maintenance building is housed in an old school building with antiquated utilities and no HVAC system. The facility serves as the base headquarters for all maintenance operations as well as receiving, supply inventory storage, textbook center and storage of student records. The new facility will include offices, warehouse space, and trades worker shops, as well as space for the print shop, textbook center, and food services administration.

FY 16 $0

FY 17 $0

FY 18 $0

FY 19 $0

FY 20 $0

FY 21-25 $9,270,462

Total $9,270,462

Operating Costs: The project will not have an operational impact.

John F. Kennedy Middle School Renovation Renovations to the school are needed to comply with Americans with Disabilities Act (ADA) requirements, renovate all classrooms to meet current building codes, provide classrooms capable of delivering modern instructional programs, provide a new integrated communication system, and modernize the electrical and utility systems.

FY 16 $0

FY 17 $0

FY 18 $0

FY 19 $0

FY 20 $0

FY 21-25 $19,596,000

Total $19,596,000

Operating Costs: The project will not result in substantial operating costs.

255


Public Schools Forest Glenn Middle School Renovation Renovations to the school are needed to comply with Americans with Disabilities Act (ADA) requirements, renovate all classrooms to meet current building codes, provide classrooms capable of delivering modern instructional programs, provide a new integrated communication system, and modernize the electrical and utility systems.

FY 16 $0

FY 17 $0

FY 18 $0

FY 19 $0

FY 20 $0

FY 21-25 $10,934,000

Total $10,934,000

Operating Costs: The project will not have an operational impact.

John Yeates Middle School Renovation Renovations to the school are needed to comply with Americans with Disabilities Act (ADA) requirements, renovate all classrooms to meet current building codes, provide classrooms capable of delivering modern instructional programs, provide a new integrated communication system, replace the HVAC system and modernize the electrical and utility systems.

FY 16 $0

FY 17 $0

FY 18 $0

FY 19 $0

FY 20 $0

FY 21-25 $15,344,000

Total $15,344,000

Operating Costs: The project will not have an operational impact.

256


Public Schools Elephants Fork Elementary Renovations Renovations to the school are needed to comply with Americans with Disabilities Act (ADA) requirements, renovate all classrooms to meet current building codes, provide classrooms capable of delivering modern instructional programs, provide a new integrated communications system, replace the HVAC system and modernize the electrical and utility systems.

FY 16 $0

FY 17 $0

FY 18 $0

FY 19 $0

FY 20 $0

FY 21-25 $8,820,000

Total $8,820,000

Operating Costs: The project will not have an operational impact.

Lakeland High School Renovation Renovations to the high school are needed to comply with Americans with Disabilities Act (ADA) requirements and replace/upgrade windows, doors, the roof, locker rooms, restrooms, mechanical systems, lights, the alarm system, communications, elevators, technology infrastructure, carpeting, auditorium seating, lights and sound, lab equipment, athletic equipment, bleachers, athletic field lighting, and parking lot lighting.

FY 16 $0

FY 17 $0

FY 18 $0

FY 19 $0

FY 20 $0

FY 21-25 $34,472,000

Total $34,472,000

Operating Costs: The project will not have an operational impact.

257


Public Schools Nansemond River High School Renovation Renovations to the high school are needed to comply with Americans with Disabilities Act (ADA) requirements and replace/upgrade windows, doors, the roof, locker rooms, restrooms, mechanical systems, lights, the alarm system, communications, elevators, technology infrastructure, carpeting, auditorium seating, lights and sound, lab equipment, athletic equipment, bleachers, athletic field lighting, and parking lot lighting.

FY 16 $0

FY 17 $0

FY 18 $0

FY 19 $0

FY 20 $0

FY 21-25 $35,584,000

Total $35,584,000

Operating Costs: The project will not have an operational impact.

Kilby Shores Elementary School Renovation Renovations to the school will include compliance with Americans with Disabilities Act (ADA) requirements and renovation of all classrooms to meet current building codes, provide classrooms capable of delivering modern instructional programs, provide a new integrated communication system, replace the HVAC system, and modernize the electrical and utility systems.

FY 16 $0

FY 17 $0

FY 18 $0

FY 19 $0

FY 20 $0

FY 20-24 $9,702,000

Total $9,702,000

Operating Costs: The project will not have an operational impact.

258


Public Schools Nansemond Parkway Elementary School Renovation This project will provide for the renovation of the Nansemond Parkway Elementary School. The project will address Americans with Disabilities Act (ADA) requirements, renovate all classrooms to meet current building codes, provide classrooms capable of delivering modern instructional programs, provide a new integrated communication system, replace HVAC system, and modernize the electrical and utility systems. FY 16 $0

FY 17 $0

FY 18 $0

FY 19 $0

FY 20 $0

FY 21-25 $9,996,000

Total $9,996,000

Operating Costs: This project will not have an operational impact.

New High School A fourth high school is proposed beyond the 10 year CIP to accommodate citywide growth of students in grades 9-12. The 10 year CIP includes $2,000,000 for pre-construction costs associated with the new high school.

FY 16 $0

FY 17 $0

FY 18 $0

FY 19 $0

FY 20 $0

FY 21-25 $2,000,000

Total $2,000,000

Operating Costs: The project will not have an operational impact.

259


CAPITAL IMPROVEMENTS PLAN VILLAGE & NEIGHBORHOOD INITIATIVES FY 2016 - 2025 Village & Neighborhood Initiatives Planned Expenditures

5 Year Summary Previous Funding

2015-2016

2016-2017

2017-2018

2018-2019

2019-2020

5 Year Subtotal

6-10 Year Subtotal

10 Year Total

Village & Neighborhood Improvements * Open Space Improvements

500,000 250,000

-

1,250,000 250,000

-

1,250,000 250,000

3,000,000 750,000

2,500,000 500,000

5,500,000 1,250,000

Total

750,000

-

1,500,000

-

1,500,000

3,750,000

3,000,000

6,750,000

Village & Neighborhood Initiatives Funding Sources

Previous Funding

2015-2016

2016-2017

2017-2018

2018-2019

2019-2020

5 Year Subtotal

6-10 Year Subtotal

10 Year Total

Village & Neighborhood Improvements * Open Space Improvements Transfer from General Fund

500,000 250,000 750,000

-

1,250,000 250,000 1,500,000

-

1,250,000 250,000 1,500,000

3,750,000

3,000,000

6,750,000

Total

750,000

-

1,500,000

-

1,500,000

3,750,000

3,000,000

6,750,000

Annual Operating Impact

2015-2016

2016-2017

2017-2018

2018-2019

2019-2020

Neighborhood & Village Imprvmts * Open Space Improvements

-

-

-

-

-

Total Operating Cost

-

-

-

-

-

* Project includes consolidated funding to address all neighborhood issues to include curb, gutter, and sidewalk improvements.

260


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 2026 Comprehensive Plan including the adopted Village and Neighborhood Initiatives Plans and other documented neighborhood needs assessments. The request of $500,000 in FY16 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 16 $500,000

FY 17 $0

FY 18 $1,250,000

FY 19 $0

FY 20 $1,250,000

FY 21-25 $2,500,000

Total $5,500,000

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 2026 Comprehensive Plan, including the adopted Village and Neighborhood Initiatives Plans and other documented neighborhood needs assessments. The request of $250,000 in FY16 represents the continuation of a multi-year implementation strategy. The principle focus of which is to acquire lands and construct improvements for the development of neighborhood parks and other similar quality of life improvements. FY 16 $250,000

FY 17 $0

FY 18 $250,000

FY 19 $0

FY 20 $250,000

FY 21-25 $500,000

Total $1,250,000

Operating Costs: The project will not have an operational impact on the City.

261


FY 2016 - 2025 CAPITAL IMPROVEMENTS PLAN VILLAGE & NEIGHBORHOOD IMPROVEMENTS

FY 2015 / 2016 Proposed Budget Request

Community

Project

2015-2016

2016-2017

2017-2018

2018-2019

2019-2020

5 Year Subtotal

2021-2025

10 Year Total

FUTURE / PROPOSED VILLAGE & NEIGHBORHOOD IMPROVEMENT PROJECTS (As Determined per Neighborhood Assessment Tool and Assessment of Other Specified Needs) East Washington Street / Completion of Liberty Street Parking Lot Fairgrounds Revitalization

Future Projects

Future Projects (As yet to be Determined per Neighborhood Assessment Tool and Assessment of Other Specified Needs)

TOTALS

350,000

-

-

-

-

350,000

-

350,000

150,000

-

1,250,000

-

1,250,000

2,650,000

2,500,000

5,150,000

500,000

-

1,250,000

-

1,250,000

3,000,000

2,500,000

5,500,000

262


FY 2016 - 2025 CAPITAL IMPROVEMENTS PLAN OPEN SPACE and QUALITY OF LIFE IMPROVEMENTS

FY 2015 / 2016 Proposed Budget Request

Community

Project

2015-2016

2016-2017

2017-2018

2018-2019

2019-2020

5 Year Subtotal

2021-2025

10 Year Total

FUTURE / PROPOSED OPEN SPASE & QUALITY of LIFE IMPROVEMENT PROJECTS (As Determined per Neighborhood Assessment Tool and Assessment of Other Specified Needs)

Future Projects

Future Projects (As yet to be Determined per Neighborhood Assessment Tool and Assessment of Other Specified Quality of Life Needs) TOTALS

250,000

-

250,000

-

250,000

750,000

500,000

1,250,000

250,000

-

250,000

-

250,000

750,000

500,000

1,250,000

263


CAPITAL IMPROVEMENTS PLAN TRANSPORTATION FY 2016 - 2025 Transportation Planned Expenditures

Level of Service Enhancements: Local Urban Rdway Constrn-Comp Plan

5 Year Summary Previous Funding

-

2017-2018

2018-2019

2019-2020

5 Year Subtotal

6-10 Year Subtotal

10 Year Total

7,608,978 -

-

10,000,000 -

10,000,000 -

7,608,978 20,000,000 -

40,000,000 10,000,000

7,608,978 60,000,000 10,000,000

2,000,000 -

10,000,000 400,000 -

300,000 7,100 5,200 18,000,000 650,000 400,000 1,925,000 520,000 3,000,000 3,300,000 885,000 17,405,878 350,000

60,400,000

124,357,156

300,000

N Pkwy/Bennetts Pasture Rd Intrsctn Rt 17/Bennetts Pasture Road Intrsctn Rt 17/Lee Farm Lane Intrsctn Yr. 2 - 10 Projects - TBD

Oak Ridge/Colonial Ave Connector Godwin Blvd Park and Ride Harbour View Area Signal Improvements Lake View Pkwy/College Dr Sidewalk Pruden Center Signal & Turn Lanes Public Utilities Pavement Projects Operations & Maintenance Facility Shoulders Hill Rd/Rt 17 Intersection Shoulders Hill Rd Sidewalk Improvmts

2016-2017

10,000,000

Nansemond Pkwy Holland Road Bridge Road

Local Urban Intrsctn Const -Comp Plan

2015-2016

1,575,000

350,000

Total

300,000 7,100 5,200 300,000 1,000,000 520,000 3,300,000 885,000 5,878 350,000

2,000,000 350,000 925,000 -

2,000,000 800,000 1,400,000 -

2,000,000 2,200,000 8,000,000 -

8,000,000 -

300,000 7,100 5,200 8,000,000 650,000 1,925,000 520,000 3,000,000 3,300,000 885,000 17,405,878 350,000

6,673,178

10,883,978

4,200,000

22,200,000

20,000,000

63,957,156

2018-2019

2019-2020

5,000,000 1,000,000 1,100,000 4,000,000 11,100,000

5,000,000 1,000,000 4,000,000 10,000,000

Transportation Funding Sources

Previous Funding

2015-2016

2016-2017

2017-2018

5 Year Subtotal

6-10 Year Subtotal

10 Year Total

Nansemond Pkwy Holland Road Bridge Road N Pkwy/Bennetts Pasture Rd Intrsctn Yr. 2 - 10 Projects - TBD Oak Ridge/Colonial Ave Connector Godwin Blvd Park and Ride Lake View Pkwy/College Dr Sidewalk Pruden Center Signal & Turn Lanes Public Utilities Pavement Projects Operations & Maintenance Facility Shoulders Hill Rd/Rt 17 Intersection State Transportation Funds Nansemond Pkwy (RSTP) Federal 80% State 20% Nansemond Pkwy Federal 80% State 20% Nansemond Pkwy (Urban) State Habour View Area Signal Improvements CMAQ (TAP) State/Federal Grant Funds Public Utilities Pavement Projects Transfer from Public Utilities Lake View Pkwy/College Dr Sidewalk Transfer from Rt. 17 Tax District Fund N Pkwy/Bennetts Pasture Rd Intrsctn Rt 17/Bennetts Pasture Road Intrsctn Rt 17/Lee Farm Lane Intrsctn Yr. 2 - 10 Projects - TBD Oak Ridge/Colonial Ave Connector Godwin Blvd Park and Ride Shoulders Hill Rd/Rt 17 Intersection Shoulders Hill Rd Sidewalk Improvmts Transfer from General Fund Nansemond Pkwy Holland Road Bridge Road Pruden Center Signal & Turn Lanes Shoulders Hill Rd/Rt 17 Intersection General Obligation Bonds

150,000 150,000 260,000 1,650,000 885,000 3,095,000

1,000,000 280,000 1,280,000 1,650,000 1,650,000 260,000 260,000 150,000 7,100 5,200 150,000 5,878 70,000 388,178 -

925,000 4,719,658 1,000,000 175,000 1,175,000 1,400,000 1,400,000

1,000,000 1,000,000 400,000 700,000 1,100,000

1,000,000 1,000,000 5,000,000 1,100,000 4,000,000 10,100,000

1,000,000 1,000,000 5,000,000 4,000,000 9,000,000

4,563,178

5,200,000

9,763,178

21,600,000

25,000,000

46,600,000

Total

6,673,178

10,883,978

4,200,000

22,200,000

20,000,000

63,957,156

60,400,000

124,357,156

-

2,414,320 1,000,000 175,000 3,589,320 1,000,000 2,109,725 684,933

1,000,000 400,000 700,000 2,100,000 -

-

29,884,320

30,200,000

60,084,320

-

5,999,658

-

5,999,658

1,650,000

-

1,650,000

260,000

-

260,000

264


Annual Operating Impact

2015-2016

2016-2017

2017-2018

2018-2019

2019-2020

Level of Service Enhancements: Local Urban Rdway Constrn-Comp Plan Nansemond Pkwy

-

-

-

-

-

Holland Road

-

-

-

-

-

Bridge Road

-

-

-

-

-

N Pkwy/Bennetts Pasture Rd Intrsctn

-

-

-

-

-

Rt 17/Bennetts Pasture Road Intrsctn

-

-

-

-

-

Rt 17/Lee Farm Lane Intrsctn

-

-

-

-

-

Yr. 2 - 10 Projects - TBD

-

-

-

-

-

-

-

-

-

-

Local Urban Intrsctn Const -Comp Plan

Oak Ridge/Colonial Ave Connector Godwin Blvd Park and Ride

-

-

-

-

-

Harbour View Area Signal Improvements

-

-

-

-

-

Lake View Pkwy/College Dr Sidewalk

-

-

-

-

-

Main St Improvements/Old Obici Site

-

-

-

-

-

Pruden Center Signal & Turn Lanes

-

-

-

-

-

Public Utilities Pavement Projects

-

-

-

-

-

Operations & Maintenance Facility

-

-

-

-

-

Shoulders Hill Rd/Rt 17 Intersection

-

-

-

-

-

Shoulders Hill Rd Sidewalk Improvmts

-

-

-

-

-

-

-

-

-

-

265


Transportation Local Urban Roadway Construction Comprehensive Plan The project will provide funding to undertake various roadway construction projects recommended in the City’s 2026 Comprehensive Plan such as Nansemond Parkway, Route 58 Widening and Route 17 widening. FY17 funding provides local matching funds required for state revenue sharing funding.

FY 16 $0

FY 17 $7,608,978

FY 18 $0

FY 19 FY 20 FY 21-25 $10,000,000 $10,000,000 $50,000,000

Total $77,608,978

Operating Costs: The project will not have an operational impact on the City. .

Local Urban Intersection Construction Comprehensive Plan The project involves the construction of various intersection improvements to improve traffic flow and safety as recommended in the City’s 2026 Comprehensive Plan. Priority intersection improvements for FY16 include a traffic study at the Nansemond Parkway/Bennetts Pasture Road Intersection, and intersection improvements for Rt. 17/Bennetts Pasture Road Intersection, and Rt. 17/Lee Farm Lane Intersection.

FY 16 $312,300

FY 17 $2,000,000

FY 18 $2,000,000

FY 19 $2,000,000

FY 20 $2,000,000

FY 21-25 $10,000,000

Total $18,312,300

Operating Costs: The project will not have an operational impact on the City.

266


Transportation Oak Ridge/Colonial Avenue Connector This project will provide for the 450 feet of roadway realignment and widening of Colonial Avenue to accommodate new traffic patterns in the Oak Ridge Neighborhood as a result of the realignment of Northbrooke Avenue with the Route 58 improvements with 50% of funding anticipated from the State Revenue Sharing Program.

FY 16 $300,000

FY 17 $350,000

FY 18 $0

FY 19 $0

FY 20 $0

FY 21-25 $0

Total $650,000

Operating Costs: The project will not have an operational impact on the City.

Godwin Blvd Park and Ride This project will provide for the improvements to the existing park and ride on Godwin Boulevard adjacent to Freedom Plaza. Improvements will include lighting, curbing, pavement, landscaping and increase parking capacity with 50% of funding anticipated from the State Revenue Sharing Program.

FY 16 $0

FY 17 $0

FY 18 $0

FY 19 $0

FY 20 $0

FY 21-25 $400,000

Total $400,000

Operating Costs: The project will not have an operational impact on the City.

267


Transportation Harbour View Area Signal Improvements This project will provide upgrades to existing equipment, or new traffic equipment where necessary, and signal coordination along the College Drive, Harbour View Boulevard, and Hampton Roads Parkway corridors. This project is being funded with Federal grant funding.

FY 16 $1,000,000

FY 17 $925,000

FY 18 $0

FY 19 $0

FY 20 $0

FY 21-25 $0

Total $1,925,000

Operating Costs: The project will not have an operational impact on the City.

Lake View Parkway/College Drive Sidewalk This project provides for the installation of bulkhead and necessary backfill to support approximately 1,500 liner feet of sidewalk adjacent to College Drive. The sidewalk will extend along College Drive from Lake View Parkway to Burbage Drive extended with 50% of funding anticipated from the State Revenue Sharing Program.

FY 16 $520,000

FY 17 $0

FY 18 $0

FY 19 $0

FY 20 $0

FY 21-25 $0

Total $520,000

Operating Costs: The project will not have an operational impact on the City

268


Transportation Pruden Center Signal and Turn Lanes This project provides for the installation of a traffic signal and left and right turn lanes on Route 460 at the entrance to Prudent Center and will include right of way acquisition to address safety concerns related to vehicles entering and exiting the Pruden Center. It is anticipated that 50% of the funding will come from the State Revenue Sharing Program.

FY 16 $0

FY 17 $0

FY 18 $800,000

FY 19 $2,200,000

FY 20 $0

FY 21-25 $0

Total $3,000,000

Operating Costs: The project will not have an operational impact on the City.

Various Pavement Overlays PU Projects This project will provide for expanded overlay program in coordination with various public utility projects throughout the City. Project will provide for pavement reconstruction or full width overlays to address pavement cuts as a result of water or sanitary sewer installation projects. Projects anticipated for FY16 are Shoulder’s Hill road water line extension, Maple Hills/Forrest Glenn Drive/Raleigh Drive sewer, Old Somerton/Rosewood water system improvements, Oak Ridge waterman extension and Turlington Park.

FY 16 $3,300,000

FY 17 $0

FY 18 $0

FY 19 $0

FY 20 $0

FY 21-25 $0

Total $3,300,000

Operating Costs: The project will not have an operational impact on the City

269


Transportation Operations & Maintenance Facility This project will provide improvements to the existing entrance road to Public Works Operations & Maintenance Facility to meet state eligibility requirements for maintenance funds. Project will provide closed storm drainage, curb and gutter, sidewalk, street lighting and other improvements.

FY 16 $885,000

FY 17 $0

FY 18 $0

FY 19 $0

FY 20 $0

FY 21-25 $0

Total $885,000

Operating Costs: The project will not have an operational impact on the City.

Shoulders Hill Road/Rt. 17 Intersection This project will provide for the full build out of Route 17, approximately 1,000 feet to the east and west from the intersection, to three through lanes east and west bound with raised median and full build out of Shoulder's Hill Road to two through lanes northbound and southbound with raised median extending approximately 1,900 feet south of the intersection. The project will provide turn lanes at the intersection. Approximately 50% of the project funding is anticipated from the State Revenue Sharing Program. FY 16 $5,878

FY 17 $0

FY 18 $1,400,000

FY 19 $8,000,000

FY 20 $8,000,000

FY 21-25 $0

Total $17,405,878

Operating Costs: The project will not have an operational impact on the City

270


Transportation Shoulders Hill Road Sidewalk Improvements This project will provide improvements to the intersection of Shoulder’s Hill Road and Bennett’s Creek Park Road to include extending the sidewalk south of the intersection of the northbound lane of Shoulders Hill Road and providing for the construction of multi-use path along the southbound side of the corridor. The project will also provide modifications of the existing signal controller, pedestrian signals, signage and pavement marking upgrades. Approximately 80% of the project funding in anticipated from State and Federal grant funding.

FY 16 $350,000

FY 17 $0

FY 18 $0

FY 19 $0

FY 20 $0

FY 21-25 $0

Total $350,000

. Operating Costs: The project will not have an operational impact on the City.

271


Utility Fund


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CAPITAL IMPROVEMENTS PLAN PUBLIC UTILITIES FUND FY 2016 - 2025

Public Utilities Fund Planned Expenditures

Previous

2015-2016

2016-2017

2017-2018

2018-2019

2019-2020

Funding

5 Year

6-10 Year

10 Year

Subtotal

Subtotal

Total

Water Projects Water Source Development and Water Treatment Plant Expansion Water Distribution & Transmission System Expansion Water System Upgrades

3,925,000 2,500,000 900,000

Subtotal Water Projects:

2,532,500 -

10,112,500

3,650,000

2,600,000

11,118,000 -

30,013,000

54,676,000

84,689,000

800,000

300,000

8,700,000

9,800,000

11,080,000

20,880,000

1,800,000

1,050,000

750,000

250,000

250,000

4,100,000

1,250,000

5,350,000

4,332,500

11,962,500

4,700,000

11,550,000

11,368,000

43,913,000

67,006,000

110,919,000

7,700,000

33,800,000

38,500,000

72,300,000

300,000

600,000

600,000

1,200,000

8,000,000

34,400,000

39,100,000

73,500,000

Sewer Projects Sanitary Sewer Extensions

2,000,000

Sanitary Sewer System Upgrades

4,400,000

Nonresidential Sewer Extensions

-

3,000,000 3,000,000

Subtotal Sewer Projects: Total Public Utility Fund

7,332,500

7,700,000 7,700,000 19,662,500

7,700,000 300,000 8,000,000 12,700,000

7,700,000 7,700,000 19,250,000

-

19,368,000

78,313,000

-

106,106,000

-

184,419,000

Public Utilities Fund Funding Sources

Previous Funding

2015-2016

2016-2017

2017-2018

2018-2019

2019-2020

5 Year Subtotal

6-10 Year Subtotal

10 Year Total

Public Utility Revenue Bonds

5,332,500

17,162,500

9,700,000

15,750,000

15,868,000

63,813,000

77,106,000

140,919,000

Transfer from Public Utility Fund

2,000,000

2,500,000

3,000,000

3,500,000

3,500,000

14,500,000

29,000,000

43,500,000

Transfer from Rt. 17 Tax District Fund Support of Private Contrbtns - WTWA Total Public Utility Fund

Annual Operating Impact

-

-

-

-

-

-

-

-

-

-

-

-

-

-

7,332,500

2015-2016

19,662,500

2016-2017

12,700,000

2017-2018

19,250,000

2018-2019

19,368,000

78,313,000

106,106,000

184,419,000

2019-2020

Water Projects p Treatment Plant Expansion System Expansion Water System Upgrades

Subtotal Water Projects:

-

-

-

-

-

-

-

Sewer Projects Sanitary Sewer Extensions Sanitary Sewer System Upgrades Nonresidential Sewer Extensions

Subtotal Sewer Projects: Utility Fund - Capital Cash: Estimated Debt Service: Total Operating Cost

2,000,000 2,000,000

-

-

500,000

500,000

500,000

533,250

1,716,250

970,000

1,575,000

-

1,033,250

2,216,250

1,470,000

1,575,000

272


Water Projects Water Source Development and Water Treatment Plant Expansion The project provides for the development, upgrades, and expansion of the City’s public water supply sources and treatment plant facilities. Projects include upgrades to the G. Robert House Water Treatment Plant, EDR membrane replacement and the expansion of the surface water plant, Crump Mill Pond surface dam upgrades, renewal of WTWA ground water permit and Phase III Water Source Development. Funding in FY 16 is programmed for the WTWA permit engineering/modeling, and water source development charges.

FY 16 $2,532,500

FY 17 $10,112,500

FY 18 $3,650,000

FY 19 $2,600,000

FY 20 $11,118,000

FY 21-25 $54,676,000

Total $84,689,000

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 City’s water distribution and transmission systems, inclusive of system storage. Future projects include the Southern transmission main from the G. Robert House Water Treatment Plant to Rt. 460, the Rt. 460 to Kenyon Road transmission main, and Rt. 10 transmission main from the water treatment plant to Isle of Wight county.

FY 16 $0

FY 17 $800,000

FY 18 $300,000

FY 19 $8,700,000

FY 20 $0

FY 21-25 $11,080,000

Total $20,880,000

Operating Costs: The project will not have an operational impact on the City. 273


Water Projects Water System Upgrades The project will provide for the replacement and rehabilitation of aging or undersized water distribution system infrastructure. Funding programmed in FY 16 will provide upgrades to the water system serving the Rosewood and Old Sommerton areas, the continuation of the City’s meter replacement program, and miscellaneous system upgrades. Future funding continues the elevated storage tank rehabilitation program, south Suffolk 2-inch main replacement project, and the miscellaneous system mains and appurtenances upgrades.

FY 16 $1,800,000

FY 17 $1,050,000

FY 18 $750,000

FY 19 $250,000

FY 20 $250,000

FY 21-25 $1,250,000

Total $5,350,000

Operating Costs: A projected reduced operating cost savings due to replacement of aging mains.

274


Capital Improvements Plan Utility Fund FY 2015-2016 through FY 2024-2025 Programmed Water Projects Programmed Water Projects

Projects

Projects

Projects

Projects

Projects

Projects

Projects

Projects

Projects

Projects

2015-2016

2016-2017

2017-2018

2018-2019

2019-2020

2020-2021

2021-2022

2022-2023

2023-2024

2024-2025

$10,112,500

$3,650,000

$2,600,000

$11,118,000

$3,809,000

$39,157,000

$3,345,000

$3,731,000

$4,634,000

Crumps Mill Pond Dam & Impoundment Improvements (Pre - D) $500,000

Crumps Mill Pond Dam & Impoundment Improvements (D) $800,000

Water Source Development & Water Treatment Plant Upgrades $2,532,500

Crumps Mill Pond Dam & Impoundment Improvements (C) $5,000,000

Surface Water Plant Basins & Intake Upgrades (C) $7,000,000

EDR Plant Membrane Replacement (C) $3,000,000

Surface Water Treatment Plant Surface Water Treatment Plant Surface Water Treatment Plant 8 MGD Phase III C Expansion 8 MGD Phase III C Expansion 8 MGD Phase III C Expansion (Pre-D) $500,000 (D) $1,000,000 (C) $36,000,000

WTWA Ground Water Permit WTWA Ground Water Permit Renewal (Permit Development) Renewal (Permit Development) $112,500 $112,500

Water Source Development Charge $2,420,000

Programmed Water Projects

Water Source Development Charge $2,500,000

WTWA Ground Water Permit Renewal (Permit Development) $150,000

Water Source Development Charge $2,850,000

Water Source Development Charge $2,600,000

Water Source Development Charge $2,618,000

Water Source Development Charge $2,809,000

Water Source Development Charge $3,157,000

Water Source Development Charge $3,345,000

Water Source Development Charge $3,731,000

Water Source Development Charge $4,484,000

Projects

Projects

Projects

Projects

Projects

Projects

Projects

Projects

Projects

Projects

2015-2016

2016-2017

2017-2018

2018-2019

2019-2020

2020-2021

2021-2022

2022-2023

2023-2024

2024-2025

$800,000

$300,000

$8,700,000

$0

$4,080,000

Water Distribution & Transmission System Expansion $0

Southern Transmission Main Southern Transmission Main Southern Transmission Main Ph. 1 & Pump Station (Moores Ph. 1 (Moores Farm Ln to Ph. 1 & Pump Station (Moores Farm Ln to Exeter Dr.) (D) Exeter Dr.) (LA) Farm Ln to Exeter Dr.) (C) $800,000 $300,000 $8,700,000

$500,000

$625,000

$4,875,000

Southern Transmission Main Ph. 2 (Water Plant to Moores Farm Ln) (D) $500,000

Southern Transmission Main Ph. 2 (Water Plant to Moores Farm Ln) (LA) $125,000

Southern Transmission Main Ph. 2 (Water Plant to Moores Farm Ln) (C) $4,875,000

$1,000,000 Southern Transmission Main Ph. 3 (Exeter Dr. to Rt 460) (D) $600,000

RT 58 Supply Transmission RT 58 Supply Transmission Main (Rt. 460 to Kenyon Rd. (D) Main (Rt. 460 to Kenyon Rd. $980,000 (LA) $400,000

RT 10 Transmission Main (Water Plant to IOW) (C) $3,100,000

RT 10 Transmission Main (Water Plant to IOW) (D) $500,000

Programmed Water Projects

Projects

Projects

Projects

Projects

Projects

Projects

Projects

Projects

Projects

Projects

2015-2016

2016-2017

2017-2018

2018-2019

2019-2020

2020-2021

2021-2022

2022-2023

2023-2024

2024-2025

$1,800,000

$1,050,000

$750,000

$250,000

$250,000

$250,000

$250,000

$250,000

$250,000

$250,000

Water System Upgrades

Neighborhood Replacements (Rosewood System & Summerton Rd. Const.) $1,500,000

Neighborhood Replacements (South Suffolk 2-inch mains construction) $500,000

Misc. Upgrades/Replacements Misc. Upgrades/Replacements Misc. Upgrades/Replacements Misc. Upgrades/Replacements Misc. Upgrades/Replacements Misc. Upgrades/Replacements Misc. Upgrades/Replacements Misc. Upgrades/Replacements Misc. Upgrades/Replacements $100,000 $100,000 $100,000 $100,000 $100,000 $100,000 $100,000 $100,000 $100,000

Meter Upgrades $300,000

Meter Upgrades $150,000

Water Tank Rehabilitation (County St Tank) $800,000

Meter Upgrades $150,000

Meter Upgrades $150,000

Meter Upgrades $150,000

Meter Upgrades $150,000

Meter Upgrades $150,000

Meter Upgrades $150,000

Meter Upgrades $150,000

Meter Upgrades $150,000

275


Sewer Projects Sanitary Sewer Extensions The project will continue efforts to extend sanitary sewer into existing developed neighborhoods that are currently without sewer service. Neighborhood sewer extension projections proceed upon endorsement of the City’s petition process. All projects currently endorsed by petitions have adequate funding. No additional projects are programmed at this time.

FY 16 $0

FY 17 $0

FY 18 $0

FY 19 $0

FY 20 $0

FY 21-25 $0

Total $0

Operating Costs: N/A

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 140 pump stations, 334 miles of gravity sewer mains and force mains. In 2007, the Hampton Roads region, including the City of Suffolk, entered into a Special Order by Consent with the Virginia Department of Environmental Quality. This Order is being replaced with a new Order to align with HRSD’s recently executed amendment to their Federal Consent Decree. As part of the new Consent Order the City is required to continue its Management Operations & Maintenance (MOM) program to protect against sanitary sewer overflows. FY 16 continues MOM program, immediate find & fix repairs; and provides for systematic pump station upgrades/replacements. FY 16 $3,000,000

FY 17 $7,700,000

FY 18 $7,700,000

FY 19 $7,700,000

FY 20 $7,700,000

FY 21-25 $38,500,000

Total $72,300,000

Operating Costs: The project will not have an operational impact on the City.

276


Sewer Projects Non-Residential Sewer Extensions The project will provide for the extension of sewer into non-residential areas of the City and/or provision of additional system capacity by partnering with future development initiatives.

FY 16 $0

FY 17 $0

FY 18 $300,000

FY 19 $0

FY 20 $300,000

FY 21-25 $600,000

Total $1,200,000

Operating Costs: The project will not have an operational impact on the City.

.

277


Capital Improvements Plan Utility Fund FY 2015-2016 through FY 2024-2025 Programmed Sewer Projects Programmed Sewer Projects

Projects

Projects

Projects

Projects

Projects

Projects

Projects

Projects

Projects

Projects

2015-2016

2016-2017

2017-2018

2018-2019

2019-2020

2020-2021

2021-2022

2022-2023

2023-2024

2024-2025

Neighborhood Sanitary Sewer Extension Projects

Programmed Sewer Projects

Sanitary Sewer System Upgrades

Projects

Projects

Projects

Projects

Projects

Projects

Projects

Projects

Projects

Projects

2015-2016

2016-2017

2017-2018

2018-2019

2019-2020

2020-2021

2021-2022

2022-2023

2023-2024

2024-2025

$3,000,000

$7,700,000

$7,700,000

$7,700,000

$7,700,000

$7,700,000

$7,700,000

$7,700,000

$7,700,000

$7,700,000

MOM Program (System MOM Program (System MOM Program (System MOM Program (System MOM Program (System MOM Program (System MOM Program (System MOM Program (System MOM Program (System MOM Program (System Maintenance Find & Fix Maintenance Find & Fix Maintenance Find & Fix Maintenance Find & Fix Maintenance Find & Fix Maintenance Find & Fix Maintenance Find & Fix Maintenance Find & Fix Maintenance Find & Fix Maintenance Find & Fix Upgrades; Flow Monitoring) Upgrades; Flow Monitoring) Upgrades; Flow Monitoring) Upgrades; Flow Monitoring) Upgrades; Flow Monitoring) Upgrades; Flow Monitoring) Upgrades; Flow Monitoring) Upgrades; Flow Monitoring) Upgrades; Flow Monitoring) Upgrades; Flow Monitoring) $3,500,000 $3,500,000 $3,500,000 $3,500,000 $3,500,000 $3,500,000 $3,500,000 $3,500,000 $3,500,000 $1,950,000

Pump Station & Collection System Upgrades $1,050,000

Programmed Sewer Projects

Non-Residential Sewer Extension

Pump Station & Collection System Upgrades $4,200,000

Pump Station & Collection System Upgrades $4,200,000

Pump Station & Collection System Upgrades $4,200,000

Pump Station & Collection Pump Station & Collection Pump Station & Collection Pump Station & Collection Pump Station & Collection System Upgrades System Upgrades $4,200,000 System Upgrades $4,200,000 System Upgrades $4,200,000 System Upgrades $4,200,000 $4,200,000

Pump Station & Collection System Upgrades $4,200,000

Projects

Projects

Projects

Projects

Projects

Projects

Projects

Projects

Projects

Projects

2015-2016

2016-2017

2017-2018

2018-2019

2019-2020

2020-2021

2021-2022

2022-2023

2023-2024

2024-2025

$300,000

$300,000

$300,000

$300,000

Misc. Pro Rata Agreements (C) $300,000

Misc. Pro Rata Agreements (C) $300,000

Misc. Pro Rata Agreements (C) $300,000

Misc. Pro Rata Agreements (C) $300,000

278


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Stormwater


_____________________________________________________________________________________

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CAPITAL IMPROVEMENTS PLAN STORMWATER FUND FY 2016 - 2025 Geographic Information System Planned Expenditures

5 Year Summary Previous Funding

2015-2016

Pughsville Drainage Improvements Rural Stormwater Improvements Old College Drive Ditch Piping Downtown St Upgrades & Drainage Improvements

250,000 1,000,000 325,000

Total

3,575,000

2,000,000

2016-2017

325,000 325,000

2017-2018

2018-2019

2019-2020

5 Year Subtotal

6-10 Year Subtotal

10 Year Total

-

-

-

250,000 1,000,000 650,000

-

250,000 1,000,000 650,000

-

-

-

2,000,000

-

2,000,000

-

-

-

3,900,000

-

3,900,000

Geographic Information System Funding Sources

Previous Funding

2015-2016

Pughsville Drainage Improvements Rural Stormwater Improvements Old College Drive Ditch Piping Downtown St Upgrades & Drainage Improvements State Transportation Funds Pughsville Drainage Improvements Rural Stormwater Improvements Old College Drive Ditch Piping Downtown St Upgrades & Drainage Improvements Transfer from Stormwater Fund

1,000,000 1,950,000 125,000 500,000 -

Total

Annual Operating Impact

125,000 500,000 325,000

2016-2017

2018-2019

5 Year Subtotal

-

-

-

325,000

-

-

-

1,000,000 1,625,000

325,000

-

-

3,575,000

325,000

-

-

2015-2016

-

2017-2018

2016-2017

2017-2018

2018-2019

6-10 Year Subtotal

10 Year Total

1,950,000

-

1,950,000

-

1,950,000

-

1,950,000

-

3,900,000

-

3,900,000

2019-2020

Pughsville Drainage Improvements Rural Stormwater Improvements Old College Drive Ditch Piping Downtown St Upgrades & Drainage Improvements

-

-

-

-

-

-

-

-

-

-

Total Operating Cost

-

-

-

-

-

279


Stormwater Pughsville Drainage Improvements The project will address stormwater drainage issues in the Pughsville area. It will replace three undersized culverts located along Old Townpoint Road and to rehabilitate a section of the main stem of the unnamed drainage feature located along the eastern edge of the community. Approximately 50% of the project funding in anticipated from State Revenue Sharing Program.

FY 16 $250,000

FY 17 $0

FY 18 $0

FY 19 $0

FY 20 $0

FY 21-25 $0

Total $250,000

Operating Costs: The project will not have an operational impact on the City.

Rural Stormwater Improvements The project provides drainage/roadway improvements on rural roads to prevent nuisance flooding and safety concerns. Project will provide for raised roadway elevations and/or drainage improvements at 5 locations along Copeland Road, 3 locations on Mineral Spring Road and one location on Glen Haven Drive. Approximately 50% of the project funding in anticipated from State Revenue Sharing Program.

FY 16 $1,000,000

FY 17 $0

FY 18 $0

FY 19 $0

FY 20 $0

FY 21-25 $0

Total $1,000,000

Operating Costs: The project will not have an operational impact on the City.

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Stormwater Downtown Street Upgrades and Drainage Improvements The project will provide for the design and construction of roadway improvements and drainage improvements to address roadway flooding in the downtown area. Streets to include Charles Street, Lee Street and Jackson Street. Improvements will include the construction of a Stormwater Management Facility, installation of stormwater pipe, curb and gutter, landscaping and sidewalks. Approximately 50% of the project funding in anticipated from State Revenue Sharing Program. FY 16 $2,000,000

FY 17 $0

FY 18 $0

FY 19 $0

FY 20 $0

FY 21-25 $0

Total $2,000,000

Operating Costs: The project will not have an operational impact on the City.

Old College Drive Ditch Piping The project provides for the piping of the existing roadside ditch along Old College Drive. FY16 funding will be used to fund Phase 3 which will provide for the piping of the existing ditch from the southern end of Phase 2 to the intersection of Old College Drive and Magnolia Drive. FY17, Phase 4 of this project will provide for the continued piping of the existing roadside ditch from the southern end of Phase 3 to the southern intersection of Old College Drive and Camellia Drive. FY 16 $325,000

FY 17 $325,000

FY 18 $0

FY 19 $0

FY 20 $0

FY 21-25 $0

Total $650,000

Operating Costs: The project will not have an operational impact on the City.

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Refuse


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CAPITAL IMPROVEMENTS PLAN REFUSE FUND FY 2016 - 2025 Rt. 17 Taxing District Planned Expenditures

5 Year Summary Previous Funding

2015-2016

2016-2017

2017-2018

MSW Transfer Station

4,500,000

6,500,000

-

Total Refuse District Fund

4,500,000

6,500,000

-

2018-2019

-

2019-2020

5 Year Subtotal

6-10 Year Subtotal

10 Year Total

-

11,000,000

-

11,000,000

-

11,000,000

-

11,000,000

Rt. 17 Taxing District Funding Sources

Previous Funding

2015-2016

2016-2017

2017-2018

2018-2019

2019-2020

5 Year Subtotal

6-10 Year Subtotal

10 Year Total

MSW Transfer Station General Obligation Bonds

4,500,000 4,500,000

6,500,000 6,500,000

-

-

-

11,000,000

-

11,000,000

Total Refuse District Fund

4,500,000

6,500,000

-

-

-

11,000,000

-

11,000,000

Annual Operating Impact

2015-2016

2016-2017

2017-2018

MSW Transfer Station

-

-

-

Total Operating Cost

-

-

-

2018-2019

-

2019-2020

-

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Refuse MSW Transfer Station The project will address the issue of the current agreements with SPSA that will expire on Jan. 1st 2018. This project will allow the City to consolidate waste at a central location and transfer it to larger vehicles for transport to is ultimate destination. The estimated amount of $4,500,000 for FY16 will be for property acquisition, design work and some utility relocations/improvements.

FY 16 $4,500,000

FY 17 $6,500,000

FY 18 $0

FY 19 $0

FY 20 $0

FY 21-25 $0

Total $11,000,000

Operating Costs: The project will not have an operational impact on the City.

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Rt. 17 Taxing District


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CAPITAL IMPROVEMENTS PLAN RT. 17 TAXING DISTRICT FUND FY 2016 - 2025 Extra Fund Planned Expenditures

5 Year Summary Previous Funding

2015-2016

2016-2017

2017-2018

2018-2019

2019-2020

5 Year Subtotal

6-10 Year Subtotal

10 Year Total

Harbour Town Pkwy Connector & Wetlands Crossing

1,900,000

-

-

-

-

1,900,000

-

1,900,000

Total Rt. 17 Taxing District Fund

1,900,000

-

-

-

-

1,900,000

-

1,900,000

Extra Fund Funding Sources

Previous Funding

2015-2016

2016-2017

2017-2018

2018-2019

2019-2020

5 Year Subtotal

6-10 Year Subtotal

10 Year Total

General Obligation Bonds

1,900,000

-

-

-

-

1,900,000

-

1,900,000

Total Rt. 17 Taxing District Fund

1,900,000

-

-

-

-

1,900,000

-

1,900,000

Annual Operating Impact

2015-2016

2016-2017

2017-2018

2018-2019

2019-2020

Harbour Town Pkwy Connector & Wetlands Crossing

-

-

-

-

-

Total Operating Cost

-

-

-

-

-

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Rt. 17 Taxing District Harbour Town Parkway Connector and Wetlands Crossing The project will provide connection of Harbour Town Parkway across existing wetlands area. Construction to include installation of bottomless culvert, storm drain, roadway improvements, and lighting and landscaping. Project design is in accordance with proposed improvements shown on Engineering Plans for Harbour View Station West Mixed Use Development.

FY 16 $1,900,000

FY 17 $0

FY 18 $0

FY 19 $0

FY 20 $0

FY 21-25 $0

Total $1,900,000

Operating Costs: The project will not have an operational impact on the City.

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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 AA+

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.

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The total debt service required in FY 2015-2016 is as follows:

*General Fund Consolidated Grants Fund **Capital Leases Route 17 Special Taxing District Fund *Public Utility Fund

Principal & Interest $27,239,952 314,410 4,305,815 698,355 20,287,165 $52,845,697

*Reflects new debt for FY16’ of $32,459,605. **FY16’ Budget reflects $229,028 interest expense, as opposed to the $4,076,787 of required principal for Fleet and Information Technology capital leases. It has been the City’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 16’ budget includes depreciation expenses to adequately cover the $4,076,787 of required principal for capital leases.

The attached schedule provides an overview of the City’s total debt service and obligations.

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City of Suffolk Long Term Debt Obligations June 30, 2014 Fiscal Year 2016 2017 2018 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

General Obligation Bonds Principal Interest 16,567,462 10,155,289 16,071,703 9,420,594 17,929,410 8,632,337 16,091,108 7,838,474 15,731,121 7,188,078 14,699,488 6,584,108 13,659,488 5,961,432 13,889,488 5,306,119 13,359,488 4,680,381 12,969,497 4,097,775 12,454,505 3,541,359 12,345,000 2,987,999 12,765,000 2,452,569 8,880,000 1,935,933 8,185,000 1,585,188 8,240,000 1,112,775 6,260,000 632,825 6,515,000 386,088 3,270,000 177,938 1,060,000 47,700 -

Total

230,942,757

84,724,959

Section 108 Loan Principal Interest 193,000 121,410 193,000 111,567 193,000 101,521 193,000 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 5,135 2,301,000

770,462

Capital Lease Obligations Principal Interest 3,057,329 128,318 2,895,548 85,616 2,403,434 47,543 1,233,396 19,116 361,801 3,238 9,951,508

283,832

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

289


City of Suffolk Long Term Debt Obligations June 30, 2014 Fiscal Year 2016 2017 2018 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

Public Utility Bonds Route 17 Special Taxing District Principal Interest Principal Interest 4,762,538 14,724,626 487,164 142,214 5,983,297 14,510,063 497,164 115,970 10,945,600 14,527,415 197,164 88,424 10,786,380 13,784,769 197,164 78,579 11,306,380 13,324,221 188,654 69,673 11,655,512 12,884,435 188,654 62,126 12,135,512 13,537,268 188,654 54,462 12,640,512 11,825,995 188,654 46,680 13,265,512 11,197,128 187,673 38,801 13,820,503 10,620,195 187,673 30,825 14,420,495 9,986,440 187,673 22,802 15,115,000 9,261,708 187,673 14,075 13,060,000 8,540,965 187,673 4,692 13,640,000 7,922,719 14,250,000 7,285,699 13,875,000 6,678,511 13,295,000 6,116,302 13,830,000 5,548,757 14,425,000 4,931,270 14,370,000 4,288,020 15,010,000 3,615,096 14,885,000 2,899,021 13,345,000 2,198,357 11,550,000 1,541,633 9,060,000 1,033,545 7,880,000 579,325 3,920,000 203,338 1,155,000 25,988 -

Total

324,387,243

213,592,806

3,071,636

769,325

$ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $

Principal 25,067,493 25,640,712 31,668,608 28,501,048 27,780,956 26,736,654 26,176,654 26,911,654 27,005,673 27,170,673 27,255,673 27,825,673 26,012,673 22,520,000 22,435,000 22,115,000 19,555,000 20,345,000 17,695,000 15,430,000 15,010,000 14,885,000 13,345,000 11,550,000 9,060,000 7,880,000 3,920,000 1,155,000 -

Total Debt Service Interest 25,271,856 24,243,810 23,397,240 21,812,154 20,665,974 19,600,857 19,612,658 17,227,490 15,954,122 14,775,645 13,566,411 12,268,917 10,998,226 9,858,651 8,870,886 7,791,286 6,749,127 5,934,844 5,109,208 4,335,720 3,615,096 2,899,021 2,198,357 1,541,633 1,033,545 579,325 203,338 25,988 -

570,654,144

300,141,383

$ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $

Total 50,339,349 49,884,522 55,065,848 50,313,202 48,446,930 46,337,511 45,789,311 44,139,144 42,959,795 41,946,318 40,822,084 40,094,590 37,010,899 32,378,651 31,305,886 29,906,286 26,304,127 26,279,844 22,804,208 19,765,720 18,625,096 17,784,021 15,543,357 13,091,633 10,093,545 8,459,325 4,123,338 1,180,988 870,795,526

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

290


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,

291


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.

292


Parks and Recreation 

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 Riddick’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.

293


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.

294


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.

295


CITY DEMOGRAPHICS AND STATISTICS This section of the FY 2015-2016 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 89,586 residents, which is a 2% increase over the previous year. Overall, Suffolk’s population has increased 39.5% since the 2000 Census count.

Source: Weldon Cooper Center for Public Service

Building Permits Over the last year, the City has seen a decrease in the number and value of permits issued. The number and value of permits continues to be down since the height of the housing boom in 2006.

Source: Comprehensive Annual Financial Report for FY 2014

296


Median Household Income Median household income is estimated at $66,085, second highest in the Hampton Roads region and above the State average ($63,907).

Source: U.S. Census Bureau, American FactFinder

Unemployment Rate The average annual unemployment rate has ranged from 4.0% to 5.8% over the last 10 years and generally followed the trends of state and federal unemployment. Unemployment rates reached peak highs in 2010, but have since dropped over the last few years. Suffolk’s unemployment rate of 5.8% for 2014 was higher than the state average (5.2%), but less than the national average of (6.2%).

Source: Virginia Employment Commission  297


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 $1.08 to $1.03 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 $1.07 per $100 of assessed value is the third lowest among the seven largest cities in Hampton Roads. Real Estate Tax Rate Comparison $1.40 $1.22

$1.30

$1.15

$1.20 $1.00

$1.24

$1.05

$1.07

Chesapeake

Suffolk

$0.99

$0.80 $0.60 $0.40 $0.20 $0.00 Virginia Beach

Norfolk

Newport News

Source: Suffolk Department of Budget and Strategic Planning

Hampton

Portsmouth

298


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.

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 more than doubled from $4.7 billion to $9.1 billion in FY 2009. However, real estate values have fallen in the last few years and remain stagnant.

Source: Comprehensive Annual Financial Report for FY 2013 

299


Allocation of Real Property Values A comparison of real property values from FY 2001 to FY 2015 indicates that residential parcels as a percentage of the overall distribution of parcels by assessed value have increased from 63.2% to 74.4%. Agricultural parcels have declined from 13.6% to 4.2% and commercial parcels dropped from 21.8% to 19.6%. Multifamily parcels have increased from 1.4% to 1.8%. Distribution of Parcels by Assessed Value        FY 2001  FY 2014  Multifamily  1.4%  1.8%  Agriculture  13.6%  4.2%  Commercial  21.8%  19.6%  Residential   63.2%  74.4%      Source: City Assessor

Major Real Property Tax Payers Taxpayer 116 Lakeview Parkway, LLC QVC of Suffolk Inc. /CVN Distribution Centerpoint Properties Trust Sysco Food Services of Hampton Roads Target Corporation TowneBank Belleville Widow & Orphans Lake View Development Group LLC Inland American Suffolk LV, LLC City of Norfolk Wal-Mart Stores Lake Prince Center Inc. Rubicon – NGP JM Smucker Company BASF Corporation Planters Lifesavers Company

Taxable Assessed Value $54,180,500 44,294,900 41,236,600 42,381,300 39,245,000 36,721,800 30,317,400 27,315,400 25,852,800 20,332,400 21,439,500 23,575,500 44,233,400 24,259,000 26,105,400 16,294,000

Source: Comprehensive Annual Financial Report for FY 2014 

300


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 sour

Percentage Increase in Tax Revenue By Source Last Ten Fiscal Years

General Property  Tax 47%

Communication 100%

Sales and Use Tax 33% BPOL 14% Motor Vehicle  License 66%

Meals 130%

Lodging 270%

Bank Stock Tax 78%

Source: Comprehensive Annual Financial Report for FY 2014  301


Size of City Government The proposed FY 2015-2016 budget provides for 14.8 full-time positions per 1,000 citizens. Since 2009, the number of full-time positions per 1,000 citizens has gradually declined despite the increase in the City’s population.

 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 34% 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   

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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 7,060 employees and 17.5% of the City’s workforce.

Employer Type of Business  Navy Cyber Force  Government  Sentara Health Systems  Health Care  J‐7 Joint Starr  Computer Modeling and Simulation (Civilian)  QVC Distribution  Home Shopping Distribution  Sysco Food Services of Hampton Roads  Food Service Distribution  Wal‐Mart Stores  Retail  Planters/Kraft Foods  Peanut Products  Unilever Bestfoods/Lipton Tea  Beverage Manufacture and Distribution  Towne Bank  Banking  Lakeview Medical Center  Health Care      Source: Suffolk Department of Economic Development 

Employees   1,500  1,300  1200  900  500  450  340  300  300  270  7,060 

303


304


305


306


307


CITY OF SUFFOLK FEE SCHEDULE FISCAL YEAR 2015-2016 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 2014-2015

Fiscal Year 2015-2016

299.00 229.00 89.00 69.00 35.00 10.00 25.00 25.00 25.00 100.00 250.00/Day Average for all prices 30% (projected) 0.00

299.00 229.00 89.00 69.00 35.00 10.00 25.00 25.00 25.00 100.00 250.00/Day Average for all prices 27% (projected) 35.00

1.00

1.00

Cost 50.00 50.00 100.00 50.00

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 12.50 varies varies $30/day/juror varies 35.00 5.00 25.00 25.00 1.75

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 12.50 varies varies $30/day/juror varies 35.00 5.00 25.00 25.00 1.75

1/2 of child support guidelines amount

1/2 of child support guidelines amount

100.00

100.00

25.00

25.00

25.00

25.00

25.00

25.00

$5.00/per Child Support Order (per pay) $5.00/per Garnishment Order (per pay) $5.00 per request $5.00 per request One time penalty of 10% up to 10.00 Annual interest of 10%

$5.00/per Child Support Order (per pay) $5.00/per Garnishment Order (per pay) $5.00 per request $5.00 per request One time penalty of 10% up to 10.00 Annual interest of 10%

* Prices consistant 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 Garnishment Processing Fees Payroll History Report/Check Reprint Processing Fees W-2 Re-issuance Processing Fees Miscellaneous Bills Miscellaneous Bills

308


CITY OF SUFFOLK FEE SCHEDULE FISCAL YEAR 2015-2016 Fees FIRE & RESCUE

Fiscal Year 2014-2015

Fiscal Year 2015-2016

50.00

75.00

Responsible Party Billed 50.00 50.00

Responsible Party Billed 50.00 50.00

50.00 (each additional tank 20.00)

50.00 (each additional tank 20.00)

Fireworks Permit

0.00

150.00

Tent Permit

0.00

25.00

50.00

50.00

6.00

6.00

40.00 per hour/per person 25.00 per hour/per person

40.00 per hour/per person 25.00 per hour/per person

No Charge 150.00 25.00 per year

No Charge 150.00 25.00 per year

No Charge unless malicious act 50.00 100.00 200.00

No Charge unless malicious act 50.00 100.00 200.00

400.00 650.00 800.00 10.00 per mile

400.00 650.00 800.00 10.00 per mile

30.00 per hour 75.00 per hour 125.00 per hour 50.00 per hour, plus supplies used 75.00 per hour

30.00 per hour 75.00 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

25.00 per hour/per person 30.00 per hour/per person 35.00 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

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

Plans Review On-Site Inspection Hazardous Materials Response Relocation of up to 20 sprinkler heads Hood/Extinguishing Systems Underground Tank Installation and Removal, Aboveground (AST), Underground (UST), Tank Installation and Removal or Fill in Place

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 Reports Incident or Computer Generated Reports General Special inspection fee, after hours, weekends, holidays Special event stand-by Burn Permit (Requirements must be met) Residential Commercial Alarm Registration False Alarms (within 180 days) First False Alarm Second False Alarm Third False Alarm Additional False Alarms Emergency Medical Services Basic Life Support (BLS) Advanced Life Support Level I (ALS I) Advanced Life Support Level II (ALS II) Loaded Patient Mileage (LPM) Apparatus Use Fee Ambulance Engine Ladder Re-Hab Emergency Communication Unit Personnel Firefighter Firefighter/Medic Supervisor 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

309


CITY OF SUFFOLK FEE SCHEDULE FISCAL YEAR 2015-2016 Fees 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

Fiscal Year 2014-2015

Fiscal Year 2015-2016

varies 12.00 120.00 5.00 10.00 25.00

varies 12.00 120.00 5.00 10.00 25.00

Digital Map Data Topographic Data (File Set) $500.00/set or $100/per layer $500.00/set or $100/per layer Orthophotography (Single Image) $7851.00 (High Resolution)/$3821 (DTM) $7851.00 (High Resolution)/$3821 (DTM) Base Map (File Set) $500.00/set or $100/per layer $500.00/set or $100/per layer Planimetrics (File Set) $500.00/set or $100/per layer $500.00/set or $100/per layer Zoning (File Set) $500.00/set or $100/per layer $500.00/set or $100/per layer 8.5" x 11" (ANSI A) $3.00 $3.00 11" x 17" (ANSI B) $5.00 $5.00 17" x 22" (ANSI C) $10.00 $10.00 22" x 34" (ANSI D) $10.00 $10.00 24" x 48" or 24" x 60" $12.00 $12.00 34" x 44" (ANSI E) $15.00 $15.00 36" x 60" or 36" x 72" $15.00 $15.00 Entire City Basemap $25.00 $25.00 Entire City Aerial Image $50.00 $50.00 Specialized Map Services Special Map Production Services (Per Hour) 65.00 65.00 Specialized Data Analysis Services (Per Hour) 65.00 65.00 Individual Orthophotography Tiles 1-5 tiles 100.00/tile 100.00/tile 6 - 10 tiles 50.00/tile 50.00/tile * The Historic Commission decided that those who did the work without prior approval should pay a higher fee. ** Sub-division fee: Fee is consistent with zoning determination fee. *** Funds collected through fee in lieu of mitigation would be pooled together from other various individual projects to allow for larger future wetlands mitigation projects for City/Wetlands board in the watershed. HUMAN RESOURCES COBRA administration JUVENILE AND DOMESTIC RELATIONS COURT Fines and Forfeitures Sheriff's Fees Court Appointed Attorney Courthouse Maintenance Local Interest Jail Admission Fee Courthouse Security Fee LIBRARY Printer and Photocopier-Black and White (per sheet) Printer and Photocopier-Color (per sheet) Lost Card 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 Lil' Kickers 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)

2% of monthly premium

2% of monthly premium

Varies 12.00 120.00 2.00 Varies 25.00 10.00

Varies 12.00 120.00 2.00 Varies 25.00 10.00

0.20 0.40 2.00 Cost of Book/Material 5.00 Cost of Replacement Tape or CD

0.20 0.40 2.00 Cost of Book/Material 5.00 Cost of Replacement Tape or CD

320.00 220.00 200.00

320.00 220.00 200.00

350.00 300.00 320.00 15.00 60.00 40.00 60.00 60.00 40.00

350.00 300.00 320.00 15.00 60.00 40.00 60.00 60.00 40.00

60.00 115.00 40.00

60.00 115.00 40.00

310


CITY OF SUFFOLK FEE SCHEDULE FISCAL YEAR 2015-2016 Fees Rental of Ball fields without Lights (full day) Facilities and Parks Bennett's Creek Park Picnic Shelter Full Day 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 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 Gymnasium: Must be out by 8p (minimum 4 hour rental) Non-commercial Events Hourly Rate Commercial Events (w/fee or admission) Hourly 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 2014-2015 65.00

Fiscal Year 2015-2016 65.00

75.00 300.00 per day

75.00 300.00 per day

150.00 150.00

150.00 150.00

25.00 35.00 45.00 55.00

25.00 35.00 45.00 55.00

120.00 140.00 160.00 180.00

120.00 140.00 160.00 180.00

100.00 120.00 140.00 160.00

100.00 120.00 140.00 160.00

100.00 120.00 140.00 160.00 75.00 75.00

100.00 120.00 140.00 160.00 75.00 75.00

150.00 35.00 per hour 35.00 per hour

150.00 35.00 per hour 35.00 per hour

35.00 per hour/ 2 hour max 50.00 per hour/ 2 hour max 100.00 per hour/ 2 hour max

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 10.00

10.00 20.00 5.00 5.00 10.00

5.00 10.00 7.00 5.00 25% above resident fees

5.00 10.00 7.00 5.00 25% above resident fees

65.00/hr

65.00/hr

75.00/hr 150.00 25.00 per 15 minutes

75.00/hr 150.00 25.00 per 15 minutes

25.00 per hour 35.00 per hour

25.00 per hour 35.00 per hour

25.00 per hour 35.00 per hour

25.00 per hour 35.00 per hour

75.00 10.00 per hour 10.00

75.00 10.00 per hour 10.00

25.00 per canoe

25.00 per canoe

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 Canoe Rentals (maximum of 6 canoes available)

311


CITY OF SUFFOLK FEE SCHEDULE FISCAL YEAR 2015-2016 Fees National Guard Armory Rental Period: 8:00 a.m. to midnight Deposit Non-Commercial Events Resident hourly rental rate (minimum 4-hour rental) Non-resident hourly rental rate (minimum 4-hour rental) Late Fee (per 15 minutes) for not vacating rental on time

Fiscal Year 2014-2015

Fiscal Year 2015-2016

150.00

150.00

150.00 per hour 200.00 per hour 25.00 per 15 minutes

150.00 per hour 200.00 per hour 25.00 per 15 minutes

200.00 per hour 300.00 per hour 25.00 per 15 minutes

200.00 per hour 300.00 per hour 25.00 per 15 minutes

50.00

50.00

150.00 125.00 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

150.00 125.00 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

150.00 25.00 per 15 minutes

25.00/hr

25.00/hr

35.00/hr

35.00/hr

75.00 125.00 25.00

75.00 125.00 25.00

150.00

150.00

50.00 per hour/Res 70.00 per hour/Non Res 25.00 per 15 minutes

50.00 per hour/Res 70.00 per hour/Non Res 25.00 per 15 minutes

10.50 to 16.00 per hour 30.00 per hour per officer As noted in Leisure Guide

10.50 to 16.00 per hour 30.00 per hour per officer As noted in Leisure Guide

200.00

200.00

125.00 200.00

125.00 200.00

50.00 ea. per day (up to 6) 25.00 per day 25.00 6.00 1.00 25% above resident fees

50.00 ea. per day (up to 6) 25.00 per day 25.00 6.00 1.00 25% above resident fees

800.00

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

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

Commercial Events Resident hourly rental rate (minimum 4-hour rental) Non-resident hourly rental rate (minimum 4-hour rental) Late Fee (per 15 minutes) for not vacating rental on time

Special Event Application Fee Non-Profit/For-Profit Planters Club Rental Period: 8:00 a.m. to Midnight

Deposit 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 Picnic Pack Whaleyville Community Center Deposit Resident hourly rental rate (minimum 4-hour rental) Includes Kitchen and use of Ice Machine Non-resident hourly rental rate (minimum 4-hour rental) Late Fee (per 15 minutes) for not vacating rental on time Custodial Fees (all rental facilities)

Security Services (Suffolk Police Officers) Fee Based Activities Maintenance Equipment Mobile Bleachers - Per Day Tents - Per Day 10 x 10 20 x 20 Platforms - Per Day Risers Steps 4x8 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

312


CITY OF SUFFOLK FEE SCHEDULE FISCAL YEAR 2015-2016 Fees PLANNING AND COMMUNITY DEVELOPMENT PLANNING Rezoning Requests Conditional Rezoning Requests Conditional Use Permits Comprehensive Plan Amendment Comprehensive Plan Consistency Review Subdivision Variance Requests Wetlands Board Wetlands Board After the Fact Chesapeake Bay Preservation Area Special Exception Request (Administrative) Chesapeake Bay Preservation Area Special Exception Request (Planning Commission) Historic and Cultural Review - Additions Historic and Cultural Review - New Construction Historic and Cultural Review - Administration Historic and Cultural Review - After the Fact Historic and Cultural Review - Administration After the Fact* Borrow Pit Fees Per cubic yard removed semi-annually Street Name Change Request Street Abandonment Encroachment Permits Minor Subdivision Family Transfer Preliminary Plat Fee (per lot) Final Plat Fee (per lot) Subdivision Engineering Plan Review Subdivision Engineering Plan Review Revisions Subdivision Determination** Site Plan Review (excludes 1 & 2 family dwelling) plus per acre Site Plan Review - additional revisions (per submittal) Site Plan Waiver Request Maps (each) Printed Map Products Maps-Specialized Map Production Services Aerial Photographs 1" = 1000' 1" = 1600" Base map set Unified Development Ordinance Comprehensive Plan Geodetic Control Network Book Geodetic Control Network Book - Supplement Wetland Mitigation Fee In-Lieu***

Fiscal Year 2014-2015

Fiscal Year 2015-2016

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

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

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

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 Cost 60.00 25.00

0.25 50.00 Cost 60.00 25.00

10.00

10.00

1% over market rate to purchase credits in an approved tidal wetlands bank

1% over market rate to purchase credits in an approved tidal wetlands bank

50.00 2.00% 50.00

50.00 2.00% 50.00

250.00 500.00 1,000.00 2,000.00 4,000.00 5,000.00

250.00 500.00 1,000.00 2,000.00 4,000.00 5,000.00

50.00 2.00%

50.00 2.00%

50.00 50.00 50.00 50.00

50.00 50.00 50.00 50.00

50.00 50.00 70.00 50.00

50.00 50.00 70.00 50.00

75.00 50.00 105.00 60.00

75.00 50.00 105.00 60.00

COMMUNITY DEVELOPMENT Minimum State Levy Extra Inspection Trips (each) 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)

313


CITY OF SUFFOLK FEE SCHEDULE FISCAL YEAR 2015-2016 Fees 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) 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)

Fiscal Year 2014-2015

Fiscal Year 2015-2016

100.00 60.00 140.00 80.00

100.00 60.00 140.00 80.00

125.00 75.00 175.00 100.00

125.00 75.00 175.00 100.00

150.00 90.00 210.00 120.00

150.00 90.00 210.00 120.00

175.00 105.00 245.00 140.00

175.00 105.00 245.00 140.00

200.00 120.00 280.00 160.00

200.00 120.00 280.00 160.00

225.00 135.00 315.00 180.00

225.00 135.00 315.00 180.00

250.00 150.00 350.00 200.00

250.00 150.00 350.00 200.00

275.00 165.00 385.00 220.00

275.00 165.00 385.00 220.00

300.00 180.00 420.00 240.00

300.00 180.00 420.00 240.00

325.00 195.00 455.00 260.00

325.00 195.00 455.00 260.00

350.00 210.00 490.00 280.00

350.00 210.00 490.00 280.00

375.00 225.00 525.00 300.00

375.00 225.00 525.00 300.00

400.00 240.00 560.00 320.00

400.00 240.00 560.00

314


CITY OF SUFFOLK FEE SCHEDULE FISCAL YEAR 2015-2016 Fees 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) 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)

Fiscal Year 2014-2015

Fiscal Year 2015-2016

425.00 255.00 595.00 340.00

425.00 255.00 595.00 340.00

450.00 270.00 630.00 360.00

450.00 270.00 630.00 360.00

475.00 285.00 665.00 380.00

475.00 285.00 665.00 380.00

500.00 300.00 700.00 400.00

500.00 300.00 700.00 400.00

525.00 315.00 720.00 410.00

525.00 315.00 720.00 410.00

550.00 330.00 740.00 420.00

550.00 330.00 740.00 420.00

575.00 345.00 760.00 430.00

575.00 345.00 760.00 430.00

600.00 360.00 780.00 440.00

600.00 360.00 780.00 440.00

600.00 plus 25 per 50 amps after 360 plus 15 per 50 amps after 780.00 plus 20 per 50 amps after 440 plus 10 per 50 amps after

600.00 plus 25 per 50 amps after 360 plus 15 per 50 amps after 780.00 plus 20 per 50 amps after 440 plus 10 per 50 amps after

4.00 5.00 7.00 15.00 20.00 55.00 50.00

4.00 5.00 7.00 15.00 20.00 55.00 50.00

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

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

315


CITY OF SUFFOLK FEE SCHEDULE FISCAL YEAR 2015-2016 Fees 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 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 0 - 2,499 square feet 2,500 - 5,000 5,000 - 10,000 10,001 - 30,000 30,001 - 50,000 50,001 - 100,000 Above 100,000 Moving Out of City to In City In City to Out of City Within City Through City Accessory Structures 0 - 100 square feet 101 - 300 301 - 600 Demolition One to Two Family Residences Any Residential Accessory Structure 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

Fiscal Year 2014-2015 7.00

Fiscal Year 2015-2016 7.00

50.00 2.00%

50.00 2.00%

50.00 50.00 50.00 55.00

50.00 50.00 50.00 55.00

50.00 55.00 55.00

50.00 55.00 55.00

50.00 50.00 plus $4.00/10,000 gallons

50.00 50.00 plus $4.00/10,000 gallons

50.00 50.00 plus $6.00/25,000 gallons 50.00

50.00 50.00 plus $6.00/25,000 gallons 50.00

75.00 100.00 125.00 175.00 250.00 300.00 350.00

75.00 100.00 125.00 175.00 250.00 300.00 350.00

525.00 275.00 275.00 100.00

525.00 275.00 275.00 100.00

50.00 50.00 65.00

50.00 50.00 65.00

55.00 50.00

55.00 50.00

100.00 $25/15,000 sq.ft.

100.00 $25/15,000 sq.ft.

50.00 55.00 65.00 50.00

50.00 55.00 65.00 50.00

15.00 25.00 45.00 50.00

15.00 25.00 45.00 50.00

50.00 $2.00/$100 value

50.00 $2.00/$100 value

50.00 55.00 50.00 50.00 50.00 50.00 60.00 35.00

50.00 55.00 50.00 50.00 50.00 50.00 60.00 35.00

50.00 $1.00/$100 value

50.00 $1.00/$100 value

316


CITY OF SUFFOLK FEE SCHEDULE FISCAL YEAR 2015-2016 Fees 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 (see attached Schedule A) Zoning Permits (includes Farm Affidavits) Home Occupation Permits (zoning review) Health Department Evaluation New Construction Updates Board of Zoning Appeals Administrative Variance Request Chesapeake Bay Special Exception Request Reviewed by Zoning Administrator If Forwarded to Board of Zoning Appeals Written Determination by Zoning Administrator Special Entertainment Permit Junkyard Compliance Inspection (yearly) Unified Development Ordinance Temporary Signs Building Permits: Permit Issued No Inspections Completed 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 2014-2015

Fiscal Year 2015-2016

50.00 100.00 50.00 100.00 50.00 30.00 50.00 100.00 250.00 75.00

50.00 100.00 50.00 100.00 50.00 30.00 50.00 100.00 250.00 75.00

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) 35.00 35.00*

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) 35.00 35.00*

100.00 50.00 500.00 60.00

100.00 50.00 500.00 60.00

50.00 50.00 300.00 300.00 90.00 90.00 $50.00 plus fees for in-kind services such as Police, $50.00 plus fees for in-kind services such as Police, Fire, Equipment Rental, etc. Fire, Equipment Rental, etc. 100.00 100.00 Cost Cost 25.00 25.00 75% 50% 25%

75% 50% 25%

75% 50%

75% 50%

75% 50%

75% 50%

75% 50%

75% 50%

75% 50%

75% 50%

25.00 10.00 25.00 25.00 per working day until compliance 100.00 + 10.00 per registered user 25.00 100.00 100.00 100.00 + 10.00 per registered user

25.00 10.00 25.00 25.00 per working day until compliance 100.00 + 10.00 per registered user 25.00 100.00 100.00 100.00 + 10.00 per registered user

50.00

50.00

* All refunds subject to $15.00 processing Fee-no refunds will be issued for amounts less than $15.00

POLICE Annual Alarm Registration Alarm Registration Renewal Alarm Registration Late Fee (after 30 days) Fee to alarm company for failure to provide alarm user list Reinstatement fee for failure to provide alarm user list Late fee for registration renewal (after 30 days) Use of Automatic Dialer Audible Alarm Violation Reinstatement Fee for failure to provide ARM Failure of alarm company to provide customer False Alarm Prevention checklist

317


CITY OF SUFFOLK FEE SCHEDULE FISCAL YEAR 2015-2016 Fees

Fiscal Year 2014-2015

Fiscal Year 2015-2016

Failure of alarm company to provide Alarm Installer checklist Failure of alarm company to provide Alarm Dispatch Records request

50.00 50.00

50.00 50.00

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 alarm g non-registered p y g per response p 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

100.00 25.00

100.00 25.00

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) Full Scale Accident Diagram Audio Dispatch Tape/CD CAD Report Color Copy Black & White Copy Photographs on CD Video Tape PUBLIC UTILITIES 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)

100.00

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 5.00 7.00

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

7.00 5.00 per card 5.00 or cost, whichever is greater 20.00 10.00 18.00 Cost, but not less than 15.00 30.00

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

Police Officer/$30 per hour, minimum 2 hours Supervisor/$35 per hour, minimum

Police Officer/$30 per hour, minimum 2 hours Supervisor/$35 per hour, minimum

15.00 per day

15.00 per day

75.00 95.00 25.00 5.00 10.00 5.00 15.00 6.00 0.45 0.25 15.00 15.00

85.00 105.00 25.00 5.00 10.00 5.00 15.00 6.00 0.50 0.25 15.00 15.00

25.00

25.00

10.00 25.00 50.00 1.5 % per month with $0.50 minimum 100.00

10.00 25.00 50.00 1.5 % per month with $0.50 minimum 100.00

250.00 500.00 8.29 4.46 210,993.79

250.00 500.00 8.86 4.67 204,959.00

200.00 1.25 x Meter Rate 41.45

200.00 1.25 x Meter Rate 44.30

318


CITY OF SUFFOLK FEE SCHEDULE FISCAL YEAR 2015-2016 Fees

Fiscal Year 2014-2015

Fiscal Year 2015-2016

Meter Service Charge (per month) 5/8 and 3/4 inch meter

6.40 (Billed at $0.210 per day per billing cycle)

7.00 (Billed at $0.230 per day per billing cycle)

1 inch meter 1½ inch meter

15.95 (Billed at $0.524 per day per billing cycle) 31.80 (Billed at $1.046 per day per billing cycle)

17.51 (Billed at $0.576 per day per billing cycle) 35.00 (Billed at $1.151 per day per billing cycle)

2 inch meter 3 inch meter

50.90 (Billed at $1.673 per day per billing cycle) 95.40 (Billed at $3.136 per day per billing cycle)

56.00 (Billed at $1.841 per day per billing cycle) 105.00 (Billed at $3.452 per day per billing cycle)

4 inch meter

158.90 (Billed at $5.224 per day per billing cycle)

175.00 (Billed at $5.753 per day per billing cycle)

6 inch meter 8 inch meter

317.75 (Billed at $10.447 per day per billing cycle) 350.00 (Billed at $11.507 per day per billing cycle) 508.45 (Billed at $16.716 per day per billing cycle) 560.00 (Billed at $18.411 per day per billing cycle)

10 inch meter Water Connection Charge (installed by city) 5/8 inch meter 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) Mobil 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 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 (2 to 4 units, per unit) Attached Multi Family (5 to 16 units, per unit) Attached Multi Family (17-24 units, per unit) Attached Multi Family (25+ units, per unit) Mobil Home Park (cost per unit) Sewer Availability Charge (commercial) 5/8 and 3/4 inch meter 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

730.85 (Billed at $24.028 per day per billing cycle) 805.00 (Billed at $26.466 per day per billing cycle) 1,100.00 1,100.00 1,340.00 1,670.00 1,975.00

1,100.00 1,100.00 1,340.00 1,670.00 1,975.00

Actual cost x 1.25 50.00

Actual cost x 1.25 50.00

5,520.00

5,520.00

4,970.00 4,420.00 3,865.00 3,310.00 3,310.00

4,970.00 4,420.00 3,865.00 3,310.00 3,310.00

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

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 10.00 300.00 100.00 6.47 32.35

250.00 Equal to prime rate - July 1 1 1/2 % or $0.50 minimum per month 10.00 300.00 250.00 6.74 33.70

1,450.00 2,650.00 actual cost of installation plus 25% 50.00

1,450.00 2,650.00 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 5,400.00 4,800.00 4,200.00 3,600.00 3,900.00

6,000.00 N/A 14,800.00 29,500.00 47,100.00 88,100.00 146,800.00 293,400.00 469,300.00 674,600.00

6,000.00 N/A 14,800.00 29,500.00 47,100.00 88,100.00 146,800.00 293,400.00 469,300.00 674,600.00

319


CITY OF SUFFOLK FEE SCHEDULE FISCAL YEAR 2015-2016 Fees Construction Specifications and Standards Manual Sewer Pump Stations Protype Drawing Manual of Cross Connection Policies Plan sheet copies 24" x 36" (per sheet) Copies (black and white (each) Copies (color) (each)

Fiscal Year 2014-2015 25.00 150.00 20.00 2.00 0.20 0.35*

Fiscal Year 2015-2016 0.00 0.00 20.00 2.00 0.20 0.35*

Engineering Review

Site Plans Review

Engineerying Plans Review Engineering Plans/Site Plans Amendments Plats Pump Station Review/Sewer Model Evaluation Single Family Grinder Pump Review/Inspection Engineering Construction Inspection Sanitary Sewer Facilities

$1,500 Base Fee plus $1.50/if for every foot of $1,500 Base Fee plus $1.50/if for every foot of public water & sewer mains beyond the initial 250 if public water & sewer mains beyond the initial 250 if no mains plus pump station review fee no mains plus pump station review fee $2,500 Base Fee plus $.15/if for every foot of public $2,500 Base Fee plus $.15/if for every foot of public water & sewer mains plus pump station review fee water & sewer mains plus pump station review fee $300/Submittal $300/Submittal 200.00 200.00 $1,500 per station $1,500 per station 300.00 300.00

$1.50/LF for every foot of public sewer installed

$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

$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 N/A 8,125.00 16,250.00 26,000.00 48,750.00 81,250.00

3,250.00 N/A 8,125.00 16,250.00 26,000.00 48,750.00 81,250.00

1,750.00 N/A 4,375.00 8,750.00 14,000.00 26,250.00

1,750.00 N/A 4,375.00 8,750.00 14,000.00 26,250.00

43,750.00

43,750.00

Water Transmission/Distribution Facilities Site Plan with Public Utilities Environmental Incentive - Water 5/8 and 3/4 inch meter 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 3/4 inch meter 1 inch meter 1½ inch meter 2 inch meter 3 inch meter 4 inch meter

*Reflects additional cost to use color copier. Utility fund cost to support debt service - based on rate model. Programmed less from new connections and have to make it up on the rate side. WTWA and Sewer collection similar to water side - balance between less connections has to be made up on rate side. Based on model.

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

$500/application $1,000/application $100/plat $100/hr 0.00 0.00 0.00 $250 per location 100.00

$1,000/application $1,500/application $100/plat $100/hr $18,000 per location $70/hr $1,600/application $250 per location 100.00

6.00/mo/ERU

6.00/mo/ERU

2% of engineers cost estimate The following state feels shall be added accordingly >1.0-5.0 acres + $756 >5.010.0 acres + $952 >10.050.0 acres + $1,260 >50.00100.00 acres + $1,708 >100.00 acres + $2,688

2% of engineers cost estimate The following state feels shall be added accordingly >1.0-5.0 acres + $756 >5.010.0 acres + $952 >10.050.0 acres + $1,260 >50.00100.00 acres + $1,708 >100.00 acres + $2,688

$1,400 minimum; $400/acre; not to exceed $8,000

$1,400 minimum; $400/acre; not to exceed $8,000

Stormwater and Public Works Engineering Storm Water Utility Fee Stormwater/E & S inspection and review

Stormwater Site Plans Inspection

320


CITY OF SUFFOLK FEE SCHEDULE FISCAL YEAR 2015-2016 Fees

Fiscal Year 2014-2015

Fiscal Year 2015-2016

0-10,000 sf of disturbance - $460 10,000-0.5 acre of disturbance -$835 0.5-1.0 acre of disturbance- $1585 >1.0 acre - +$250/additional acre of disturbance The following state fees shall be added accordingly >1.0-5.0 acres + $756 >5.010.0 acres + $952 >10.050.0 acres + $1,260 >50.00100.00 acres + $1,708 >100.00 acres + $2,688 Stormwater Maintenance Agreement - $150

0-10,000 sf of disturbance - $460 10,000-0.5 acre of disturbance -$835 0.5-1.0 acre of disturbance- $1585 >1.0 acre - +$250/additional acre of disturbance The following state fees shall be added accordingly >1.0-5.0 acres + $756 >5.010.0 acres + $952 >10.050.0 acres + $1,260 >50.00100.00 acres + $1,708 >100.00 acres + $2,688 Stormwater Maintenance Agreement - $150

Site Plan Amendment = $350/submittal $1000 + $1/lf of roadway The following state fees shall be added accordingly >1.0-5.0 acres + $756 >5.010.0 acres + $952 >10.050.0 acres + $1,260 >50.00100.00 acres + $1,708 >100.00 acres + $2,688 Plan Amendments = $350/submittal

Site Plan Amendment = $350/submittal $1000 + $1/lf of roadway The following state fees shall be added accordingly >1.0-5.0 acres + $756 >5.010.0 acres + $952 >10.050.0 acres + $1,260 >50.00100.00 acres + $1,708 >100.00 acres + $2,688 Plan Amendments = $350/submittal

Modification or Transfer of General Permit/Registration Statement for Discharges of Stormwater from Construction Activities

Fees shall be paid pursuant to Virginia Administrative Code 9VAC25-870-825

Fees shall be paid pursuant to Virginia Administrative Code 9VAC25-870-825

Annual Maintenance fees for General or Individual Permits for Discharges of Stormwater from Construction Activities

Fees shall be paid pursuant to Virginia Administrative Code 9VAC25-870-830

Fees shall be paid pursuant to Virginia Administrative Code 9VAC25-870-830

$750 per plat 290.00

$750 per plat 209.00

958/acre 263/acre 632/acre

958/acre 263/acre 632/acre

100.00

100.00

Cost Cost 2.50 600.00 600.00

Cost Cost 2.50 600.00 600.00

75.00 100.00 300.00 at cost at cost

75.00 100.00 300.00 at cost at cost

5.00 5.00 5.00

5.00 5.00 5.00

50.00 50.00

50.00 50.00

Stormwater/E &S plan review Site Plan:

Engineering Plan:

Plat: Single Family E&S Site Plan Review Pro Rata Share Fees Chowan Watershed Great Dismal Watershed James River Watershed Permits Right of Way Permit plus asphalt (per cubic foot) plus concrete (per cubic foot) Driveway Apron (per square foot) Street Name Signs (private - black and yellow) Street Name Signs (public - green and white) Permits (continued) Special Permits for Oversized and Overweight Vehicles Single-Trip Permit Single-Trip House Move Permit Blanket-Term Permit General Engineering Review In-depth Engineering Review Maps - Printed Map Products GIS Tax Map (single map) Other Map Product (single map) Generalized City Base Map (single map) Maps - Specialized Map Services Special Map Production Services (per hour) Specialized Data Analysis Services (per hour) Refuse Collection Automated Refuse Container *Refuse and Recycling Service

70.00

70.00

16.50/mo/unit

16.50/mo/unit

Bulk Refuse Service 1-8 CY bulk collection -after 12 free collections

20.00

20.00

9-16 CY bulk collection

50.00

50.00

Evictions

100.00

100.00

Weekdays

50.00

50.00

Weekends

90.00

90.00

Recycling Carts

0.00

60.00

Bulk Refuse Service - Roll Off

* Does not include commercial refuse collection

321


CITY OF SUFFOLK FEE SCHEDULE FISCAL YEAR 2015-2016 Fees

Fiscal Year 2014-2015

Fiscal Year 2015-2016

1.50

TRANSIT Faires-Regular Bus Service (Not Paratransit) Adult - One way (No Transfer)

0.00

Adult - All day (Unlimited Transfer)

0.00

3.00

Adult - Monthly Pass

0.00

57.50 1.00

Student (6-18 yrs) - One way (No Transfer)

0.00

Student (6-18 yrs) - All day (Unlimited Transfer)

0.00

2.00

Student (6-18 yrs) - Monthly Pass

0.00

37.50

Disabled and/or Senior (55+ yrs) - One way (No Transfer)

0.00

0.75

Disabled and/or Senior (55+ yrs) - All day (Unlimited Transfer)

0.00

1.50

0.00 0.00

27.50 3.00

25.00 5.00/hour 75.00 15.00/hour

25.00 5.00/hour 75.00 15.00/hour

150.00 50.00/hour 80.00/hour

150.00 50.00/hour 80.00/hour

300.00 100.00/hour

300.00 100.00/hour

50.00/season 75.00/season 35.00/season 15.00/one day

60.00/season 100.00/season 35.00/season 15.00/one day

5.00 3.00

5.00 3.00

10.00 8.00

10.00 8.00

7.00 5.00 35.00

7.00 5.00 35.00

10.00 8.00

10.00 8.00

7.00 5.00 35.00 Cost $100/quarter

7.00 5.00 35.00 Cost $100/quarter when available

50.00 30.00 30.00 100.00 20.00 30.00 35.00 30.00 20% 10.00 20.00 12.00 3.0%

50.00 30.00 30.00 100.00 20.00 30.00 35.00 30.00 20% 10.00 20.00 12.00 3.0%

3.95

3.95

3.95 2.75% of payment amount

3.95 2.75% of payment amount

2.2% of payment amount plus .30 transaction fee

2.2% of payment amount plus .30 transaction fee

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 Fee Based Activities Not Described Visitor Center Display Case - Limit of 4 TREASURER Return Check Set Off Debt Lien Copy of Delinquent Report Vehicle Block Delinquent Tax Collection (prior to judgment) Delinquent Tax Collection (after judgment) Delinquent Personal Property Collection Fee Attorney or Collection Agency Fees Vehicle License Registration Late Payment Fee Serving out of town warrants in debt For each additional warrant served 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

322


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324


325


326


327


328


329


330


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GLOSSARY OF TERMS Accrual Basis - A basis of accounting in which transactions are recognized at the time incurred, as opposed to when cash is received or spent. Agency Funds – These funds are custodial in nature (assets equal liabilities) and do not involve measurement of the results of operation. Appropriation - A legal authorization to incur obligations and to make expenditures for specific purposes. Assessed Valuation - The valuation set upon real estate and certain personal property by the City Assessor as a basis for levying property taxes. Asset - Resources owned or held by the City that have 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 Program (CIP) - 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.

332


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. Commonwealth Fund – This funds accounts for monies collected by the City on behalf of the Commonwealth of Virginia. Community Development Block Grant (CDBG) – 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 (COLA) - 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 District Fund (DBOD) – 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. Efficiency Review - The evaluation of programs and services to determine their effectiveness and whether opportunities exist to make improvements that would lead to cost savings. 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.

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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. Equivalent Residential Unit (ERU) – 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 (FTE) – 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. GAAP - 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. 334


General Obligation Bond - A bond that is backed by the full faith and credit of the government to repay the debt. 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 Partnerships 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. Materials and Supplies - Expendable materials and operating supplies necessary to conduct departmental operations. Non-Categorical Aid - Revenue from the State or Federal government that may be spent at the local government’s discretion. Objective - Something to be accomplished in specific, well-defined, and measurable terms and that is achievable within a specific time frame. Obligations - Amounts which the City legally may be required to meet out of its resources. They include not only actual liabilities, but also encumbrances not yet paid. Operating Expenses - The cost for personnel, materials, and equipment required for a department to function. Operating Revenue - Funds that the City receives as income to pay for ongoing operations. It includes such items as taxes, fees from specific services, interest earnings, and grant revenues. Operating revenues are used to pay for day-to-day services.

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Other Post Employment Benefits (OPEB) – 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 (Pay-Go) - 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. Reassessment Impact - The effective change of the real estate tax burden as a result of the newly assessed value of real property. Refuse Fund – The fund accounts for the provision of solid waste disposal and recycling services to City residents, as well as landfill post closure requirements. Reserve - An account used either to set aside budgeted revenues that are not required for expenditure in the current budget year or to earmark revenues for a specific future purpose. Revenue - Sources of income that finances the operations of city government. Risk Management Fund – The fund accounts for the funding and payment of auto, personal liability, general liability, health insurance, and worker’s compensation claims against the City exclusive of the School Board employees. Charges to other funds are based on estimated claims for the year. Risk Stabilization Reserve – Funding set aside in a special fund by the City for the payment of expenses associated with general liability, health insurance, and worker’s compensation. The City has established a financial policy to maintain a rate stabilization reserve in an amount equal to 20% of the anticipated annual premium costs. Road Maintenance Fund – This fund accounts for revenues and expenditures related to maintaining roads city wide. Revenues are derived from state and sale of service to other funds. Route 17 Taxing District Fund – The fund accounts for revenues and expenditures related to enhanced economic development related services provided in the Route 17 Taxing District. Most revenues are derived from a specific percentage of the annual real estate tax assessments in the Route 17 Taxing District. School Funds – These funds are used to account for the activities of the City of Suffolk Public School System. The funds include the School Operating Fund, the School Service Fund, and the School Grant Fund. Shortfall – The difference between the amount of funding required and the amount available. Special Revenue Funds – The funds that account for revenue derived from specific sources that are restricted by legal and regulatory provisions to finance specific activities. The special revenue funds used 336


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 Welfare Fund – The Commonwealth Fund accounts for monies collected by the City on behalf of the Commonwealth of Virginia. 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 - Compulsory 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 three full-time and 3 part-time 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 - This refers to the funds remaining from the prior year which are available for appropriation and expenditure in the current year. 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

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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

Adopted Operating Capital Budget FY 2015/16  
Adopted Operating Capital Budget FY 2015/16