FY 2022-2023 Adopted Operating & Capital Budget by City of Suffolk, Virginia

CITY of SUFFOLK

ADOPTED OPERATING & CAPITAL BUDGET

FY 2022-2023

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, 2021. In order to receive this award, a government unit must publish a budget document that meets program criteria as a policy document, as an operational 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 2022-2023 Operating & Capital Budget Table of Contents I.

City Manager’s Message ...................................................................................................11

II.

Budget Document Overview How to Read the Budget Document ................................................................................................ 17 Our City Council ............................................................................................................................. 18 City Council Vision ........................................................................................................................ 19 City Organization Chart .................................................................................................................. 20 Strategic Planning and Budget Development Process .................................................................... 21 Budget Development Calendar ....................................................................................................... 24 City Financial Structure .................................................................................................................. 25 Summary of Financial and Budget Policy Compliance .................................................................. 30

III.

Fund Summaries and Details Executive Summary By Fund .......................................................................................................... 51 All Funds Revenues and Expenditures Summary ........................................................................... 75 Revenue Analysis ............................................................................................................................ 82 General Fund Revenue Summary .................................................................................................... 93 General Fund Expenditure Summary .............................................................................................. 96 General Fund Specific Revenue and Appropriation Details City Council ............................................................................................................................ 99 City Manager ......................................................................................................................... 101 Budget and Strategic Planning .............................................................................................. 103 City Attorney ......................................................................................................................... 105 Human Resources .................................................................................................................. 107 Commissioner of the Revenue............................................................................................... 109 City Assessor ......................................................................................................................... 111 City Treasurer ........................................................................................................................ 113 Finance .................................................................................................................................. 115 Purchasing ............................................................................................................................. 117 Registrar ................................................................................................................................ 119 Circuit Court - Judges............................................................................................................ 121

FY 2022-2023 Operating & Capital Budget General District Court ........................................................................................................... 123 Magistrate’s Office ................................................................................................................ 125 Juvenile and Domestic Relations District Court ................................................................... 127 Court Service Unit ................................................................................................................. 129 Clerk of the Circuit Court ...................................................................................................... 131 Sheriff .................................................................................................................................... 133 Commonwealth’s Attorney ................................................................................................... 135 Police .................................................................................................................................... 137 Police –Emergency Communications.................................................................................... 139 Police Department – Animal Shelter Management ............................................................... 141 Fire & Rescue ........................................................................................................................ 143 Fire & Rescue – Emergency Management ............................................................................ 145 Western Tidewater Regional Jail Authority .......................................................................... 147 Public Works ......................................................................................................................... 149 Capital Programs and Facilities ............................................................................................. 151 Social Services ...................................................................................................................... 153 Social Services – Children’s Service Act .............................................................................. 155 Suffolk Health Department ................................................................................................... 157 Western Tidewater Community Services Board ................................................................... 159 School Support ...................................................................................................................... 161 Parks and Recreation ............................................................................................................. 163 Library ................................................................................................................................... 167 Planning and Community Development ............................................................................... 169 Economic Development ........................................................................................................ 171 Tourism ................................................................................................................................ 173 Media and Community Relations .......................................................................................... 175 Virginia Cooperative Extension ............................................................................................ 177 Local and Regional Organizations ........................................................................................ 179 Non-Departmental General Fund .......................................................................................... 181

Capital Projects Fund Specific Revenue and Appropriation Details .................................................. 185 Debt Service Fund Specific Revenue and Appropriation Details ...................................................... 191

FY 2022-2023 Operating & Capital Budget Special Revenue Fund Specific Revenue and Appropriation Details Aviation Facilities Fund ........................................................................................................ 197 Downtown Business Overlay Taxing District Fund .............................................................. 201 Road Maintenance Fund ........................................................................................................ 205 Consolidated Grants Fund ..................................................................................................... 209 Transit System Fund .............................................................................................................. 213 Law Library Fund.................................................................................................................. 217 Route 17 Special Taxing District Fund ................................................................................. 221 Enterprise Fund Specific Revenue and Appropriation Details Public Utilities Fund.............................................................................................................. 227 Refuse Fund........................................................................................................................... 237 Stormwater Management Fund ............................................................................................. 241 Internal Service Fund Specific Revenue and Appropriation Details Information Technology Fund............................................................................................... 247 Fleet Management Fund ........................................................................................................ 251 Risk Management Fund......................................................................................................... 255 School Board Component Unit Specific Revenue and Appropriation Detail School Operating Fund .......................................................................................................... 261

IV.

Appendices of Supporting Budget Documents Personnel Summary By Fund ....................................................................................................... 267 Capital Improvements Plan (CIP) ................................................................................................ 271 Long Range Budget Projections………………………………………… ................................... 381 Debt Service……………………………………………………………………………………..383 City Government, History and Community Attractions ............................................................... 389 City Demographics and Statistics ................................................................................................. 395 Budget Adoption Ordinance ......................................................................................................... 403 Fee Schedule................................................................................................................................. 407 Glossary of Terms ........................................................................................................................ 422

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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 Vision  City Organization Chart  Strategic Planning and Budget Development Process  Budget Development Calendar  City Financial Structure  Summary of Financial and Budget Policy Compliance

III.

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

IV.

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

CITY COUNCIL OF THE CITY OF SUFFOLK

Michael D. Duman Mayor At Large Term Expires: 12/31/2024

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

Shelley Butler Barlow Council Member Chuckatuck Borough Term Expires: 12/31/2022

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

Lue R. Ward, Jr. Council Member Nansemond Borough Term Expires: 12/31/2024

Roger W. Fawcett Council Member Sleepy Hole Borough Term Expires: 12/31/2024

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

LeOtis Williams Council Member Whaleyville Borough Term Expires: 12/31/2024 18

TARGETED AREAS PUBLIC SAFETY

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

FINANCIAL STABILITY

Continue practices that ensure strong financial management and fiscal responsibility.

GROWTH MANAGEMENT AND COMPREHENSIVE PLANNING

VISION FOR SUFFOLK SUFFOLK CITY COUNCIL

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

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

CIVIC ENGAGEMENT AND RESPONSIVE CITY SERVICES

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

EXPANDED ECONOMIC DEVELOPMENT

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

PUBLIC EDUCATION

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

LEISURE, HEALTH, AND WELLNESS

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

TRANSPORTATION

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

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

Director of Public Works

Director of Public Utilities

Director of Parks & Recreation

Director of Capital Programs & Facilities

Treasurer

City Manager

Director of Human Resources

Director of Finance

Fire Chief

Chief of Police

Planning Commission

City Council

Citizens

Commonwealth’s Attorney

Other Authorities, Boards, and Commissions

School Board

City of Suffolk FY 2022-2023 Operating and Capital Budget Organizational Chart

Director of Economic Development

Director of Planning & Community Development

Assessor

Commissioner of the Revenue

Deputy City Manager

City Attorney

Clerk of the Circuit Court

Director of Libraries

Director of Social Services

Director of Media & Community Relations

Director of Information Technology

Deputy City Manager

City Clerk

Sheriff

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

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

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

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

December

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Budget Packages Distributed to Departments / Agencies

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Budget Requests Due from Departments/Agencies

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

April

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

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City Manager’s Proposed Operating and Capital Budget Presented to City Council Public Hearing Advertisements for Proposed Budget and Effective Tax Rate, if Assessments increase 1% or more. City Council Public Hearing on Proposed Operating and Capital Budget, Tax Rates, and Related Ordinances (2nd Monthly Meeting)

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May  

City Council Public Hearing on Effective Tax Rate Increase, if Assessments increase 1% or more (1st Monthly Meeting) Adoption of Operating and Capital Budget, Tax Rates, and Related Ordinances by City Council (1st Monthly Meeting)

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, 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 General Fund revenue 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 of 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 of services provided in the Downtown Business Overlay District. Most revenues are derived from a specific percentage of the annual real estate tax assessments in the Downtown Business Overlay District.

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

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

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

The budget is prepared on a “zero base”.

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

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

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

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

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

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Additional appropriations may be made by City Council only if there is an unencumbered fund balance or additional funding becomes available. Supplemental budget appropriations may be approved during the fiscal year. 28

Formal budgetary integration is employed as a management control device. Annual operating budgets are adopted by ordinance passed by City Council for the General Fund, Capital Projects Fund, the Debt Service Fund, Special Revenue Funds (Aviation Facilities, Consolidated Grants Fund, Downtown Business Overlay District, Law Library, Road Maintenance, Route 17 Taxing District, and Transit System), Enterprise Funds (Utility, Refuse, and Stormwater), Internal Service Funds (Fleet Management, Information Technology, and Risk Management), and the School Operating Fund. The General, Special Revenue, Internal Service and Debt Service 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. 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.

Summary of Financial 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. As demonstrated in the summary below, the City is achieving compliance with its financial policies. Highlights of each major compliance area include: FINANCIAL POLICY Revenue: All fees and charges shall be reviewed annually with the development of the annual operating budget.

COMPLIANCE STATUS

The City will strive to achieve an overall property tax collection rate of 100%. The General Fund unassigned fund balance will not be used to finance current operations. Restricted revenue shall only be used for the purpose intended and in a fiscally responsible manner.

Revenue collections remain strong with collection rates of greater than 98%. The adopted FY 23 budget does not include the use of funds from the General Fund unassigned fund balance to pay for current operations. The adopted FY 23 budget utilizes restricted revenues for the designated purposes in which they were intended.

Budget: The City budget shall be balanced with planned expenditures equal to estimated revenues.

The adopted FY 23 budget is balanced with estimated revenues supporting proposed expenditures.

City fees and charges have been reviewed and updated in the adopted FY 23 budget.

The City shall maintain a General Fund unassigned fund balance at a minimum rate of 20%. The City will strive to maintain a Risk Stabilization Fund for its insured risks in an amount equal to 20% of anticipated annual premium costs. Capital Improvements Planning:

The General Fund unassigned fund balance is projected at 20% for FY 23. The Risk Management unrestricted fund balance exceeds the required $3.9M in risk stabilization funds to support the FY 23 budget.

The City will annually prepare and adopt a minimum five-year Capital Improvements Plan.

City Council adopted the ten-year FY 2023-2032 Capital Improvements Program and Plan (CIP) at the February 16, 2022, City Council meeting. Funding for all projects in the first year are included in the FY 23 budget. The adopted FY 23 budget includes 4.5% of General Fund departmental expenditures in cash funding for pay-as-you-go capital funding.

The City will budget an amount equal to 3% of the General Fund departmental expenditures (excluding certain transfers out, fund balance/reserve allocations, debt service, and flow-through expenditures) to pay-asyou-go capital improvements annually. Debt: Debt as a percentage of assessed value shall not exceed the 4% policy ceiling. Debt as a percentage of general government expenditures shall not exceed the 10% policy ceiling.

Debt as a percentage of assessed value is 1.7% for FY 23. Debt as a percentage of general government expenditures is 6.4% for FY 23.

CITY OF SUFFOLK

Financial Policies Adopted: December 5, 2007 Revised: August 18, 2021

FY 23 Budget Status: Responses where appropriate for all compliance requirements for FY 23 are denoted in red.

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,

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

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

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

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

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

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

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 23 Budget Status: Local revenues are diversified in the FY 23 budget. Real estate assessed values increased 13.61% overall due to reassessment and new construction. A real estate tax rate reduction of two cents was adopted in the FY 23 budget from $1.11 to $1.09 per $100 of assessed value. At this lowered rate, real estate tax revenue is still projected to increase $16.4M over the previous year. Personal Property assessed values of cars and trucks have increased 42% due to pandemic related supply chain issues which have driven up the value of used vehicles. Assessed values are anticipated to return to normal levels within 12 to 18 months. As a result, the adopted FY 23 budget provides for the application of a 75% assessment ratio to the value of cars and trucks less than 2 tons. The application of a 75% assessment ratio on this class of vehicles will still provide for growth close to historic trends and result in a projected $3M increase in personal property tax revenue. Other local tax revenues are also trending higher including business licenses (24%), meals (23%), sales and use (15%), and lodging (14%). Overall, local tax revenue including general property and other local taxes is projected to increase $25.9M in FY 23 or 13%. 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 23 Budget Status: All city fees and charges are reviewed annually with revisions provided to recoup a fair portion of the City’s expenses associated with the service delivery. New fees included in the FY 23 fee schedule include Department of Parks and Recreation fees for mausoleum site purchases and a Tourism fee for season-long tent space rentals. Fee adjustments have been approved for fire and rescue emergency medical services basic and advanced life support fees; planning and community development subdivision determination and site plan waiver requests, and correcting/amending permit fees; public utilities metered/non-metered water and meter service charges; and public works automated refuse container fee and traffic signal inspection fees. The following fees are eliminated in the FY 23 budget including fees associated with the parks and recreation Whaleyville Annex, public utilities manual of cross connection policies, plan sheet copies

24’ x 36” per sheet, black and white and color copies, and single family grinder pump review/inspection fees, and the public works driveway apron per square foot fee. 2.03 Revenue Collections The City will strive to achieve an overall property tax collection rate of 100%. FY 23 Budget Status: The City continues to maintain strong local collection rates ranging from 96% to 99% for local taxes and fees. Local collection rates are documented annually in the Annual Comprehensive 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. FY 23 Budget Status: The City’s budget is balanced with current General Fund revenues supporting all current General Fund expenditures for FY 23. 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 23 Budget Status: The adopted budget utilizes restricted revenues for designated intended purposes.

BUDGET 3.01 Balanced Budget The provisions of the Code of Virginia shall control the preparation, consideration, adoption and execution of the budget of the City. In addition, the City Charter requires the budget to be balanced with planned expenditures equal to estimated revenues. The City will annually adopt and execute a budget for such funds as may be required by law or by sound financial practices and generally accepted accounting principles. The budget shall control the levy of taxes and the expenditure of money for all City purposes during the ensuing fiscal year. The City budget shall be balanced within all available operating revenues, including the fund balance, and adopted by the City Council. FY 23 Budget Status: The FY 23 budget is balanced for all funds operated by the City and includes appropriate tax rates where applicable to sustain operations. Budget and tax rate ordinances have been prepared for City Council’s appropriation of all required funds. 34

3.02 Use of Current Revenues to Support Current Expenditures Ongoing and stable revenues will be used to support ongoing operating costs. FY 23 Budget Status: The City’s 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 23 Budget Status: All one-time revenues are designated to support one-time expenditures. 3.04 Review of Fees and Charges Fees established by the City for licenses, permits, fines, services, applications and other miscellaneous charges shall be set to recover all or a portion of the City’s expense in providing the attendant service and reviewed annually with the development of the annual operating budget. FY 23 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 23 Budget Status: A five-year projection of revenues and expenditures is included in the FY 23 budget. The five-year projection is developed using conservative revenue assumptions and planned capital improvements, related debt service, operating costs, projected fund balance levels and required real estate tax rate adjustments. 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 23 Budget Status: Quarterly revenue and expenditure projections are provided to the City Manager and City Council. All required budget adjustments are reviewed and approved by the City Manager or their designee to comply with budget requirements. 35

3.07 Maintenance of Capital Assets The budget should provide sufficient funds for regular repair and maintenance of capital assets. FY 23 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. In addition to the Unassigned Fund Balance, the City will also establish and maintain a Budget Stabilization Fund and a Capital Reserve Fund. Unassigned Fund Balance - 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 minimum rate of 20% at the close of each fiscal year as computed on the upcoming budget year. Once the Unassigned General Fund balance minimum rate 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 20% minimum 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. Once the Unassigned Fund Balance policy minimum level is achieved, the City will apply year-end General Fund operating surpluses – if any – as per the following policy. 1. Use of surplus for one-time/contingency items: To the extent the Unassigned Fund Balance policy is achieved, the City may elect to utilize up to $500,000 of the prior year’s surplus, if any, for one-time operating or capital items. 2. The City will establish a Budget Stabilization Fund within the Assigned portion of the General Fund Balance. At the close of each audited fiscal year, after certifying that the Unassigned Fund Balance is in compliance with these policies, the Budget Stabilization Fund shall receive a minimum of 50% of the prior year’s surplus, if any, as calculated in the prior fiscal year audit. Balances in the Budget Stabilization Fund will be allowed to accumulate until they reach an 36

amount equal to 2.5% of Budgeted Governmental Funds (which is defined previously in the Unassigned Fund Balance policy). Once the 2.5% level is reached no further deposits to the Budget Stabilization Fund are required except to the extent that additional deposits are required to maintain the 2.5% level as Budgeted Governmental Funds grow. a. Transfers to the Budget Stabilization Fund may also be made as part of the adopted operating budget. b. Withdrawals from the Budget Stabilization Fund can only be considered if there is an unexpected General Fund revenue decline or expenditure increase during the current fiscal year. c. The City will not utilize funds from the Budget Stabilization Fund in the development or adoption of the operating budget. 3. The City will establish a Capital Reserve Fund within the Assigned portion of the General Fund Balance. At the close of each audited fiscal year, the Capital Reserve Fund shall receive a minimum of 50% of the prior year’s surplus, if any, as calculated in the prior fiscal year audit. The Capital Reserve Fund can receive a larger allocation of the surplus if the Unassigned Fund Balance and Budget Stabilization Fund policies have been met. a. There will be no cap or limitation on the balances allowed to accumulate in the Capital Reserve Fund. b. Balances in the Capital Reserve Fund are available for pay-as-you-go funding of capital projects and other non-recurring capital related expenditures including debt payoff/paydown. 4. To the extent that the Unassigned Fund Balance and Budget Stabilization Fund minimum policy levels have both been met, the City may elect to dedicate a portion of the year-end surplus, if any, to the Capital Reserve Fund, additional deposits to the Unassigned Fund Balance, or other one-time purposes of the City. FY 23 Budget Status: The General Fund unassigned fund balance achieves the financial policy minimum rate of 20%. Budget stabilization and capital reserve funds have been established with FY 21 year-end surpluses. 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 23 Budget Status: The Risk Management unrestricted fund balance exceeds the required $3.9M in rate stabilization funds to support the FY 23 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. FY 23 Budget Status: A ten-year Capital Improvements and Program and Plan (CIP) is prepared and updated annually providing five years of detailed projects, revenue sources, debt requirements and annual operating costs. This plan is prepared by the City Manager and reviewed by a committee to include two members of the Planning Commission, the Mayor, and Vice Mayor. The Plan is also 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 operating budget proposal. A current CIP was adopted by City Council in February 2022. The projects and funding included in the first year of the CIP are included in the FY 23 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 23 Budget Status: The FY 23 budget includes $8.9M in General Fund cash for capital projects which equates to 4.5% of General Fund departmental expenditures in FY 23.

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. 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; 39

  

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. 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

Ceiling

FY 23 Status

1.7%

10%

6.4%

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

General Obligation Bonds 41

    

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

5.09 Bond Structure The City shall establish all terms and conditions relating to the issuance of bonds, and will invest all bond proceeds pursuant to the terms of the City’s Investment Policy. Unless otherwise authorized by the City, the following shall serve as bond requirements: 1. Term. All capital improvements financed through the issuance of debt will be financed for a period not to exceed the useful life of the improvements, but in no event will the term exceed thirty (30) years. 2. Capitalized Interest. From time to time certain financings may require the use of capitalized interest from the issuance date until the City has beneficial use and/or occupancy of the financed project. Interest shall not be funded (capitalized) beyond three years or a shorter period if further restricted by law. Interest earnings may, at the City’s discretion, be applied to extend the term of capitalized interest but in no event beyond the term allowed by law. 3. Debt Service Structure. Debt issuance shall be planned to achieve relatively equal payment of principal (declining debt service) while matching debt service to the useful life of facilities. The City shall avoid the use of bullet or balloon maturities except in those instances where these maturities serve to make existing overall debt service level. The City may elect a less rapid or other debt service structure, such as level debt service at its discretion. 4. Call Provisions. In general, the City’s debt will include an early redemption (or “call”) feature, which is no later than 10 years from the date of delivery of the bonds. The City will avoid the sale of non-callable bonds absent careful, documented evaluation by the City in conjunction with its financial advisor with respect to the value of the call option. 5. Original Issue Discount. An original issue discount will be permitted if the City determines that such discount results in a lower true interest cost on the bonds and that the use of an original issue discount will not adversely affect the project funding. 6. Deep Discount Bonds. Deep discount bonds may provide a lower cost of borrowing in certain markets. The City will carefully consider their value and effect on any future refinancings as a result of the lower-than-market coupon associated with deep discount bonds. 7. Derivative Structures. Alternative, non-traditional financing structures such as derivatives are becoming more common in the municipal market. Structured properly, these products frequently provide a means for the City to achieve its goals in a cost effective manner. 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 42

of derivative structures when it is able to gain a comparative borrowing advantage, and is able to quantify and understand potential risks. Prior to the use of such structures, the City will consider the adoption of a comprehensive Swap and Derivative Management Plan that is consistent and does not conflict in principle with this governing policy. Prior to use of a derivative structure, the City will provide written communication to City Council describing potential risks associated with each proposed derivative structure. 5.10 Variable Rate Debt To maintain a predictable debt service burden, the City may give preference to debt that carries a fixed interest rate. The City, however, may consider variable rate debt. The percentage of variable rate debt outstanding (excluding debt which has been converted to synthetic fixed rate debt) shall not exceed 20% of the City’s total outstanding debt and will take into consideration the amount and investment strategy of the City’s operating cash. The City will consider issuing variable rate debt to: a) Match Asset and Liabilities: By issuing variable rate debt the City matches variable interest rates to its short-term investment assets. b) Potentially Lower Debt Service Costs: Historically variable interest rates are less than fixed rate cost of capital. c) Add Flexibility and Diversity to the City’s Debt Structure: Variable rate bonds are traditionally callable every 30 days and can generally be refunded on a fixed rate basis to take advantage of low fixed rates and open up variable rate capacity for higher rate environments. In determining its use of variable rate debt, the City will utilize an analysis from the City’s Financial Advisor evaluating and quantifying the risks and returns involved in the variable rate financing. 5.11 Refinanced Outstanding Debt The Director of Finance with assistance from the City’s Financial Advisor will have the responsibility to analyze outstanding bond issues for refunding opportunities. The City will consider the following issues when analyzing possible refunding opportunities: 1. Refunding Policy. The City establishes a minimum aggregate present value savings threshold of 3% of the refunding bond principal amount. The present value savings will be net of all costs related to the refinancing. Debt service savings may be taken in equal amounts over time or on an upfront or deferred basis, at the City’s discretion. 2. Restructuring. The City will refund debt when it is in the best financial interest of the City to do so. Such refundings will be limited to restructuring to meet unanticipated revenue expectations, achieve costs savings, mitigate irregular debt service payments release reserve funds or remove unduly restrictive bond covenants. 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 43

a desired outcome, provided that such extension is legally permissible. The City may also consider shortening the term of the originally issued debt to realize greater savings. The remaining useful life of the financed facility and the concept of inter-generational equity should guide this decision. 4. Escrow Structuring. The City shall utilize the least costly securities available in structuring refunding escrows. A certificate will be provided by a third party agent stating that the securities were procured through an arms-length, competitive bid process (in the case of open market securities), and that the price paid for the securities was reasonable within Federal guidelines. Under no circumstances shall an underwriter, agent or financial advisor sell escrow securities to the City from its own account. 5. Arbitrage. The City shall take all necessary steps to optimize escrows and to avoid negative arbitrage in its refundings. Any resulting positive arbitrage will be rebated as necessary according to Federal guidelines. 5.12 Methods of Issuance The City will determine the method of issuance on a case-by-case basis. 1. Competitive Sale. In a competitive sale, the 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 44

bidders’ ability to purchase bond insurance. The winning bidder in a competitive sale will bear any associated cost with such enhancement. In the instance of a negotiated sale, the City will solicit quotes for bond insurance from interested providers. The City will select a provider whose bid is most cost effective and whose terms and conditions governing the guarantee are satisfactory to the City. 5.14 Use of Special Districts The City may consider using special districts such as Tax Increment Financing Districts, Community Development Authorities and special taxing districts to finance projects that:      

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

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

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

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

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

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

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

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

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.

Fund Summaries and Details

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CITY OF SUFFOLK, VIRGINIA ADOPTED FY 2022-23 OPERATING AND CAPITAL BUDGET Annual Operating and Capital Budget by Fund

Budget 2019-2020

Fund General Fund

219,040,993 $

Budget 2020-2021 225,099,449 $

Budget 2021-2022 237,816,531 $

Adopted Budget 2022-2023

Prior Yr. % Change

263,051,194

11%

Capital Projects Fund

64,557,855

55,640,736

60,673,312

62,142,627

Debt Service Fund

28,964,818

29,674,356

29,396,660

30,973,668

171,749

173,479

174,091

190,421

1,715,017

1,982,163

1,989,160

4,526,712

660,129

Transit System Fund

1,699,144

1,931,709

2,431,160

1,682,962

-31%

Aviation Facilities Fund

1,055,583

1,053,454

1,078,197

1,082,899

41,580

42,658

48,847

50,460

Road Maintenance Fund

27,956,333

28,915,601

29,722,740

32,307,128

Fleet Management Fund

14,768,171

15,260,520

13,949,849

15,154,998

Information Technology Fund

10,087,567

11,530,356

13,844,606

14,233,559

Risk Management Fund

20,541,171

19,943,061

19,627,218

21,931,001

12%

Utility Fund

58,924,100

61,039,200

71,384,777

67,106,896

-6%

Stormwater Fund

6,297,183

6,660,705

7,937,478

8,331,177

Refuse Services Fund

9,091,649

10,294,673

10,681,077

11,168,391

173,824,500

180,999,048

196,784,863

232,977,616

18%

639,397,543 $

650,901,297 $

698,200,696 $

767,571,838

Downtown Business Overlay District Route 17 Special Taxing District Grants Fund

Law Library Fund

School Fund Total Funds Budget

128% 0%

Local Tax Dollar for City Services General Fund

Public Safety Education and Related Debt Debt Service Health & Welfare Parks, Recreation, & Cultural General Government Judicial Community Development Capital Pay-Go Public Works Non-Departmental Local & Regional Organizations

31¢ 30¢ 7¢ 7¢ 6¢ 5¢ 4¢ 3¢ 3¢ 2¢ 1¢ 1¢ $1.00

Debt Service Fund $30,973,668

Capital Projects Fund $62,142,627

. General Govt. $14,382,359 Judicial 10,663,646 Public Safety 81,385,772 Public Works 6,306,040 Health &Welfare 17,253,451 Education 67,775,180 Parks, Rec. & Cultural 14,759,370 Community Development 8,179,268 Local and Regional Orgs. 2,373,894 Non-Departmental Fringe Benefits/Insurances 1,162,150 Transfer to Funds 38,810,064 $263,051,194

General Fund $263,051,194

Major Gov’t. Funds

Governmental Funds

Transit System Fund $1,682,962

Route 17 Taxing District Fund $4,526,712

Law Library Fund $50,460

Grants Fund $660,129

Road Maint. Fund $32,307,128

Downtown Business Overlay District $190,421

Aviation Fund $1,082,899

Special Revenue Funds

Stormwater Fund $8,331,177

Refuse Services Fund $11,168,391

Utility Fund $67,106,896

Enterprise Funds

$767,571,838

Operating & Capital Budget

Risk Management Fund $21,931,001

Fleet Management Fund $15,154,998

Information Technology Fund $14,233,559

Internal Service Funds

School Funds $232,977,616

Component Unit

General Government: City Council/City Clerk City Manager City Attorney City Assessor City Treasurer Commissioner of the Revenue Finance - Accounting and Payroll Finance - Budget and Strategic Planning Finance - Purchasing Human Resources Human Resources - Risk Management Information Technology Registrar Judicial: Circuit Court Judges General District Court Magistrate's Office Juvenile & Domestic Relations Court Court Services Unit Clerk of the Circuit Court Clerk of the Circuit Court - Law Library Sheriff Commonwealth's Attorney x x x x x x x x x

x x x x x x x x x x

General Fund

Capital Projects Fund

Debt Service Fund

Governmental Funds

Fund/Department Relationship

x x

Special Revenue Funds Enterprise Funds

x x

Internal Service Funds

Component Unit

Public Safety: Police Police - Emergency Communications Animal Shelter Management Fire & Rescue Fire & Rescue - Emergency Management Western Tidewater Regional Jail Public Works: Capital Programs and Facilities Public Works - Administration Public Works - Stormwater Engineering/Mosquito Control Public Works - Refuse Public Works - Road Maintenance/Traffic Engineering Public Works - Fleet Management Public Works - Transit Public Utilities: Public Utilities - Administration Public Utilities - Customer Service Public Utilities - Engineering Public Utilities - Line Maintenance Public Utilities - Maintenance Public Utilities - Water Production Public Utilities - Non-Departmental x x

x x x x x x

General Fund

x x x

x x

Special Revenue Funds x x

Debt Service Fund

Capital Projects Fund

Governmental Funds

Fund/Department Relationship

x x x x x x x

x x

Enterprise Funds

Internal Service Funds

Component Unit

Health & Welfare: Social Services Children's Services Act Western Tidewater Health District Western Tidewater Community Services Board Education: Schools (Local Support/State/Federal/Miscellaneous) Parks, Recreation, & Cultural: Parks & Recreation - Administration Parks & Recreation - Parks, Gateways & Maintenance Parks & Recreation - Recreation Library Community Development: Planning and Community Development Economic Development Economic Development - Tourism Media and Community Relations Virginia Cooperative Extension Service Other Public Services: Local and Regional Organizations Economic Development - Aviation Division Non-Departmental: Non-Departmental (Leave Payout/Unemployment) Transfer to Other Funds x x

x x

x x x x x x

x x x x

General Fund

Capital Projects Fund

Debt Service Fund

Governmental Funds

Fund/Department Relationship

Special Revenue Funds Enterprise Funds

Internal Service Funds

Component Unit

City of Suffolk Adopted FY 2022-23 Operating and Capital Budget General Fund - Executive Summary Current R.E. Tax Rate: Adopted R.E. Tax Rate:

$ $

1.11 1.09

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

$ $

(0.02) 0.098

% Change

General Fund

Adopted Revenues:

263,051,194

10.6%

Adopted Expenditures:

263,051,194

10.6%

Unfunded Gap:

(0)

BUDGET PRIORITIES: 1 2 3 4 5 6

Maintain Service Levels While Providing Tax Relief to Citizens Protection of Human Health and Safety Employee Compensation and Critical Personnel Resources Investment in Public Education Quality of Life Enhancements Compliance with Financial Policies

OTHER IMPORTANT BUDGET ITEMS TO NOTE:  $2,000,000 additional local funding provided in support of Suffolk Public Schools.  Provides for 44 new FTEs: • Building Maintenance Technician • Assistant City Attorney • Deputy Clerk III • Fire Inspector • Firefighter Recruit (12) • Fire Lieutenant (3) • Fire Captain (3) • Human Resources Assistant (2) • Administrative Analyst • Park Attendant (4) • Park Supervisor • Permit Technician • Building Inspector I • Housing/Property Maintenance Inspector • Planner • Plans Reviewer • Police Records Technician (3) • Forensic Technician • Animal Caretaker • Assistant Registrar • Office Assistant • Financial Services Case Manager II • Family Services Worker II

FINANCIAL POLICY COMPLIANCE STATUS:  Unassigned Fund Balance as % of Governmental Funds - 20% 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

20.0% Projected 4.5% Projected 1.7% Projected 6.4% Projected

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

25,234,663

25,972,909 (20,510) 191,539 106,298 (1,015,573)

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

25,234,663

12,885,269 152,895 43,289 89,467 179,306 2,720 16,050 450 173,699 290,491 2,351,717 127,000 12,678 280,821 1,000 123,723 21,168 1,500 18,400 55,676 124,960 119,463 1,500 192,601 563,037 151,701 194,592 1,129,158 6,224 2,000,000 1,364,988 2,559,119

25,234,663

TOTAL INCREASED SERVICE REQUIREMENTS:

11%

City of Suffolk Adopted FY 2022-23 Operating and Capital Budget Capital Projects Fund - Executive Summary % Change

Capital Projects Adopted Revenues:

62,142,627

Adopted Expenditures:

62,142,627

Unfunded Gap:

Increase / (Decrease) from Prior Fiscal Year:

1,469,315

Includes:  $9,270,000 in Public Utility cash funding for recommended essential water/sewer projects.  Includes GO Bonded Projects of the following: Education: Major Repairs/Systems Replacement JFK Middle School Replacements Public Buildings & Facilities: Central Library Godwin Courts Building Improvements Human Resources Building Renovation Access Road - Joint Operations/Training Complex Public Safety: Fire Apparatus Transportation: Local Urban Roadway Construction (Holland Road) Nansemond Pkwy/Wilroy Rd Flyover Pruden Center Turn Lane

2023 Bond $ $ 3,500,000 7,500,000

% Grant

Grant $

3,629,128 352,500 6,500,000 1,500,000 1,475,848 2,916,782 1,772,480 765,201

29,911,939

Cash Pay-Go 6,000

294,000

6,000

294,000

0% 0%

 $4,789,378 in Stormwater Bonds for stormwater drainage capital projects.

 Cash Pay-Go Funding to leverage significant grant support of the following projects: Aviation: Drainage Rehabilitation

Grant $ 98%

 $4M or 7% of adopted capital project expenses funded by State/Federal dollars.

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

4.5% Projected

City of Suffolk Adopted FY 2022-23 Operating and Capital Budget Aviation Facilities Fund- Executive Summary % Change

Aviation Adopted Revenues:

1,082,899

Adopted Expenditures:

1,082,899

Unfunded Gap:

Increase / (Decrease) from Prior Fiscal Year:

4,702

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 $109,055 to support Airport operations from the General Fund to a Special Revenue Fund under the management of the Department of Economic Development.

City of Suffolk Adopted FY 2022-23 Operating and Capital Budget Downtown Business Overlay Tax District Fund - Executive Summary

Current Tax Rate: Adopted Tax Rate:

$ $

0.105 0.105

Adopted Tax Rate Adjustment:

% Change

DBOD

Adopted Revenues:

190,421

Adopted Expenditures:

190,421

Unfunded Gap:

Increase / (Decrease) from Prior Fiscal Year:

16,330

Includes:  Funding to foster economic development in Downtown Suffolk. Revenues provide for beautification enhancements to the downtown business district, sidewalk and street sweeping, and refuse services.

City of Suffolk Adopted FY 2022-23 Operating and Capital Budget Law Library Fund - Executive Summary % Change

Law Library

Adopted Revenues:

50,460

Adopted Expenditures:

50,460

1,613

Unfunded Gap:

Increase / (Decrease) from Prior Fiscal Year:

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

City of Suffolk Adopted FY 2022-23 Operating and Capital Budget RT. 17 Tax District Fund - Executive Summary

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

$ $

0.24 0.24

Adopted Tax Rate Adjustment:

% Change

RT. 17 Tax District

Adopted Revenues:

4,526,712

128%

Adopted Expenditures:

4,526,712

128%

Unfunded Gap:

Increase / (Decrease) from Prior Fiscal Year:

(0)

2,537,552

Includes:  Funding to promote infrastructure improvements to facilitate economic development and business attraction in the taxing district located in north Suffolk.  Transfer of debt service for payment of financed infrastructure improvements in the taxing district.  $4.1M transfer to Capital Projects Fund to support construction of the new College Drive Fire Station and College Drive Median Improvements

City of Suffolk Adopted FY 2022-23 Operating and Capital Budget Road Maintenance Fund - Executive Summary % Change

Road Maintenance

Adopted Revenues:

32,307,128

Adopted Expenditures:

32,307,128

2,584,388

Unfunded Gap:

Increase / (Decrease) from Prior Fiscal Year:

Includes:  State Road Maintenance revenue based on City lane miles of: 1,278.21 secondary and 380.21 primary.  Provides for 6 new FTEs: • Stock Room Clerk • Paint Technician • Sign Technician • Highway Paint Equipment Operator • Sign Mechanic • Traffic Engineering Utility Technician

City of Suffolk Adopted FY 2022-23 Operating and Capital Budget Debt Fund - Executive Summary % Change

Debt

Adopted Revenues:

30,973,668

Adopted Expenditures:

30,973,668

Unfunded Gap:

Increase / (Decrease) from Prior Fiscal Year:

1,577,008

Includes:  Current annual debt service for General Government Projects.  Includes GO Bond Revenue for the following projects: Education: Major Repairs/Systems Replacement JFK Middle School Replacements Public Buildings & Facilities: Central Library Godwin Courts Building Improvements Human Resources Building Renovation Access Road - Joint Operations/Training Complex Public Safety: Fire Apparatus Transportation: Local Urban Roadway Construction (Holland Road) Local Urban Intersections Nansemond Pkwy/Wilroy Rd Flyover Pruden Center Turn Lane

3,500,000 7,500,000 3,629,128 352,500 6,500,000 1,500,000 1,475,848 2,916,782 1,772,480 765,201

29,911,939

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

1.7% Projected 6.4% Projected

City of Suffolk Adopted FY 2022-23 Operating and Capital Budget Public Utilities - Executive Summary % Change

Public Utilities

Adopted Revenues:

67,106,896

-6%

Adopted Expenditures:

67,106,896

-6%

Unfunded Gap:

Increase / (Decrease) from Prior Fiscal Year:

(0)

(4,277,881)

Includes:  New customer revenue projection of 625 ERUs (Equivalent Residential Units)  The following rate structure adjustments are adopted effective July 1: FY 22 Water per 100 cubic feet Sewer per 100 cubic feet Meter Service Charge 5/8 inch & 3/4 inch meter Water Availability Charge - Single Family Sewer Availability Charge - Single Family

$ $ $ $ $

FY 23 10.31 7.27 12.75 5,520 6,000

$ $ $ $ $

10.43 7.27 13.25 5,520 6,000

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

 Transfer of $9.2M to cash fund Public Utilities Capital Projects.

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

Yes 83% Yes 1.16

City of Suffolk Adopted FY 2022-23 Operating and Capital Budget Stormwater Fund - Executive Summary

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

$ $

7.50 7.50

% Change

Stormwater

Adopted Revenues:

8,331,177

Adopted Expenditures:

8,331,177

Unfunded Gap:

Increase / (Decrease) from Prior Fiscal Year:

(0)

393,699

Includes:  Mandated provision of Stormwater management services citywide to include mosquito control services.  Debt service for stormwater capital projects.  Addition of two FTEs to address stormwater construction compliance needs.

City of Suffolk Adopted FY 2022-23 Operating and Capital Budget Transit Fund - Executive Summary % Change

Transit

Adopted Revenues:

1,682,962

-31%

Adopted Expenditures:

1,682,962

-31%

Unfunded Gap:

Increase / (Decrease) from Prior Fiscal Year:

(748,198)

Includes:  A transfer of $418,582 to support Transit operations from the General Fund to a Special Revenue Fund under the management of the Department of Public Works.

City of Suffolk Adopted FY 2022-23 Operating and Capital Budget Refuse Fund - Executive Summary

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

$ $

25.25 25.25

% Change

Refuse

Adopted Revenues:

11,168,391

Adopted Expenditures:

11,168,391

487,314

Unfunded Gap:

Increase / (Decrease) from Prior Fiscal Year:

Includes:  Provides for refuse, recycling, bulk refuse pick up and disposal costs at the Southeastern Public Service Authority (SPSA) regional landfill.  Provides for Citywide residential refuse and recycling pick-up to an estimated 31,843 households.  Compliance plan for State 25% citywide recycling requirement.

City of Suffolk Adopted FY 2022-23 Operating and Capital Budget Grants Fund - Executive Summary % Change

Grants

Adopted Revenues:

660,129

Adopted Expenditures:

660,129

Unfunded Gap:

Increase / (Decrease) from Prior Fiscal Year:

Includes:  $660,129 in local cash match funds to leverage State and Federal grant opportunities for the City.

City of Suffolk Adopted FY 2022-23 Operating and Capital Budget Fleet Fund - Executive Summary % Change

Fleet

Adopted Revenues:

15,154,998

Adopted Expenditures:

15,154,998

Unfunded Gap:

Increase / (Decrease) from Prior Fiscal Year:

(0)

1,205,149

Includes:  Cost estimate for fuel of $2.72 per gallon (govt. secured rate).  $2.6M cash funding for fleet equipment additions and replacements due to cost and safety factors.

City of Suffolk Adopted FY 2022-23 Operating and Capital Budget Information Technology Fund - Executive Summary

Information Technology

% Change

Adopted Revenues:

14,233,559

Adopted Expenditures:

14,233,559

388,952

Unfunded Gap:

Increase / (Decrease) from Prior Fiscal Year:

Includes:  Funding for citywide technology support services including: - information technology disaster recovery - website maintenance - telecommunications, radio and tower services - network infrastructure - internet services - numerous and varied hardware and software program support  Reduction of 1 FTE. Physical Security Administrator transferred to General Fund Department of Capital Programs and Facilities.

City of Suffolk Adopted FY 2022-23 Operating and Capital Budget Risk Fund - Executive Summary % Change

Risk

Adopted Revenues:

21,931,001

12%

Adopted Expenditures:

21,931,001

12%

2,303,783

Unfunded Gap:

Increase / (Decrease) from Prior Fiscal Year:

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

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

Yes

City of Suffolk Adopted FY 2022-23 Operating and Capital Budget School Operating Fund - Executive Summary % Change

Schools

Adopted Revenues:

232,977,616

18%

Adopted Expenditures:

232,977,616

18%

36,192,753

Unfunded Gap:

Increase / (Decrease) from Prior Fiscal Year:

Includes: Request: $

 $2M increase in local support for Suffolk Public Schools operations.

2,000,000

Adopted: $ 2,000,000

Operating Fund

Year to Year Comparative Data Adopted FY 22 Requested FY 23 Adopted FY 23 $ 163.1 $ 175.5 $ 175.5

Lease of Building

0.4

0.00%

Grant Fund

22.8

48.6

113.16%

Food Services Fund

7.9

8.4

6.33%

Operating Request: $

194.2

232.9

19.93%

School Debt Service: $

10.4

11.2

7.69%

Total School Funding: $

204.6

244.1

19.31%

% Change 7.60%

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

13,750 13,519

14,043 13,582

2% 0%

15,134

17,972

18.75%

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

Summary of Revenues and Expenditures for All Funds FY 2021 - FY 2023

FY 2021 Actual REVENUES General Property Taxes Other Local Taxes Permits, Fees, and Regulatory Licenses Fines and Forfeitures Use of Money and Property Charges for Services Miscellaneous Revenue Recovered Costs Revenue from the Commonwealth Revenue from the Federal Government Fund Transfers In Long Term Debt Issuance Fund Balance TOTAL REVENUES EXPENDITURES - by Function General Government Judicial Public Safety Public Works Public Utilities Health & Welfare Education Parks, Recreation & Cultural Community Development Other Public Services Non-Departmental Debt Fund Transfers Out TOTAL EXPENDITURES

FY 2022 Budget

146,653,392 53,092,028 3,087,344 1,068,804 1,568,385.94 119,906,712 10,063,211 1,344,427 152,010,576 33,037,310 110,470,228 61,018,968 693,321,387

47,240,495 10,440,260 68,253,328 66,329,226 23,368,439 14,580,401 185,056,018 15,057,977 8,660,324 3,581,541 32,381,698 79,113,823 113,182,066 667,245,596

FY 2023 Budget

152,133,097 47,706,203 2,380,700 1,060,000 1,615,186 123,144,840 2,617,000 888,100 156,721,988 32,754,621 121,984,435 30,000,000 25,194,523 698,200,696

55,368,071 10,050,746 80,329,967 79,877,802 40,367,181 16,140,696 200,359,863 14,338,651 10,029,546 5,166,506 8,760,486 55,426,745 121,984,435 698,200,696

172,204,877 53,981,203 2,752,700 935,000 1,226,617 130,397,371 2,425,000 957,758 166,920,964 53,201,728 125,795,689 34,701,317 22,071,616 767,571,838

63,375,418 10,714,106 88,311,476 83,475,558 36,632,237 17,253,451 244,052,616 15,419,370 10,179,268 4,869,961 9,558,401 57,934,288 125,795,689 767,571,838

Projected Fund Balances - June 30, 2022

268,159,588

Projected Fund Balances - June 30, 2023

249,792,871

Notes: FY 2021 Actual amounts are tied to the City's Annual Comprehensive Financial Report (ACFR) and do not reflect receipts carried forward from prior years or unexpended funds for future years. Fund Balances are shown in total to include nonspendable, restricted, unrestricted, committed, assigned, and unassigned fund balance classifications.

City of Suffolk All Funds Revenues and Expenditures Summary FY 2022 - 2023 Adopted Operating and Capital Budget

General Fund REVENUES General Property Taxes Other Local Taxes Permits, Fees, and Regulatory Licenses Fines and Forfeitures Use of Money and Property Charges for Services Miscellaneous Revenue Recovered Costs Revenue from Commonwealth Revenue from Federal Government Fund Transfers In Long Term Debt Issuance Fund Balance TOTAL REVENUES EXPENDITURES - by Function General Government Judicial Public Safety Public Works Public Utilities Health & Welfare Education Parks, Recreation & Cultural Community Development Other Public Services Non-departmental Debt Fund Transfers Out TOTAL EXPENDITURES Fund Balances - June 30, 2021

14,382,359 10,663,646 81,385,772 6,306,040 17,253,451 14,759,370 8,179,268 2,373,894 1,162,150 106,585,244 263,051,194

81,006,638

Projected Fund Balances - June 30, 2022 Appropriations to/from Fund Balances during the year - FY 23 Projected Fund Balances - June 30, 2023

Aviation Fund

169,667,755 53,981,203 1,685,700 685,000 852,773 3,818,263 529,000 707,758 22,974,966 5,233,702 2,915,074 263,051,194

Downtown Business Overlay Taxing District Fund

278,844 695,000 109,055 1,082,899

982,764 100,135 1,082,899

190,421 190,421

665,563

272,241

190,421 190,421

90,336,779

665,563

272,241

90,336,779

665,563

272,241

City of Suffolk All Funds Revenues and Expenditures Summary FY 2022 - 2023 Adopted Operating and Capital Budget

Law Library Fund

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

60,000 13,500 318,954 871,926 418,582 1,682,962

1,463,303 219,659 1,682,962

2,156,913

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

Fund Balances - June 30, 2021

Projected Fund Balances - June 30, 2022

Projected Fund Balances - June 30, 2023

30,000 20,460 50,460

50,460 50,460

30,973,668 30,973,668

209,835

492,720

2,004,741

Appropriations to/from Fund Balances during the year - FY 23

2,004,741

195,988

Debt Service Fund 30,973,668 30,973,668

492,720

(20,460) $

175,528

492,720

Notes: Law Library Fund: $20,460 budgeted from Law Library Fund restricted fund balance for one-time expenses.

City of Suffolk All Funds Revenues and Expenditures Summary FY 2022 - 2023 Adopted Operating and Capital Budget

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

Information Technology Fund

- $ 80,000 57,691,896 65,000 9,270,000 67,106,896 $

- $ 12,450,419 2,704,579 15,154,998 $

14,233,559 14,233,559

- $ 27,362,237 50,000 4,315,931 25,371,708 10,007,020 67,106,896 $

- $ 14,865,906 25,250 263,842 15,154,998 $

12,508,681 150,000 1,223,750 351,128 14,233,559

44,530,180 $

14,604,871 $

(418,403)

Projected Fund Balances - June 30, 2022

50,462,090

13,034,417

(415,868)

Appropriations to/from Fund Balances during the year - FY 23

(5,938,866)

(2,704,579)

44,523,224 $

10,329,838 $

EXPENDITURES - by Function General Government Judicial Public Safety Public Works Public Utilities Health & Welfare Education Parks, Recreation & Cultural Community Development Other Public Services Non-departmental Debt Fund Transfers Out TOTAL EXPENDITURES Fund Balances - June 30, 2021

Projected Fund Balances - June 30, 2023

Fleet Mgmt. Fund

(415,868)

Notes: Utility Fund: $9.2M budgeted from Utility Fund unrestricted fund balance for cash funded water and sewer capital projects. $3.3M contribution to reserve for policy compliance. Fleet Management Fund: $2.7M budgeted from Fleet Management Fund unrestricted fund balance for cash funded vehicle and equipment purchases.

City of Suffolk All Funds Revenues and Expenditures Summary FY 2022 - 2023 Adopted Operating and Capital Budget

Risk Mgmt. Fund REVENUES General Property Taxes Other Local Taxes Permits, Fees, and Regulatory Licenses Fines and Forfeitures Use of Money and Property Charges for Services Miscellaneous Revenue Recovered Costs Revenue from Commonwealth Revenue from Federal Government Fund Transfers In Long Term Debt Issuance Fund Balance TOTAL REVENUES EXPENDITURES - by Function General Government Judicial Public Safety Public Works Public Utilities Health & Welfare Education Parks, Recreation & Cultural Community Development Other Public Services Non-departmental Debt Fund Transfers Out TOTAL EXPENDITURES Fund Balances - June 30, 2021

20,225,727 1,705,275 21,931,001

21,735,122 95,983 99,896 21,931,001

12,284,046

Projected Fund Balances - June 30, 2022 Appropriations to/from Fund Balances during the year - FY 23 Projected Fund Balances - June 30, 2023

Route 17 Taxing District Fund

2,346,701 2,180,011 4,526,712

4,526,712 4,526,712

10,705,994 50,000 168,000 244,397 11,168,391

5,082,263

3,324,579

9,995,268

6,689,936

(1,705,275)

(2,180,011)

8,289,993

Refuse Fund

4,509,925

672,000 9,789,193 250,000 457,198 11,168,391

2,981,474 (457,198) $

2,524,276

Notes: Risk Management Fund: $1.7M budgeted from Risk Management Fund unrestricted fund balance to provide a health savings credit to all departments and funds. RT 17 Fund: $2.1M budgeted from RT 17 committed fund balance for one-time expenses. Refuse Fund: $457,198 budgeted from Refuse Fund restricted fund balance for one-time expenses.

City of Suffolk All Funds Revenues and Expenditures Summary FY 2022 - 2023 Adopted Operating and Capital Budget

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

6,039,172 1,284,337 171,912 835,756 8,331,177

14,089,128 6,925,704 15,249,030 9,270,000 11,075,000 660,000 2,000,000 2,500,000 373,765 62,142,627

15,857,787

6,858,861

56,613,613

Projected Fund Balances - June 30, 2022

13,185,485

7,447,353

Appropriations to/from Fund Balances during the year - FY 23

(5,231,328)

Fund Balances - June 30, 2021

Projected Fund Balances - June 30, 2023

395,000 250,000 15,000 1,335,593 22,500 25,057,707 5,231,328 32,307,128

30,118,994 2,188,134 32,307,128

Capital Projects Fund

8,202,177 129,000 8,331,177

Stormwater Mgmt. Fund

7,954,157

3,853,544 270,000 22,944,001 34,701,317 373,765 62,142,627

56,459,386

(129,000) $

7,318,353

56,459,386

Notes: Road Maintenance Fund: $5.2M budgeted from Road Maintenance Fund restricted fund balance for one-time expenses and equipment purchases. Stormwater Management Fund: $129,000 budgeted from Stormwater Management Fund unrestricted fund balance for one-time mosquito control expenses.

City of Suffolk All Funds Revenues and Expenditures Summary FY 2022 - 2023 Adopted Operating and Capital Budget

Grants Fund REVENUES General Property Taxes Other Local Taxes Permits, Fees, and Regulatory Licenses Fines and Forfeitures Use of Money and Property Charges for Services Miscellaneous Revenue Recovered Costs Revenue from Commonwealth Revenue from Federal Government Fund Transfers In Long Term Debt Issuance Fund Balance TOTAL REVENUES EXPENDITURES - by Function General Government Judicial Public Safety Public Works Public Utilities Health & Welfare Education Parks, Recreation & Cultural Community Development Other Public Services Non-departmental Debt Fund Transfers Out TOTAL EXPENDITURES Fund Balances - June 30, 2021

660,129 660,129

2,195,747

Projected Fund Balances - June 30, 2022 Appropriations to/from Fund Balances during the year - FY 23 Projected Fund Balances - June 30, 2023

Schools Fund

Grand Total

2,560,544 1,100,000 114,715,793 46,826,100 67,775,180 232,977,616

232,977,616 232,977,616

63,375,418 10,714,106 88,311,476 83,475,558 36,632,237 17,253,451 244,052,616 15,419,370 10,179,268 4,869,961 9,558,401 57,934,288 125,795,689 767,571,838

12,156,268

257,893,722

2,195,747

12,156,268

2,195,747

12,156,268

172,204,877 53,981,203 2,752,700 935,000 1,226,617 130,397,371 2,425,000 957,758 166,920,964 53,201,728 125,795,689 34,701,317 22,071,616 767,571,838

268,159,588 (18,366,717) $

249,792,871

REVENUE ANALYSIS General Fund The General Fund is the primary operating fund of the City. It provides the financial resources for the majority of City programs and services including general administration, capital programs, courts, economic development, planning, zoning, and inspections, health and social services, libraries, public safety, public works, parks and recreation, and tourism. General Fund revenue is comprised of general property tax revenue (65%), other local tax revenue (20%), revenue from fees and charges (3%), state revenue (9%), federal revenue (2%), and fund transfers (1%). General Fund revenue is projected to increase 10.6% over the previous year to $263.1M in FY 23.

General Fund Revenue FY 20 Actual General Property Taxes Other Local Taxes Revenue from Fees and Charges State Revenue Federal Revenue Fund Transfers

FY 21 Actual

FY 22 Budget

FY 22 Projected

FY 23 Adopted

139,982,189 48,710,560 11,723,929 21,639,609 5,434,916 2,695,930

$ 144,417,955 53,092,028 7,499,611 23,077,822 5,280,895 2,907,451

$ 149,969,846 47,706,203 8,299,003 22,783,428 5,127,404 3,930,647

$ 154,764,890 55,067,145 7,821,163 23,034,945 5,132,429 2,930,647

$ 169,667,755 53,981,203 8,278,493 22,974,966 5,233,702 2,915,074

230,187,133

$ 236,275,762

$ 237,816,531

$ 248,751,218

$ 263,051,194

General Fund Revenue State 9%

Federal 2%

Fund Transfers 1%

Fees & Charges 3%

Other Local Taxes 20%

General Property Taxes 65%

General Property Taxes General property taxes account for approximately 65% of General Fund revenue and consist of taxes on real estate, personal property (i.e. airplanes, boats, cars, trucks, trailers, mobile homes, recreational vehicles and machinery and tools), public service corporation taxes, and penalties and interest. Real estate tax revenue is the City’s largest source of revenue, comprising 51% of General Fund revenue. A 14% or $16M increase in real estate tax revenue is projected in FY 23 which is attributed to assessed value growth and new construction. The assessed value of real estate increased 13.61% due to reassessment. Assessed value growth of existing properties accounted for 10.81% of the increase, while new construction garnered 2.79% of the total increase in assessed value. The real estate tax rate will decrease from $1.11 to $1.09 per $100 of assessed value in FY 23 to provide tax relief to citizens. Personal property tax revenue, which accounts for nearly 11% of General Fund revenue, is projected to increase 12% or $3M in FY 23. The projected increase is based on an analysis of current assessed values and historic trends. The used car market is particularly strong at this time due to supply chain issues and microchip shortages. As a result, personal property assessed values are significantly higher. In order to provide a measure of tax relief, the adopted budget provides for the assessed value of certain cars and trucks to be assessed at 75% of fair market value in FY23.

Real and Personal Property Tax Revenue $104.0M $100,000,000

$107.9M

$111.8M

$120.9M

$134.3M

$97.6M

$80,000,000

$60,000,000

$40,000,000 $22.0M

$23.8M

$26.0M

$26.3M

$27.4M

$29.0M

$20,000,000

$0 FY 18 Actual

FY 19 Actual

FY 20 Actual

Real Property

FY 21 Actual

FY 22 Projected

FY 23 Budget

Personal Property

Other Local Taxes Other local taxes include levies on sales and use, communications sales, utilities, business licenses, motor vehicle licenses, bank stock, recordation and probate, tobacco, admissions, lodging and meals. Other local tax revenue is projected to increase 13% or $6.2M in FY 23 as the local economy has rebounded from the pandemic and the City continues to grow. Local taxes driving the 13% increase include sales and use tax (15%), business license tax (24%), meals tax (23%), and lodging tax (14%). Tobacco tax revenue has declined over the last few years and is projected to decline in FY23 by 16%. Sales and use tax revenue is benefitting from the levy of sales tax on internet sales which began in July 2020 in Virginia. New residential, office, commercial, retail, and restaurant developments in central and northern Suffolk are continuing to have a positive impact on local tax revenue. Revenue from Fees and Charges Revenue from fees and charges account for 3% 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 remain flat at $8.3M in FY 23 as compared to the FY22 budget.

Permits, Privilege Fees, and Regulatory Licenses Revenue from permits, privilege fees, and regulatory licenses consists of fees for animal licenses, land use applications, land transfers, zoning, use and ordinances, building and weapons permits, borrow pit fees, and fishing and other miscellaneous permits. Revenue from permit, privilege fees and regulatory licenses are projected to increase 13% or approximately $195,000 in FY 23. The increase is due to building permits which have trended higher in recent years.

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 by 15% or $125,000 in FY23 due to the projected decrease in General District Court fines which have trended lower in recent years. Revenue from Use of Money and Property Revenue from the use of money and property consists of interest earned on investments, bond proceeds, and the rental of City facilities. Revenue from use of money and property is projected to decrease by 28% or $323,933 in FY 23. The reduction is primarily due to a decline in interest rates. Charges for Services Charges for Services include fees and charges for emergency medical service, court security, animal adoptions, recreation and special events, grave openings, and sale of service revenue to other City funds. Revenue from charges for services is projected to increase by 10% or $353,560 in FY 23 due to a projected increase in EMS fees and grave openings. Miscellaneous Revenue Miscellaneous revenue is comprised of delinquent tax collection fees; tourism gift shop sales; gifts, donations, and contributions and payments in lieu of taxes from the Suffolk Redevelopment and Housing Authority. Miscellaneous revenue is projected to decrease by $192,000 in FY 23 due to a projected decrease in delinquent tax collection fees which have trended lower the last two years. Recovered Costs Recovered costs include reimbursements from other governmental agencies such as Suffolk Public Schools and the Western Tidewater Community Service Board for services provided to these entities by City departments. Recovered cost revenue is projected to increase by $71,864 in FY 23. State Revenue Revenue from the Commonwealth of Virginia represents approximately 10% of General Fund revenue and includes non-categorical aid, shared expenses, and categorical aid. State revenue is projected to increase by 1% or approximately $191,538 in FY 23. The increase is primarily due to additional public assistance and wireless E911 grant funding. Non-Categorical Aid The City receives various sources of non-categorical aid from the Commonwealth of Virginia including motor vehicle carrier, mobile home titling, rolling stock, deeds/grantors, and vehicle rental tax revenue, as well as House Bill 599 (police operational aid) and personal property tax relief funding. Non-categorical aid is projected to remain flat FY 23. Shared Expenses The City receives funding from the Commonwealth of Virginia Compensation Board for the shared expenses of operating state-assisted local offices including the offices of the Commonwealth’s Attorney, Sheriff, the Commissioner of the Revenue, Treasurer, Voter Registrar, and Circuit Court Clerk. State shared expense revenue is projected to remain flat in FY 23.

Categorical Aid The City receives categorical aid from the Commonwealth of Virginia for specific locally administered programs and services including social services, public safety, courthouse maintenance, and library services. Categorical aid is projected to increase 4% in FY 23 to $5.5M based on state aid estimates for fire program funds, library aid funds, public assistance grants, and wireless E911 programs. Federal Revenue The City receives federal revenue for emergency services, the food stamp program, and temporary assistance for needy families. Federal revenue is projected to increase 2% or approximately $106,298 in FY 23.

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, and Refuse), three internal service funds (Fleet Management, Information Technology, and Risk Management), and one discreetly presented component unit, the Schools Fund. Capital Projects Fund The Capital Projects Fund budget for FY 23 is $62.1M which represents a 2% increase over FY 22. The Capital Projects Fund derives revenues from the issuance of bonds, state and federal grants, and fund transfers. The Capital Projects Fund is supported by the following funding sources in FY22: $29.9M general obligation bonds (48%), $4.8M stormwater bonds (8%), $4.5M state and federal funds (7%), $14.2M transfer from other funds (23%), and $8.7M general fund cash (14%).

Debt Service Fund The Debt Service Fund is used to account for the payment of general long term debt principal, interest, and related costs associated with general government projects that are debt financed. Revenues in this fund are derived through the transfer of funds from the General Fund, Road Maintenance Fund, and the Route 17 Special Taxing District Fund. The Debt Service Fund budget will increase 5% in FY 23 to $30.9M. Special Revenue Funds Special Revenue Funds provide for revenue derived from specific sources other than major capital projects that are restricted by legal and regulatory provisions to finance specific activities. Downtown Business Overlay Taxing District Fund The Downtown Business Overlay Taxing District (DBOD) provides for revenues and expenditures related to enhanced services provided in a specifically designated area of downtown Suffolk. Revenues are derived from an additional real estate tax levy of $.105 assessed on properties located within the district’s boundaries. The projected DBOD revenue for FY 23 will increase by 9% to $190,421. Road Maintenance Fund The Road Maintenance Fund accounts for revenues and expenditures related to the maintenance of roads and bridges. Revenues are derived primarily from the State Urban Street Maintenance Program and sale of services to other funds. The Road Maintenance Fund budget for FY 23 is $32.3M, a 9% increase over FY 22. State revenue, which is based on a funding formula accounting for roadway miles in the City, is projected to remain flat at $25.1M in FY 23. Consolidated Grants Fund The Consolidated Grants Fund accounts for revenues and expenditures of grant and local matching funds provided for various programs and services. Budgeted revenue includes a transfer from the General Fund, which is used for required local matching funds to state and federal grants accepted and appropriated during the fiscal year. The Consolidated Grants Fund budget for FY 23 remains flat at $660,129. 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 23 is $50,460, a 3% increase over FY 22. Route 17 Special Taxing District Fund The Route 17 Special Taxing District Fund accounts for revenues and expenditures related to enhanced economic development and transportation services provided in a specifically designated area of northern Suffolk. Revenues are derived from an additional real estate tax levy of $.24 assessed on properties located within the district’s boundaries. The projected revenue for FY 23 is $4,526,712, a 128% increase over FY22 due the use of fund balance to help fund a new fire station in the Route 17 Taxing District.

Aviation Facilities Fund The Aviation Facilities Fund accounts for the revenues and expenditures of the Suffolk Executive Airport. Fund revenues are comprised of fuel sales (62%), rental of facilities such as airport hangars (26%), miscellaneous revenue to include an airport usage fee (2%), and the transfer of funding support from the General Fund (10%). The Aviation Facilities Fund budget for FY 23 remains flat at approximately $1.1M. 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 seven bus routes and ADA service. The Transit Fund derives revenues from General Fund transfers (25%), state and federal funding (70%), fare collections (4%), and miscellaneous revenue (1%). The Transit Fund budget for FY 23 is approximately $1.7M, a 31% decrease over FY 22 primarily due to additional federal funding received in the previous fiscal year to support multi-year transit operations. Enterprise Funds Enterprise funds are used to account for operations that are financed and operated in a manner similar to private business enterprises. The intent of enterprise funds is for the costs of providing goods or services to the general public to be financed or recovered primarily through user charges. Utility Fund The Utility Fund provides for water and sewer services to City residents and businesses. All activities necessary to provide these services are accounted for in this fund, including, but not limited to, administration, operation, maintenance, billing, collections, capital financing and related debt service and fixed assets of the water and sewer systems. The Utility Fund is designed to be self-sustaining. The Utility Fund budget for FY 23 is approximately $67.1M, a 6% decrease over FY22. 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, bond rebates, special fees, sale of services, and miscellaneous revenue. New customer or equivalent residential units (ERU) are projected to increase from 575 to 625 ERUs in FY23. Consumption based water and sewer rates in FY23 are as follows: the water rate will increase $.12 per 100 cubic feet to $10.43, the sewer collection rate will remain flat at $7.27 per 100 cubic feet, and meter service charges will increase $.50 per month to $13.25.

Stormwater Fund The Stormwater Fund provides for the operation, management, construction and maintenance of stormwater facilities, as well as mosquito control services. The stormwater fee will remain flat at $7.50 per month in FY23. The stormwater fee is a result of the Federal Clean Water Act of 1972 and amendments thereafter which require cities to make improvements to reduce the amount of pollution from stormwater runoff. No federal or state funding is provided to offset the cost of the water quality measures. The Fund earns additional revenue through permit and inspection fees paid by developers based on a percentage of hard surface coverage required for development and the sale of services such as engineering services to other City funds. The Stormwater Fund budget for FY 23 is approximately $8.3M, a 5% increase over FY 22. Refuse Fund The Refuse Fund accounts for the revenues and expenditures of the City’s refuse collection and recycling services which include citywide refuse, recycling, and bulk refuse pickup. The Fund is designed to be self-sustaining through revenue generated by fees for refuse collection, the sale of trash cans, sale of service to other City funds, and landfill host fee revenue. The Refuse Fund budget for FY 23 is approximately $11.1M, a 5% increase over FY 22. The FY 22 monthly refuse collection fee will remain flat at $25.25. Internal Service Funds Internal service funds are used to account for the operational cost of services provided to other city departments. Revenue is derived from charges on a cost reimbursement basis. The internal service funds include the Fleet Management Fund, Information Technology Fund, and Risk Management Fund. Information Technology Fund The Information Technology Fund provides for the operation and maintenance of the City’s technology infrastructure including computer, software, and telephone systems. The cost of operating these systems is allocated to the various city departments and agencies on a cost reimbursement basis. The Information Technology Fund budget for FY 23 is approximately $14.2M, a 3% increase over FY 22.

Fleet Management Fund The Fleet Management Fund accounts for the revenue and expenditures of the City’s centralized fleet management program including vehicle and equipment acquisition, maintenance, repairs, and fuel. Operating costs are allocated to city departments and agencies that use fleet equipment and assets on a cost reimbursement basis. The Fleet Management Fund budget for FY 23 is approximately $15.2M, a 9% increase over FY 22. Risk Management Fund The Risk Management Fund provides for the funding and payment of auto, general liability, health and worker’s compensation claims against the City. The Fund derives revenue from the allocation of costs to City departments based on insured asset values, the number of employees per department, and estimated premiums and claims for the year. The Risk Management Fund budget for FY 23 is approximately $21.9M, a 12% increase over FY22.

. 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 23 is approximately $232.9M, a 18% increase over FY 22. The increase is primarily due to a $34.2M increase in state, federal, and other funding for education and a $2M increase in local funding.

General Operating Fund

_____________________________________________________________________________________

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CITY OF SUFFOLK, VIRGINIA ADOPTED FY 2022-23 OPERATING AND CAPITAL BUDGET GENERAL FUND Revenue Summary

Revenue Type

2019-2020 Actual

2020-2021 Actual

2021-2022 Budget

2022-2023 Adopted

Budget % Change

134,267,755 4,800,000 29,000,000 1,600,000

14% 0% 12% 23%

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

107,935,979 $ 4,598,789 26,018,535 1,428,885

111,770,586 $ 4,822,307 26,278,166 1,546,895

117,869,846 $ 4,800,000 26,000,000 1,300,000

Total General Property Taxes

139,982,189 $

144,417,955 $

149,969,846 $

169,667,755

13%

12,626,601 2,890,793 4,755,918 8,412,262 2,624,213 582,250 2,513,189 1,920,427 191,456 1,470,419 10,723,032

15,618,307 2,627,477 4,864,689 9,212,742 2,682,701 706,211 2,448,497 2,028,076 6,013 1,657,435 11,239,883

13,500,000 2,300,000 4,700,000 7,500,000 2,500,000 706,203 2,200,000 1,900,000 1,400,000 11,000,000

15,500,000 2,300,000 4,700,000 9,300,000 2,500,000 706,203 2,200,000 1,600,000 75,000 1,600,000 13,500,000

15% 0% 0% 24% 0% 0% 0% -16% 14% 23%

48,710,560 $ 188,692,748 $

53,092,028 $ 197,509,983 $

47,706,203 $ 197,676,049 $

53,981,203 223,648,958

13% 13%

27,713 13,090 3,960 287,280 1,314,715 74,048 65,715 830 1,370

29,279 15,339 3,721 360,772 1,403,487 77,273 201,321 1,955 1,010

35,000 15,000 3,000 300,000 1,000,000 70,000 65,000 1,300 1,400

30,000 15,000 3,000 300,000 1,200,000 70,000 65,000 1,300 1,400

-14% 0% 0% 0% 20% 0% 0% 0% 0%

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

$ $

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

1,788,722 $

2,094,158 $

1,490,700 $

1,685,700

13%

375,000 140,000 170,000

-25% 0% 0%

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

466,986 137,700 175,620 $

780,306 $

373,637 162,638 164,052 700,327 $

500,000 140,000 170,000 810,000 $

685,000

-15%

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

1,510,441 856,822 217,471 7,563 58,959 34,560 16,536 4,675 $

2,707,027 $

325,243 111,577 215,468 17,152 67,926 34,560 6,171 4,675 782,774 $

400,000 400,000 217,471 20,000 100,000 34,560 4,675 1,176,706 $

250,000 250,000 193,538 20,000 100,000 34,560 4,675 852,773

-38% -38% -11% 0% 0% 0% 0% -28%

CITY OF SUFFOLK, VIRGINIA ADOPTED FY 2022-23 OPERATING AND CAPITAL BUDGET GENERAL FUND Revenue Summary

2019-2020 Actual

Revenue Type

2020-2021 Actual

2021-2022 Budget

2022-2023 Adopted

Budget % Change

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

125,645 5,787 16,421 83,364 9,385 32,895 22,719 2,217,298 39,995 614,444 17,446 14,196 74 38,148 117,024 3,135 81,050 $

3,439,025 $

183,562 5,787 12,771 69,965 7,376 29,804 13,208 2,278,614 15,987 212,226 1,551 4,184 29,024 139,058 3,475 66,760 3,073,351 $

100,000 5,787 18,000 120,000 10,000 35,000 15,000 2,212,266 50,000 600,000 20,000 26,100 50 55,000 115,000 7,500 75,000 3,464,703 $

100,000 5,787 18,000 120,000 10,000 35,000 15,000 2,545,826 50,000 600,000 15,000 26,100 50 55,000 115,000 7,500 100,000

0% 0% 0% 0% 0% 0% 0% 15% 0% 0% -25% 0% 0% 0% 0% 0% 33%

3,818,263

10%

3,000 1,000 15,000 500,000 10,000

0% 0% 50% -29% #DIV/0! 43%

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

382 11,199 700,129 1,623,061 8,057 $

2,342,828 $

33 21,348 571,287 (275,265) 5,339 322,742 $

3,000 1,000 10,000 700,000 7,000 721,000 $

529,000

-27%

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

111,992 284,120 249,569 20,100 240 $ $

666,022 $ 11,723,929 $

106,578 187,881 186,995 44,716 90 526,259 $ 7,499,611 $

100,000 435,394 100,000 500 635,894 $ 8,299,003 $

100,000 507,258 100,000 500

0% 17% 0% 0%

707,758 8,278,493

11% 0%

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

22,364 515,958 125,561 3,074,828 10,169,730 186,349 $

14,094,789 $

22,568 559,903 125,252 3,194,514 10,169,730 248,102 210,384 14,530,452 $

25,000 450,000 125,000 3,200,896 10,169,730 175,000 14,145,626 $

25,000 450,000 125,000 3,200,896 10,169,730 175,000 -

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

14,145,626

CITY OF SUFFOLK, VIRGINIA ADOPTED FY 2022-23 OPERATING AND CAPITAL BUDGET GENERAL FUND Revenue Summary

2019-2020 Actual

Revenue Type

2020-2021 Actual

2021-2022 Budget

Budget % Change

2022-2023 Adopted

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

982,206 902,739 172,010 198,441 114,417 511,466 $

2,881,278 $

1,166,794 1,082,432 208,582 243,171 66,083 588,025 3,355,088 $

1,125,098 1,041,253 229,865 269,531 51,702 554,471 3,271,920 $

1,125,098 1,041,253 229,865 269,531 49,916 554,471 3,270,134

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

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

$ $

17,230 12,420 33,067 2,243,904 1,354,819 44,627 391,057 80 88,573 308,072 169,694

3,176 7,260 26,391 2,378,027 1,768,709 6,860 406,575 113 87,147 322,355 185,669

10,000 40,000 2,750,141 1,629,899 350,000 88,573 322,355 174,914

10,000 30,000 2,807,378 1,698,165 400,000 87,147 342,357 184,160

0% -25% 2% 4% 14% -2% 6% 5%

4,663,542 $ 21,639,609 $

5,192,282 $ 23,077,822 $

5,365,882 $ 22,783,428 $

5,559,207 22,974,966

4% 1%

3,982 26,168 5,385,394 19,373

19,381 12,867 5,228,204 20,443

5,107,404 20,000

5,213,702 20,000

2% 0%

5,233,702

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

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

5,434,916 $

5,280,895 $

5,127,404 $

1,000,000

-100%

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

763,402 20,878 64,544 786,812 283,251 267,451 380,140 289,637 51,336

714,960 95,589 89,329 808,685 279,372 302,897 280,676 290,789 68,350

563,241 219,659 100,135 737,020 335,756 244,397 263,842 351,128 99,896

-21% 130% 12% -9% 20% -19% -6% 21% 46%

TOTAL OTHER REVENUE

2,695,930 $

2,907,451 $

3,930,647 $

2,915,074

-26%

TOTAL REVENUES

230,187,133 $

236,275,762 $

237,816,531 $

263,051,194

10.6%

CITY OF SUFFOLK, VIRGINIA ADOPTED FY 2022-23 OPERATING AND CAPITAL BUDGET GENERAL FUND Expenditure Summary Budget 2019-2020

2020-2021

2021-2022

2022-2023

Actual

Budget

Request

Incr

Adopted

Change

GENERAL GOVERNMENT City Council

City Manager

416,591 $ 1,045,939

Budget & Strategic Planning City Attorney

390,895 $ 1,154,475

533,303 $ 1,188,483

575,031

8% $

1,201,153

603,229

13%

1,344,734

13%

350,677

355,658

371,289

375,089

401,826

1,130,275

1,233,667

1,215,582

1,328,432

1,323,626

911,738

1,035,817

1,403,659

1,808,031

29%

1,794,834

28%

Commissioner of the Revenue

1,096,734

1,088,603

1,208,108

1,339,245

11%

Assessor

1,717,395

1,642,929

2,047,026

2,058,986

2,298,704

12%

Treasurer

1,610,700

1,601,832

1,756,182

1,820,771

1,928,269

10%

Finance

1,491,931

1,586,850

1,736,055

1,748,918

1,968,307

13%

Purchasing

320,148

335,955

360,212

361,978

394,220

Registrar

568,747

684,259

779,263

909,768

17%

985,366

26%

10,660,875 $

11,110,940 $

12,599,163 $

14,382,359

14%

Human Resources

Total General Government

13,396,265

6% $

JUDICIAL Circuit Court Judges

210,355

212,189

222,334

228,452

General District Court

60,369

61,670

93,585

120,085

28%

98,585

Magistrate's Office

14,775

15,561

18,061

19,761

19,561

Juvenile & Domestic Relations Court

10,852

11,726

17,560

20,560

17%

20,160

15%

965,119

1,076,349

973,435

973,885

Clerk of the Circuit Court

1,620,656

1,650,249

1,731,809

1,780,869

1,921,006

11%

Sheriff

2,965,715

3,027,593

3,325,633

3,582,922

3,590,692

Commonwealth's Attorney

3,390,747

3,454,670

3,619,483

3,619,484

3,811,304

9,238,589 $

9,510,008 $

3% $

10,663,646

Court Services Unit

Total Judicial

10,001,900 $

10,339,900

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

23,949,860

23,966,662

27,609,540

28,112,722

30,670,770

11%

1,825,246

1,817,971

2,094,905

2,299,380

10%

2,385,694

14%

891,313

827,345

995,111

1,075,323

1,114,283

12%

33,415,702

32,451,971

35,229,936

36,889,125

42,555,825

21%

6,969

7,957

18,267

21,267

16%

14,867

-19%

4,297,658

4,492,631

4,644,332

81,385,772

16%

64,386,748 $

63,564,537 $

70,440,390 $

73,042,149

4% $

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

905,883

1,046,582

1,082,753

1,176,216

1,235,170

14%

4,107,761

4,090,052

4,502,534

4,667,534

5,070,870

13%

5,013,643 $

5,136,634 $

5,585,287 $

5,843,750

5% $

6,306,040

13%

CITY OF SUFFOLK, VIRGINIA ADOPTED FY 2022-23 OPERATING AND CAPITAL BUDGET GENERAL FUND Expenditure Summary Budget 2019-2020

2020-2021

2021-2022

2022-2023

Actual

Budget

Request

Incr

Adopted

Change

11,115,294

10,774,157

12,058,083

12,335,211

12,888,052

2,352,353

2,519,254

2,512,554

2,612,562

2,625,748

Western Tidewater Health District

895,655

920,000

1,095,655

1,189,651

Western Tidewater Community Service Board

307,330

363,021

474,404

651,931

37%

550,000

16%

14,670,632 $

14,576,431 $

16,140,696 $

16,789,355

4% $

17,253,451

58,106,679

65,526,746

65,775,180

67,775,180

58,106,679 $

65,526,746 $

65,775,180 $

67,775,180

3% $

67,775,180

HEALTH & WELFARE Social Services Children's Services Act

Total Health & Welfare

EDUCATION Transfer to School Operating - Local Support Total Education

PARKS, RECREATION & CULTURAL Parks and Recreation - Administration

2,666,361

2,660,068

2,831,249

3,013,804

3,435,463

21%

Parks and Recreation - Parks, Gateways & Maintenance

2,939,121

2,753,793

3,329,473

3,547,268

3,670,963

10%

Parks and Recreation - Recreation

2,221,082

2,068,246

2,954,337

3,348,048

13%

3,650,777

24%

Library

3,309,874

3,248,723

3,671,591

4,059,958

11%

4,002,167

14,759,370

15%

Total Parks, Recreation & Cultural

11,136,438 $

10,730,830 $

12,786,651 $

13,969,078

9% $

COMMUNITY DEVELOPMENT 3,908,282

3,717,606

4,889,188

5,102,199

5,362,191

10%

Economic Development

Planning and Community Development

925,108

1,286,945

1,139,447

1,142,647

1,096,599

-4%

Tourism

647,376

712,904

761,317

822,230

819,608

Media and Community Relations

755,247

922,431

800,156

806,375

824,071

36,211

50,850

69,688

76,799

10%

76,799

10%

6,272,224 $

6,690,737 $

7,659,796 $

7,950,250

8,179,268

1,068,747

1,255,321

1,231,512

3,053,861

148%

2,373,894

93%

1,068,747 $

1,255,321 $

1,231,512 $

3,053,861

148% $

2,373,894

93%

Virginia Cooperative Extension Service Total Community Development

4% $

OTHER PUBLIC SERVICES Local and Regional Organizations Total Other Public Services

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

594,986

759,119

710,000

1,236,500

74%

1,162,150

64%

32,139,012

35,572,236

34,885,957

36,522,063

38,810,064

11%

32,733,998 $

36,331,354 $

35,595,957 $

Total Non-departmental

37,758,563

6% $

39,972,214

12%

Total General Fund Expenditures

$ 213,288,575 $ 224,433,538 $ 237,816,531 $ 249,918,351

5% $

263,051,194

10.6%

_____________________________________________________________________________________

THIS PAGE INTENTIONALLY BLANK

CITY COUNCIL DESCRIPTION The City Council is the legislative and policy making body of the City Government. It establishes policies, sets goals and priorities, and interprets and represents the needs of the community to ensure the economic, social, educational, and physical quality of the City. The City Council is supported by the City Clerk whose office is responsible for the preservation and maintenance of the legislative record; recording and publishing City Council minutes; serving as an information center to address inquiries from citizens, City departments, and agencies; the management of boards and commissions; and fulfilling research requests. CITY COUNCIL FY 23 OBJECTIVES TARGET AREA Civic Engagement Prepare 100% of City Council meeting minutes in accordance with state law. & Responsive City Services Comply with 100% of FOIA requests within five working days.

Disseminate 100% of ordinances and resolutions within seven days of approval.

PERFORMANCE MEASURES Public inquiries received Average response time to public inquiries Average time to post Council actions to website Meeting minutes prepared in compliance with State Code Freedom of Information Act requests within five working days Ordinances and resolutions disseminated within seven days

FY 21 Actual 2,200 2 days 2 days 100% 100% 100%

FY 22 Projected 2,200 2 days 2 days 100% 100% 100%

FY 23 Estimated 2,400 2 days 2 days 100% 100% 100%

Department: City Council Budget Detail 2019-2020 Actual

Account Number: 100-1111051100.02 52100 52210 52400 53100 53200 53500 53600 54100 54500 55210 55230 55310 55500 55810 55840 56001 56012 56017 56026

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

Total Operating Expenditures

2020-2021 Actual

2021-2022 Budget

2022-2023 Requested

% Change

265,771 19,969 16,902 1,915 0 9,191 49,610 21,228 284 8,233 500 4,765 345 4,531 3,932 399 3,508 5,509

267,038 20,049 12,196 1,942 0 53,354 16,047 122 7,912 425 340 3,313 4,462 636 3,059 -

353,624 27,052 28,759 3,090 5,000 54,974 15,532 1,000 8,007 5,000 500 5,000 5,000 500 5,265 15,000

353,624 27,052 28,759 3,090 5,000 500 1,000 54,974 15,532 1,000 8,000 20,000 750 20,000 5,000 750 10,000 20,000

416,591

390,895

533,303

575,031

2022-2023 Adopted

0% $ 0% 0% 0% 0% 0% 0% 0% 0% 300% 50% 300% 0% 50% 90% 33% 8%

% Change

373,475 28,571 34,766 3,356 5,000 63,953 28,995 1,000 12,347 20,000 750 5,000 5,000 750 5,265 15,000

6% 6% 21% 9% 0% 16% 87% 0% 54% 300% 50% 0% 0% 50% 0% 0%

603,229

13%

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

Range

Class Mayor Councilman City Clerk 221 Deputy City Clerk 210 Assistant City Clerk

Number of Full-Time Positions

2019-2020 Actual

2020-2021 Actual

2021-2022 Budget

1 7 1 1

1 7 1 1 1

2022-2023 Requested

2022-2023 Adopted

100

CITY MANAGER DESCRIPTION The City Manager is the Chief Executive Officer of the City of Suffolk and is responsible for the day-today administration of City Government. The City Manager recommends policy alternatives to the City Council and implements the policies and priorities established by the governing body in accordance with the city charter, city code and ordinances, and state and federal regulations. Other essential activities and duties include oversight of operating departments, coordination of legislative affairs with state and congressional leaders, and serving as a liaison to businesses, community organizations, and various local and regional boards and commissions. CITY COUNCIL TARGET AREA Civic Engagement & Responsive City Services

FY 22 OBJECTIVES Ensure the delivery of high quality services to the citizens of Suffolk. Maintain the City’s strong financial position. Move the City forward by advancing City Council’s vision and priorities. Attract and retain the City’s workforce to meet the service demands of Suffolk citizens. Promote and facilitate economic growth and sustainability.

PERFORMANCE MEASURES Bond Rating: Moody’s Standard & Poor’s Fitch Unassigned Fund Balance Jobs created Private Investment

FY 21 Actual Aaa AAA AAA 20% 475 $84.8M

FY 22 Projected Aaa AAA AAA 20% 907 $181M

FY 23 Estimated Aaa AAA AAA 20% 1,250 $250M

101

Department: City Manager Budget Detail 2019-2020 Actual

Account Number: 100-1211051100.02 51100.04 51100.14 52100 52210 52400 53100 53600 54100 54200 54500 55210 55230 55310 55410 55500 55810 56001 56012 56017

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

Total Operating Expenditures

2020-2021 Actual

2021-2022 Budget

2022-2023 Requested

% Change

704,838 81 13,200 46,654 75,414 8,977 55,200 77 37,340 1,566 74,498 40 8,611 1,000 3,634 3,714 2,711 67 8,317

829,093 726 11,448 55,295 86,342 7,432 36,800 39,511 65,458 46 9,400 700 1,210 3,116 252 7,647

789,308 13,200 60,382 98,427 10,577 60,000 51,761 3,917 54,545 100 10,655 1,000 10,000 5,580 3,000 1,500 14,531

789,308 13,200 60,382 98,427 10,577 60,000 51,761 3,917 54,545 100 10,655 1,000 20,000 6,200 5,050 1,500 14,531

1,045,939

1,154,475

1,188,483

1,201,153

2022-2023 Adopted

0% $ 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 100% 11% 68% 0% 0% 1%

% Change

870,629 13,200 66,603 120,843 11,666 60,000 59,401 3,917 77,287 100 12,856 1,000 20,000 6,200 5,000 1,500 14,531

10% 0% 10% 23% 10% 0% 15% 0% 42% 0% 21% 0% 100% 11% 67% 0% 0%

1,344,734

13%

53100 - Professional Services: Legislative Services Personnel Summary

Range

Class

217 214 209 205 204

City Manager Deputy City Manager Chief of Staff Senior Administrative Analyst Administrative Analyst Executive Office Administrator Executive Administrative Assistant Staff Support Assistant

Number of Full-Time Positions

2019-2020 Actual

2020-2021 Actual

2021-2022 Budget

1 1 1

1 1 1 1

1 1 2 -

2022-2023 Adopted 1 2

1 2 -

1 -

1 2

1 2 1

2022-2023 Requested

102

FINANCE - BUDGET AND STRATEGIC PLANNING DESCRIPTION The Division of Budget and Strategic Planning provides financial, management information, control, and guidance to the City Council, City Manager, and City departments. The primary responsibilities of the division include the development of the annual operating and capital budget and capital improvements program and plan, revenue and expenditure analysis and quarterly financial reporting, strategic financial planning, and fiscal impact analysis. CITY COUNCIL TARGET AREA Financial Stability

FY 23 OBJECTIVES Develop a balanced budget in compliance with local and state laws. Prepare quarterly budget reports within 30 days of the end of each quarter. Comply with 100% of the City’s adopted financial policies. Variance between actual and projected General Fund revenue of 3% or less.

PERFORMANCE MEASURES Quarterly reports submitted within 30 days of quarter end Financial Policies: Capital Pay-Go at least 3% of General Fund less transfers Debt as percent of assessed value at/below 4% Debt as percent of general gov’t expenditures at/below 10% Variance in actual to projected General Fund revenue

FY 21 Actual 100%

FY 22 Projected 100%

FY 23 Estimated 100%

3.2% 2.0% 7.9% 4.9%

3.2% 1.9% 7.3% 4.4%

4.5% 1.7% 6.4% 3.0%

103

Division: Budget & Strategic Planning (Department of Finance) Budget Detail 2019-2020 Actual

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

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

Total Operating Expenditures

2020-2021 Actual

2021-2022 Budget

2022-2023 Requested

% Change

245,748 18,218 26,467 3,297 2,436 14,883 31,859 39 628 1,250 119 575 1,610 3,548

250,935 18,347 31,105 3,342 6,332 15,751 24,087 28 515 715 495 995 3,012

259,449 19,848 32,353 3,477 2,600 18,325 23,313 100 1,387 2,000 1,200 1,500 200 5,537

259,449 19,848 32,353 3,477 6,400 18,325 23,313 100 1,387 2,000 1,200 1,500 200 5,537

350,677

355,658

371,289

375,089

2022-2023 Adopted

0% $ 0% 0% 0% 146% 0% 0% 0% 0% 0% 0% 0% 0% 0% 1%

% Change

269,609 20,625 37,422 3,613 6,400 21,318 28,995 100 3,308 2,000 1,200 1,500 200 5,537

4% 4% 16% 4% 146% 16% 24% 0% 138% 0% 0% 0% 0% 0%

401,826

Personnel Summary

Range

Class 222 Assistant Director of Finance - Budget 217 Budget Analyst

Number of Full-Time Positions

2019-2020 Actual

2020-2021 Actual

2021-2022 Budget

2022-2023 Requested

2022-2023 Adopted

1 2

104

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 City departments, boards, and commissions. The City Attorney’s Office institutes and defends all legal proceedings which it deems necessary and proper to protect the interests of the City of Suffolk. CITY COUNCIL TARGET AREA Civic Engagement & Responsive City Services Expanded Economic Development/Transportation

FY 23 OBJECTIVES Provide timely responses to requests for legal services. Provide training on legal issues affecting the City. Assist in the acquisition or disposition of property. Advise on matters to promote responsible land planning and development. Assist on projects to help the City expand services to citizens and attract businesses.

Public Safety

Provide legal assistance to the City on matters impacting its citizens to promote public safety, general welfare, and government efficiency.

PERFORMANCE MEASURES Requests for legal services Contract reviews Court appearances Real Estate Matters handled: Deeds Easements Closings

FY 21 Actual 2,899 164 74 10 10 7

FY 22 Projected 3,200 200 100 15 15 17

FY 23 Estimated 3,350 245 125 20 20 25

105

Department: City Attorney Budget Detail 2019-2020 Actual

Account Number: 100-1221051100.02 51100.14 52100 52210 52400 53100 53100.11 53600 54100 54500 55210 55230 55310 55500 55810 56001 56012 56017

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

Total Operating Expenditures

2020-2021 Actual

2021-2022 Budget

2022-2023 Requested

% Change

2022-2023 Adopted

% Change

777,913 2,500 55,504 82,009 11,793 9,108 3,543 48,203 95,768 784 6,364 2,750 10,872 5,290 5,203 3,745 8,925

789,668 4,250 55,514 94,280 10,203 103,105 3,996 53,539 72,444 1,711 12,472 6,655 4,156 6,911 4,923 9,841

842,203 64,428 105,023 11,286 5,000 4,000 1,000 58,705 70,120 1,500 9,798 15,000 5,633 5,000 5,000 11,887

930,886 71,213 116,081 12,474 5,000 4,168 1,500 58,705 70,120 2,000 9,798 17,500 7,100 5,000 5,000 11,887

11% 11% 11% 11% 0% 4% 50% 0% 0% 33% 0% 17% 26% 0% 0% 0%

890,867 68,151 123,652 11,938 5,000 4,168 1,500 67,871 87,115 2,000 14,877 17,500 7,100 5,000 5,000 11,887

6% 6% 18% 6% 0% 4% 50% 16% 24% 33% 52% 17% 26% 0% 0% 0%

1,130,275

1,233,667

1,215,582

1,328,432

1,323,626

Personnel Summary

Range

Class

218/221/222 214 210 208

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

Number of Full-Time Positions

2019-2020 Actual

2020-2021 Actual

2021-2022 Budget

1 1 3 1 1 1 1

1 1 3 1 1 2

2022-2023 Requested

2022-2023 Adopted 1 1 4 1 1 2

1 1 4 1 1 2 10

106

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. CITY COUNCIL TARGET AREA Civic Engagement & Responsive City Services

FY 23 OBJECTIVES Hire and retain qualified and engaged employees that are committed to serving the needs of Suffolk citizens. Create a diverse and empowered workforce that makes contributions and understands the City’s mission. Provide learning opportunities that contribute to the growth and development of all employees. Launch a compensation strategy that simplifies pay structures and processes. Improve service delivery and quality in all Human Resources programs.

PERFORMANCE MEASURES New Hires Average Time to Hire Percent of Vacant Positions

FY 21 Actual 367 78 days 10%

FY 22 Projected 420 80 days 10%

FY 23 Estimated 480 82 days 10%

107

Department: Human Resources Budget Detail 2019-2020 Actual

Account Number: 100-1222051100.02 51100.04 51100.06 52100 52210 52400 52820 53100 53200 53500 53600 54100 54500 55210 55230 55310 55500 55810 55841 56001 56012 56014 56017 56026

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

Total Operating Expenditures

2020-2021 Actual

2021-2022 Budget

2022-2023 Requested

% Change

2022-2023 Adopted

426,098 28,230 33,776 41,774 5,204 14,246 79,417 21,593 1,618 123,939 74,315 2,040 8,306 500 16,624 738 17,384 7,344 384 1,745 3,995 2,470

525,251 53,121 42,792 63,325 6,847 13,181 47,250 34,657 21 7,736 122,888 56,368 2,102 9,830 7,387 2,211 30,315 5,998 772 86 3,679 -

748,431 33,822 59,842 93,329 10,029 30,000 150,000 5,000 142,087 54,344 3,500 12,539 18,000 1,500 25,000 8,000 3,000 5,235 -

1,050,495 33,822 87,935 130,997 14,077 60,000 150,000 5,000 142,087 54,344 3,500 12,539 18,000 3,500 25,000 8,000 3,500 5,235 -

40% $ 0% 47% 40% 40% 100% 0% 0% 0% 0% 0% 0% 0% 133% 0% 0% 17% 0% -

911,738

1,035,817

1,403,659

1,808,031

29%

% Change

939,534 34,668 74,526 130,407 12,590 30,000 97,000 5,000 281,955 96,368 3,500 26,551 18,000 3,500 25,000 8,000 3,000 5,235 -

26% 3% 25% 40% 26% 0% -35% 0% 98% 77% 0% 112% 0% 133% 0% 0% 0% 0% -

1,794,834

28%

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

Range

Class Director of Human Resources 223 Assistant Director of Human Resources 220 HRIS Manager Training Manager 220 Talent Acquisition Manager 220 Compensation Manager 219 Employee Experience Manager 214/217 Talent Acquisition Consultant I-II 217 Senior Human Resources Generalist 214 Employee Relations Consultant 214 Administrative Analyst 206 Human Resources Assistant 205 Administrative Assistant

Number of Full-Time Positions

2019-2020 Actual

2020-2021 Actual

2021-2022 Budget

1 1

1 1 1

1 1 -

2 -

1 3 -

1 1

2 -

1 1

2 1 2 1

1 1 1

1 2

1 1 1 -

2022-2023 Adopted

1 1

2022-2023 Requested

1 2 3 13

108

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. CITY COUNCIL TARGET AREA Financial Stability

FY 23 OBJECTIVES Assess all personal property and other local taxes in accordance with the Code of Virginia and Suffolk City Code. Achieve 100% audit compliance with the Commonwealth of Virginia, Auditor of Public Accounts. Enroll all eligible deputies in the career development program of the Commissioners of the Revenue Association of Virginia. Maintain accreditation by the Virginia Commissioner of the Revenue Association.

Civic Engagement & Responsive City Services

Respond to all customer inquiries and initiate resolutions to problems within one business day.

STATISTICS AND PERFORMANCE MEASURES

CY 19 Actual Percent compliance with Auditor of Public Accounts audit 100% Percent customer inquiries responded to within one business day 100% Accreditation with VCRA 100% Personal Property items 139,140 Business Licenses 5,830 Prepared food and beverage accounts 350 Lodging accounts 23

CY 20 Actual 100% 100% 100% 138,552 6,094 353 20

CY 21 Actual 100% 100% 100% 142,541 6,591 392 21

109

Department: Commissioner of the Revenue Budget Detail 2019-2020 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

2020-2021 Actual

2021-2022 Budget

2022-2023 Requested

% Change

2022-2023 Adopted

% Change

652,520 382 27,530 49,804 70,913 8,139 3,469 153 93,453 127,258 11,551 4,279 5,433 1,750 25,660 1,453 12,568 418

666,194 653 28,609 51,440 83,275 8,287 3,746 208 78,500 96,183 14,578 5,892 2,252 2,140 31,132 1,668 11,701 2,146

738,153 33,613 59,040 92,048 9,891 4,250 350 90,920 93,115 14,100 7,635 7,000 2,250 35,100 1,800 18,843 -

738,153 33,613 59,040 92,048 9,891 5,350 350 90,920 93,115 14,100 7,635 7,000 2,250 33,500 2,300 18,843 -

0% 0% 0% 0% 0% 26% 0% 0% 0% 0% 0% 0% 0% -5% 28% 0% -

797,279 34,453 63,628 110,662 10,684 5,350 350 102,627 125,242 14,100 10,977 7,000 2,250 33,500 2,300 18,843 -

8% 2% 8% 20% 8% 26% 0% 13% 35% 0% 44% 0% 0% -5% 28% 0% -

1,096,734

1,088,603

1,208,108

1,339,245

11%

Personnel Summary

Range

Class

222 216 209 210 208 208 206

Commissioner of the Revenue Chief Deputy Commissioner of the Revenue Auditor Business Tax Investigator Property Tax Analyst Senior Deputy Commissioner of the Revenue Administrative Specialist Deputy Commissioner of the Revenue Deputy Commissioner of the Revenue II Deputy Commissioner of the Revenue I

Number of Full-Time Positions

2019-2020 Actual

2020-2021 Actual

2021-2022 Budget

1 1 1 1 1 1

1 1 1 1 1 3

1 1 1 1 1 3 1

2022-2023 Requested

2022-2023 Adopted 1 1 1 1 1 3 1

1 1 1 1 1 3 1 4

3 3

2 2

3 1

NOTE: Comp Board provides partial salary reimbursement for 9 of 13 full time positions with reimbursement by the State and contribution by the City for the balance for operations.

110

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 strive for one hundred percent of market value.

CITY COUNCIL TARGET AREA Financial Stability Civic Engagement & Responsive City Services

FY 23 OBJECTIVES Ensure the highest levels of accuracy and quality of assessments through the use of technological systems already in place, but underutilized. Respond to all customer inquiries and initiate resolutions to problems within one business day. Deploy new technology to enhance our website and provide better access to assessment related data for property owners as well as other private sector individuals and market participants. Provide citizen outreach and education through speaking engagements at civic leagues and homeowners associations throughout the City. Enhance the workplace environment as well as work/life balance by encouraging staff involvement in rewriting policies and procedures geared towards more efficient operations.

Growth Management and Comprehensive Planning

Ensure the long range effectiveness of the office and its ability to manage growth in the City by developing a strategic plan that incorporates the standards of the International Association of Assessing Officers and aligns with the vision and principles of City Council.

PERFORMANCE MEASURES Number of parcels assessed Number of property transfers Median Sales Price Foreclosures Assessment Appeals

FY 21 Actual 40,332 2,859 $295,000 52 118

FY 22 Projected 40,701 3,300 $305,000 65 57

FY 23 Estimated 41,500 3,300 $310,000 80 100

111

Department: City Assessor Budget Detail 2019-2020 Actual

Account Number: 100-1232051100.02 51100.04 51100.06 51100.27 52100 52210 52400 53100 53500 53600 54100 54200 54500 55210 55230 55310 55500 55810 56001 56011 56012 56014 56017 58200

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

Total Operating Expenditures

2020-2021 Actual

2021-2022 Budget

2022-2023 Requested

% Change

1,049,465 289 35,821 817 80,291 112,726 15,069 4,548 843 148,625 20,378 184,286 17,222 7,575 6,542 4,467 4,705 4,731 1,020 2,941 900 14,132 -

997,165 6 14,030 638 75,073 122,077 14,310 4,625 1,072 168,159 18,927 156,681 17,267 10,398 10,884 3,760 2,980 1,834 3,782 525 13,836 4,900

1,280,559 64,919 2,100 103,090 159,686 17,159 7,380 1,000 159,702 18,454 148,223 20,000 13,894 20,000 6,665 6,500 1,335 3,500 975 11,884 -

1,280,559 64,919 2,100 103,090 159,686 17,159 7,380 2,500 159,702 18,454 148,223 20,000 13,894 25,000 8,000 7,020 1,441 7,000 975 11,884 -

1,717,395

1,642,929

2,047,026

2,058,986

2022-2023 Adopted

0% $ 0% 0% 0% 0% 0% 0% 150% 0% 0% 0% 0% 0% 25% 20% 8% 8% 100% 0% 0% 1%

% Change

1,359,701 66,542 2,100 109,268 188,726 18,220 7,000 2,500 216,023 17,200 203,131 20,000 30,493 25,000 8,000 6,500 1,441 4,000 975 11,884 -

6% 2% 0% 6% 18% 6% -5% 150% 35% -7% 37% 0% 119% 25% 20% 0% 8% 14% 0% 0% -

2,298,704

12%

53500 - Printing and Binding: Assessment notices. Personnel Summary

Range

Class

222 218 216 215 209/210/214 211 209 207 205 205 202

Assessor Deputy Assessor Real Estate Valuations/Cama Analyst Valuation Manager Commercial Appraiser Appraiser I-III Data Analyst Senior Land Records Technician Land-Use Compliance Coordinator Land Records Technician Administrative Assistant Office Assistant

Number of Full-Time Positions

2019-2020 Actual

2020-2021 Actual

2021-2022 Budget

2022-2023 Requested

% Change

2022-2023 Adopted

1 1 1 1 2 7 1 1 1 1 1 1

1 2 1 1 2 8 1 1 1 1 1 1

112

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.

CITY COUNCIL TARGET AREA Financial Stability

FY 23 OBJECTIVES Maintain a current 3-year combined real estate and personal property tax collection rate of 99.29%. Maintain a current 3-year combined storm water maintenance and refuse fee collection rate of 99.08%. Monitor and refine the State Set-Off Debt Collections Program and Virginia Department of Motor Vehicles (DMV) Block processes for the collection of taxes or other charges owed and to help improve revenue results. Monitor and refine office processes to better serve the community and streamline the revenue collection process. Continue implementation of the Virginia Employment Commission (VEC) Automated File Transfer Process for the collection of taxes or other charges owed, via Notice of Tax-Lien and Demand for Payment under Section 58.13952 of the Code of Virginia. Continue management of collections of delinquent revenue owed to the City.

PERFORMANCE MEASURES Tax Collection Rate: Real Estate Personal Property Stormwater Maintenance Fee Vehicle License Fee Refuse Collection Fee Online Payments Processed Debt Set-Off: Amount of claims collected

FY 21 Actual

FY 22 Projected

FY 23 Estimated

99% 97% 99% 92% 99% 85,430

99% 98% 98% 92% 98% 85,500

$878,000

$900,000

113

Department: City Treasurer Budget Detail 2019-2020 Actual

Account Number: 100-1241051100.02 51100.04 51100.06 52100 52210 52400 53300 53600 54100 54200 54500 55210 55230 55310 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 Advertising Information Technology Fleet Risk Management Postal Services Telecommunications Employer HDHP Expense Travel and Training Dues and Association Memberships Office Supplies Books and Subscriptions Merchandise for Resale Copier Costs Capital Outlay

Total Operating Expenditures

2020-2021 Actual

2021-2022 Budget

2022-2023 Requested

% Change

2022-2023 Adopted

% Change

945,434 173 30,095 72,249 101,848 14,648 758 3,161 89,297 9,591 169,687 104,352 9,867 7,750 4,725 2,219 11,775 4,663 8,780 19,209 418

949,836 139 38,448 73,972 117,333 14,629 785 3,335 94,507 9,792 136,263 108,118 11,740 3,525 3,228 11,749 7,022 2,675 14,737 -

1,017,015 32,871 80,316 126,822 13,628 1,000 3,000 123,448 10,000 132,119 125,000 12,844 9,100 2,200 15,000 5,800 16,600 29,419 -

1,046,917 53,000 84,144 130,551 14,029 1,000 4,000 123,448 10,000 132,119 125,000 12,844 12,000 2,200 15,300 8,200 16,600 29,419 -

3% 61% 5% 3% 3% 0% 33% 0% 0% 0% 0% 0% 32% 0% 2% 41% 0% 0% -

1,096,145 33,693 86,433 152,145 14,688 1,000 4,000 127,906 10,306 163,947 125,000 29,587 12,000 2,200 15,000 8,200 16,600 29,419 -

8% 2% 8% 20% 8% 0% 33% 4% 3% 24% 0% 130% 32% 0% 0% 41% 0% 0% -

1,610,700

1,601,832

1,756,182

1,820,771

1,928,269

10%

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

Personnel Summary

Range

Class Treasurer 221 Chief Deputy Treasurer II - Operations Chief Deputy Treasurer I - Operations Compliance Manager Accounting Manager 216 Compliance Manager 216 Chief Deputy Treasurer I - Operations 216 Chief Deputy Treasurer I - Accounting 214 Deputy Treasurer - Accounting 214 Assistant Compliance Manager Deputy Treasurer V 210 Deputy Treasurer IV 208 Senior Deputy Treasurer 208 Deputy Treasurer III 206 Deputy Treasurer II 206 Deputy Treasurer 205 Deputy Treasurer I

Number of Full-Time Positions

2019-2020 Actual

2020-2021 Actual

2021-2022 Budget

1 1

1 -

1 1 1 1

2022-2023 Adopted 1 1 1 1 1

1 1 1 1 1

4 0 1 1 0 6

2022-2023 Requested

1 1 1 1 1

2 -

1 4 -

1 3 -

1 1

1 1 1 1 1

1 1 1 2

114

FINANCE – ADMINISTRATION AND ACCOUNTING DESCRIPTION The Department of Finance provides for the general accounting, budget, payroll, accounts payable, accounts receivable, purchasing, 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. CITY COUNCIL TARGET AREA Financial Stability

Civic Engagement & Responsive City Services

FY 23 OBJECTIVES Deliver high quality programs and services within allocated resources. Implement a more effective and efficient payroll system to track spending on personnel services. Publish the Citizen Centric report and Popular Annual Finance report.

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

FY 21 Actual

FY 22 Projected

FY 23 Estimated

Unmodified Yes

40,151 24

36,702 24

$221M

$202M

115

Department: Finance - Administration and Accounting Budget Detail 2019-2020 Actual

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

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

Total Operating Expenditures

2020-2021 Actual

2021-2022 Budget

2022-2023 Requested

% Change

2022-2023 Adopted

% Change

868,037 575 63,249 94,097 9,555 29,175 114,646 29,906 10,421 74,414 159,114 10,480 3,766 5,000 5,457 2,070 4,881 110 6,978

843,906 283 61,598 103,449 8,226 81,325 115,838 129,027 9,232 81,514 120,272 8,938 5,138 1,625 1,982 6,733 200 7,563

1,041,490 35,875 82,418 129,874 13,956 35,380 140,700 14,215 80,465 116,402 7,758 7,353 12,000 2,610 4,430 635 10,494

1,041,490 35,875 82,418 129,874 13,956 35,380 140,700 14,215 200 80,465 116,402 7,758 7,353 23,873 3,400 4,430 635 10,494

0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 99% 30% 0% 0% 0%

1,139,892 36,772 90,015 158,217 15,275 35,380 140,700 14,215 200 119,737 154,116 7,758 13,198 23,873 3,400 4,430 635 10,494

9% 2% 9% 22% 9% 0% 0% 0% 49% 32% 0% 79% 99% 30% 0% 0% 0%

1,491,931

1,586,850

1,736,055

1,748,918

1,968,307

13%

Personnel Summary

Range

Class

223 220 219 219 219 219 216 215 215 214 214 210 208 207 205

Director of Finance Assistant Director of Finance Controller Payroll Manager Payroll Administrator Financial Reporting and Compliance Manager Accounting Manager Senior Accountant Programmer Analyst Grants Accountant Accounts Payable Accountant Accountant Senior Payroll Technician Payroll Technician Senior Accounting Technician Administrative Assistant

Number of Full-Time Positions

2019-2020 Actual

2020-2021 Actual

2021-2022 Budget

1 1

1 3

2022-2023 Adopted 1 1

1 3

2 1 2 2 1

2022-2023 Requested

1 2 4 1

1 3 1

1 4 1 1 1

3 2 1

2 2 1

2 1 1 1 1

1 1 1 1

3 -

2 1 1 16

116

FINANCE - 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. The Division also provides for the transfer or disposal of surplus property and administers the City’s purchasing card program. CITY COUNCIL TARGET AREA Financial Stability

FY 23 OBJECTIVES Leverage the City’s purchasing power by maximizing vendor participation in City solicitations. Provide training and education to City employees regarding purchasing policies, procedures, and statutes. Continue monitoring and enforcement of local, state, and federal procurement policies, procedures, and statutes. Monitor and enforce local, state, and federal procurement policies and procedures.

PERFORMANCE MEASURES Procurement Instruments Issued: RFP IFB RFQ Sole Source Procurements Purchasing Card Transactions Dollar Value of Purchasing Card Transactions Number of Purchase Orders Purchase Order Modifications Dollar Amount of Purchase Orders Surplus Property Revenue

FY 21 Actual 22 62 6 91 17,225 $5.4M 932 436 $135.3M $189,568

FY 22 Projected 25 65 7 93 18,000 $5.5M 950 440 $109M $200,000

FY 23 Estimated 27 70 8 95 18,500 $5.6M 965 450 $111M $210,000

117

Division: Purchasing (Department of Finance) Budget Detail 2019-2020 Actual

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

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

Total Operating Expenditures

2020-2021 Actual

2021-2022 Budget

2022-2023 Requested

% Change

2022-2023 Adopted

% Change

203,486 15,308 21,915 1,250 2,730 622 14,883 42,426 148 1,728 1,256 6,948 3,586 3,863

222,295 16,559 27,471 2,952 1,511 15,751 32,055 165 1,597 2,545 6,927 2,794 3,334

229,140 17,529 28,574 3,070 2,000 24,656 31,029 500 3,099 5,000 7,380 3,000 5,235

229,140 17,529 28,574 3,070 2,000 24,656 31,029 500 3,099 5,000 7,846 3,000 1,300 5,235

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

241,867 18,503 33,571 3,241 2,000 28,539 38,619 500 4,999 5,000 7,846 3,000 1,300 5,235

6% 6% 17% 6% 0% 16% 24% 0% 61% 0% 6% 0% 0%

320,148

335,955

360,212

361,978

394,220

Personnel Summary

Range

Class 220 213 210 204

Purchasing Agent Senior Buyer Buyer Purchasing Associate

Number of Full-Time Positions

2019-2020 Actual

2020-2021 Actual

2021-2022 Budget

1 2 1

1 1 1 1

2022-2023 Requested

2022-2023 Adopted 1 2 1 4

118

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. CITY COUNCIL TARGET AREA Civic Engagement & Responsive City Services

FY 23 OBJECTIVES Maintain the integrity of the election process and ensure that citizens continue to receive election information in a timely manner. Conduct elections under guidance of the Electoral Board in accordance with federal, state, and local laws in an efficient and equitable manner to ensure fairness and accuracy in all elections. Provide information, materials, and assistance to candidates. Encourage voter registration and provide voter information and materials to the citizens of Suffolk.

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

FY 21 Actual 68,792 100% 28

FY 22 Projected 69,500 100% 32

FY 23 Estimated 71,000 100% 32

119

Department: Registrar Budget Detail 2019-2020 Actual

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

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

Total Operating Expenditures

2020-2021 Actual

2021-2022 Budget

2022-2023 Requested

% Change

2022-2023 Adopted

% Change

144,544 8,194 37,881 147,421 14,226 15,551 1,937 82,588 2,300 29,173 33,545 10,011 6,752 2,077 7,450 2,098 180 14,633 8,188 -

157,751 23,942 55,912 197,892 24,194 18,552 2,000 78,046 2,588 30,452 26,305 27,043 4,174 1,114 6,400 480 18,111 9,305 -

154,861 33,451 265,033 34,681 19,311 2,075 108,000 2,850 34,741 24,899 20,236 14,787 4,500 6,500 3,700 380 15,000 10,500 23,758

160,889 16,760 33,451 335,000 41,777 19,960 2,154 118,000 5,500 34,741 24,899 30,000 14,787 4,500 7,500 5,500 850 17,000 10,500 26,000

4% $ 0% 26% 20% 3% 4% 9% 93% 0% 0% 48% 0% 0% 15% 49% 124% 13% 0% 9%

227,562 34,287 335,000 45,659 31,586 3,049 118,000 5,500 39,939 30,636 30,000 12,297 4,500 7,500 5,500 850 17,000 10,500 26,000

47% 2% 26% 32% 64% 47% 9% 93% 15% 23% 48% -17% 0% 15% 49% 124% 13% 0% 9%

568,747

684,259

779,263

909,768

17%

985,366

26%

Personnel Summary

Range

Class General Registrar 208 Deputy Registrar 204 Assistant Registrar

Number of Full-Time Positions

2019-2020 Actual

2020-2021 Actual

2021-2022 Budget

2022-2023 Requested

2022-2023 Adopted

1 1 1

1 1 2

120

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.

121

Department: Circuit Court - Judges Budget Detail 2019-2020 Actual

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

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

Total Operating Expenditures

2020-2021 Actual

2021-2022 Budget

2022-2023 Requested

% Change

2022-2023 Adopted

% Change

153,401 11,808 16,521 2,058 21,233 457 1,758 1,789 568 761

156,703 12,058 19,416 2,086 16,053 838 2,197 2,222 216 400

161,954 12,389 20,196 2,170 400 15,537 1,200 3,951 2,700 700 1,137

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

161,955 12,390 22,479 2,170 400 19,370 1,200 3,951 2,700 700 1,137

0% 0% 11% 0% 0% 25% 0% 0% 0% 0% 0%

210,355

212,189

222,334

228,452

Personnel Summary

Range

Class Court Administrator - Civil Court Administrator - Criminal

Number of Full-Time Positions

2019-2020 Actual

2020-2021 Actual

2021-2022 Budget

2022-2023 Requested

2022-2023 Adopted

1 1

122

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.

PERFORMANCE MEASURES Number of Criminal Cases Criminal Case Continuance Rate Number of Traffic Cases Traffic Case Continuance Rate Number of Civil Cases Civil Case Continuance Rate

CY 19 Actual 2,885 2.40 10,453 8.71 9,595 7.80

CY 20 Actual 2,592 2.16 6,657 18.25 6,206 17.00

CY 21 Actual 2,370 2.37 8,093 8.09 6,210 6.21

123

Department: General District Court Budget Detail 2019-2020 Actual

Account Number: 100-2120053100 53100.10 53300 55230 55410 55810 56001 56011 56012 56017 58200

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

Total Operating Expenditures

2020-2021 Actual

2021-2022 Budget

2022-2023 Requested

1,020 42,134 1,382 856 645 4,889 3,663 5,781 -

1,700 39,971 3,990 877 60 3,562 594 5,457 3,983 1,476

5,000 45,000 3,051 2,500 1,500 5,000 7,000 9,534 15,000

5,000 45,000 10,000 3,051 2,500 5,000 10,000 10,000 9,534 20,000

60,369

61,670

93,585

120,085

% Change

2022-2023 Adopted

% Change

0% $ 0% 0% 0% 233% 100% 43% 0% 33%

5,000 45,000 3,051 2,500 1,500 5,000 7,000 9,534 20,000

0% 0% 0% 0% 0% 0% 0% 0% 33%

28%

98,585

124

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. CITY COUNCIL TARGET AREA Civic Engagement & Responsive City Services

FY 23 OBJECTIVES Conduct neutral and impartial hearings for the public and law enforcement related to arrests, searches, emergency protective orders, bail, emergency custody orders, and temporary detention orders. Work effectively with the community including judges, clerks, law enforcement agencies, jails, and community services boards in addition to the citizens of the Fifth Judicial District who are served by the Magistrate’s Office. Engage in continuing legal education and training of all staff members, as well as local law enforcement agencies.

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

CY 19 Actual 6,641 761 480 544 1,392 8,065

CY 20 Actual 6,938 855 488 531 1,417 6,973

CY 21 Actual 6,409 763 498 454 1,560 6,755

125

Department: Magistrate Budget Detail 2019-2020 Actual

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

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

Total Operating Expenditures

2020-2021 Actual

2021-2022 Budget

2022-2023 Requested

% Change

2022-2023 Adopted

% Change

628 9,000 125 1,584 3,438 -

1,172 9,000 525 1,982 1,548 1,334

400 1,387 9,000 400 2,000 4,874 -

400 1,387 9,000 400 2,200 4,874 1,500

0% 0% 0% 0% 10% 0% -

400 1,387 9,000 400 2,000 4,874 1,500

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

14,775

15,561

18,061

19,761

19,561

126

JUVENILE AND DOMESTIC RELATIONS DISTRICT COURT

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

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 19 Actual

CY 20 Actual

CY 21 Actual

2,929 2,946 3 20%

2,240 2,161 3 21%

2,183 2,337 3 15.4%

3,183 3,233 3 17.5%

2,561 2,254 3 24%

2,708 3,011 3 30.3%

127

Department: Juvenile and Domestic Relations District Court Budget Detail 2019-2020 Actual

Account Number: 100-2161053100.10 53300 55230 55410 55500 55810 56001 56012 56017

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

Total Operating Expenditures

2020-2021 Actual

2021-2022 Budget

2022-2023 Requested

4,205 683 2,451 222 3,292

4,468 517 3,915 467 2,359

600 8,386 400 400 2,500 400 4,874

600 8,386 400 400 400 5,000 500 4,874

10,852

11,726

17,560

20,560

% Change

2022-2023 Adopted

0% $ 0% 0% 0% 100% 25% 0% 17%

% Change

600 8,386 400 400 5,000 500 4,874

0% 0% 0% 0% 100% 25% 0%

20,160

15%

128

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. CITY COUNCIL TARGET AREA Civic Engagement & Responsive City Services

FY 23 OBJECTIVES Reduce recidivism of youth involved in the Suffolk Juvenile and Domestic Relations Court to strengthen community safety. Maintain effective partnerships with local agencies including law enforcement. Divert 28% or more of intake matters away from the court to agencies that can better address the needs of juveniles. Exceed 98% compliance with Department of Juvenile Justice standards for probation, parole, and direct care case contact.

PERFORMANCE MEASURES

FY 21 Actual Number of juveniles receiving services 600 Number of juveniles placed in secure detention 58 Average Length of Stay in secure detention 61 days Average Cost per Day for secure detention $190 Percent of juveniles diverted 16%

FY 22 Projected 700 60 40 days $190 28%

FY 23 Estimated 800 60 40 days $190 28%

129

Department: Court Services Unit Budget Detail 2019-2020 Actual

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

2020-2021 Actual

2021-2022 Budget

2022-2023 Requested

% Change

2022-2023 Adopted

% Change

963,235 1,884 -

1,073,491 2,858 -

969,275 4,160 -

969,725 4,160 -

0% 0% -

969,725 4,160 -

0% 0% -

965,119

1,076,349

973,435

973,885

130

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

FY 23 OBJECTIVES Provide direct administrative support to the judges in court proceedings with 100% accuracy. Collect taxes and fees associated with the legal recordation of land records and complete turnaround of documents within 24 hours of presentation. Perform all 800 plus mandated duties placed upon the Clerk of the Circuit Court within the guidelines established by the Code of Virginia.

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

CY 19 Actual 3,308 1,287 417 6,131 14,840 226 538 404 333 1,684 1,840 1,613

CY 20 Actual 2,690 1,074 403 4,443 19,397 331 4 339 368 2,688 1,424 521

CY 21 Actual 2,865 1,211 492 5,843 23,845 563 0 401 530 1,978 1,363 1,036

131

Department: Clerk of the Circuit Court Budget Detail 2019-2020 Actual

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

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

Total Operating Expenditures

2020-2021 Actual

2021-2022 Budget

2022-2023 Requested

% Change

2022-2023 Adopted

% Change

840,982 2,677 74,656 66,756 90,856 10,822 2,836 4,553 24,793 20,617 186,782 148,543 12,388 6,340 3,107 2,026 635 11,699 686 21,704 87,199 -

878,545 3,272 84,879 70,945 107,921 11,072 2,368 5,846 17,066 47,770 189,803 120,286 14,000 7,348 3,141 248 765 16,837 399 22,091 38,309 7,337

878,228 104,829 75,204 109,515 11,768 5,000 10,000 97,000 22,500 227,732 116,434 14,000 9,923 3,141 2,500 765 15,000 965 21,474 5,830

918,581 103,313 78,175 114,547 12,309 5,000 10,000 97,000 22,500 227,732 116,434 14,000 9,923 3,141 2,500 765 15,000 965 21,474 7,510

5% -1% 4% 5% 5% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 29%

960,613 107,450 81,707 133,333 12,872 5,000 10,000 97,000 22,500 253,110 144,491 14,000 27,576 3,141 2,500 765 15,000 965 21,474 7,510

9% 2% 9% 22% 9% 0% 0% 0% 0% 11% 24% 0% 178% 0% 0% 0% 0% 0% 0% 29%

1,620,656

1,650,249

1,731,809

1,780,869

1,921,006

11%

Personnel Summary

Range

222 210 205/206/208/210 210 209

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

Number of Full-Time Positions

2019-2020 Actual

2020-2021 Actual

2021-2022 Budget

1 1 1 9

2022-2023 Requested

2022-2023 Adopted

1 1 1 10 3

1 1 1 10 1 2 16

NOTE: Comp Board provides partial salary reimbursement for 12 of 16 full time positions with reimbursement by the State and contribution by the City of the balance annually for operations.

132

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. CITY COUNCIL TARGET AREA Public Safety

FY 23 OBJECTIVES Enhance safety and security at the Godwin Courts Building. Utilize technology to improve operations and comply with accreditation standards. Provide community engagement programs to inform citizens about crime prevention, health and safety, and general well-being. Provide implicit bias training to all office personnel.

PERFORMANCE MEASURES

CY 19 Actual Number of civil enforcement contacts and papers executed 69,572 Number of security searches conducted at court entrance 110,000 Number of transports provided 234 Number of protective orders served 724 Community Engagement events 81

CY 20 Projected 75,500 118,000 250 700 130

CY 21 Estimated 85,000 140,000 325 800 150

133

Department: Sheriff Budget Detail 2019-2020 Actual

Account Number: 100-2181051100.02 51100.04 51100.06 52100 52210 52400 53100 53600 54100 54200 54500 55210 55230 55310 55410 55500 55810 56001 56011 56012 56014 56017 58200

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

Total Operating Expenditures

2020-2021 Actual

1,459,613 42,149 381,119 135,142 156,461 16,028 90 60 237,380 122,616 323,705 5,669 14,846 6,292 600 6,585 2,771 7,926 14,847 589 21,401 9,826 -

2,965,715

2021-2022 Budget

1,528,093 32,462 406,512 144,274 180,436 15,094 20 247,495 121,531 254,950 5,612 18,762 766 5,792 2,126 8,122 22,003 662 23,551 9,331 -

3,027,593

2022-2023 Requested

1,617,405 399,750 154,312 201,690 21,673 1,000 500 391,099 139,172 271,066 5,700 20,863 1,356 9,500 3,720 7,500 32,000 650 34,000 12,676 -

3,325,633

% Change

2022-2023 Adopted

1,652,405 439,600 160,038 206,055 22,142 1,000 500 391,099 139,172 271,066 5,700 20,863 1,356 15,000 5,000 7,500 26,000 750 30,000 12,676 175,000

2% 10% 4% 2% 2% 0% 0% 0% 0% 0% 0% 0% 0% 58% 34% 0% -19% 15% -12% 0% -

3,582,922

% Change

1,816,409 376,481 167,756 252,118 24,340 1,000 500 377,705 156,452 291,121 5,700 22,827 1,356 15,000 5,000 7,500 26,000 750 30,000 12,676 -

12% -6% 9% 25% 12% 0% 0% -3% 12% 7% 0% 9% 0% 58% 34% 0% -19% 15% -12% 0% -

3,590,692

NOTE: Comp Board provides partial salary reimbursement for 21 of 28 full time positions with reimbursement from the State and contribution by the City of the balance annually for operations.

Personnel Summary

Range

Class

SO308 SO306 SO305 SO304 SO301/SO302/SO303 210 208 202

Sheriff Chief Deputy Sheriff Deputy Sheriff - Captain Deputy Sheriff - Lieutenant Deputy Sheriff - Sergeant Deputy Sheriff I-III Community Outreach Coordinator Accreditation Manager Office Assistant

Number of Full-Time Positions

2019-2020 Actual

2020-2021 Actual

2021-2022 Budget

2022-2023 Requested

2022-2023 Adopted

1 1 1 1 5 14 1 1 -

1 1 1 1 5 16 1 1 -

1 1 1 1 5 16 1 1 1

134

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. CITY COUNCIL TARGET AREA Public Safety

FY 23 OBJECTIVES Establish pre-trial services and a mental health docket. Prosecute environmental crimes and use proceeds to establish an environmental crimes fund to deter environmental crimes, offset environmental cleanup costs, and provide public education on maintaining a Green Suffolk. Promote community outreach and awareness and crime prevention by attending and/or hosting 100 community events. Prosecute intimate partner violence which results in charges of domestic violence, stalking, violation of protective/court orders, and strangulation. Provide over 24 hours of training to police officers, fire and rescue, and other law enforcement agency personnel. Attain a 95% approval rating or higher from victims and witnesses involved in cases assigned by the office staff.

PERFORMANCE MEASURES

FY 21 Actual Number of circuit court defendants prosecuted 463 Number of circuit court indictments prosecuted 1,186 Number of victims and witnesses assisted 3,502 Community Outreach events attended 45 Hours of instruction provided to local law enforcement 16

FY 22 Projected 479 1,222 3,652 100 24

FY 23 Estimated 495 1,258 3,806 120 30

135

Department: Commonwealth's Attorney Budget Detail 2019-2020 Actual

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

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

Total Operating Expenditures

2020-2021 Actual

2021-2022 Budget

2022-2023 Requested

% Change

2022-2023 Adopted

% Change

2,240,198 1,266 109,210 170,178 241,299 30,063 73 95 207,370 19,413 266,328 5,987 10,822 7,583 3,327 12,205 16,428 9,046 39,856 -

2,304,199 2,005 110,060 175,525 280,622 30,204 151 55 221,847 17,510 209,380 6,206 13,739 2,652 13,031 22,703 8,849 35,931 -

2,366,680 117,237 190,020 295,125 31,714 3,500 3,120 500 261,290 19,200 203,000 6,500 17,155 7,230 13,000 21,000 8,700 54,513 -

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

2,407,223 120,168 193,345 334,123 32,257 3,500 3,120 500 296,115 21,813 252,509 6,500 35,689 7,230 13,000 21,000 8,700 54,513 -

2% 3% 2% 13% 2% 0% 0% 0% 13% 14% 24% 0% 108% 0% 0% 0% 0% 0% -

3,390,747

3,454,670

3,619,483

3,619,484

3,811,304

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

Personnel Summary

Range

Class

223 222 218/221/222 219 210 210 208

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

Number of Full-Time Positions

2019-2020 Actual

2020-2021 Actual

2021-2022 Budget

2022-2023 Requested

2022-2023 Adopted

1 3 1 11 1 1 8

1 4 1 10 1 1 8

1 4 1 10 1 1 1 7

136

POLICE DEPARTMENT 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.

CITY COUNCIL TARGET AREA Public Safety

FY 23 OBJECTIVES Track and maintain adequate response times. Maintain Police Department accreditation and achieve forensics reaccreditation. Provide community outreach programs including open houses twice per year, a citizen academy, and engagement with civic leagues. Provide mental health first aid or crisis intervention training to all police officers and emergency communications personnel. Review and update standard operating procedures and policies.

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

FY 21 Actual

FY 22 Projected

FY 23 Estimated

5:47 13:00 25:02 26%

5:38 13:35 21:35 29%

5:35 13:43 16:08 28%

8,011 349 1,947 6

7,835 372 1,896 7

7,397 368 1,845 6

137

Department: Police Budget Detail 2019-2020 Actual

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

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

Total Operating Expenditures

2020-2021 Actual

2021-2022 Budget

2022-2023 Requested

% Change

10,771,650 2,055,856 193,462 958,648 1,150,791 146,954 463 195,145 17,803 4,519 2,554,774 1,596,109 2,724,735 141,252 5,553 222,190 31,604 78,987 138,028 3,790 11,043 29,304 5,648 36,179 156,681 837 226,498 74,065 12,472 404,821

10,244,311 2,088,519 298,007 928,831 1,345,107 148,440 543 173,244 24,015 6,262 3,387,452 1,863,714 2,241,448 137,316 5,544 219,145 80,131 170,141 2,034 6,536 27,958 14,636 24,986 200,274 1,255 108,690 58,055 21,557 138,511

12,519,744 1,166,522 172,880 1,060,225 1,549,501 167,765 511 341,630 24,200 11,737 4,562,902 2,250,864 2,279,731 160,000 8,000 310,679 102,487 200,000 5,106 20,000 30,000 264,083 2,000 230,000 109,734 22,940 36,300

12,147,574 1,900,000 619,020 1,121,994 1,514,802 162,777 511 341,630 33,760 11,737 3,387,452 2,511,991 2,241,448 160,000 8,000 310,679 102,487 236,250 5,106 20,000 35,000 264,083 2,000 284,133 109,734 37,940 542,614

23,949,860

23,966,662

27,609,540

28,112,722

2022-2023 Adopted

-3% $ 63% 258% 6% -2% -3% 0% 0% 40% 0% -26% 12% -2% 0% 0% 0% 0% 18% 0% 0% 17% 0% 0% 24% 0% 65% 1395% 2%

% Change

14,255,031 1,166,522 434,252 1,212,969 1,959,703 191,017 511 341,630 33,760 11,737 3,954,149 2,285,436 2,814,357 160,000 8,000 355,800 102,487 236,250 5,106 20,000 35,000 264,083 2,000 272,133 109,734 37,940 401,164

14% 0% 151% 14% 26% 14% 0% 0% 40% 0% -13% 2% 23% 0% 0% 15% 0% 18% 0% 0% 17% 0% 0% 18% 0% 65% 1005%

30,670,770

11%

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

Range

Class

PD308 PD307 PD306 PD305 PD301/PD302 PD303/PD304 217 215 214 211 210 208 208 208 206 205 205 204 204

Chief of Police Deputy Chief of Police Police Captain Police Lieutenant Police Sergeant Police Recruit/Police Officer/Senior Police Officer/Master Police Officer Police Planner Forensic Supervisor Administrative Analyst Records Management Supervisor Crime Analyst Forensic Technician Administrative Specialist Accounting Associate Marketing Specialist Police Records Technician Administrative Assistant Staff Support Assistant Accounting Technician

Number of Full-Time Positions

2019-2020 Actual

2020-2021 Actual

2021-2022 Budget

2022-2023 Requested

2022-2023 Adopted

1 3 5 10 24

157 1 1 1 1 2 4 1 13 1 1 1

157 1 1 1 1 2 4 1 1 1 13 1 1 1

157 1 1 1 1 2 6 1 1 1 16 1 1 1

157 1 1 1 1 2 5 1 1 1 16 1 1 1

227

229

234

233

138

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

CITY COUNCIL TARGET AREA Public Safety

FY 23 OBJECTIVES Provide a high level of customer service to citizens. Maintain accreditation through the Commission on Accreditation for Law Enforcement Agencies (CALEA).

PERFORMANCE MEASURES

FY 21 Actual

Calls for Service: Self-Initiated Calls received from police officers 84,739 Calls received from citizens 62,114 Number of calls reviewed by supervisors 1,825 Percent of calls exceeding or meeting expectations 95%

FY 22 Projected

FY 23 Estimated

85,000 62,500 1,900 95%

85,000 63,000 1,950 95%

139

Division: Police Emergency Communications (Department of Police) Budget Detail 2019-2020 Actual

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

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

Total Operating Expenditures

2020-2021 Actual

2021-2022 Budget

2022-2023 Requested

% Change

2022-2023 Adopted

% Change

1,014,096 175,333 30,199 88,352 108,615 14,529 6,081 81 285,576 87,111 3,750 4,343 236 3,383 3,561 -

1,005,944 220,252 31,207 91,880 117,135 13,783 7,862 231,623 86,660 4,978 238 4,580 1,828 -

1,365,519 24,857 30,899 108,728 167,596 18,298 18,850 2,500 224,269 113,974 9,735 300 5,381 4,000 -

1,365,519 200,000 30,898 122,126 170,280 18,298 18,850 2,500 224,269 113,974 10,835 300 15,531 6,000 -

0% $ 705% 12% 2% 0% 0% 0% 0% 0% 11% 0% 189% 50% -

1,531,346 24,857 31,671 121,472 208,653 20,520 18,850 2,500 279,117 114,041 10,835 300 15,531 6,000 -

12% 0% 12% 24% 12% 0% 0% 24% 0% 11% 0% 189% 50% -

1,825,246

1,817,971

2,094,905

2,299,380

10%

2,385,694

14%

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

Range

Class NSPS216 PSNS213 PSNS212 PSNS210

PSAP Manager Communications Lead Operator Senior Communications Operator Communications Operator

Number of Full-Time Positions

2019-2020 Actual

2020-2021 Actual

2021-2022 Budget

2022-2023 Requested

2022-2023 Adopted

1 5

1 5 9 14

140

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.

CITY COUNCIL TARGET AREA Civic Engagement & Responsive City Services

FY 23 OBJECTIVES Increase the number of adoptions and redemptions. Increase animal transfers through coordination with other rescue organizations. Use social media to provide public information on prevailing animal control issues.

PERFORMANCE MEASURES Number of adoptions Number of redemptions Number of transfers Number of animal foster homes Self-Initiated calls for service by animal control staff Citizen calls for service

FY 21 Actual 188 235 791 26 2,195 2,728

FY 22 Projected 193 238 795 27 1,234 1,880

FY 23 Estimated 198 241 799 28 1,300 1,950

141

Division: Animal Shelter Management (Department of Police) Budget Detail 2019-2020 Actual

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

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

Total Operating Expenditures

2020-2021 Actual

2021-2022 Budget

2022-2023 Requested

% Change

381,322 30,224 19,330 31,717 41,069 5,116 22,000 1,474 64,847 96,003 115,037 33,149 2,657 19,181 620 1,268 2,143 18,565 2,942 2,652 -

401,770 23,847 20,407 32,825 47,301 5,106 22,000 1,474 22,287 1,000 82,763 88,434 27,836 3,186 19,181 200 375 856 1,926 10,687 2,883 11,000

402,593 3,286 41,086 34,193 50,203 5,395 23,500 1,500 116,550 1,000 98,359 97,883 38,000 7,587 20,562 1,000 580 1,300 3,500 28,000 3,000 4,874 11,160

451,528 25,000 41,086 39,597 56,306 6,050 23,500 1,500 116,550 4,000 98,359 88,434 38,000 7,587 20,562 2,000 580 1,300 3,500 28,000 3,000 4,874 14,010

891,313

827,345

995,111

1,075,323

2022-2023 Adopted

12% $ 661% 0% 16% 12% 12% 0% 0% 0% 300% 0% -10% 0% 0% 0% 100% 0% 0% 0% 0% 0% 0% 26% 8%

% Change

461,880 3,286 42,113 38,807 63,676 6,189 23,500 1,500 116,550 1,000 121,790 113,956 38,000 4,210 20,562 2,000 580 1,300 3,500 28,000 3,000 4,874 14,010

15% 0% 3% 13% 27% 15% 0% 0% 0% 0% 24% 16% 0% -45% 0% 100% 0% 0% 0% 0% 0% 0% 26%

1,114,283

12%

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

Range

Class PSNS215 PSNS206 215 202

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

Number of Full-Time Positions

2019-2020 Actual

2020-2021 Actual

2021-2022 Budget

2022-2023 Requested

2022-2023 Adopted

1 5 1 3

1 5 1 5

1 5 1 4

142

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

CITY COUNCIL TARGET AREA Public Safety

FY 23 OBJECTIVES Enhance departmental efficiency and effectiveness through continuing education and training. Achieve status as an International Accredited Agency through the Commission on Fire Accreditation International by the Center of Public Safety Excellence. Increase staffing levels and fill vacancies to address the continued growth of the City.

PERFORMANCE MEASURES Calls for service Average Response Time Number of fires Plan Reviews Fire Safety/Inspections Investigations Arson, Bomb Threats, Threats to Burn

FY 21 Actual 16,151 6:58 332 105 946 99 25

FY 22 Projected 16,635 7:01 315 532 1,000 130 30

FY 23 Estimated 16,958 7:04 330 600 1,500 143 33

143

Department: Fire and Rescue Budget Detail 2019-2020 Actual

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

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

Total Operating Expenditures

2020-2021 Actual

2021-2022 Budget

2022-2023 Requested

% Change

15,051,214 5,171,640 460,588 1,490,377 1,624,817 201,117 8,331 165,272 54,390 16,286 75,840 232 1,827,349 1,731,038 3,776,388 210,244 402 89,380 63,792 165,679 140,000 69,703 84,044 12,500 21,144 146,359 4,550 58,076 2,527 497,091 3,401 122,531 36,242 33,159

14,268,944 4,951,413 554,898 1,432,451 1,893,058 203,143 7,385 242,785 29,049 18,017 95,701 405 1,968,889 1,819,524 3,060,127 217,321 797 90,188 165,679 140,000 65,126 101,929 13,182 21,446 89,651 7,014 19,650 6,609 529,197 1,496 118,860 23,443 294,592

17,437,111 2,888,031 495,117 1,592,750 2,163,833 233,657 9,011 181,733 293,996 55,000 176,454 1,160 2,424,303 1,953,598 3,140,066 220,626 850 98,081 176,988 200,000 180,051 88,573 62,500 22,077 322,355 5,060 15,000 10,500 343,624 1,830 130,000 48,002 258,000

18,574,202 2,888,031 431,750 1,674,890 2,316,203 248,894 9,011 240,733 293,996 55,000 180,760 1,160 2,424,303 1,953,598 3,140,066 220,626 850 98,081 176,988 200,000 193,351 88,573 62,500 22,077 322,355 5,560 15,000 10,500 381,024 21,640 146,500 48,002 442,901

33,415,702

32,451,971

35,229,936

36,889,125

2022-2023 Adopted

7% $ 0% -13% 5% 7% 7% 0% 32% 0% 0% 2% 0% 0% 0% 0% 0% 0% 0% 0% 0% 7% 0% 0% 0% 0% 10% 0% 0% 11% 1083% 13% 0% 72% 5%

% Change

20,546,597 4,631,309 437,575 1,959,584 2,840,292 275,324 9,011 240,733 293,996 55,000 180,760 1,160 2,576,289 2,134,450 3,859,285 220,626 850 137,436 176,988 200,000 193,351 87,147 62,500 22,077 342,357 5,560 15,000 10,500 381,024 21,640 146,500 48,002 442,901

18% 60% -12% 23% 31% 18% 0% 32% 0% 0% 2% 0% 6% 9% 23% 0% 0% 40% 0% 0% 7% -2% 0% 0% 6% 10% 0% 0% 11% 1083% 13% 0% 72%

42,555,825

21%

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

Department: Fire and Rescue Personnel Summary

Range

Class

Fire Chief FR311 Deputy Fire Chief Fire Marshal FR309 Battalion Chief FR308 Fire Captain FR308 Deputy Emergency Management Coordinator FR307 Fire Lieutenant Firefighter Recruit/Firefighter-AEMT/Senior FR301/FR302/FR303 Firefighter-AEMT/Firefighter EMT FR304/FR305/FR306 Intermediate/Firefighter Paramedic/Master Firefighter-AEMT/Master Firefighter Paramedic FR305 Public Education Specialist - Fire Investigator 214 Fire Protection Plans Reviewer 214 Administrative Analyst 208 Accounting Associate 207 Planning Technician 205 Administrative Assistant 202 Storeroom Clerk 202 Office Assistant Number of Full-Time Positions

2019-2020 Actual

2020-2021 Actual

2021-2022 Budget

2022-2023 Requested

2022-2023 Adopted

1 3 1 7 19 1 33

1 3 1 7 20 1 35

1 3 1 8 22 1 36

1 3 1 9 26 1 39

203 1 1 1 1 2

203 1 1 1 1 1 1 2

217 1 1 1 1 1 1 2

230 1 1 1 1 1 1 1 3

230 1 1 1 1 1 1 2

274

279

297

320

316

1 3 9 25 1 39

144

FIRE AND RESCUE – EMERGENCY MANAGEMENT DESCRIPTION The Emergency Management Division of the Suffolk Department of Fire and Rescue is responsible for disaster preparedness and seeks to lessen 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. CITY COUNCIL TARGET AREA Public Safety

FY 23 OBJECTIVES Administer a comprehensive all-hazards emergency management program aimed at coordinating local, state, federal, and private resources to address natural and man-made disasters through prevention, preparedness, response, recovery, and mitigation. Prepare, prevent, respond, and recover from COVID-19 by working with federal, state, local, and community partners. Provide emergency management educational outreach to citizens and businesses. Establish and strengthen local and regional emergency management relationships through public/private partnerships. Complete all work elements required by the Local Emergency Management Performance Grant.

PERFORMANCE MEASURES

FY 21 Actual Number of training exercises held 3 Percent of City staff receiving emergency management class 100% Percent compliance with state/federal mandates 100%

FY 22 Projected 2 100% 100%

FY 23 Estimated 3 100% 100%

145

Division: Emergency Management (Department of Fire & Rescue) Budget Detail 2019-2020 Actual

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

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

Total Operating Expenditures

2020-2021 Actual

2021-2022 Budget

2022-2023 Requested

% Change

2022-2023 Adopted

2,512 2,000 270 671 1,516

5,179 2,258 520 -

50 11,947 3,000 520 1,250 1,500 -

50 11,947 6,000 520 1,250 1,500 -

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

6,969

7,957

18,267

21,267

16%

% Change

50 5,547 6,000 520 1,250 1,500 -

0% -54% 100% 0% 0% 0% -

14,867

-19%

146

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 the inmate population served.

147

Department: Western Tidewater Regional Jail Budget Detail 2019-2020 Actual

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

2020-2021 Actual

2021-2022 Budget

2022-2023 Requested

% Change

2022-2023 Adopted

% Change

4,297,658

4,492,631

4,644,332

4,297,658

4,492,631

4,644,332

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

148

PUBLIC WORKS - ADMINISTRATION DESCRIPTION The Department of Public Works provides a wide range of services in support of the economic vitality and quality of life of the City of Suffolk and its citizens including fleet management, refuse collection, stormwater and mosquito control, roadway maintenance, traffic engineering, and transit services. CITY COUNCIL TARGET AREA Civic Engagement & Responsive City Services

FY 23 OBJECTIVES Deliver high quality programs and services within allocated resources. Protect health and safety by providing exceptional and cost-effective solid waste collection and disposal. Provide safe roads and adequate traffic signals for quality transportation and travel options. Provide for citizen engagement and feedback regarding department programs, services, and projects.

PERFORMANCE MEASURES

FY 21 Actual Average time to repair reported potholes 72 hrs Priority 1 traffic signal requests repaired within 4 hours 100% Tons of refuse collected 46,905 Tons of curbside recycling collected 6,085 Transit ridership 106,739

FY 22 Projected 72 hrs 100% 50,000 6,300 98,849

FY 23 Estimated 72 hrs 100% 53,000 6,600 91,303

149

Department: Public Works - Administration Budget Detail 2019-2020 Actual

Account Number: 100-4110051100.02 51100.04 51100.06 52100 52210 52400 53000.02 53000.06 53000.43 53000.44 53000.45 53100 53130 53600 54100 54200 54500 55210 55230 55310 55500 55810 56001 56012 56014 56017

Salaries and Wages Salaries and Wages - Overtime Salaries and Wages - Part-time FICA VRS Retirement Group Life Purchased Services - RM Dirt Roads Purchased Services - Stormwater - Engineering Purchased Services - RM Salary Allocation Purchased Services - RM Streetlight Installation Purchased Services - RM Impact Analysis Professional Services Landfill Closure Monitoring Advertising Information Technology Fleet Risk Management Postal Services Telecommunications Employer HDHP Expense Travel and Training Dues and Association Memberships Office Supplies Books and Subscriptions Other Operating Supplies Copier Costs

Total Operating Expenditures

2020-2021 Actual

239,784 17,664 17,317 2,173 94,108 413,846 12,709 20,000 15,000 25,593 3,041 1,013 9,922 3,108 22,187 201 3,450 2,500 84 444 616 244 877

905,883

2021-2022 Budget

272,032 20,149 20,515 1,972 154,419 475,052 8,007 20,000 15,000 11,863 3,041 1 10,501 1,479 24,961 106 5,282 100 460 1,626 16 -

1,046,582

2022-2023 Requested

254,844 19,496 31,779 3,415 155,000 475,000 19,216 20,000 15,000 24,000 1,000 24,433 5,030 25,225 300 3,707 1,200 960 1,500 250 1,399

1,082,753

% Change

2022-2023 Adopted

270,532 20,696 33,735 3,625 175,000 495,000 21,041 30,000 15,000 45,000 1,000 24,433 5,030 25,225 300 5,300 1,200 950 1,500 250 1,399

6% 6% 6% 6% 13% 4% 9% 50% 0% 88% 0% 0% 0% 0% 0% 43% 0% -1% 0% 0% 0%

1,176,216

% Change

307,382 23,515 42,665 4,119 175,000 495,000 21,041 30,000 15,000 45,000 1,000 28,424 5,030 31,166 300 5,230 1,200 950 1,500 250 1,399

21%

1,235,170

14%

21% 34% 21% 13% 4% 9% 50% 0% 88% 0% 16% 0% 24% 0% 41% 0% -1% 0% 0% 0%

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 Director of Public Works 220 Public Works Fund Manager 205 Administrative Assistant

Number of Full-Time Positions

2019-2020 Actual

2020-2021 Actual

2021-2022 Budget

2022-2023 Requested

2022-2023 Adopted

1 1 1

150

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 general building maintenance and custodial services, HVAC systems maintenance, and the repair of electrical, plumbing, and other building systems. CITY COUNCIL TARGET AREA Civic Engagement & Responsive City Services

FY 23 OBJECTIVES Efficiently implement City capital projects within established budgets. Encourage citizen engagement and efficient service delivery through municipal capital projects. Collaborate with Suffolk Public Schools to implement projects that support growth and enhancement of public education.

PERFORMANCE MEASURES Building Maintenance and Custodial: Number of buildings maintained Square footage of buildings maintained Service Requests: Building Maintenance Custodial Average Response Time to service requests

FY 21 Actual

FY 22 Projected

FY 23 Estimated

46 1,080,000

47 1,095,000

48 1,122,000

2,300 1,400 1 day

2,350 1,450 1 day

2,400 1,525 1 day

151

Department: Capital Programs & Facilities Budget Detail 2019-2020 Actual

Account Number: 100-43250 51100.02 51100.04 51100.06 52100 52210 52400 53000.16 53100 53300 53320 54100 54200 54500 55100 55210 55230 55310 55410 55500 56001 56011 56014 56017 58200

Salaries and Wages Salaries and Wages - Overtime Salaries and Wages - Part-time FICA VRS Retirement Group Life Purchased Services - Refuse Collection Professional Services Repair and Maintenance Maintenance Service Contracts Information Technology Fleet Risk Management Utilities Postal Services Telecommunications Employer HDHP Expense Lease/Rent of Equipment Travel and Training Office Supplies Uniforms & Wearing Apparel Other Operating Supplies Copier Costs Capital Outlay

Total Operating Expenditures

2020-2021 Actual

2021-2022 Budget

2022-2023 Requested

% Change

2022-2023 Adopted

% Change

988,205 27,195 114,796 81,938 104,670 12,591 12,526 18,797 192,572 515,407 148,829 83,519 480,146 568,833 40 12,014 3,385 418,941 710 19,281 297,652 5,712 -

1,060,279 33,342 123,163 89,090 123,601 12,494 10,344 780 257,780 521,030 157,512 78,017 452,122 517,376 32 17,144 419,170 729 17,109 195,029 3,910 -

1,104,018 173,744 97,749 137,671 14,794 11,322 210,000 550,000 183,247 84,421 417,513 645,000 100 16,250 534,515 10,000 2,000 16,000 285,000 9,190 -

1,104,018 173,744 97,749 137,671 14,794 11,322 230,000 690,000 183,247 84,421 417,513 645,000 100 16,250 534,515 12,000 3,000 18,000 285,000 9,190 -

0% 0% 0% 0% 0% 0% 10% 25% 0% 0% 0% 0% 0% 0% 0% 20% 50% 13% 0% 0% -

1,353,220 138,695 114,132 187,827 18,133 11,322 230,000 690,000 213,176 88,800 503,266 645,000 100 16,494 534,515 12,000 2,000 18,000 285,000 9,190 -

23% -20% 17% 36% 23% 0% 10% 25% 16% 5% 21% 0% 0% 2% 0% 20% 0% 13% 0% 0% -

4,107,761

4,090,052

4,502,534

4,667,534

5,070,870

13%

Personnel Summary

Range

Class

223 216 212 210 209 208 207 207 205 204 202

Director of Capital Programs & Buildings Assistant Director of Capital Programs & Buildings Building Superintendent Physical Security Administrator Facilities Inspector Building Maintenance Technician General Services Supervisor Senior Accounting Technician Custodial Supervisor Executive Secretary Secretary Custodial Worker

Number of Full-Time Positions

2019-2020 Actual

2020-2021 Actual

2021-2022 Budget

1 1 1

1 4 1

2022-2023 Requested

% Change 1 1 1 1 1 6 1

1 4 1

1 5 1 -

2022-2023 Adopted

% Change 1 1 1 1 1 6 1 1 2

2 1 1 12

2 1

152

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. CITY COUNCIL TARGET AREA Civic Engagement & Responsive City Services

FY 23 OBJECTIVES Protect vulnerable children and the elderly from abuse/neglect by responding to 98% of valid investigative reports within state mandated guidelines. Exceed the 95% state target for timely response to first contacts for child protective services. Process benefit applications in a timely manner in accordance with state standards. Focus on preventative measures to decrease the number of children entering into foster care.

PERFORMANCE MEASURES Number of persons/households receiving SNAP assistance Percent of eligible households receiving SNAP assistance Number of persons/households receiving TANF benefits Number of TANF children receiving childcare subsidies Number of recipients receiving Medicaid benefits Number of children in foster care Average annual cost per foster care case Percent of TANF recipients in employment programs Number of visitors to Suffolk Workforce Development Center

FY 21 Actual 10,684 81% 500 64 22,178 42 $19,712 59% N/A

FY 22 Projected 10,800 81% 534 85 22,500 45 $20,415 60% 12,000

FY 23 Estimated 11,000 81% 534 85 23,000 47 $21,215 60% 15,000

153

Department: Social Services Budget Detail 2019-2020 Actual

Account Number: 100-5310051100.02 51100.04 51100.06 51100.27 52100 52210 52400 52600 53100 53300 54100 54200 54500 55210 55230 55300 55310 55420 55500 55667 55676 55677 55701.02 55701.04 55701.06 55701.08 55701.10 55701.14 55701.16 55701.18 55701.24 55810 56001 56017

Salaries and Wages Salaries and Wages - Overtime Salaries and Wages - Part-time Leave Compensation FICA VRS Retirement Group Life Unemployment Professional Services Repair and Maintenance Information Technology Fleet Risk Management Postal Services Telecommunications Insurance and Bonds Employer HDHP Expense Lease/Rent of Building Travel and Training Early Childhood Development Commission Summer Youth Program Suffolk Workforce Development Auxiliary Assistance - Blind, Aged & Disabled Aid to Dependent Children Aid to Dependent Children - Foster Care Fuel Assistance Healthy Families Title XX Purchased Services Adoption Payments Employment Services Program General Relief Dues and Association Memberships Office Supplies Copier Costs

Total Operating Expenditures

2020-2021 Actual

2021-2022 Budget

2022-2023 Requested

% Change

4,791,342 161,949 364,898 86,241 393,817 517,990 64,547 16,697 3,685 604,895 42,087 1,093,606 29,853 46,405 767 23,656 1,221,700 10,235 43,841 66,758 5,373 208,073 520,708 40,000 210,763 348,744 42,407 10,000 2,045 37,003 105,208

4,897,514 34,376 390,337 42,836 393,314 588,252 63,364 16,417 1,276 640,162 33,981 828,519 29,884 62,424 2,857 1,205,887 6,855 48,730 921 212,612 1,000 632,623 40,000 179,847 304,706 5,493 12,250 1,984 30,252 65,486

5,209,205 538,686 100,000 447,364 649,588 69,803 19,490 34,365 10,000 725,369 44,898 817,175 70,000 69,917 1,231,240 30,000 140,000 20,000 225,000 2,500 525,000 500 50,000 275,000 400,000 100,000 15,000 2,025 80,000 155,958

5,351,792 577,323 100,000 453,577 667,368 71,714 19,490 34,365 10,000 725,369 44,898 817,175 70,000 69,917 1,231,240 30,000 140,000 65,000 250,000 2,500 525,000 500 50,000 275,000 400,000 100,000 15,000 2,025 80,000 155,958

11,115,294

10,774,157

12,058,083

12,335,211

2022-2023 Adopted

3% $ 7% 0% 1% 3% 3% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 225% 11% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 2%

% Change

5,486,992 552,153 100,000 469,645 761,594 73,526 19,490 34,365 10,000 833,646 52,451 993,095 70,000 153,872 1,231,240 30,000 140,000 20,000 250,000 2,500 525,000 500 50,000 275,000 400,000 100,000 15,000 2,025 80,000 155,958

5% 2% 0% 5% 17% 5% 0% 0% 0% 15% 17% 22% 0% 120% 0% 0% 0% 0% 11% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0%

12,888,052

Above costs are offset by estimated State/Federal Revenues of: $8,021,080

Personnel Summary

Range

Class

223 219 216 216 216 216 214 214 214 212 211 207/209/210 210 209 208 207 207 204 204 203 202 202

Director of Social Services Assistant Director of Social Services Administrative Services Manager Social Services Information Technology Administrator Senior Self Sufficiency Supervisor Family Services Supervisor Benefit Programs Supervisor Workforce Center Coordinator Senior Self Sufficiency Specialist Senior Family Services Specialist Self Sufficiency Specialist ECDC Coordinator Benefits Programs Specialist I-III Clerical Support Supervisor Clerical Support Manager Family Services Specialist Accounting Associate Senior Accounting Technician Fraud Investigator Senior Human Services Associate Accounting Technician Human Services Associate Workforce Development Assistant Office Assistant

Number of Full-Time Positions

2019-2020 Actual

2020-2021 Actual

2021-2022 Budget

1 2 1 1

4 5 1

2022-2023 Requested

2022-2023 Adopted 1 2 1 1

4 5 1

1 2 1 1 1 4 4 1 1 3 5

4 1 34 1 27 1 1 3 14 1

4 1 34 1 27 1 1 1 2 2 11 2

4 34 1 28 4 1 2 11 2

4 35 1 30 4 1 2 11 2

35 1 24 4 1 2 10 1 2

102

105

104

154

SOCIAL SERVICES – CHILDREN’S SERVICES ACT DESCRIPTION The Children’s Services Act (CSA) was implemented by state legislation as a collaborative system of services and funding that is to be child-centered, family-focused, and community-based when addressing the strengths and needs of troubled and at-risk youth and their families. The CSA is administered by a City Council appointed board comprised of representatives from Social Services, Juvenile Court Services, the Community Services Board, the Health Department, Public Schools, the Police Department, a Private and Public Provider, and Parent Representative. The Department of Social Services serves as the fiscal agent and supervises the CSA Division staff.

CITY COUNCIL TARGET AREA Civic Engagement & Responsive City Services

FY 23 OBJECTIVES Maintain the average cost per day for CSA services at or below the average state cost per service. Schedule reviews of 95% of eligible participants within 30 days of receipt of appointment requests. Direct parental referrals to appropriate member agencies and/or facilitate intake through CSA office within 30 days of request. Continue partnering with Suffolk Public Schools to enhance attendance and behavior of children by participation of school representatives on CSA teams. Explore new community-based services and providers in order to expand these resources and reduce the number of children placed in residential care.

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

FY 21 Actual 70 $33,000

FY 22 Projected 72 $33,000

FY 23 Estimated 75 $34,000

155

Department: Children's Services Act Budget Detail 2019-2020 Actual

Account Number: 100-5350051100.02 51100.04 51100.06 52100 52210 52400 53000.08 54500 55310

Salaries and Wages Salaries and Wages - Overtime Salaries and Wages - Part-time FICA VRS Retirement Group Life CSA Purchased Services Risk Management Employer HDHP Expense

Total Operating Expenditures

2020-2021 Actual

2021-2022 Budget

2022-2023 Requested

% Change

2022-2023 Adopted

% Change

123,850 620 24,224 9,105 13,334 1,662 2,157,293 21,516 750

128,704 1,005 26,175 11,457 15,676 1,685 2,318,223 16,329 -

130,756 35,551 12,723 16,305 1,752 2,300,000 15,467 -

130,756 35,559 12,723 16,305 1,752 2,400,000 15,467 -

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

136,137 36,440 13,202 18,896 1,824 2,400,000 19,249 -

4% 2% 4% 16% 4% 4% 24% -

2,352,353

2,519,254

2,512,554

2,612,562

2,625,748

Personnel Summary

Range

Class 214 CSA Coordinator 209 CSA Management Specialist

Number of Full-Time Positions

2019-2020 Actual

2020-2021 Actual

2021-2022 Budget

2022-2023 Requested

2022-2023 Adopted

1 1

Above costs are offset by estimated State Revenues of: $1,698,165

156

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.

CITY COUNCIL TARGET AREA Leisure, Health, and Wellness

FY 23 OBJECTIVES Increase the number of teens served in family planning clinics and in community education settings. Increase the enrollment and participation of WIC clients. Enter 100% of immunization records for children less than six years old into the state registry system Percent of food establishments inspected by due date.

PERFORMANCE MEASURES Number of teens served in family planning clinics Number of clients in WIC program Percent of immunization data entered into state registry Percent of food establishments inspected by due date Number of food establishment inspections

FY 21 Actual 7 1,393 100% N/A N/A

FY 22 Projected 20 1,400 100% 60% 600

FY 23 Estimated 30 1,400 100% 60% 600

157

Department: Support of Western Tidewater Health District Budget Detail 2019-2020 Actual

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

2020-2021 Actual

2021-2022 Budget

2022-2023 Requested

% Change

2022-2023 Adopted

% Change

895,655

920,000

1,095,655

1,189,651

895,655

920,000

1,095,655

1,189,651

158

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.

CITY COUNCIL TARGET AREA Leisure, Health, and Wellness

FY 23 OBJECTIVES Oversee the implementation of the crisis receiving center and adult crisis stabilization unit. Integrate suicide risk screening in public and private partners standard practices to assist with the reduction of suicide rates. Establish basic framework for implementing Marcus alert protocols across the service area including law enforcement, emergency medical services, and public safety answering points.

PERFORMANCE MEASURES Number of citizens receiving mental health services Number of citizens receiving intellectual disability services Number of citizens receiving substance abuse services Number of citizens receiving assessment/emergency services Total citizens served

FY 21 Actual 1,735 309 91 569 2,673

FY 22 Projected 1,740 312 150 575 2,771

FY 23 Estimated 1,745 312 160 580 2,797

159

Department: Support of Western Tidewater Community Service Board Budget Detail 2019-2020 Actual

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

2020-2021 Actual

2021-2022 Budget

2022-2023 Requested

% Change

2022-2023 Adopted

% Change

307,330

363,021

474,404

651,931

37%

550,000

16%

307,330

363,021

474,404

651,931

37%

550,000

16%

160

SCHOOL SUPPORT DESCRIPTION Each year, the Suffolk City Council appropriates local funding in support of Suffolk Public Schools operating expenses as well as the Suffolk School Administration office lease. This funding is used by the school division for the operation of its 11 elementary schools, 5 middle schools, 3 high schools, an alternative school, and the College and Career Academy at Pruden. The City also funds schools capital projects approved in the Capital Projects Fund budget and debt service for schools capital projects in the City’s Debt Service Fund budget. This funding is not included in the local funding provided for school operating expenses.

161

Department: Support of Schools Budget Detail 2019-2020 Actual

Account Number: 100-6001055420 Local Support for Lease/Rent of Building 55640 Support of Schools Total Operating Expenditures Total School Fund Revenues: State / Federal / Other Transfer from General Fund - Local Support

2020-2021 Actual

2021-2022 Budget

2022-2023 Requested

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

% Change

534,719 57,571,960

474,324 65,052,422

442,979 65,332,201

442,979 67,332,201

0% 3%

442,979 67,332,201

0% 3%

58,106,679

65,526,746

65,775,180

67,775,180

165,202,436 67,332,201 232,534,637

26% 3%

165,202,436 67,332,201 232,534,637

26% 3%

442,979

232,977,616

18%

232,977,615

18%

180,689,085 4,635,574 3,045,403 9,223,409 17,726,887 8,408,764 8,805,515

21% 23% 18% 5% 7% 6% 11%

180,689,085 4,635,574 3,045,403 9,223,409 17,726,887 8,408,764 8,805,515

21% 23% 18% 5% 7% 6% 11%

442,979 -

0% -

442,979 -

0% -

232,977,616

18%

232,977,616

18%

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

2022-2023 Adopted

Local Support for Lease/Rent of Building Total Operating Revenues:

% Change

162

PARKS AND RECREATION DESCRIPTION The Department of Parks and Recreation provides a variety of high quality recreational and leisure programs for the citizens of Suffolk. The Department is responsible for maintaining over 1,800 acres of parkland including four regional parks, 21 community parks, 14 athletic fields, and 60 city gateways; administration of the East Suffolk Recreation Center, Whaleyville Community Center, and 6 joint-use recreational facilities; the Office on Youth; and the Suffolk Art Gallery. The Department is organized into the divisions of Administration; Parks, Gateways, and Facilities Maintenance; and Recreation.

CITY COUNCIL TARGET AREA Leisure, Health, and Wellness

FY 23 OBJECTIVES Provide quality youth and adult programs at a fair price. Continue to replace old playgrounds throughout the City to meet the needs of all of our citizens. Open the Bennetts Creek Recreation Center to provide recreation and fitness programs to more citizens. Continue to partner with Suffolk Public Schools to offer out of school programs.

PERFORMANCE MEASURES Number of regional park visitors Number of recreation and community center members Youth Athletic Program participation Adult Athletic Program participation Senior Program participation Before and After School Program participation Youth Prevention Program participation Therapeutic Program participation Special Event Applications processed

FY 21 Actual 402,206 12,678 541 852 263 456 572 10 11

FY 22 Projected 500,000 35,910 2,700 875 1,000 1,500 1,000 30 40

FY 23 Estimated 515,000 36,000 2,800 875 1,500 2,100 1,200 55 45

163

Department: Parks and Recreation - Administration Budget Detail 2019-2020 Actual

Account Number: 100-7110051100.02 51100.04 51100.06 52100 52210 52400 53100 53300 53500 53600 54100 54200 54500 55100 55210 55230 55310 55500 55810 56001 56011 56012 56014 56017 56026

Salaries and Wages Salaries and Wages - Overtime Salaries and Wages - Part-time FICA VRS Retirement Group Life Professional Services Repair and Maintenance Printing and Binding Advertising Information Technology Fleet Risk Management Utilities Postal Services Telecommunications Employer HDHP Expense Travel and Training Dues and Association Memberships Office Supplies Uniforms & Wearing Apparel Books and Subscriptions Other Operating Supplies Copier Costs Special Events

Total Operating Expenditures

2020-2021 Actual

2021-2022 Budget

2022-2023 Requested

% Change

2022-2023 Adopted

% Change

744,001 2,546 18,238 55,458 80,447 7,361 1,332 750 7,588 6,795 687,059 16,542 743,306 1,959 1,023 57,716 4,771 7,058 2,636 6,762 242 384 12,218 54,316 145,853

752,052 1,617 21,270 56,668 93,582 8,032 1,910 229 6,408 11,364 764,923 10,741 596,878 388 709 52,569 8,951 3,209 5,115 19,749 32,780 210,925

801,686 92,123 68,376 99,779 10,743 2,000 10,000 15,600 722,445 21,049 596,097 11,000 2,000 60,371 12,500 3,150 7,600 750 500 20,000 72,755 200,725

801,686 119,976 70,507 99,970 10,743 3,600 2,600 12,000 16,000 722,445 21,049 596,097 11,000 2,000 60,371 19,000 3,150 7,600 750 500 30,330 72,755 329,675

0% 30% 3% 0% 0% 30% 20% 3% 0% 0% 0% 0% 0% 0% 52% 0% 0% 0% 0% 52% 0% 64%

902,469 122,975 78,446 125,263 12,093 3,600 2,600 12,000 16,000 820,751 17,415 784,760 11,000 2,000 60,331 19,000 3,150 7,600 750 500 30,330 72,755 329,675

13% 33% 15% 26% 13% 30% 20% 3% 14% -17% 32% 0% 0% 0% 52% 0% 0% 0% 0% 52% 0% 64%

2,666,361

2,660,068

2,831,249

3,013,804

3,435,463

21%

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 $19,650.

Personnel Summary

Range

Class

223 218 216 214 212 209 209 208 206 205 202

Director of Parks & Recreation Assistant Director of Parks & Recreation Senior Planner Business Manager Youth Outreach Coordinator Recreation Supervisor Therapeutic Recreation Specialist Superintendent of Cemeteries Accounting Associate Marketing Specialist Administrative Assistant Office Assistant

Number of Full-Time Positions

2019-2020 Actual

2020-2021 Actual

2021-2022 Budget

1 1 1 1 1 3 1

2022-2023 Requested

2022-2023 Adopted

1 2

1 1 1 1

1 1 1 1 1 3 1 1 1 1 1 1

1 1 1 1 1 3 1 1 1 1 1 1 14

164

Department: Parks and Recreation - Parks, Gateways, and Facility Maintenance Budget Detail 2019-2020 Actual

Account Number: 100-7120051100.02 51100.04 51100.06 52100 52210 52400 53000.16 53000.46 53100 53300 53320 54200 55100 55310 55410 55500 56001 56011 56014 56026 58200

Salaries and Wages Salaries and Wages - Overtime Salaries and Wages - Part- time FICA VRS Retirement Group Life Purchased Services - Refuse Collection Purchased Services - RM Banners Professional Services Repair and Maintenance Maintenance Service Contracts Fleet Utilities Employer HDHP Expense Lease/Rent of Equipment Travel and Training Office Supplies Uniforms & Wearing Apparel Other Operating Supplies Special Events Capital Outlay

Total Operating Expenditures

2020-2021 Actual

2021-2022 Budget

2022-2023 Requested

% Change

832,810 29,960 270,156 82,696 89,811 11,588 44,572 6,270 8,334 83,832 494,975 556,551 264,458 3,750 2,500 4,311 51 37,099 101,418 13,980

866,305 21,316 212,581 80,607 104,825 11,988 27,930 7,739 15,237 73,881 515,268 491,609 195,227 3,687 361 34,181 91,052 -

892,971 17,389 277,649 90,883 111,353 11,966 53,500 6,000 130,000 584,000 635,762 348,000 5,000 5,000 1,000 44,000 105,000 10,000 -

1,028,673 17,389 129,503 89,931 128,276 13,784 53,500 7,000 150,000 619,000 635,762 475,000 10,000 6,000 1,500 49,000 125,000 7,950 -

2,939,121

2,753,793

3,329,473

3,547,268

2022-2023 Adopted

15% $ 0% -53% -1% 15% 15% 0% 17% 15% 6% 0% 36% 100% 20% 50% 11% 19% -21% 7%

% Change

1,108,731 17,389 132,741 96,303 153,892 14,857 53,500 7,000 150,000 619,000 658,600 475,000 5,000 6,000 1,000 49,000 115,000 7,950 -

24% 0% -52% 6% 38% 24% 0% 17% 15% 6% 4% 36% 0% 20% 0% 11% 10% -21% -

3,670,963

10%

53320 - Maintenance Service Contracts: Grass cutting, security service. 56014 - Other Operating Supplies: Safety material and landscape materials. Personnel Summary

Range

Class 217 214 209 209 209 208 206 206 202 202 202

Parks Manager Grounds Maintenance Superintendent Superintendent of Cemeteries Park Superintendent Maintenance Coordinator Grounds Crew Leader Recreation Facilities Supervisor Park Supervisor Park Attendant Ground Maintenance Worker I Custodial Worker

Number of Full-Time Positions

2019-2020 Actual

2020-2021 Actual

2021-2022 Budget

1 1 1 1 2

1 1 1 1 3

1 3

2022-2023 Adopted 1 1

9 3

8 3

1 3 -

1 1 -

1 3 1 4 4 8 3

1 3

2022-2023 Requested

1 3 1 1 4 4 7 3 26

165

Department: Parks and Recreation - Recreation Budget Detail 2019-2020 Actual

Account Number: 100-7135051100.02 51100.04 51100.06 51100.10 52100 52210 52400 53100 53300 53500 54200 55100 55310 55410 55420 55500 55810 55845 56001 56011 56014 56026 58200

Salaries and Wages Salaries and Wages - Overtime Salaries and Wages - Part-time Salaries and Wages - Seasonal FICA VRS Retirement Group Life Professional Services Repair and Maintenance Printing and Binding Fleet Utilities Employer HDHP Expense Lease/Rent of Equipment Lease/Rent of Building Travel and Training Dues and Association Memberships Expenses Related to Fee Activities Office Supplies Uniforms & Wearing Apparel Other Operating Supplies Special Events Capital Outlay

Total Operating Expenditures

2020-2021 Actual

2021-2022 Budget

2022-2023 Requested

% Change

2022-2023 Adopted

% Change

809,374 3,555 520,907 155,782 110,038 87,799 13,375 1,089 41,087 1,267 114,187 60,880 4,812 70,136 2,759 6,708 1,090 165,917 2,537 11,754 21,892 14,135 -

888,632 2,103 464,566 40,428 104,299 102,699 12,978 3,747 69,339 1,447 126,325 56,396 69,313 2,283 4,097 1,105 85,331 2,231 8,370 15,081 7,477 -

1,091,129 896,138 152,026 136,064 14,621 8,930 56,310 2,000 126,942 75,000 72,662 5,100 10,000 1,000 240,000 5,450 18,390 27,575 15,000 -

1,091,129 1,160,977 172,286 136,064 14,621 14,090 85,617 2,000 126,942 75,000 72,662 5,100 10,000 1,000 254,625 7,450 25,410 70,075 23,000 -

0% $ 30% 13% 0% 0% 58% 52% 0% 0% 0% 0% 0% 0% 0% 6% 37% 38% 154% 53% -

1,296,257 1,190,001 190,199 179,920 17,370 14,090 85,617 2,000 131,000 75,000 72,662 5,100 10,000 1,000 254,625 7,450 25,410 70,075 23,000 -

19% 33% 25% 32% 19% 58% 52% 0% 3% 0% 0% 0% 0% 0% 6% 37% 38% 154% 53% -

2,221,082

2,068,246

2,954,337

3,348,048

13%

3,650,777

24%

53300 - Repair & Maintenance - Pool contract for Cypress Park, misc. 55420 - Lease of Buildings: School facility rental, Joyner Park, and Elk's Lodge for American Legion meetings. 55845 - Expenses Related to Fee Activities: Instructors, officials, and supply costs. 56014 - Other Operating Supplies: Equipment and supplies for programs. 56026 - Special Events: Supported by sponsorships and fees of $3,500.

Personnel Summary

Range

Class 214 212 212 212 209 208 207 202 202

Recreation Manager Recreation Supervisor Cultural Arts Coordinator Athletic Supervisor Recreation Program Specialist Fitness Specialist Recreation Specialist Office Assistant Custodial Worker

Number of Full-Time Positions

2019-2020 Actual

2020-2021 Actual

2021-2022 Budget

2022-2023 Requested

2022-2023 Adopted

1 3 1 1 1 2 10 2 1

2 4 1 1 1 3 12 3 2

166

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.

CITY COUNCIL TARGET AREA Leisure, Health, and Wellness

FY 23 OBJECTIVES Provide full service assistance for community members who experience barriers to access or resources and reflect the individual’s needs and preferences. Commit resources to equity-building efforts in the community. Address the educational gap by creating excitement and innovative experiences in partnership with the learning community Suffolk.

PERFORMANCE MEASURES Registered Borrowers Circulation Reference Questions answered Computer Sessions Bookmobile stops Adult Program participants Children’s Program participants Teen Program participants

FY 21 Actual 45,130 208,289 11,400 2,460 10 6,630 7,200 823

FY 22 Projected 59,000 215,000 15,000 10,000 50 8,000 10,000 1,000

FY 23 Estimated 64,000 225,000 16,000 20,000 60 10,000 12,000 2,000

167

Department: Library Budget Detail 2019-2020 Actual

Account Number: 100-7310051100.02 51100.04 51100.06 52100 52210 52400 53000.16 53100 54100 54200 54500 55100 55210 55230 55310 55420 55500 55667 55810 55846 56001 56012 56017 56026 58200

Salaries and Wages Salaries and Wages - Overtime Salaries and Wages - Part-time FICA VRS Retirement Group Life Purchased Services - Refuse Professional Services Information Technology Fleet Risk Management Utilities Postal Services Telecommunications Employer HDHP Expense Lease/Rent of Buildings Travel and Training Early Childhood Development Commission Dues and Association Memberships Marketing Office Supplies Books and Subscriptions Copier Costs Special Events Capital Outlay

Total Operating Expenditures

2020-2021 Actual

2021-2022 Budget

2022-2023 Requested

% Change

2022-2023 Adopted

% Change

1,548,111 799 294,610 134,592 167,783 21,174 3,074 1,340 287,574 47,275 359,763 73,525 6,296 27,363 7,667 18,828 16,097 2,273 9,050 39,382 183,066 43,040 14,877 2,317

1,500,792 1,649 315,785 132,442 185,396 20,024 2,947 314,282 36,361 299,504 55,898 2,823 38,848 19,068 14,583 2,278 4,290 47,876 200,908 32,451 12,940 7,579

1,707,719 312,714 154,563 212,953 22,883 4,000 374,737 52,362 284,928 69,450 9,000 39,681 19,068 9,000 60,000 2,600 9,000 44,000 220,000 47,934 15,000 -

1,707,719 414,958 162,385 212,953 22,883 4,000 374,737 52,362 284,928 69,450 13,000 44,481 19,068 14,000 60,000 2,600 9,000 49,500 320,000 47,934 25,000 149,000

0% 33% 5% 0% 0% 0% 0% 0% 0% 0% 44% 12% 0% 56% 0% 13% 45% 0% 67% -

1,776,311 320,532 160,408 246,552 23,803 4,000 408,735 52,533 358,588 69,450 9,000 28,654 19,068 14,000 60,000 2,600 9,000 49,500 320,000 47,934 21,500 -

4% 3% 4% 16% 4% 0% 9% 0% 26% 0% 0% -28% 0% 56% 0% 13% 45% 0% 43% -

3,309,874

3,248,723

3,671,591

4,059,958

11%

4,002,167

Personnel Summary

Range

Class

223 218 214 213 211 211 211 210 208 205 204 202

Director of Libraries Assistant Director of Libraries Library Manager Administrative Analyst Senior Librarian Marketing and Community Relations Supervisor Learning and Staff Development Supervisor ECDC Coordinator Librarian Library Services Coordinator Administrative Assistant Staff Support Assistant Library Associate

Number of Full-Time Positions

2019-2020 Actual

2020-2021 Actual

2021-2022 Budget

1 1 4 1 4

2022-2023 Requested

2022-2023 Adopted

4 8 1 1 7

1 4 8 1 1 7

1 1 4 1 4 1 1 1 4 6 1 1 7

1 1 4 1 4 -

168

PLANNING AND COMMUNITY DEVELOPMENT DESCRIPTION The Department of Planning and Community Development is responsible for the City’s overall land planning program and building permit, inspections, enforcement, and zoning administration. The Department also manages the Community Development Block Grant (CDBG) and HOME Investment Partnership (HOME) grant programs and staffs the Suffolk Planning Commission, Board of Zoning Appeals, Wetlands Board, and Historic Landmark Commission. The Department is comprised of the divisions of Planning and Community Development Services.

CITY COUNCIL TARGET AREA Growth Management & Comprehensive Planning

FY 23 OBJECTIVES Facilitate job creation and private investment through plan review approval and building inspections. Coordinate, review, and provide recommendations on land use matters that are consistent with adopted land use plans, ordinances, and policies. Provide opportunities for citizen feedback, engagement, and participation in land use matters in the update of the Comprehensive Plan. Provide opportunities for active and passive recreation space and improvements within residential development in accordance with adopted ordinances and policies.

PERFORMANCE MEASURES

FY 21 Actual Number of planning applications processed 12,321 Percent of site/subdivision plans reviewed within 30 days 90% Number of building/plan reviews completed 1,133 Number of building permits processed 1,853 Number of building inspection requests 25,910 Number of code compliance inspections 8,420 Requests for inspections performed within two days 75%

FY 22 Projected 12,937 94% 1,189 1,945 27,205 8,841 75%

FY 23 Estimated 13,260 98% 1,218 1,993 27,885 9,062 85%

169

Department: Planning and Community Development Budget Detail 2019-2020 Actual

Account Number: 100-8110051100.02 51100.04 51100.06 52100 52210 52400 53100 53100.06 53100.30 53175 53200 53600 54100 54200 54500 55210 55230 55310 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 Professional Services - Consulting Services Professional Services - Demolition Neighborhood Improvements Temporary Help Service Fees Advertising Information Technology Fleet Risk Management Postal Services Telecommunications Employer HDHP Expense Travel and Training Dues and Association Memberships Office Supplies Books and Subscriptions Copier Costs Capital Outlay

Total Operating Expenditures

2020-2021 Actual

2021-2022 Budget

2022-2023 Requested

% Change

2022-2023 Adopted

% Change

2,278,666 10,276 5,726 166,817 244,670 30,473 15,600 16,655 206,933 43,073 39,713 216,446 87,932 441,891 12,003 18,725 4,136 15,596 4,874 14,143 3,067 30,867 -

2,238,248 42,665 166,463 277,705 30,053 20,600 4,629 56,852 37,514 16,596 50,542 228,807 85,345 358,871 9,599 21,669 7,935 3,761 14,547 7,039 38,167 -

2,658,001 203,337 331,453 35,617 30,400 400,000 250,000 60,000 36,000 278,472 108,078 350,950 22,336 32,230 28,140 8,650 20,000 7,700 27,824 -

2,827,889 216,334 352,638 37,894 30,400 400,000 250,000 60,000 40,000 278,472 108,078 350,950 25,000 32,230 28,140 8,650 20,000 7,700 27,824 -

6% 6% 6% 6% 0% 0% 0% 0% 11% 0% 0% 0% 12% 0% 0% 0% 0% 0% 0% -

2,904,984 222,231 403,212 38,927 30,400 400,000 250,000 60,000 40,000 287,698 104,395 450,770 25,000 52,260 28,140 8,650 20,000 7,700 27,824 -

9% 9% 22% 9% 0% 0% 0% 0% 11% 3% -3% 28% 12% 62% 0% 0% 0% 0% 0% -

3,908,282

3,717,606

4,889,188

5,102,199

5,362,191

10%

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.

Personnel Summary

Range

Class

223 223 219 219 218 218 217 217 217 214 214 214 213 213 213 209/210/212 208/209 209 208 208 207 207 204 202

Director of Planning & Community Development Assistant Director of Planning Assistant Director of Community Development Current Planning Manager Comprehensive Planning Manager Senior Planner Building Official Zoning Administration and Enforcement Manager Housing/Property Maintenance Official Assistant Building Official/Inspector Plans Reviewer Fire Protection Building Plans Reviewer Administrative Analyst Planner I/II Permit Manager Assistant Zoning Administration and Enforcement Coordinator Building Inspector I-III Zoning Inspector I-II Housing/Property Maintenance Inspector Senior Permit Technician Senior Graphics Technician Planning Technician Permit Technician Staff Support Assistant Office Assistant

Number of Full-Time Positions

2019-2020 Actual

2020-2021 Actual

2021-2022 Budget

1 1 1 1 1 2 1 1 1

1 1 1 1 1 2 1 1 1 1 2 1 1 3 1 1 9 2 4 4

1 2

3 2 1 1

1 1 1 1 1 2 1 1 1 1 3 1 1 4 1 1 10 2 5 4 3 3 1 1

2 1 1 3 1 1 8 2 4 5

2022-2023 Adopted

1 1 1 1 1 2 1 1 1 1 3 1 1 4 1 1 10 2 5 4 3 3 1 1

2 1 3 1 1 8 2 4 3 1 3 2 1 2

2022-2023 Requested

170

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. CITY COUNCIL TARGET AREA Expanded Economic Development

FY 23 OBJECTIVES Create a vibrant downtown by implementing the downtown master plan and reviewing policies for new investment in the downtown corridor. Create new industry and jobs and promote entrepreneurship. Retain and enhance existing businesses. Continue to explore opportunities to enhance and streamline the development review process. Facilitate development of public and privately owned property. Facilitate partnerships between Suffolk Public Schools and the business community for workforce development and career opportunities.

PERFORMANCE MEASURES Number of jobs created Amount of capital investment Square footage of capital investment Existing industry visits

CY 20 Actual 475 $84.8M 766,000 480

CY 21 Actual 907 $181M 2,500,000 468

CY 22 Estimated 1,250 250M 2,500,000 485

171

Department: Economic Development Budget Detail 2019-2020 Actual

Account Number: 100-8150051100.02 51100.04 51100.14 52100 52210 52400 53100 53500 54100 54200 54500 55210 55230 55500 55671 55810 55846 56001 56012 56017

Salaries and Wages Salaries and Wages - Overtime Transportation Expense FICA VRS Retirement Group Life Professional Services Printing and Binding Information Technology Fleet Risk Management Postal Services Telecommunications Travel and Training Economic Development Investment Program Dues and Association Memberships Marketing Office Supplies Books and Subscriptions Copier Costs

Total Operating Expenditures

2020-2021 Actual

2021-2022 Budget

2022-2023 Requested

% Change

429,829 130 8,400 31,928 45,915 5,721 533 29,766 4,339 53,156 4,493 6,545 11,270 80,745 94,731 106,702 2,594 8,311

355,935 8,147 26,818 42,695 5,800 42,940 721 31,502 4,248 48,174 394 6,880 3,965 427,705 108,244 165,010 2,244 5,523

515,925 8,400 39,468 64,336 6,913 70,000 4,000 30,541 4,459 46,657 5,000 6,622 30,000 114,500 178,500 1,750 350 12,026

515,925 4,000 39,468 64,336 6,913 70,000 4,600 30,541 4,459 46,657 5,000 6,622 30,000 120,000 180,000 1,750 350 12,026

925,108

1,286,945

1,139,447

1,142,647

2022-2023 Adopted

% Change

0% -52% 0% 0% 0% 0% 15% 0% 0% 0% 0% 0% 0% 5% 1% 0% 0% 0%

457,195 4,000 34,975 63,459 6,126 70,000 4,000 35,529 5,122 57,930 5,000 9,136 30,000 120,000 180,000 1,750 350 12,026

-11% -52% -11% -1% -11% 0% 0% 16% 15% 24% 0% 38% 0% 5% 1% 0% 0% 0%

1,096,599

-4%

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

Range

Class

223 218 217 214 210

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

Number of Full-Time Positions

2019-2020 Actual

2020-2021 Actual

2021-2022 Budget

2022-2023 Requested

2022-2023 Adopted

1 1 1 1 1 1

172

DIVISION OF TOURISM DESCRIPTION The Division of Tourism is the destination marketing organization (“DMO”) of record for the City of Suffolk. The Division works with public and private hospitality industry sectors to develop and implement programs that encourage “More People, Staying Longer, Spending More Money.” The Division operates the visitor center and gift shop seven days a week; operates the Seaboard Station Railroad Museum; distributes collateral to statewide visitor and welcome centers; fulfills daily consumer orders for travel information; oversees group tour operations; manages advertising, marketing, and special events; and promotes product development. CITY COUNCIL TARGET AREA Expanded Economic Development

FY 23 OBJECTIVES Enhance tourism product for business and leisure travelers, conference and meeting planners to increase consumer expenditures and generate tax revenue to support essential services for Suffolk citizens. Offer quality, year-round, family-friendly tours and events for citizens and visitors. Strategize methods to increase consumer support and spending with local businesses and attractions. Enhance and maintain a mobile-responsive online presence via the Tourism website and various social media platforms. Educate the public about the history of Suffolk with an emphasis on the Seaboard Station Railroad Museum, Great Dismal Swamp National Wildlife Refuge, and other historic landmarks.

PERFORMANCE MEASURES Number of customers at Visitors Center Number of interpretive tour customers Number of collaborative meetings hosted Number of conferences, reunions, and weddings serviced

CY 20 Actual 15,875 63 20 10

CY 21 Actual 21,425 371 100 24

CY 22 Estimated 18,000 400 125 35

173

Division: Tourism (Department of Economic Development) Budget Detail 2019-2020 Actual

Account Number: 100-8155051100.02 51100.04 51100.06 52100 52210 52400 53000.16 53100 53500 53600 54100 54200 54500 55100 55210 55230 55500 55810 55846 56001 56015 56017 56026

Salaries and Wages Salaries and Wages - Overtime Salaries and Wages - Part-time FICA VRS Retirement Group Life Purchases Services - Refuse Collection Professional Services Printing and Binding Advertising Information Technology Fleet Risk Management Utilities Postal Services Telecommunications Travel and Training Dues and Association Memberships Marketing Office Supplies Merchandise for Resale Copier Costs Special Events

Total Operating Expenditures

2020-2021 Actual

2021-2022 Budget

2022-2023 Requested

% Change

2022-2023 Adopted

% Change

180,997 1,479 95,228 20,948 19,504 2,428 232 36,543 44,649 11,109 32,042 17,099 831 1,005 2,996 2,511 31,008 4,874 12,187 9,963 119,744

186,463 1,319 98,115 21,590 22,909 2,462 271 47,368 47,254 11,939 24,526 13,848 3,911 1,513 2,076 2,810 59,880 6,506 17,753 11,001 129,390

191,089 134,143 24,880 23,829 2,561 233 3,000 1,500 38,000 18,325 14,873 30,598 28,900 6,000 2,219 6,500 3,000 50,000 8,500 18,500 15,668 139,000

230,457 138,877 28,254 28,738 3,088 233 4,000 2,000 40,000 18,325 14,873 30,598 28,900 6,000 2,219 6,500 3,000 50,000 8,500 20,000 15,668 142,000

21% 4% 14% 21% 21% 0% 33% 33% 5% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 8% 0% 2%

226,958 137,497 27,881 31,502 3,041 303 3,000 1,500 40,000 21,318 14,619 29,203 28,900 6,000 2,219 6,500 3,000 50,000 8,500 20,000 15,668 142,000

19% 3% 12% 32% 19% 30% 0% 0% 5% 16% -2% -5% 0% 0% 0% 0% 0% 0% 0% 8% 0% 2%

647,376

712,904

761,317

822,230

819,608

56026 - Special Events: Costs offset by sponsorships and fees of: $26,100. Personnel Summary

Range

Class 218 Tourism Development Manager 216 Tourism Development Specialist 207 Visitor Center Supervisor Agriculture Development Coordinator

Number of Full-Time Positions

2019-2020 Actual

2020-2021 Actual

2021-2022 Budget

1 1 1

1 1 1 1

2022-2023 Requested

2022-2023 Adopted 1 2 3

174

MEDIA AND COMMUNITY RELATIONS DESCRIPTION The Department of Media and Community Relations provides communication and public information advice to the City Manager, City Council, and City departments; serves as the City’s spokesperson with news and media outlets; oversees the City’s Freedom of Information Act (FOIA) Office, Municipal Access Channel 190, and the City’s website; disseminates information regarding City activities, programs, and services; and coordinates public meetings and forums. CITY COUNCIL TARGET AREA Civic Engagement & Responsive City Services

FY 23 OBJECTIVES Highlight City services and inform citizens of community assets through programming for the Municipal Channel, public service announcements, media releases, and social media. Coordinate all aspects of multiple City events including the State of the City, National Night Out, ribbon cutting and ground breaking ceremonies, and investiture ceremonies. Create and produce high-quality materials for City departments to promote citizen engagement and information about events and services. Coordinate proper handling and timely responses to Freedom of Information Act (FOIA) requests in accordance with local and state laws and statutes. Serve as Public Information Officer at incidents responded to by City departments.

PERFORMANCE MEASURES Number of public service announcements Number of programs produced on Municipal Channel 8 Number of followers on City social media sites Number of FOIA requests received FOIA requests responded to within mandatory timeframes

FY 21 Actual 41 53 17,852 1,163 100%

FY 22 Projected 50 60 18,800 1,300 100%

FY 23 Estimated 55 65 21,000 1,300 100%

175

Department: Media and Community Relations Budget Detail 2019-2020 Actual

Account Number: 100-8165051100.02 51100.04 51100.06 52100 52210 52400 53100 53300 53320 53500 54100 54200 54500 55210 55230 55310 55500 55810 55846 56001 56012 56016 56017 58200

Salaries and Wages Salaries and Wages - Overtime Salaries and Wages - Part-time FICA VRS Retirement Group Life Professional Services Repair and Maintenance Maintenance Service Contracts Printing and Binding Information Technology Fleet Risk Management Postal Services Telecommunications Employer HDHP Expense Travel and Training Dues and Association Memberships Marketing Office Supplies Books and Subscriptions Neighborhood College/Leadership Academy Copier Costs Capital Outlay

Total Operating Expenditures

2020-2021 Actual

2021-2022 Budget

2022-2023 Requested

% Change

2022-2023 Adopted

% Change

412,646 13,427 28,508 33,180 44,459 5,654 7,869 16,604 1,942 60,873 5,920 63,802 462 5,583 7,646 3,923 1,100 20,484 2,821 911 9,012 8,419

429,516 12,253 31,648 35,211 51,651 6,285 9,042 18,171 537 87,339 6,003 75,807 188 5,966 1,735 1,130 23,974 2,388 692 8,574 114,320

439,572 10,000 31,829 36,827 54,815 5,890 5,000 10,000 22,000 3,000 65,697 6,539 46,730 1,000 8,474 4,000 1,200 30,000 3,500 750 13,332 -

439,572 13,000 31,829 37,057 54,815 5,890 5,000 10,000 22,000 3,000 65,697 6,539 46,730 1,000 8,474 4,000 1,200 30,000 4,000 750 2,500 13,322 -

0% 30% 0% 1% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 14% 0% 0% -

440,235 10,000 32,625 36,939 61,105 5,899 5,000 10,000 22,000 3,000 68,162 7,139 58,000 1,000 9,686 4,000 1,200 30,000 4,000 750 13,332 -

0% 0% 2% 0% 11% 0% 0% 0% 0% 0% 4% 9% 24% 0% 14% 0% 0% 0% 14% 0% 0% -

755,247

922,431

800,156

806,375

824,071

Personnel Summary

Range

Class

223 217 216 207 205

Director of Media & Community Relations Assistant Director of Media & Community Relations Video Production Manager Multi-Media Analyst Video Production Assistant Administrative Assistant

Number of Full-Time Positions

2019-2020 Actual

2020-2021 Actual

2021-2022 Budget

2022-2023 Requested

2022-2023 Adopted

1 1 1 1 1 1

176

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. CITY COUNCIL TARGET AREA Expanded Economic Development

FY 23 OBJECTIVES Increase the profitability of local agricultural producers both large and small while also promoting sustainable farming practices and introducing technology that assist in all facets of their livelihoods. Promote 4-H camp and programming by revitalizing the program to expose youth of all ages to opportunities in STEAM education and personal development. Bring innovative, interdisciplinary programming to traditionally underserved areas of the local community. Create and maintain local partnerships that enable Virginia Cooperative Extension programming to be based upon community needs, equality, and accessibility.

PERFORMANCE MEASURES Agriculture and Natural Resources: Number of programs offered Citizens participating in programs Requests for services Youth Programs: Youth participating in the 4-H Club Youth programs offered Youth participating in youth programs

FY 21 Actual

FY 22 Projected

FY 23 Estimated

17 427 375

18 450 400

20 475 450

65 26 550

80 28 650

100 35 700

177

Department: Virginia Cooperative Extension Budget Detail 2019-2020 Actual

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

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

Total Operating Expenditures

2020-2021 Actual

2021-2022 Budget

2022-2023 Requested

% Change

2022-2023 Adopted

% Change

28,673 1,096 1,901 1,267 3,274

43,870 1,622 2,694 662 2,002

56,000 1,100 4,160 1,200 400 1,700 5,128

63,361 850 4,160 1,200 400 1,700 5,128

13% -23% 0% 0% 0% 0% 0%

63,361 850 4,160 1,200 400 1,700 5,128

13% -23% 0% 0% 0% 0% 0%

36,211

50,850

69,688

76,799

10%

76,799

10%

178

LOCAL AND REGIONAL ORGANIZATIONS DESCRIPTION The City of Suffolk provides financial assistance to a number of local and regional non-profit organizations which provide services to Suffolk’s citizens. Many of the organizations receive matching grants or support from other localities allowing for more extensive and comprehensive services than the City could afford on its own due to economies of scale.

179

Department: Local and Regional Organizations Budget Detail 2019-2020 Actual

Account Number: 100-151100Regional Membership Organizations: 55661 Hampton Roads Planning District Commission 55680 Hampton Roads Military and Fed Fac. Alliance 55810 City Wide Dues/ Memberships Local Organization Partnerships: 55655 SRHA 55674 Suffolk Center for the Cultural Arts Local Nonprofit Organization Contributions: 55646 Fifth Judicial District Drug Court 55647 United Way of South Hampton Roads 55648 Suffolk Nansemond Historic Society 55651 Senior Services of Southeastern Virginia 55652 ForKids 55653 Food Bank of Southeastern Virginia 55654 The Genieve Shelter 55656 Endependence Center, Inc. 55658 Riddick's Folly 55659 Suffolk Fine Arts Commission 55660 Suffolk Clean Community Commission 55662 CHKD Child Abuse Program 55664 Suffolk Sister Cities International 55665 Peanut Soil and Water Conservation District 55668 The Children's Center 55669 Suffolk Meals on Wheels 55675 Suffolk Festivals, Inc. 55679 Virginia Legal Aid Society 55681 Western Tidewater Free Clinic 55688 Paul D Camp Community College 55689 Suffolk Literacy Council 55694 Hampton Roads Workforce Council 55695 Coalition Against Poverty (CAPS) 55696 Suffolk's Premier Art, Retail, and Cultural Court Appointed Special Advocates (CASA) Eastern Virginia Medical School Hope Center Ministries Mercy Medical Angels Power of the Mind Inc. Suffolk Office of the Public Defender Suffolk General District Court- Behavioral Health Docket Total Operating Expenditures

2020-2021 Actual

2021-2022 Budget

2022-2023 Requested

74,171 46,267 29,031

75,060 46,357 73,164

75,060 46,912 53,000

80,716 47,480 60,000

157,500 367,500

3,675 10,500 31,500 20,000 23,000 7,875 21,000 11,750 15,538 5,250 5,000 21,000 30,000 8,400 105,000 26,250 2,500 22,040 12,000 12,000 -

50,000 5,000 3,675 10,500 31,500 20,000 23,000 7,875 21,000 4,500 15,750 5,000 5,250 5,000 21,000 5,000 30,000 8,400 175,500 26,250 2,500 22,040 25,000 12,000 -

50,000 3,675 10,500 31,500 20,000 23,000 7,875 21,000 12,000 15,750 5,000 5,250 5,000 21,000 30,000 8,400 185,800 26,250 2,500 22,040 25,000 -

1,068,747

1,255,321

1,231,512

% Change

8% 1% 13%

2022-2023 Adopted

% Change

80,716 47,480 60,000

8% 1% 13%

226,499 1,367,500

44% $ 272%

165,000 1,367,500

5% 272%

50,000 10,000 30,000 48,440 25,000 60,000 15,000 35,000 12,000 25,000 20,000 7,500 10,000 35,000 75,000 15,000 214,650 54,953 22,523 40,000 22,000 15,300 158,800 10,000 15,000 200,000 45,500

0% $ 172% 186% 54% 25% 161% 90% 67% 0% 59% 300% 43% 100% 67% 150% 79% 16% 109% -100% 2% 60% -

50,000 5,000 13,000 35,000 20,000 25,000 7,875 25,000 12,000 20,000 10,000 5,250 5,000 21,000 30,000 8,400 214,650 30,000 22,523 25,000 22,000 1,000 45,500

0% 36% 24% 11% 0% 9% 0% 19% 0% 27% 100% 0% 0% 0% 0% 0% 16% 14% -100% 2% 0% -

3,053,861

148% $

2,373,894

93%

180

NON-DEPARTMENTAL GENERAL FUND DESCRIPTION The Non-Departmental General Fund budget 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.

181

Department: Non-Departmental - General Fund Budget Detail 2019-2020 Actual

Account Number: 100-091400Fringe Benefits & Insurances: 51100.27 Leave Compensation 52100 Leave Compensation - FICA Compensation Vacancy Savings 52600 Unemployment Payments 55230 Telecommunications 55821 Employee Funds Expense 59902 Contingency Sub-Total:

Transfer to Other Funds / Designations: 50000.210 Transfer to Road Maintenance 50000.211 Transfer to Grants (Local Cash Match) 50000.212 Transfer to Transit Fund (Operating Support) 50000.213 Transfer to Law Library 50000.220 Transfer to Aviation Fund (Operating Support) 50000.310 Transfer to Capital Projects (Cash Fund Projects) 50000.401 Transfer to Debt Service Fund 50000.501 Transfer to Public Utilities 50000.514 Transfer to Stormwater 50000.520 Transfer to Refuse 50000.601 Transfer to Fleet 50000.603 Transfer to Information Technology (Cash Fund Projects) 50000.606 Transfer to Risk Sub-Total: Total Operating Expenditures

2020-2021 Actual

2021-2022 Budget

2022-2023 Requested

% Change

2022-2023 Adopted

459,317 74,471 38,708 10,299 12,191 -

617,353 43,646 76,430 13,829 7,861 -

500,000 50,000 100,000 60,000

1,000,000 76,500 100,000 60,000

100% $ 53% 0% 0%

594,986

759,119

710,000

1,236,500

74%

425,738 748,896 91,531 5,275,391 25,597,457 -

230,640 389,148 920,487 538 121,949 7,878,250 25,604,930 211,801 64,321 75,355 38,216 25,836 10,765

660,129 1,006,409 109,717 5,341,950 27,517,753 250,000 -

32,139,012

35,572,236

34,885,957

36,522,063

32,733,998

36,331,354

35,595,957

37,758,563

660,129 285,098 80,772 5,739,558 29,256,506 500,000 -

% Change

930,934 71,216 100,000 60,000

86% 42% 0% 0%

1,162,150

64%

$ 0% -72% -26% 7% 6% 100% -

660,129 418,582 109,055 8,489,558 28,882,741 250,000 -

0% -58% -1% 59% 5% 0% -

38,810,064

11%

39,972,214

12%

182

Capital Projects Fund

183

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184

CAPITAL PROJECTS FUND DESCRIPTION The Capital Projects Fund provides funding for nonrecurring capital expenditures which are primarily financed through transfers from both the General Fund and the sale of General Obligation and Utility Revenue bonds. Supplementing the General Fund and General Obligation and Utility Revenue bond monies are additional funding sources including federal and state grants, special revenue fund, and enterprise fund transfers. Capital projects are planned and funded by incorporating the total funding requirements for completion into future construction costs. FY 23 CAPITAL PROJECTS 

Parks and Recreation - Capital Maintenance



Public Buildings - Public Building Capital Maintenance - Central Library - Godwin Courts Building Improvements - Human Resources Building Renovation – School Administration - Access Road – Joint Operations/Training Complex – Carolina Rd. - Physical Security Improvements - Airport Drainage Rehabilitation



Public Safety - Fire Apparatus (Various New Stations) - Fire Apparatus (Replacements) - Ambulance (Various New Stations) - College Drive Fire Station - Breathing Air System



Public Schools - Schools Major Repairs/Systems Replacement - JFK Middle Replacement



Village & Neighborhood Initiatives - Village & Neighborhood Improvements - Open Space Improvements - Downtown Implementation Plan Initiatives



Transportation - Local Urban Roadway Construction – Comp Plan  Holland Road

Local Urban Intersection Construction – Comp Plan  RT 17 Crittenden Road  Suffolk Bypass Wilroy/Godwin/Pruden IMR Study - Nansemond Parkway/Wilroy Road Flyover - Pruden Center Turn Lanes - Miscellaneous Roadway Improvements - Citywide Signal Timing - Freeman Mill over Spivey Swamp - Suffolk Traffic Operations Center - Downtown Railroad Warning System - Citywide Signal System Upgrade - Downtown Signal System Upgrade - College Drive Median Improvements - Suffolk Bypass ITS Stormwater - Citywide Drainage Improvements - Olde Towne Drainage Improvements - Oakland Drainage Improvements - Steeple Drive Drainage Improvements - Pughsville Drainage Improvements - Woodrow South Suffolk Drainage - First Avenue Drainage - Driver Drainage Improvements -



Information Technology - Internet Access Expansion



Public Utilities - Water Source Development & Treatment Plant Expansion - Water System Upgrades Sanitary Sewer System Upgrades

185

CAPITAL PROJECTS FUND Revenue 2019-2020 Actual Transfer from General Fund (Pay-Go) General Obligation Bonds State/Federal Aviation State/Federal Fire State/Federal Parks & Recreation State/Federal Transit State/Federal Transportation Cash Proffers Miscellaneous Revenue Transfer from Road Maintenance Fund Transfer from Transit Transfer from RT17 Tax District Transfer from Fleet Fund Balance

Stormwater - Obligation Bonds State/Federal Stormwater Transfer from Stormwater Fund Public Utility - Obligation Bonds Transfer from Public Utility Fund (Pay-Go) Miscellaneous Revenue - Public Utilities Information Technology - Obligation Bonds Transfer from General Fund Total Revenue

5,275,391 21,490,510 20,848 8,391,188 35,000 7,128 319,792 125,000 -

2020-2021 Actual $

5,341,950 29,750,000 646,800 16,050 7,750,541 252,000 144,444 154,227

2022-2023 Requested

% Chng

2022-2023 Adopted

5,739,558 29,911,939 294,000 3,652,566 295,000 4,139,443 -

7% $ 1% -55% -53% 17% -100% -100%

% Chng

8,489,558 29,911,939 294,000 3,652,566 295,000 4,139,443 373,765

59% 1% -55% -53% 17% -100% 142%

334,470 -

254,978 500,000

950,300

176,978 5,289,378

457%

4,789,378 176,978 500,000

-47%

7,275,000 803,754

6,190,000 252,047

15,167,000 -

9,270,000 -

-39% -

9,270,000 -

-39% -

250,000 250,000

500,000

-100% 100%

250,000

-100% 0%

7,878,250 23,795,503 187,372 774,910 2,214,485 10,000 219,664 -

2021-2022 Budget

44,078,081

42,277,209

60,673,312

59,268,862

-2%

62,142,627

Expenditure Summary 2019-2020 Actual

2020-2021 Actual

2021-2022 Budget

2022-2023 Requested

% Chng

2022-2023 Adopted

% Chng

Capital Projects Expenditures

32,570,710

34,261,124

60,673,312

59,268,862

-2%

62,142,627

Total Expenditures

32,570,710

34,261,124

60,673,312

59,268,862

-2%

62,142,627

186

CAPITAL PROJECTS FUND Budget Detail

Account Number: Parks

Public Buildings

Public Safety

Schools

Villages

Transport

2019-2020 Actual Bennett's Creek Recreation Center $ 15,321 Parks & Rec - Capital Maintenance 421,545 Planters Club Improvements Sleepy Hole Park Renovation 99,625 Lone Star Lakes Park 476,003 Trail Enhancements 76,052 Driver Complex 85,589 Suffolk Seaboard Trails (Tea21 Grant) 435 Shoreline Stabilization Project 115,732 Water Access - Nansemond River 18,165 Jericho Lane Public Access (3,077) Lake Kennedy Park - Drainage Improvements 71,500 Cedar Hill Cemetery Road Repairs Cypress Park and Pool 39,644 Blackwater River Project Inclusive Playground - Northern End Constant's North Park Cedar Hill Slope Stabilization Human Resources Bldg Renovation Godwin Courts Buildings Improvements 802,234 Public Building Capital Maintenance 1,220,097 Sleepy Hole Cart Barn Replacement 767,423 Joint Operations Facility (Police/P&R) 80,966 Physical Security Access Road - Joint Operations/Training Complex Central Library 194,785 Airport Equipment Storage Facility Airport Runway 4-22 Rehabilitation 18,905 Airport Obstruction Removal Adjacent 25,533 Airport Corporate Apron Airport Apron Rehabilitation Airport Roof Replacement Box Hangar 7 Airport Drainage Rehabilitiation Ambulance 619,459 Fire Engines 662,329 Breathing Air Refill Fire Station 1 Renovations 566,640 Aerial Ladder Truck Lake Kilby Station Renovation 195 Fire & Rescue Storage Building 10,806 Fire Tanker Truck 662,484 College Drive Fire Station 1,728,591 Self Contained Breathing Apparatus Joint Public Safety & Training Center Station 10 Traffic Signal CAD System Replacement Hazardous Material Management 105,570 Schools Major Repairs/Systems Replacement 2,921,150 New Middle School 302,974 New Elementary School 49,500 Operation Facility 4,019,509 School Facility Assessment 100,601 JFK Middle School Replacement Village & Neighborhood Improvements 995,087 Open Space Improvements 93,896 Downtown Implementation Plan Initiatives 69,692 Local Urban Intrsctn Const-Comp Plan RT17/Crittenden Road Intersection 156,207 N Pkwy/Bennett's Pasture Rd Intersection 281,598 RT58/Manning Bridge Rd Intersection Suffolk Bypass Wilroy/Godwin/Pruden IMR Study Local Urban Rdway Const-Comp Plan Holland Rd Improvements 2,536,473 Nansemond Pkwy Phase II 82,355 Shoulders Hill Phase II King's Highway Bridge Railroad Crossing Upgrade 113,417 Channel Dredging Harbour View Area Signal Improvements 169,501

2020-2021 Actual $

1,560,316 484,246 34,319 225,698 1,095,893 37,250 14,561 80,556 340,548 62,911 326 299,976 4,979 177,833 1,004,305 5,479 3,949,806 116,143 500 30,887 20,996 150,139 53,881 800,230 248,781 1,273,711 25,279 34,988 113,045 93,335 1,443,281 22,120 25,444 3,987,229 266,946 318,320 568,838 193,278 192,596

2021-2022 Budget $

540,000 175,000 150,000 687,000 500,000 996,000 317,217 7,735,325 660,000 75,000 693,000 1,874,387 902,190 1,900,000 1,520,000 3,000,000 3,575,000 1,204,750 250,000 915,000

2022-2023 Requested $

660,000 6,500,000 680,000 980,000 1,500,000 3,629,128 300,000 402,413 2,333,848 100,000 4,089,443 3,575,000 7,500,000 825,000 250,000 925,000

% Chng $ 22% -100% -100% -100% 1200% -2% -100% -53% -100% -100% -42% -100% -100% 115% -100% -100% 0% -32% 0% 1%

2022-2023 Adopted

% Chng

660,000 6,500,000 680,000 980,000 250,000 1,500,000 3,629,128 300,000 402,413 2,333,848 100,000 4,089,443 3,575,000 7,500,000 825,000 250,000 925,000

22% -100% -100% -100% 1200% -2% -100% -53% -100% -100% -42% -100% -100% 115% -100% -100% 0% -32% 0% 1%

209,188 188,750 -

4,094,222 1,350,000 674,736 -

372,530 50,000

-91% -100% -100% -

372,530 50,000

-91% -100% -100% -

6,238,804 70,697 16,456 -

843,997 600,000 -

2,916,782 -

-100% -100% -

2,916,782 -

-100% -100% -

187

Shoulders Hill Rd/RT17 Intersection 2,970,179 Public Utilities Pavement Projects (6,823) HSIP Flashing Yellow Arrow 197,753 Nansemond Pkwy Bridge Replacement 151,170 E Washington Street 16,000 Mineral Springs Rd Bridge 1,279,959 Longstreet Lane Bridge Replacement 160,650 Lake Cahoon Rd Deck Replacement Carolina Rd Bridge Replacement Pruden Center Signal & Turn Lanes 98,642 Pruden Boulevard Culvert Improvements 61,019 Nansemond Pkwy/Wilroy Rd Overpass 154,750 Bridge Rd Traffic Signal Upgrade 63,700 Suffolk Bypass 58,306 Portsmouth Blvd Sidewalk Phase I 33,844 Portsmouth Blvd Sidewalk Phase II 41,900 Portsmouth Blvd Sidewalk Phase III 37,990 RT 58 Eastbound Segment I 115,614 Pitchkettle Road Improvements 210,719 Miscellaneous Roadway Improvements 11,163 Elwood Road over Kingsdale Swamp 68,700 Turlington Road over Kilby Creek 50,917 Nansemond Parkway Traffic Signal 80,494 Emergency Vehicle Preemption 17,673 Relocation of Zone C Headquarters RT17 Bridge Repaving 285,509 Franklin Bypass Bridge Repaving 590,048 Pittmantown Rd over Mill Swamp Shoulders Hill Rd Multi-Use Path West End Suffolk Bypass Interchange EDA Road Ctr Point Drive Citywide Signal Timing Suffolk Traffic Operations Center Northgate Commerce 1,240 Kenyon Road Connector 95,895 Oak Ridge/Colonial Ave Connector 161,288 College Drive Median Improvements Suffolk Bypass ITS Downtown Signal System Upgrade Citywide Signal System Upgrade Downtown Railroad Warning System Freeman Mill over Spivey Swamp Turlington Rd Speight's Spillway SGR RT17 Point Place Rdwy Extension 750,000 James River Shoreline Open Space 169,289 Harbour Towne Pkwy Connector & Wetlands Crossing 794,614 Transit Transit Operations Facility Fleet Replacement of Fleet Facilities 61,627 Info Technology Physical Security Internet Access Expansion Stormwater James River Water Shed/Sadler Pond Pughsville Drainage 142,818 Rural Stormwater Improvements 609,723 Downtown St Upgrades & Drainage Improvements111,813 Citywide Drainage Improvements 225,963 Driver Drainage Improvements First Avenue Drainage Oldetown Drainage Improvements Steeple Drive Drainage Improvements Jefferson Street Drainage Woodrow South Suffolk Drainage Oakland Drainage Improvements Utilities Water Source Development & Treatment Plant Expansion 191,133 Water Distribution and Transmission System Expansion 226,928 Water System Upgrades 7,718 Sanitary Sewer System Upgrades 1,162,369 Sanitary Sewer Extensions 2,548 Non-Departmental Transfer to Debt Fund 331,359 Contingency Total Operating Expenses

32,570,710

2,282,711 28,805 3,000 124,906 1,080,559 19,280 86,307 340,058 341,062 7,314 11,656 27,110 19,630 200,891 111,344 25,733 82,775 127,094 272,851 31,993 40,889 606,193 12,713 540,156 34,710 52,397 10,596 124,841 168,909 343,526 22,014 1,149 51,191 550,137 3,898 389,861 $

34,261,124

767,254 4,194,303 80,000 1,086,910 840,000 140,000 50,000 1,350,000 160,494 250,000 250,000 500,000 156,300 294,000 4,242,000 900,000 725,000 9,000,000 300,000 154,227 $

60,673,312

765,201 1,772,480 100,000 586,681 2,000,000 50,000 235,000 150,000 150,000 150,000 484,000 250,000 250,000 2,602,956 500,000 136,100 275,000 606,000 364,000 482,300 500,000 865,000 1,825,000 6,580,000 -

0% -58% 25% -100% -100% 319% 3900% -100% -100% 0% 0% 0% 133% -100% -80% -100% 152% -27% -100% -100% -

59,268,862

-2%

765,201 1,772,480 100,000 586,681 2,000,000 50,000 235,000 150,000 150,000 150,000 484,000 250,000 2,602,956 500,000 136,100 275,000 606,000 364,000 482,300 500,000 865,000 1,825,000 6,580,000 373,765 2,500,000

0% -58% 25% -100% -100% 319% 3900% -100% -100% -100% 0% 0% 133% -100% -80% -100% 152% -27% -100% 142% -

62,142,627

188

Debt Service Fund

189

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190

DEBT SERVICE FUND DESCRIPTION The Debt Service Fund is used to account for the accumulation of resources and the payment of general long term debt principal, interest, and bond issuance costs. Revenue in this fund consists primarily of an allocation of the citywide real estate tax revenue.

191

DEBT SERVICE FUND Revenue 2019-2020 Actual

2020-2021 Actual

2021-2022 Budget

2022-2023 Requested

% Chng $ 6% 0% -3% -100%

Interest on Investments 2011 VPSA Interest Refund Local Bond Issues Transfer from General Fund Transfer from Road Maintenance Transfer from Grant Fund (CDBG 108 loan) Transfer from RT 17 Special Taxing District Transfer from Capital Projects

149,972 31,543,292 25,597,457 1,364,763 328,170 331,359 -

451,725 37,223,465 25,604,930 1,367,413 410,624 389,861

27,517,753 1,326,220 398,460 154,227

29,256,506 1,329,893 387,269 -

Total Revenue

59,315,013

65,448,018

29,396,660

30,973,668

2022-2023 Adopted

% Chng

28,882,741 1,329,893 387,269 373,765

5% 0% -3% 142%

30,973,668

Expenditure Summary 2019-2020 Actual

2020-2021 Actual

2021-2022 Budget

2022-2023 Requested

% Chng

2022-2023 Adopted

% Chng

Consolidated Debt

59,315,013

65,448,018

29,396,660

30,973,668

Total Expenditures

59,315,013

65,448,018

29,396,660

30,973,668

192

DEBT SERVICE FUND Budget Detail 2019-2020 Actual

Account Number: 401-95100 59110 Bond Principal 59120 Interest on Bonded Debt 59130/59140 Bond Issuance and Coupon Handling Total Operating Expenditures

2020-2021 Actual

2021-2022 Budget

2022-2023 Requested

% Chng

2022-2023 Adopted

% Chng

49,155,653 9,569,687 589,672

55,518,478 9,509,279 420,261

19,053,142 9,743,518 600,000

20,998,142 9,375,527 600,000

10% -4% 0%

20,998,142 9,375,527 600,000

10% -4% 0%

59,315,013

65,448,018

29,396,660

30,973,668

193

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194

Special Revenue Funds

195

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196

AVIATION FACILITIES FUND DESCRIPTION The Aviation Facilities Fund is a special revenue fund designed to account for and manage the Suffolk Executive Airport. The fund is supported by revenue generated by airport operations including fuel sales, hangar leases, tie downs, and other services provided to users of the airport as well as state and federal grant funding. The Aviation Facilities Division administers and manages the Suffolk Executive Airport including the operation of runways, taxiways, hangar facilities, apron and tie down facilities, fueling facilities, required navigational equipment, and the airport cafe. CITY COUNCIL TARGET AREA Civic Engagement & Responsive City Services

FY 23 OBJECTIVES Provide services for general aviation, corporate, and charter aircraft.

PERFORMANCE MEASURES Number of businesses located at the airport Percent of hangar space leased Gallons of fuel sold at the airport

FY 21 Actual 6 100% 114,250

FY 22 Projected 6 100% 114,500

FY 23 Estimated 6 100% 115,000

197

AVIATION FACILITIES FUND Revenue 2019-2020 Actual

2020-2021 Actual

2021-2022 Budget

2022-2023 Requested

% Chng

2022-2023 Adopted

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

9,380 275,201 406,464 18,447 46,059 91,531

2,348 256,166 447,052 19,549 (15,322) 121,949

273,480 675,000 20,000 109,717

278,844 675,000 20,000 80,772

2% 0% 0% -26%

278,844 675,000 20,000 109,055

Total Revenue

847,083

831,741

1,078,197

1,054,616

-2%

1,082,899

% Chng -100% -59% 0% 0% -1% 0%

Expenditure Summary 2019-2020 Actual

2020-2021 Actual

2021-2022 Budget

2022-2023 Requested

% Chng

2022-2023 Adopted

% Chng

Aviation Services

825,832

747,506

1,078,197

1,054,616

-2%

1,082,899

Total Expenditures

825,832

747,506

1,078,197

1,054,616

-2%

1,082,899

198

AVIATION FACILITIES FUND (Department of Economic Development) Budget Detail 2019-2020 Actual

Account Number: 220-150000 51100.02 51100.04 51100.06 52100 52210 52400 53000.16 53300 53300.110 53300.220 53600 53600.110 53600.220 54100 54200 54500 55100 55210 55230 55410 55500 55810 56001 56011 56014 56015 56017 56022 58200 91400-59905 93000-50000.165

Salaries and Wages Salaries and Wages - Overtime Salaries and Wages - Part-time FICA VRS Retirement Group Life Purchased Service - Refuse Collection Repair and Maintenance Repair and Maintenance - State Repair and Maintenance - Aviation Advertising Advertising - State Advertising - Aviation Information Technology Fleet Risk Management Utilities Postal Services Telecommunications Lease/Rent of Equipment Travel and Training Dues and Association Memberships Office Supplies Uniforms & Wearing Apparel Other Operating Supplies Merchandise for Resale Copier Fuel Inventory Capital Outlay Local Cash Match Transfer to GF - Indirect Cost

Total Operating Expenditures

2020-2021 Actual

2021-2022 Budget

2022-2023 Requested

% Chng

109,044 1,085 61,325 13,129 11,744 1,487 3,672 24,710 23,456 16,223 2,311 2,183 2,183 14,883 50,937 53,334 32,489 58 2,427 36,458 1,196 100 234 788 4,599 90 2,224 303,910 49,554

86,851 681 61,077 13,682 13,609 1,483 3,719 32,014 3,420 180 4,412 15,751 50,657 50,279 32,978 7 2,320 35,458 940 100 167 985 4,779 195 1,658 265,561 64,544

115,124 1,000 67,018 14,010 14,356 1,543 3,500 36,000 5,000 18,325 56,331 42,568 28,000 500 2,357 40,000 2,500 200 500 1,500 5,000 1,000 2,536 500,000 30,000 89,329

115,124 1,000 67,407 14,040 14,356 1,543 3,500 40,000 5,000 18,325 56,331 42,568 28,000 500 2,357 12,000 2,500 200 500 1,500 5,000 1,000 2,536 500,000 30,000 89,329

825,832

747,506

1,078,197

1,054,616

2022-2023 Adopted

% Chng

0% 1% 0% 0% 0% 0% 11% 0% 0% 0% 0% 0% 0% 0% -70% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0%

120,372 1,000 68,693 14,540 16,708 1,613 3,800 40,000 5,000 21,318 55,460 48,133 28,000 500 2,391 12,000 2,500 200 500 1,500 5,000 1,000 2,536 500,000 30,000 100,135

1,082,899

5% 0% 3% 4% 16% 5% 9% 11% 0% 16% -2% 13% 0% 0% 1% -70% 0% 0% 0% 0% 0% 0% 0% 0% 0% 12% 0%

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

Range

Class 218 Airport Manager 204 Airport Technician

Number of Full-Time Positions

2019-2020 Actual

2020-2021 Actual

2021-2022 Budget

2022-2023 Requested

2022-2023 Adopted

1 2

1 1

199

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200

DOWNTOWN BUSINESS OVERLAY TAXING DISTRICT FUND

DESCRIPTION The Downtown Business Overlay Taxing District (DBOD) is a special fund created by the City to foster economic development in downtown Suffolk. A specific additional real estate tax levy is assessed on properties in the DBOD. Revenues provide funding for enhanced beautification, refuse, sidewalk, and street maintenance services. The adopted FY 2022-2023 real estate tax rate is $.105 per $100 of assessed value for the DBOD.

201

DOWNTOWN BUSINESS OVERLAY TAXING DISTRICT FUND Revenue 2019-2020 Actual

2020-2021 Actual

2021-2022 Budget

2022-2023 Requested

% Chng

2022-2023 Adopted

% Chng

Real Property Taxes Penalties and Interest Interest on Investments

192,248 (110) 3,753

188,880 (47) 518

174,091 -

174,000 -

0% -

190,421 -

9% -

Total Revenue

195,891

189,352

174,091

174,000

190,421

Expenditure Summary 2019-2020 Actual

2020-2021 Actual

2021-2022 Budget

2022-2023 Requested

% Chng

2022-2023 Adopted

% Chng

Services

158,254

165,941

174,091

174,000

190,421

Total Expenditures

158,254

165,941

174,091

174,000

190,421

202

DOWNTOWN BUSINESS OVERLAY TAXING DISTRICT FUND Budget Detail 2019-2020 Actual

Account Number: 20941310-53000.02 41310-53000.46 41310-53100 41310-55100 42310-53000.16

Purchased Service - RM (Maintenance, Sweeping)$ Purchased Service - RM Banners Professional Services Utilities Purchased Service - Refuse Fund

Total Operating Expenditures

2020-2021 Actual

2021-2022 Budget

2022-2023 Requested

% Chng

2022-2023 Adopted

% Chng

57,497 10,168 31,813 777 57,998

57,493 7,781 41,572 1,095 58,000

57,500 6,000 51,091 1,500 58,000

57,500 5,000 52,000 1,500 58,000

0% -17% 2% 0% 0%

64,500 7,000 52,000 1,921 65,000

12% 17% 2% 28% 12%

158,254

165,941

174,091

174,000

190,421

53100 - Professional Services: Provides for beautification and landscape services.

203

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204

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.

CITY COUNCIL TARGET AREA Transportation

FY 23 OBJECTIVES Deliver high quality services within allocated resources. Provide safe and quality transportation options. Continue capital street improvements identified in the neighborhood initiatives program. Provide quality maintenance service of the City’s roadway network and supported assets.

PERFORMANCE MEASURES

FY 21 Actual

Roadway: Lane miles maintained 1,658 Lane miles resurfaced 50.48 Cost per lane mile resurfaced $115,000 Number of potholes repaired 3,000 Average pothole repair time 72 hours Linear feet of open conveyance systems maintained 415,000 Traffic: Traffic signals maintained 102 Traffic signals receiving preventative maintenance 102 Priority 1 traffic signal requests repaired within 4 hrs 100% Sign fabrications 2,050 Sign repairs/replacements 1,131

FY 22 Projected

FY 23 Estimated

1,663 60 $115,000 3,500 72 hours 450,000

102 102 100% 2,050 1,131

103 103 100% 2,150 1,231

205

ROAD MAINTENANCE FUND Revenue 2019-2020 Actual Sale of Permits Height/Weight Permit Fees Fines & Forfeitures Revenue from Use of Property - SW Mosquito Revenue from Use of Property - Billboard Usage Operations of Street Lights Developer Street Sign Contributions Developer Traffic Signal Contributions Sale of Service - Stormwater (Mosquito) Sale of Service - Capital Projects Sale of Service - Stormwater (Engineering) Sale of Service - DBOD Sale of Service - General Fund (PW Admin) Sale of Service - Animal Control Sale of Service - Public Utilities Sale of Service - Developer Plan Review Sale of Service - Refuse Salary Allocation Sale of Service - PW Salary Allocation Sale of Service - Transit Salary Allocation Sale of Service - PW Streetlight Installation Sale of Service - Impact Analysis Sale of Service - Banners Sale of Salvage/Surplus Miscellaneous Revenue Virginia Logo Program Urban Maintenance Funds Insurance Recovery Transfer from General Fund Interest Proceeds Fund Balance

A $ B C D E F G H I J K L M N O P Q R S T U V W X Y Z

Total Revenue

2020-2021 Actual

2021-2022 Budget

2022-2023 Requested

% Chng 50% $ 0% 0% 0% 0% 67% 0% 0% 0% 0% 0% 13% 49% 0% 33% -3% 9% -61% 50% 0% 0% 0% 0% 0% 0% -100% 93%

44,000 308,605 231,798 15,000 58,361 15,600 36,000 60,024 279,936 300,000 57,497 94,108 22,000 9,000 51,020 76,024 12,709 20,000 15,000 16,439 24,268 19,670 8,379 24,390,615 262,626 -

61,900 328,003 368,477 15,000 1,545 102,980 19,500 36,000 60,015 270,576 300,000 57,493 154,419 22,000 7,100 56,160 31,677 8,007 35,000 15,520 3,632 7,613 9,450 25,061,615 230,640 50,864 -

50,000 320,000 250,000 15,000 100,000 15,000 70,000 60,000 280,000 300,000 57,500 155,000 23,500 10,000 45,000 78,113 19,216 31,974 20,000 15,000 12,000 5,000 7,500 10,000 25,060,900 2,000 2,710,037

75,000 320,000 250,000 15,000 100,000 25,000 70,000 60,000 280,000 300,000 57,500 175,000 35,000 10,000 60,000 76,076 21,041 12,552 30,000 15,000 12,000 5,000 7,500 10,000 25,057,707 5,231,328

26,428,678

27,315,186

29,722,740

32,310,704

2022-2023 Adopted

% Chng

75,000 320,000 250,000 15,000 100,000 25,000 70,000 60,000 280,000 300,000 64,500 175,000 23,500 10,000 60,000 75,000 21,041 12,552 30,000 15,000 14,000 5,000 7,500 10,000 25,057,707 5,231,328

50% 0% 0% 0% #DIV/0! 0% 67% 0% 0% 0% 0% 12% 13% 0% 0% 33% -4% 9% -61% 50% 0% 17% 0% 0% 0% 0% -100% 93%

32,307,128

Expenditure Summary 2019-2020 Actual

2020-2021 Actual

2021-2022 Budget

2022-2023 Requested

% Chng

2022-2023 Adopted

% Chng

Road Maintenance Traffic Engineering

21,306,470 4,494,292

21,243,210 4,537,635

24,333,454 5,389,286

27,000,871 5,309,833

11% -1%

26,784,173 5,522,956

10% 2%

Total Expenditures

25,800,762

25,780,845

29,722,740

32,310,704

32,307,128

A - Land use and commercial drive permits issued to public

N - Services provided to Public Utilities

B - Height & Weight Permit Fees

O - Charges to developers for plans review by Engineering.

C - Wide load and overweight citations allocated towards Road Maintenance

P - Services provided to Refuse for salary allocation

D - Revenue for office space at Operations Facility

Q - Services provided to PW for salary allocation

E - 7 yr. adv st. light pymts (Dev.) for st. light maint csts for new dev. Pro Rtd Bases

R - Services provided to Transit for salary allocation

F - Charges to developers for new st. signs related to new developments

S - Cost to install street lights

G - Chrgs to developers for inspectn by Traf. Engin. of traf. sgnl constrctn

T - Preliminary plan and traffic impact analysis review

H - Ditch cleaning services to Stormwater - mosquito control.

U - Services provided to P&R for banner placement

I - Services provided to Capital Projects Fund for roadwork.

V - Salvage of damaged guardrail and other miscellaneous metal

J - BMP residential maintenance and enhanced street sweeping services provided to SW Fund

W - Misc services to depts (signs, pavemt markers, research & engineering)

K - Enhanced street sweeping, roadside beautification, and clean up services provided to DBOD

X - Payment for Virginia Logo System Rights on City Right of Way

L - Non-VDOT funded activities - Misc Services (ex. Dirt roads)

Y - State revenue estimate based on 1278.21 lane miles x $13,011.71 secondary & 380.21 x $22,161.46 primary

M - Incinerator usage fee for euthanized animals

Z - Insurance recovery for public property accident damage

206

DIVISION: ROADWAY - TRAFFIC ENGINEERING (Department of Public Works) Budget Detail 2019-2020 Actual

Account Number: 210-4140051100.02 51100.04 51100.06 52100 52210 52400 53100 53100.26 53200 53300 54100 54200 54500 55100 55210 55230 55310 55500 55810 56001 56011 56012 56014 56017 58200 58210 58215

2020-2021 Actual

Salaries and Wages $ 1,103,278 Salaries and Wages - Overtime 166,604 Salaries and Wages - Part-time (2,961) FICA 90,374 VRS Retirement 131,223 Group Life 14,690 Professional Services 123,088 Professional Services - Traffic Signal Inspection Temporary Help Service Fees 7,277 Repair and Maintenance 14,840 Information Technology 135,431 Fleet 147,419 Risk Management 294,732 Utilities (Street Lights) 1,565,164 Postage 345 Telecommunications 17,242 Employer HDHP Expense 7,854 Travel and Training 20,309 Dues and Association Memberships 3,839 Office Supplies 2,934 Uniforms & Wearing Apparel 11,659 Books & Subscriptions 681 Other Operating Supplies 446,084 Copier Costs 12,908 Capital Outlay 92,443 New Street Light Installation 2,218 Improvements (signals/signs) 84,614

Total Operating Expenditures

4,494,292

2021-2022 Budget

2022-2023 Requested

% Chng

2022-2023 Adopted

% Chng

1,144,946 170,078 95,229 152,309 15,931 174,528 15,100 163,184 185,949 223,475 1,546,955 7 22,087 4,493 5,043 3,187 14,655 2,047 455,945 5,884 11,062 125,542

1,248,348 77,077 101,395 155,669 16,728 300,000 90,000 15,000 191,984 166,285 219,583 1,565,000 500 19,739 15,000 5,000 3,000 15,000 1,500 470,321 19,158 523,000 20,000 150,000

1,376,792 77,077 111,221 171,686 18,449 300,000 70,000 15,000 191,984 202,144 219,583 1,610,000 500 19,739 20,000 5,500 3,000 18,500 1,500 500,000 19,158 178,000 30,000 150,000

10% 0% 10% 10% 10% 0% -22% 0% 0% 22% 0% 3% 0% 0% 33% 10% 0% 23% 0% 6% 0% -66% 50% 0%

1,519,956 77,077 122,173 210,970 20,367 300,000 70,000 15,000 169,357 202,144 254,456 1,610,000 500 25,297 20,000 5,500 3,000 18,500 1,500 500,000 19,158 178,000 30,000 150,000

22% 0% 20% 36% 22% 0% -22% 0% -12% 22% 16% 3% 0% 28% 33% 10% 0% 23% 0% 6% 0% -66% 50% 0%

4,537,635

5,389,286

5,309,833

-1%

5,522,956

Personnel Summary

Range

Class

220 City Traffic Engineer Assistant Traffic Engineer 215/217/219 Civil Engineer I-III 218 Transportation Planning Manager 215 Traffic Signal System Superintendent 215 Sign and Paint Superintendent 214 Engineering Analyst 208/209/211 Construction Inspector I-III 209 Traffic Signal Technician 209 Sign Maintenance Manager 209 Paint Supervisor 209 Engineering Technician 208 Sign Shop Fabricator 207 Traffic Engineering Utility Technician 207 Sign Mechanic 207 Highway Paint Equipment Operator 206 Sign Technician 206 Paint Technician 204 Staff Support Assistant Number of Full-Time Positions

2019-2020 Actual

2020-2021 Actual 1 1

1 -

5 1 1 1 1 -

2022-2023 Adopted 1

1 1 1 1 1 1 5 1 1 1 1

5 1 1 2 1

2022-2023 Requested

1 -

1 1 1 1 1

1 1 1 1 -

2021-2022 Budget

1 1 1 1 1 1 5 1 1 1 1 1 3 2 3 5

2 1 2 3 1

2 1 2 4 1

1 -

1 1 1 1 1 1 5 1 1 1 1 1 3 2 3 5 30

207

DIVISION: ROADWAY - MAINTENANCE (Department of Public Works) Budget Detail 2019-2020 Actual

Account Number: 210-41200 51100.02 51100.04 51100.06 52100 52210 52400 53000.06 53000.10 53000.12 53000.13 53000.16 53100 53100.22 53300 53310 53500 54100 54200 54500 55210 55230 55310 55420 55500 55810 56001 56011 56012 56014 56017 56024 58200 91400-59902 93000-50000.165 93000-50000.310 93000-50000.401

2020-2021 Actual

Salaries and Wages $ 3,743,931 $ Salaries and Wages - Overtime 371,884 Salaries and Wages - Part-time (1,358) FICA 297,196 VRS Retirement 397,836 Group Life 50,787 Purchase Services - Stormwater Fund 249,200 Purchase Services - General Fund (landscape) 3,135 Purchase Services - General Fund (Police Weights & 117,024 Measures) Purchase Services - SW Outreach Purchase Services - Refuse Fund 39,185 Professional Services 28,070 Medical Services Repair and Maintenance 204,555 Repairs - Bridges 2,248,632 Printing and Binding Information Technology 520,416 Fleet 1,227,842 Risk Management 1,310,531 Postage 16 Telecommunications 6,240 Employer HDHP Expense 24,677 Lease/Rent of Buildings 2,003 Travel and Training 8,886 Dues and Association Memberships 3,925 Office Supplies 2,321 Uniforms & Wearing Apparel 62,135 Books and Subscriptions 252 Other Operating Supplies 487,420 Copier Costs 19,177 Street Improvements 6,604,330 Capital Outlay 789,174 Contingency Transfer to GF - Indirect Cost 802,494 Transfer to Capital Projects 319,792 Transfer to Debt 1,364,763

Total Operating Expenditures

21,306,470

2021-2022 Budget

2022-2023 Requested

3,888,077 320,615 3,107 304,615 456,892 50,196 220,476 3,475 139,058 33,061 47,708 125,073 3,008,555 561,118 1,222,993 1,042,281 5 12,324 6,049 3,995 1,952 55,947 427,069 8,726 6,267,981 681,384 763,402 219,664 1,367,413

4,416,385 190,638 352,437 550,723 59,180 249,200 7,500 115,000 6,469 45,000 85,000 3,500 150,000 3,100,000 1,500 643,395 1,508,035 1,039,218 300 9,500 35,000 4,000 8,500 80,000 1,000 800,000 29,794 7,500,000 800,000 249,000 714,960 252,000 1,326,220

4,512,891 190,638 24,249 361,675 562,758 60,473 266,208 7,500 115,000 6,469 40,000 85,000 3,500 150,000 3,100,000 1,500 643,395 1,572,724 1,039,218 300 9,500 35,000 4,000 8,500 81,400 1,000 800,000 29,794 9,000,000 1,952,000 714,960 295,000 1,326,220

21,243,210

24,333,454

27,000,871

% Chng

2022-2023 Adopted

2% $ 0% 3% 2% 2% 7% 0% 0% 0% -11% 0% 0% 0% 0% 0% 0% 4% 0% 0% 0% 0% 0% 0% 2% 0% 0% 0% 20% 144% -100% 0% 17% 0% 11%

% Chng

4,926,883 190,638 24,855 393,392 683,851 66,020 266,208 7,500 115,000 6,469 40,000 85,000 3,500 150,000 3,100,000 1,500 701,374 1,572,724 1,346,959 300 29,689 35,000 4,000 8,500 80,000 1,000 700,000 29,794 8,073,882 1,952,000 563,241 295,000 1,329,893

12% 0% 12% 24% 12% 7% 0% 0% 0% -11% 0% 0% 0% 0% 0% 9% 4% 30% 0% 213% 0% 0% 0% 0% 0% -13% 0% 8% 144% -100% -21% 17% 0%

26,784,173

10%

Personnel Summary

Range

Class

223 Assistant Director of Public Works Public Works General Manager 219 Operations Manager 215/217/219 Civil Engineer I-III 216 Operations Superintendent 214 Operations Office Manager 208/209/211 Construction Inspector I-III 209 Street Crew Leader Labor Supervisor 209 Engineering Technician 208 Senior Heavy Equipment Operator 208 Maintenance Mechanic - Streets 208 Accounting Associate 207 Heavy Equipment Operator 202/204 Street Maintenance Worker I-II 204 Staff Support Assistant 204 Accounting Technician 202 Stock Room Clerk 202 Office Assistant Number of Full-Time Positions

2019-2020 Actual

2020-2021 Actual

2021-2022 Budget

2022-2023 Requested

1 1 1 1 7 1 4 14 1 3 1 35 29 2 1

1 1 1 1 7 1 5 14 1 3 1 35 29 2 -

1 1 1 1 7 1 5 14 1 1 3 1 36 30 2 -

1 1 1 1 7 1 5 13 1 1 3 1 38 30 1 2 1 -

102

105

108

2022-2023 Adopted 1 2 1 7 1 5 14 1 13 3 1 24 30 1 2 1 107

208

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. The Grants Fund budget is comprised of local funding transferred from the General Fund which allows the City to leverage funding from state and federal agencies and foundations to assist with a variety of activities, programs, and services for the benefit of Suffolk’s citizens. Grants awarded to the City during the fiscal year are accepted and appropriated to the Grants Fund budget.

209

GRANTS FUND Revenue 2019-2020 Actual

2020-2021 Actual

2021-2022 Budget

2022-2023 Requested

% Chng

2022-2023 Adopted

% Chng

Transfer from General Fund CDBG Annual Allocation HOME Annual Allocation Revenue from the Commonwealth Revenue from the Federal Government Miscellaneous

425,738 409,120 311,624 1,212,840 823,270 80,874

389,148 468,910 315,164 10,172,735 912,816 1,757,204

660,129 -

0% -

660,129 -

0% -

Total Revenue

3,263,465

14,015,977

660,129

Expenditure Summary 2019-2020 Actual

2020-2021 Actual

2021-2022 Budget

2022-2023 Requested

% Chng

2022-2023 Adopted

% Chng

Grants Operating Expenditures

3,136,034

13,142,863

660,129

Total Expenditures

3,136,034

13,142,863

660,129

210

GRANTS FUND Budget Detail 2019-2020 Actual

Account Number: 211-91400

59905 Local Cash Match Requirements $ CDBG Funding Allocation: CDBG Administration ForKids Homeless Shelter Habitat for Humanity Ches. Bay Presvtn - Septic Pump Out SRHA Emergency Repair Program Geneive Shelter Western Tidewater Free Clinic Pleasant Hill Improvements Neighborhood Stabilization Prgm Boys and Girls Club Supportive Housing for the Elderly Neighborhood and Community Improvements HOME Grant Allocation: Lead Agency Admin-Suffolk Suffolk Franklin Isle of Wight Southampton CHDO-Admin. Other Funding Allocation: General Judicial Public Safety Public Works Health and Welfare Education Parks, Recreation and Cultural Community Development CARES Act 93000-50000.401 Transfer to Debt Fund (CDBG 108 loan) Total Operating Expenses

2020-2021 Actual $

660,129

2022-2023 Requested $

660,129

% Chng 0%

2022-2023 Adopted $

660,129

% Chng 0%

52,657 16,500 6,085 16,500 25,908 236,636 10,000 173,541

65,414 28,164 600 42,708 44,849 98,085 16,497 173,094

4,457 114,482 7,762 101,522 39,777 91,019

31,319 55,727 89,880 21,563 116,675 -

873,269 365,249 21,717 121,682 29,550

78,238 887,813 580,141 15,702 3,969 85,570 230,300

827,721

10,476,556

2021-2022 Budget

3,136,034

13,142,863

660,129

211

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212

TRANSIT SYSTEM FUND DESCRIPTION The Transit System Fund was established to manage transportation services provided to the citizens of Suffolk. This special revenue fund is supported by fare box revenue, State and Federal grants, and a transfer from the General Fund. The City contracts with Virginia Regional Transit (VRT) for the operation of the City’s transit service which includes seven bus routes and ADA service.

CITY COUNCIL TARGET AREA Transportation

FY 23 OBJECTIVES Provide safe, clean, and effective public transit. Identify additional funding opportunities to fund expansions and improvements to the City’s public transit system. Expand public transportation access to rural, commercial, and employment centers through extended regional connections. Collaborate with the Department of Parks and Recreation to expand multimodal connections.

PERFORMANCE MEASURES Ridership: Green Line (Saratoga/Godwin Boulevard) Orange Line (Lake Kennedy/East Washington) Red Line (Magnolia/Pruden) Yellow Line (Holland Rd./Centerpoint/Pink Line) Purple Line (Harbour View/College Drive/Burbage) Pink Line (Downtown/North Suffolk/Yellow Line) Americans with Disabilities Act (ADA) Ridership

FY 21 Actual

FY 22 Projected

FY 23 Estimated

30,943 33,197 5,648 17,497 6,807 10,474 1,919

29,632 30,837 5,527 15,187 8,448 9,218 1,937

29,928 31,145 5,582 15,338 8,532 9,310 1,956

213

TRANSIT SYSTEM FUND Revenue 2019-2020 Actual

2020-2021 Actual

2021-2022 Budget

2022-2023 Requested

Interest on Investments Fare Collections Miscellaneous VRPT Operating Revenue VRPT Capital Revenue Federal Transit Administration Transfer from General Fund HRTPO - Transit Admin Assistance Fund Balance

14,501 68,430 10,738 267,354 62,052 1,294,672 748,896 9,000 -

6,146 5 8,608 313,146 324 1,179,004 920,487 9,000 -

43,000 4,500 297,354 76,060 827,117 1,006,409 9,000 167,720

60,000 4,500 273,354 45,600 871,926 285,098 9,000 -

Total Revenue

2,475,642

2,436,720

2,431,160

1,549,478

% Chng

2022-2023 Adopted

% Chng

40% 0% -8% -40% 5% -72% 0% -

60,000 4,500 273,354 45,600 871,926 418,582 9,000 -

40% 0% -8% -40% 5% -58% 0% -

1,682,962

-31%

Expenditure Summary 2019-2020 Actual

2020-2021 Actual

2021-2022 Budget

2022-2023 Requested

% Chng

2022-2023 Adopted

% Chng

Transit System

1,904,347

1,441,275

2,431,160

1,549,478

-36%

1,682,962

-31%

Total Expenditures

1,904,347

1,441,275

2,431,160

1,549,478

1,682,962

-31%

214

DIVISION: TRANSIT SYSTEM (Department of Public Works) Budget Detail 2019-2020 Actual

Account Number: 212-8800051100.02 52100 52210 52400 53000.13 53000.16 53000.43 53100 53100.105 53100.110 53100.212 53300 53300.105 53300.110 53300.212 53600 54100 54200 54500 55100 55230 55500 55810 56014 56014.105 58200 58200.105 58200.110 58200.212 93000-50000.165 93000-50000.310

Salaries and Wages - Regular $ FICA VRS Group Life Purchased Services - SW Outreach Purchased Services - Refuse Collection Purchased Services - RM Salary Allocation Professional Services Professional Services - Federal Professional Services - State Professional Services - Transit Repair and Maintenance Repair and Maintenance - Federal Repair and Maintenance - State Repair and Maintenance - Transit Advertising Information Technology Fleet Risk Management Utilities Telecommunications Travel and Training Dues & Association Memberships Other Operating Supplies Other Operating Supplies - Federal Capital Outlay Capital Outlay - Federal Capital Outlay - State Capital Outlay - Transit Transfer to GF - Indirect Cost Transfer to Capital Projects

Total Operating Expenditures

2020-2021 Actual

2021-2022 Budget

2022-2023 Requested

% Chng

2022-2023 Adopted

% Chng

63,038 4,791 6,789 826 73,233 963,986 271,146 15,792 7,660 12,000 1,556 4,961 14,935 11,254 1,139 126 256 687 1,854 27,562 330,689 62,052 21,821 6,194 -

64,484 4,939 7,795 857 909 41,217 1,263,557 1,289 1,289 6,077 682 5,250 5,601 8,295 969 164 175 687 1,359 263 900 1,613 324 1,701 20,878 -

66,553 5,091 8,299 892 9,704 31,974 591,933 744,731 273,354 103,788 24,000 12,000 1,600 6,108 11,500 10,743 1,500 1,349 5,250 850 25,000 24,000 82,386 76,060 72,461 95,589 144,444

68,218 5,219 8,507 914 5,000 12,552 50,000 633,926 265,354 10,000 21,500 10,000 8,000 6,000 1,300 6,108 6,600 10,743 1,500 1,349 5,250 850 25,000 5,000 228,000 45,600 11,400 95,589 -

3% 3% 3% 2% -48% -61% -92% -15% -3% -90% -67% -50% -19% 0% -43% 0% 0% 0% 0% 0% 0% -79% 177% -40% -84% 0% -

68,371 5,230 9,490 916 5,000 3,636 12,552 50,000 633,926 265,354 10,000 21,500 10,000 8,000 6,000 1,300 7,106 6,600 14,390 1,500 1,332 5,250 850 25,000 5,000 228,000 45,600 11,400 219,659 -

3% 3% 14% 3% -48% -61% -92% -15% -3% -90% -67% -50% -19% 16% -43% 34% 0% -1% 0% 0% 0% -79% 177% -40% -84% 130% -100%

1,904,347

1,441,275

2,431,160

1,549,478

-36%

1,682,962

-31%

Personnel Summary

Range

Class 213 Transit Manager

Number of Full-Time Positions

2019-2020 Actual

2020-2021 Actual

2021-2022 Budget

2022-2023 Requested

2022-2023 Adopted

215

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216

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. CITY COUNCIL TARGET AREA Civic Engagement & Responsive City Services

FY 23 OBJECTIVES Provide the general public, attorneys, and other professionals with free legal resources. Enhance awareness of resources available in the Law Library.

217

LAW LIBRARY FUND Revenue 2019-2020 Actual

2020-2021 Actual

2021-2022 Budget

2022-2023 Requested

% Chng

2022-2023 Adopted

% Chng

Interest on Investments Law Library Fees Transfer from General Fund Miscellaneous Fees Fund Balance

4,515 31,887 127 -

779 27,892 538 -

35,000 13,847

30,000 19,447

-14% 40%

30,000 20,460

-14% 48%

Total Revenue

36,529

29,208

48,847

49,447

50,460

Expenditure Summary 2019-2020 Actual

2020-2021 Actual

2021-2022 Budget

2022-2023 Requested

% Chng

2022-2023 Adopted

% Chng

Circuit Court - Law Library

39,675

42,440

48,847

49,447

50,460

Total Expenditures

39,675

42,440

48,847

49,447

50,460

218

LAW LIBRARY FUND Budget Detail 2019-2020 Actual

Account Number: 213-2190051100.06 52100 55230 56001 56012 56017 58200

Salaries and Wages - Part-time FICA Telecommunications Office Supplies Books and Subscriptions Copier Costs Capital Outlay

Total Operating Expenditures

2020-2021 Actual

2021-2022 Budget

2022-2023 Requested

% Chng

2022-2023 Adopted

% Chng

18,594 1,422 377 301 17,928 1,052 -

21,179 1,620 670 112 18,393 464 -

20,435 1,563 516 700 23,000 1,632 1,000

20,529 1,570 516 700 23,000 1,632 1,500

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

21,470 1,642 516 700 23,000 1,632 1,500

5% 5% 0% 0% 0% 0% 50%

39,675

42,440

48,847

49,447

50,460

219

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220

ROUTE 17 SPECIAL TAXING DISTRICT FUND DESCRIPTION The Route 17 Special Taxing District is a special fund created by the City to foster economic development in a specific geographic region of northern Suffolk. An additional real estate tax levy is assessed on properties in the Route 17 Special Taxing District to provide for more complete governmental services including the construction and maintenance of roads, water and sewer infrastructure, beautification and landscaping, shoreline management and restoration, sponsorship and promotion of recreational and cultural activities, open space, public parks, and park amenities, and firefighting facilities and equipment. The adopted FY 2022-2023 real estate tax is $.24 per $100 of assessed value for the Route 17 Special Taxing District. Funding generated from the additional real estate tax levy is used for debt service associated with previously completed infrastructure improvements in the taxing district as well as a capital/debt reserve for future improvement projects.

221

ROUTE 17 SPECIAL TAXING DISTRICT FUND Revenue 2019-2020 Actual

2020-2021 Actual

2021-2022 Budget

2022-2023 Requested

% Chng

2022-2023 Adopted

% Chng

Real Property Taxes Penalties and Interest Fund Balance

1,812,539 45,354 -

2,042,083 4,520 -

1,989,160 -

2,346,701 2,180,011

18% -

2,346,701 2,180,011

18% -

Total Revenue

1,857,893

2,046,604

1,989,160

4,526,712

128%

4,526,712

128%

Expenditure Summary 2019-2020 Actual

2020-2021 Actual

2021-2022 Budget

2022-2023 Requested

% Chng

2022-2023 Adopted

% Chng

Route 17 Special Taxing District

328,170

410,624

1,989,160

4,526,712

128%

4,526,712

128%

Total Expenditures

328,170

410,624

1,989,160

4,526,712

128%

4,526,712

128%

222

ROUTE 17 SPECIAL TAXING DISTRICT FUND Budget Detail 2019-2020 Actual

Account Number: 216-8150093000-50000.310 Transfer to Capital Projects 93000-50000.401 Transfer to Debt Service Fund Reserve for Capital/Debt Total Operating Expenses

2020-2021 Actual

2021-2022 Budget

2022-2023 Requested

% Chng

2022-2023 Adopted

% Chng

328,170 -

410,624 -

398,460 1,590,700

4,139,443 387,269 -

-3% -100%

4,139,443 387,269 -

-3% -100%

328,170

410,624

1,989,160

4,526,712

128%

4,526,712

128%

223

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224

Enterprise Funds

225

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226

PUBLIC UTILITIES FUND DESCRIPTION The Department of Public Utilities is responsible for the operation, maintenance, and expansion of the City’s water and wastewater collection systems. The Department is comprised of the divisions of administration, customer service, line maintenance, maintenance, engineering and water production/quality which manage and operate the G. Robert House Water Treatment Plant and the City’s various sanitary sewer pump stations, water and sewer mains.

CITY COUNCIL TARGET AREA Civic Engagement & Responsive City Services

FY 23 OBJECTIVES Comply with all state and federal drinking water standards. Continue management, operations, and maintenance programs to minimize sanitary sewer overflows. Utilize modeling and enhanced technology to increase efficiencies in the operation of the utility system. Continue pump station and sewer system rehabilitation and replacement efforts.

Financial Stability

Provide timely plan reviews and assistance with utility services for economic development projects. Ensure the Utility Fund remains self-sustaining and in compliance with all Utility Fund financial policies.

PERFORMANCE MEASURES Water Customers Sewer Customers Water Consumption (mgd) Average Daily Water Plant production (mgd) Number of sanitary sewer overflows Number of plan reviews Percent of plan reviews completed within 30 days Debt Service Ratio

FY 21 Actual 27,037 23,865 5.34 7.0 35 227 100% 1.28

FY 22 Projected 28,000 24,200 5.50 7.3 16 350 100% 1.17

FY 23 Estimated 28,500 24,600 5.80 7.5 20 350 100% 1.16

227

UTILITY FUND Revenue 2019-2020 Actual

2020-2021 Actual

2021-2022 Budget

2022-2023 Requested

% Chng

2022-2023 Adopted

% Chng

Interest Earned Capitalized Interest Reserve Sale of Service - Engineering Water Availability Charges Bulk Water Sales Water Service Charges Water Connection Charges Meter Service Charges Hydrant Rental Sewer Service Charges Sewer Connection Charges Special Fees Sewer Availability Charges 2009 Build American Bonds Rebate Miscellaneous Capital Contributions from Development Transfer from General Fund Fund Balance

946,395 255,485 3,151,090 3,413,539 22,002,505 189,550 3,959,905 140,000 14,591,552 107,450 436,745 3,130,775 127,960 4,990,101 -

170,364 332,579 7,205,750 3,127,944 23,409,115 175,010 4,065,695 140,000 15,492,140 121,020 (26,499) 7,717,600 116,448 5,457,474 211,801 -

150,000 296,000 3,174,000 3,383,552 24,544,428 150,000 4,838,500 200,000 15,391,297 125,000 450,000 3,450,000 65,000 15,167,000

80,000 250,000 3,174,000 3,399,832 25,288,703 140,000 5,341,759 200,000 15,979,071 115,000 350,000 3,450,000 65,000 9,270,000

-47% -16% 0% 0% 3% -7% 10% 0% 4% -8% -22% 0% 0% -39%

80,000 250,000 3,450,000 3,399,832 24,977,384 140,000 5,168,045 200,000 15,891,635 115,000 350,000 3,750,000 65,000 9,270,000

-47% -16% 9% 0% 2% -7% 7% 0% 3% -8% -22% 9% 0% -39%

Total Revenue

57,443,052

67,716,440

71,384,777

67,103,365

-6%

67,106,896

-6%

Expenditure Summary 2019-2020 Actual

2020-2021 Actual

2021-2022 Budget

2022-2023 Requested

% Chng

2022-2023 Adopted

% Chng

Administration Customer Service Line Maintenance Maintenance Water Production Engineering Non-Departmental

993,821 1,773,983 2,919,479 3,384,828 11,450,433 1,278,625 40,935,359

870,248 1,687,933 2,871,891 3,744,961 12,345,261 1,219,755 40,051,324

1,092,051 1,983,734 3,520,340 4,278,271 12,816,964 1,508,823 46,184,596

1,140,093 1,987,842 3,600,275 4,557,907 13,454,352 1,490,093 40,872,803

4% 0% 2% 7% 5% -1% -12%

1,118,474 2,161,265 3,965,767 4,830,356 13,686,318 1,600,058 39,744,659

2% 9% 13% 13% 7% 6% -14%

Total Expenditures

62,736,528

62,791,374

71,384,777

67,103,365

-6%

67,106,896

-6%

228

DEPARTMENT: PUBLIC UTILITIES - ADMINISTRATION Budget Detail 2019-2020 Actual

Account Number: 501-8951051100.02 51100.04 52100 52210 52400 53100 53300 53320 53500 53600 54100 54200 54500 55210 55230 55310 55420 55500 55810 56001 56011 56012 56017 58200

Salaries and Wages Salaries and Wages - Overtime FICA VRS Retirement Group Life Professional Services Repairs and Maintenance Maintenance Service Contract Printing and Binding Advertising Information Technology Fleet Risk Management Postal Services Telecommunications Employer HDHP Expense 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

2020-2021 Actual

595,701 95 43,253 730 7,175 159,911 188 62,599 5,365 78,097 222 6,833 1,750 11,668 5,344 4,737 763 2,827 300 6,266 -

993,821

2021-2022 Budget

2022-2023 Requested

% Chng

483,361 1,705 35,535 15,074 5,422 171,054 6 225 20 66,178 8,962 55,132 13 6,299 11,668 1,233 4,472 472 2,389 1,027 -

562,740 3,000 43,279 70,174 7,541 210,000 200 225 250 250 68,229 7,905 63,461 500 11,958 11,668 4,000 10,785 2,500 3,000 500 9,886 -

595,090 3,000 45,754 74,208 7,974 210,000 200 240 250 250 66,178 10,452 68,898 500 9,000 11,668 4,000 16,545 2,500 3,000 500 9,886 -

870,248

1,092,051

1,140,093

2022-2023 Adopted

% Chng

6% 0% 6% 6% 6% 0% 0% 7% 0% 0% -3% 32% 9% 0% -25% 0% 0% 53% 0% 0% 0% 0% -

567,045 3,000 43,608 78,706 7,598 210,000 200 240 250 250 69,875 10,452 68,898 500 9,752 11,668 4,000 16,545 2,500 3,000 500 9,886 -

1,118,474

1% 0% 1% 12% 1% 0% 0% 7% 0% 0% 2% 32% 9% 0% -18% 0% 0% 53% 0% 0% 0% 0% 2%

53100 - Professional Services: Consulting services. Personnel Summary

Range

Class

223 221 217 212 207 205 203

Director of Public Utilities Assistant Director of Public Utilities Utility Operations Manager Data Quality Control Analyst Safety Officer Stock Room Supervisor Administrative Assistant Senior Stock Room Clerk

Number of Full-Time Positions

2019-2020 Actual

2020-2021 Actual

2021-2022 Budget

1 1 1 1 1 1 1 1

2022-2023 Requested

1 1 1 1 -

2022-2023 Adopted 1 1 1 1

1 1 1 1 -

1 1 1

229

DEPARTMENT: PUBLIC UTILITIES - CUSTOMER SERVICE Budget Detail 2019-2020 Actual

Account Number: 501-8952051100.02 51100.04 51100.06 52100 52210 52400 53100 53110 53200 53300 53320 53500 54100 54200 54500 55100 55210 55230 55310 55420 55500 55810 56001 56011 56012 56014 56017 58200

Salaries and Wages Salaries and Wages - Overtime Salaries and Wages - Part-time FICA VRS Retirement Group Life Professional Services Medical Services Temporary Help Service Fees Repairs and Maintenance Maintenance Service Contracts Printing and Binding Information Technology Fleet Risk Management Utilities Postal Service Telecommunications Employer HDHP Expense Lease of Buildings Travel and Training Dues and Association Memberships Office Supplies Uniform & Wearing Apparel Books and Subscriptions Other Operating Supplies Copier Costs Capital Outlay

Total Operating Expenses

2020-2021 Actual

2021-2022 Budget

2022-2023 Requested

% Chng

877,633 13,192 19,619 65,889 751 9,979 262,086 2,144 1,294 114,102 74,619 228,940 5,800 105 8,297 1,000 21,270 118 45 3,586 10,252 9,721 6,124 37,417

856,141 9,986 24,640 64,624 9,262 8,814 269,361 28,560 363 2,475 4,923 120,759 61,162 161,776 5,800 316 12,618 21,270 10 3,190 9,380 45 8,940 3,517 -

946,059 25,500 17,452 75,659 117,974 12,677 283,000 1,000 9,000 2,500 5,000 134,881 97,911 179,642 6,000 500 9,013 21,270 1,750 500 4,000 9,000 100 14,000 9,346 -

896,613 25,500 17,026 71,844 111,808 12,015 303,000 1,000 9,000 2,633 5,000 120,759 94,970 222,968 6,000 500 27,240 21,270 1,750 500 4,000 9,000 100 14,000 9,346 -

1,773,983

1,687,933

1,983,734

1,987,842

2022-2023 Adopted

% Chng

-5% 0% -2% -5% -5% -5% 7% 0% 0% 5% 0% -10% -3% 24% 0% 0% 202% 0% 0% 0% 0% 0% 0% 0% 0% -

995,988 25,500 17,888 79,512 138,243 13,346 303,000 1,000 9,000 2,633 5,000 156,329 94,970 222,968 6,000 500 29,421 21,270 1,750 500 4,000 9,000 100 14,000 9,346 -

2,161,265

5% 0% 2% 5% 17% 5% 7% 0% 0% 5% 0% 16% -3% 24% 0% 0% 226% 0% 0% 0% 0% 0% 0% 0% 0% 9%

53100 - Professional Service: Contracted meter reading service. 56014 - Other Operating Supplies: Hand tools and protective equipment for meter service staff. Personnel Summary

Range

Class 217 214 212 209 208 206 206 202

2019-2020 Actual

Utility Operations Accounts Manager Assistant Utility Operations Accounts Manager Field Operations Account Manager Public Utility Billing Specialist Accounting Associate Water Distribution Operator Public Utility Account Representative Water Meter Service Worker

Number of Full-Time Positions

2020-2021 Actual

2021-2022 Budget

2022-2023 Requested

2022-2023 Adopted

1 1 1

10 2 8

1 1 1 3 1 2 6 8

230

DEPARTMENT: PUBLIC UTILITIES - LINE MAINTENANCE Budget Detail 2019-2020 Actual

Account Number: 501-8953051100.02 51100.04 52100 52210 52400 53000.02 53000.16 53100 53110 53300 53320 54100 54200 54500 55100 55230 55310 55410 55420 55500 56001 56011 56014 56017 56024 58200

Salaries and Wages $ Salaries and Wages - Overtime FICA VRS Retirement Group Life Purchased Services - Road Maintenance Purchased Services - Refuse Collection Professional Services Medical Services Repairs and Maintenance Maintenance Service Contract Information Technology Fleet Risk Management Utilities Telecommunications Employer HDHP Expense Lease/Rent of Equipment Lease/Rent of Property Travel and Training Office Supplies Uniforms & Wearing Apparel Other Operating Supplies Copier Costs Paving & Construction Supplies Capital Outlay

Total Operating Expenses

2020-2021 Actual

931,423 141,552 78,093 1,427 15,299 9,000 7,029 19,661 55 535,726 23,555 139,172 414,331 299,829 15,000 17,672 9,750 9,400 7,718 1,514 2,362 39,444 167,179 2,600 16,413 14,275

2,919,479

2021-2022 Budget

984,261 153,985 83,616 (737) 15,456 7,100 10,673 21,351 588,143 26,035 147,278 350,111 214,695 15,000 17,670 2,474 9,041 838 1,469 37,553 162,394 2,967 20,521 2,871,891

2022-2023 Requested

% Chng

2022-2023 Adopted

% Chng

1,143,022 153,000 99,146 142,535 15,316 10,000 15,800 24,000 3,000 680,000 21,725 169,904 513,592 228,333 15,000 19,039 20,000 6,000 1,800 40,000 170,000 4,128 25,000 -

1,058,582 153,000 92,686 132,005 14,185 10,000 15,800 24,000 3,000 808,000 22,564 147,278 521,872 292,955 15,000 16,920 25,500 6,000 1,800 40,000 170,000 4,128 25,000 -

-7% 0% -7% -7% -7% 0% 0% 0% 0% 19% 4% -13% 2% 28% 0% -11% 28% 0% 0% 0% 0% 0% 0% -

1,306,857 153,000 111,679 181,392 17,512 10,000 14,500 24,000 3,000 808,000 22,564 189,860 521,872 292,955 15,000 21,148 25,500 6,000 1,800 40,000 170,000 4,128 25,000 -

14% 0% 13% 27% 14% 0% -8% 0% 0% 19% 4% 12% 2% 28% 0% 11% 28% 0% 0% 0% 0% 0% 0% -

3,520,340

3,600,275

3,965,767

13%

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 216 215 210 208 207 206 205 202

Line Maintenance Manager Assistant Line Maintenance Manager Utility Crew Leader Senior Heavy Equipment Operator Heavy Equipment Operator Utility Field Technician Utilities Locator Utility Systems Worker

Number of Full-Time Positions

2019-2020 Actual

2020-2021 Actual 1 1 4

2021-2022 Budget

5 7 3 8

5 7 4 8

1 1 4

2022-2023 Adopted 1 1 4 2 3 7 4 8

1 1 4

2022-2023 Requested

1 1 4 -

231

DEPARTMENT: PUBLIC UTILITIES - MAINTENANCE Budget Detail 2019-2020 Actual

Account Number: 501-8954051100.02 51100.04 52100 52210 52400 53000.16 53100 53110 53300 53320 54100 54200 54500 55100 55230 55310 55410 55500 55810 56001 56011 56014 56017 58200

Salaries and Wages Salaries and Wages - Overtime FICA VRS Retirement Group Life Purchased Services - Refuse Collection Professional Services Medical Services Repairs and Maintenance Maintenance Service Contract Information Technology Fleet Risk Management Utilities Telecommunications Employer HDHP Expense Lease/Rent of Equipment Travel and Training Dues and Association Memberships Office Supplies Uniforms & Wearing Apparel Other Operating Supplies Copier Costs Capital Outlay

Total Operating Expenses

2020-2021 Actual

2021-2022 Budget

2022-2023 Requested

% Chng

2022-2023 Adopted

% Chng

901,375 92,185 72,361 4,977 11,337 2,211 1,072 425 253,879 4,226 116,715 656,658 260,279 265,709 21,404 5,625 457,351 1,780 6,336 1,725 27,406 201,624 9,101 9,068

1,032,797 107,518 83,507 (10,198) 12,195 3,004 120 600 363,930 5,065 123,518 696,713 194,322 285,046 21,094 549,039 6,909 6,064 2,595 28,710 221,251 10,924 239

1,115,965 100,000 93,021 139,161 14,954 1,800 5,000 2,000 400,000 4,275 130,359 693,183 205,132 360,000 19,376 680,000 9,000 6,417 2,500 31,000 250,000 11,128 4,000

1,059,988 100,000 88,739 132,181 14,204 2,000 5,000 2,000 450,000 5,267 123,518 762,374 254,742 400,000 21,000 791,064 9,000 7,830 2,500 31,000 280,000 11,500 4,000

-5% 0% -5% -5% -5% 11% 0% 0% 13% 23% -5% 10% 24% 11% 8% 16% 0% 22% 0% 0% 12% 3% 0%

1,252,951 100,000 103,501 173,910 16,790 3,100 5,000 2,000 450,000 5,267 144,671 762,374 254,742 400,000 19,529 791,064 9,000 7,830 2,500 31,000 280,000 11,128 4,000

12% 0% 11% 25% 12% 72% 0% 0% 13% 23% 11% 10% 24% 11% 1% 16% 0% 22% 0% 0% 12% 0% 0%

3,384,828

3,744,961

4,278,271

4,557,907

4,830,356

13%

53100 - Professional Services: 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 216 215 214 213 209 208 207 206 202

2019-2020 Actual

Maintenance Manager 1 Assistant Maintenance Manager 1 Pump Station Instrumentation & Control System Supervisor 1 Instrumentation and Control Technician 2 Utility Crew Leader 2 Senior Heavy Equipment Operator 1 Pump Station Mechanic 9 Utility Field Technician 1 Utility Systems Worker 8

Number of Full-Time Positions

2020-2021 Actual

2021-2022 Budget

2022-2023 Requested

2022-2023 Adopted

1 1 1 2 3 1 9 2 6

232

DEPARTMENT: PUBLIC UTILITIES - WATER PRODUCTION Budget Detail 2019-2020 Actual

Account Number: 501-8955051100.02 51100.04 51100.06 52100 52210 52400 53000.16 53100 53110 53300 53320 53500 53600 54100 54200 54500 55100 55210 55230 55310 55410 55500 55810 55853 56001 56011 56014 56017 58200

Salaries and Wages Salaries and Wages - Overtime Salaries and Wages - Part-time FICA VRS Retirement Group Life Purchases Services - Refuse Collection Professional Services Medical Services Repairs and Maintenance Maintenance Service Contract Printing and Binding Advertising Information Technology Fleet Risk Management Utilities Postal Service Telecommunications Employer HDHP Expense Lease/Rent of Equipment Travel and Training Dues and Association Memberships Bulk Water Purchase Office Supplies Uniforms & Wearing Apparel Other Operating Supplies Copier Costs Capital Outlay

Total Operating Expenses

2020-2021 Actual

2021-2022 Budget

2022-2023 Requested

% Chng

2022-2023 Adopted

% Chng

1,309,183 176,963 106,610 3,325 16,995 1,998 144,552 102,909 102,993 63 142,086 69,042 301,873 829,655 414 27,672 1,000 451,986 3,995 97,736 7,066,468 1,163 10,993 470,457 6,629 3,673

1,327,049 150,387 106,859 1,924 16,978 1,474 40,569 100,137 79,483 110 149,902 65,780 218,582 856,121 477 29,008 463,204 1,259 101,790 8,088,671 2,818 10,857 528,144 3,665 13

1,438,711 150,000 121,536 179,407 19,279 3,750 119,100 1,500 115,150 157,955 1,000 1,000 172,479 72,647 289,439 900,000 2,500 18,851 488,000 19,300 105,200 7,835,767 3,000 18,600 567,400 10,393 5,000

1,397,591 150,000 118,391 174,280 18,728 3,750 119,100 1,500 115,000 142,333 1,000 1,000 149,902 70,092 363,029 940,000 2,500 24,240 488,000 19,300 110,173 8,419,250 3,000 18,600 588,200 10,393 5,000

-3% 0% -3% -3% -3% 0% 0% 0% 0% -10% 0% 0% -13% -4% 25% 4% 0% 29% 0% 0% 5% 7% 0% 0% 4% 0% 0%

1,534,379 150,000 128,855 212,972 20,561 3,750 119,100 1,500 115,000 142,333 1,000 1,000 198,129 70,092 363,029 940,000 2,500 20,203 488,000 19,300 110,173 8,419,250 3,000 18,600 588,200 10,393 5,000

7% 0% 6% 19% 7% 0% 0% 0% 0% -10% 0% 0% 15% -4% 25% 4% 0% 7% 0% 0% 5% 7% 0% 0% 4% 0% 0%

11,450,433

12,345,261

12,816,964

13,454,352

13,686,318

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 220 219 218 214 213 211 209 209 206 206 202 202

Water Production Manager Laboratory Manager Assistant Water Production Manager Water Maintenance Supervisor Instrumentation and Control Technician Senior Water Treatment Plant Operator Water Maintenance Mechanic Quality Control Technician Water Treatment Plant Operator I Water Distribution Operator Utility Systems Worker Custodial Worker

Number of Full-Time Positions

2019-2020 Actual

2020-2021 Actual

2021-2022 Budget

2022-2023 Requested

2022-2023 Adopted

1 1 1 1 1 9 3 4 1 2 3 1

1 1 1 1 1 8 3 4 2 2 3 1

1 1 1 1 1 8 3 4 3 2 2 1

233

DEPARTMENT: PUBLIC UTILITIES - ENGINEERING Budget Detail 2019-2020 Actual

Account Number: 501-8956051100.02 51100.04 52100 52210 52400 53100 53110 53300 53320 53500 54100 54200 54500 55100 55210 55230 55310 55420 55500 55810 56001 56011 56012 56014 56017 58200

Salaries and Wages Salaries and Wages - Overtime FICA VRS Retirement Group Life Professional Services Medical Services Repairs and Maintenance Maintenance Service Contract Printing and Binding Information Technology Fleet Risk Management Utilities Postal Service Telecommunications Employer HDHP Expense Lease/Rent of Building Travel and Training Dues and Association Memberships Office Supplies Uniforms & Wearing Apparel Books and Subscriptions Other Operating Supplies Copier Costs Capital Outlay

Total Operating Expenses

2020-2021 Actual

2021-2022 Budget

2022-2023 Requested

% Chng

2022-2023 Adopted

% Chng

843,966 22,903 63,900 2,934 11,794 501 1,829 33 74,414 50,034 140,789 3,600 46 8,542 500 29,112 3,222 775 1,392 5,364 178 313 12,482 -

834,286 11,015 62,147 2,992 11,618 2,025 78,756 48,762 99,579 3,600 15 10,125 29,112 7,574 265 925 5,186 1,335 10,440 -

944,012 20,000 73,747 117,718 12,650 1,000 3,000 2,025 500 85,515 60,334 113,855 3,600 750 11,771 29,112 9,000 1,600 3,000 6,000 500 2,500 6,634 -

908,352 20,000 71,019 113,271 12,172 1,000 3,000 2,873 500 78,756 65,202 137,412 3,600 750 15,000 30,552 6,500 1,500 3,000 6,000 500 2,500 6,634 -

-4% 0% -4% -4% -4% 0% 0% 42% 0% -8% 8% 21% 0% 0% 27% 5% -28% -6% 0% 0% 0% 0% 0% -

965,230 20,000 75,370 133,974 12,934 1,000 3,000 2,873 500 99,482 65,202 137,412 3,600 750 21,545 30,552 6,500 1,500 3,000 6,000 500 2,500 6,634 -

1,278,625

1,219,755

1,508,823

1,490,093

-1%

1,600,058

2% 0% 2% 14% 2% 0% 0% 42% 0% 16% 8% 21% 0% 0% 83% 5% -28% -6% 0% 0% 0% 0% 0% 6%

Personnel Summary

Range 221 215/217/219 217 213 208/209/211

Class Utility Engineering Manager Civil Engineer I-III Construction and Field Services Manager Senior Engineering Technician Construction Inspector I-III

Number of Full-Time Positions

2019-2020 Actual

2020-2021 Actual

2021-2022 Budget

2022-2023 Requested

2022-2023 Adopted

1 4 1 2 6

234

DEPARTMENT: PUBLIC UTILITIES - NONDEPARTMENTAL Budget Detail 2019-2020 Actual

Account Number: 501-9140051100.27 52100 52001 52600 54500 55305 55306 55307 55424 55890 58211 58225 59902 59906 95100-59110 95100-59120 95100-59130 93000-50000.165 93000-50000.501

Leave Compensation $ Leave Compensation - FICA Western Tidewater Water Authority Unemployment Expense Risk Management Expense Employer Pension Expense OPEB Expense OPEB Expense - VRS Plans Contribution to Reserve Bad Debt Expense Depreciation Loss (Gain) on Disposition of Assets Contingency Environmental Incentive Reimbursement Bond Principal Bond Interest Bond Coupon & Handling Transfer to GF - Indirect Cost Transfer to PU - Capital Projects

Total Operating Expenses

2020-2021 Actual

2021-2022 Budget

2022-2023 Requested

% Chng

2022-2023 Adopted

% Chng

201,384 15,384 29,274 263,928 1,059,926 225,521 2,031 470,805 16,807,187 120,500 14,108,567 (188,288) 544,139 7,275,000

32,581 2,492 20,340 333,532 1,074,944 215,593 (17,860) 668,956 17,080,178 29,725 67,500 11,851,756 1,714,776 786,812 6,190,000

40,000 3,000 50,000 5,000 329,349 3,709,290 400,000 100,000 100,000 13,620,512 11,751,760 100,000 808,685 15,167,000

40,000 3,000 50,000 5,000 336,797 4,370,500 400,000 100,000 100,000 14,145,513 11,214,973 100,000 737,020 9,270,000

0% 0% 0% 0% 2% 18% 0% 0% 0% 4% -5% 0% -9% -39%

40,000 3,000 50,000 5,000 336,797 3,331,134 400,000 100,000 100,000 14,340,513 10,931,195 100,000 737,020 9,270,000

0% 0% 0% 0% 2% -10% 0% 0% 0% 5% -7% 0% -9% -39%

40,935,359

40,051,324

46,184,596

40,872,803

-12%

39,744,659

-14%

235

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236

REFUSE FUND DESCRIPTION The Refuse Fund is a self-sustaining enterprise fund created to account for and manage the City’s refuse collection services. The fund generates revenue through a monthly fee for weekly residential refuse collection, curbside recycling, the sale of trash cans, and bulk collection services. Solid waste is disposed at the regional landfill, the Southeastern Public Service Authority (SPSA). Recycling materials are collected by the Tidewater Fibre Corporation (TFC). The Department of Public Works oversees the City’s refuse collection services.

CITY COUNCIL TARGET AREA Civic Engagement & Responsive City Services

FY 23 OBJECTIVES Protect the health and safety of the public by providing exceptional and cost effective collection and disposal of solid waste. Promote and expand the curbside recycling program.

PERFORMANCE MEASURES Tons of refuse collected Tons of recycling collected Recycling participation rate

FY 21 Actual 46,905 6,085 65%

FY 22 Projected 50,000 6,300 67%

FY 23 Estimated 53,000 6,600 69%

237

REFUSE FUND Revenue 2019-2020 Actual

2020-2021 Actual

2021-2022 Budget

2022-2023 Requested

% Chng

2022-2023 Adopted

% Chng

Refuse Services Fee Automated Refuse Containers Special Events Weekly Refuse Collection Sale of Service - Mosquito Sale of Service - DBOD Refuse Collection Sale of Service - RM Refuse Collection Sale of Service - GF Refuse Collection Sale of Service - PU Refuse Collection Sale of Service - Aviation Refuse Collection Sale of Service - Fleet Refuse Collection Sale of Service - Transit Refuse Collection Bulk Refuse Fees Miscellaneous Revenue Dumpster Service Landfill Host Fee Penalties & Interest Transfer from General Funds Fund Balance

7,833,132 58,848 1,316 158 2,600 57,998 39,185 70,671 11,238 3,672 1,417 22,783 1,951 239,575 755,006 170,651 -

8,542,334 70,468 847 283 3,866 58,000 33,061 50,895 15,150 3,719 1,445 909 25,045 5,729 252,681 603,283 94,328 75,355 -

9,228,851 46,000 3,000 58,000 45,000 80,077 21,350 3,500 1,854 44,500 250,206 520,000 378,737

9,484,406 60,000 3,200 61,024 40,000 80,000 20,000 3,600 1,800 3,636 25,000 250,000 672,000 150,189

3% 30% 7% 5% -11% 0% -6% 3% -3% -44% 0% 29% -60%

9,484,406 60,000 4,000 65,000 40,000 80,147 21,350 3,800 1,854 3,636 25,000 250,000 672,000 457,198

3% 30% 33% 12% -11% 0% 0% 9% 0% -44% 0% 29% 21%

Total Revenue

9,270,200

9,837,397

10,681,077

10,854,855

11,168,391

Expenditure Summary 2019-2020 Actual

2020-2021 Actual

2021-2022 Budget

2022-2023 Requested

% Chng

2022-2023 Adopted

% Chng

Refuse Services

9,487,738

9,834,150

10,681,077

10,854,855

11,168,391

Total Expenditures

9,487,738

9,834,150

10,681,077

10,854,855

11,168,391

238

REFUSE FUND Budget Detail 2019-2020 Actual

Account Number: 520-42320 51100.02 51100.04 51100.06 52100 52210 52400 53000 53000.06 53000.13 53000.42 53100 53100.22 53300 53500 54100 54200 54500 55100 55210 55230 55310 55410 55500 55810 56001 56011 56014 56017 58200 58211 91400-55305 91400-55306 91400-55307 91400-59902 93000-50000.165 95100-59110 95100-59120

Salaries and Wages $ Salaries and Wages - Overtime Salaries and Wages - Part-time FICA VRS Retirement Group Life Purchased Services - Landfill/Recycling Purchased Services - Stormwater Purchased Services - SW Outreach Purchased Services - Road Maintenance Professional Services Medical Services Repair and Maintenance Printing and Binding Information Technology Fleet Risk Management Utilities Postal Services Telecommunications Employer HDHP Expense Lease/Rent of Equipment Travel and Training Dues and Association Memberships Office Supplies Uniforms & Wearing Apparel Other Operating Supplies Copier Capital Outlay Depreciation Employer Pension Expense OPEB Expense OPEB Expense - VRS Plans Contingency Transfer to GF - Indirect Cost Principle Interest

Total Operating Expenses

2020-2021 Actual

2021-2022 Budget

2022-2023 Requested

% Chng

2022-2023 Adopted

% Chng

1,401,435 90,675 106,696 4,923 18,538 4,323,433 35,000 76,024 10,382 980 215,176 1,882,477 459,754 16,815 1,071 2,842 6,750 208 6,798 2,438 38,498 68,382 3,144 126,682 217,311 70,637 (8,597) 293,539 15,726

1,430,080 114,043 111,397 504 18,940 4,908,802 34,849 31,677 14,592 687 227,635 1,710,587 324,884 18,806 1,278 3,874 26,100 320 6,943 1,691 37,429 121,663 2,534 341,666 67,373 (569) 267,451 8,914

1,558,219 56,000 123,488 194,310 20,880 5,030,048 70,000 9,704 78,113 12,000 3,500 30,000 1,050 276,241 2,101,463 398,935 25,000 1,350 4,856 1,543 8,000 8,500 45,000 150,000 4,480 302,897 150,000 15,500

1,558,219 56,000 123,488 194,310 20,880 5,107,949 45,000 5,000 75,000 12,000 3,500 30,000 1,000 276,241 2,130,000 398,935 25,000 1,500 4,856 1,600 8,000 8,500 45,000 150,000 4,480 50,000 50,000 302,897 150,000 15,500

0% 0% 0% 0% 0% 2% -36% -48% -4% 0% 0% 0% -5% 0% 1% 0% 0% 11% 0% 4% 0% 0% 0% 0% 0% 0% 0% 0%

1,743,230 56,000 137,641 241,960 23,359 5,107,949 45,000 5,000 75,000 12,000 3,500 30,000 1,000 305,776 2,130,000 487,339 25,000 1,500 7,160 1,600 8,000 8,500 45,000 150,000 4,480 50,000 50,000 244,397 160,000 8,000

12% 0% 11% 25% 12% 2% -36% -48% -4% 0% 0% 0% -5% 11% 1% 22% 0% 11% 47% 4% 0% 0% 0% 0% 0% -19% 7% -48%

9,487,738

9,834,150

10,681,077

10,854,855

11,168,391

53000 - Purchased Services - Recycling: Convenience center recycling; Hazardous waste program; TFC recycling 53300 - Repair & Maintenance: Front end dumpster loader repairs; sanitization and repairs of containers 55810 - Dues & Memberships: HRPDC dues for Hampton Roads Clean Community & Debris management. Personnel Summary

Range

Class 214 210 209 208 207 204 202 202

Refuse Supervisor Customer Service Manager Refuse Field Supervisor Senior Refuse Equipment Operator Refuse Equipment Operator Refuse Inspector Refuse Worker Refuse Dispatcher

Number of Full-Time Positions

2019-2020 Actual

2020-2021 Actual

2021-2022 Budget

2022-2023 Requested

2022-2023 Adopted

1 1 1

2 1

26 2 7 2

19 7 2 7 2

239

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240

STORMWATER FUND DESCRIPTION The Stormwater Fund is a self-sustaining enterprise fund comprised of the divisions of stormwater engineering and mosquito control which oversee initiatives related to infrastructure construction, maintenance, and regulatory compliance. Initiatives include stormwater, transportation, and environmental improvement projects; plan review, inspections, permitting and regulatory compliance of development projects; stormwater asset management; permit issuance impacting City right-of-ways; land acquisition services; administration of the City’s Virginia Pollutant Discharge Elimination System (VPDES) permit to ensure compliance with regulatory requirements; and mosquito control. CITY COUNCIL TARGET AREA Civic Engagement & Responsive City Services

FY 23 OBJECTIVES Comply with the City’s municipal separate storm sewer system (MS4) permit by conducting dry weather screenings, illicit discharge investigations, stormwater facility inspections, and City facility inspections. Provide quality plan review and inspections of development activity to maintain regulatory compliance and accept well-built infrastructure. Provide for comprehensive review and timely issuance of permits. Acquire property necessary for improved transportation, infrastructure, and amenities for the benefit of Suffolk citizens.

PERFORMANCE MEASURES Stormwater Engineering: Development plans reviewed Mosquito Control: Acres treated with adulticide Acres treated with larvacide Citizen calls for mosquito services

FY 21 Actual

FY 22 Projected

FY 23 Estimated

166

175

50,716 11.8 112

50,000 9.00 100

241

STORMWATER UTILITY FUND Revenue 2019-2020 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 Sale of Services - Outreach Stormwater Utility Fee Miscellaneous Revenue Transfer from General Fund Transfer from Mosquito Fund Balance Total Revenue

$ A B C D E F G

2020-2021 Actual

52,151 102,915 695,662 249,200 413,846 641,027 35,000 4,636,808 85,634 -

6,912,245

2021-2022 Budget

44,638 27,235 685,658 220,476 475,052 1,455,596 34,849 5,021,595 207,945 64,321 8,383 -

8,245,748

2022-2023 Requested

750,000 249,200 475,000 425,000 70,000 25,877 5,813,401 129,000

7,937,478

% Chng

750,000 266,208 490,000 730,000 45,000 21,469 5,899,500 3,187,233

0% 7% 3% 72% -36% 1% -

11,389,410

43%

2022-2023 Requested

% Chng

2022-2023 Adopted

% Chng

750,000 266,208 495,000 730,000 45,000 16,469 5,899,500 129,000

0% 7% 4% 72% -36% 1% -

8,331,177

Expenditure Summary 2019-2020 Actual

2020-2021 Actual

2021-2022 Budget

2022-2023 Adopted

% Chng

Engineering Mosquito Control

5,097,050 714,365

5,144,989 682,414

6,908,283 1,029,195

10,493,656 895,754

52% -13%

7,221,224 1,109,953

5% 8%

Total Expenditures

5,811,415

5,827,402

7,937,478

11,389,410

43%

8,331,177

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 - Revenue for communication to the public on refuse, transit and improvement projects. F - Represents estimated 69,000 ERU's @ $7.50 /month fee.

242

DIVISION: STORMWATER UTILITY - ENGINEERING (Department of Public Works) Budget Detail 2019-2020 Actual

Account Number: 514-82220 51100.02 51100.04 51100.06 52100 52210 52400 53000.04 53100 53100.18 53500 53600 54100 54200 54500 55210 55230 55310 55420 55500 55810 56001 56012 56014 56017 58200 58211 91400-55305 91400-55306 91400-55307 91400-59902 93000-50000.165 93000-50000.514 95100-59120

Salaries and Wages $ Salaries and Wages - Overtime Salaries and Wages - Part-time FICA VRS Retirement Group Life Purchased Services - Road Maint. Fund Professional Services HRPDC Stormwater Management Fees Printing and Binding Advertising Information Technology Fleet Risk Management Postal Services Telecommunications Employer HDHP Expense Lease/Rent of Building Travel and Training Dues and Association Memberships Office Supplies Books and Subscriptions Other Operating Supplies Copier Costs Capital Outlay Depreciation Employer Pension Expense OPEB Expense OPEB Expense - VRS Plans Contingency Transfer to GF - Indirect Cost Transfer to Capital Project Interest

Total Operating Expenditures

2020-2021 Actual

2021-2022 Budget

2022-2023 Requested

% Chng

2,110,970 11,364 5,451 155,703 5,448 27,418 300,000 63,721 40,606 1,482 269,243 37,771 414,241 918 27,967 15,646 74,628 18,819 8,909 8,593 1,400 7,807 23,220 225 137,186 398,550 85,282 (9,998) 421,959 400,000 32,518

2,259,037 9,039 2,963 167,662 941 28,273 300,000 85,229 40,939 341,389 45,014 285,713 575 29,644 74,628 9,699 8,537 6,546 372 8,018 18,391 3,840 134,049 422,376 80,847 (13,769) 283,251 500,000 11,785

2,439,846 10,000 42,827 190,689 304,249 32,694 300,000 325,000 30,000 1,000 116,296 57,616 322,973 1,250 30,513 74,628 27,000 11,700 12,000 1,400 20,000 27,786 55,000 1,230,281 279,372 950,300 13,863

2,603,225 10,000 38,026 202,821 324,622 34,883 300,000 400,000 40,000 1,000 224,896 69,106 322,973 1,250 30,513 74,628 27,000 11,700 12,000 1,400 20,000 25,000 136,000 279,372 5,289,378 13,863

5,097,050

5,144,989

6,908,283

10,493,656

2022-2023 Adopted

7% $ 0% -11% 6% 7% 7% 0% 23% 33% 0% 93% 20% 0% 0% 0% 0% 0% 0% 0% 0% 0% -10% 147% -100% 0% 457% 0% 52%

% Chng

2,632,535 10,000 43,898 205,512 365,396 35,276 300,000 400,000 40,000 1,000 124,794 69,106 413,182 1,250 44,757 74,628 27,000 11,700 12,000 1,400 20,000 27,786 68,000 1,284,337 335,756 500,000 171,912

8% 0% 3% 8% 20% 8% 0% 23% 33% 0% 7% 20% 28% 0% 47% 0% 0% 0% 0% 0% 0% 0% 24% 4% 20% -47% 1140%

7,221,224

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 223 220 220 219 215/217/219 218 218 216 214 214 213 208/209/211 210 210 209 209 208 208 207 207 207 205 205 202

Class

2019-2020 Actual

Assistant Director of Public Works Development and Environmental Programs Manager Capital Improvement Project Manager Environmental Programs Manager Civil Engineer I-III Service Support Manager Real Estate Manager for Acquisition Construction Manager Land Acquisition Agent Environmental Specialist Senior Engineering Technician Construction Inspector I-III Community Outreach Coordinator Asset Manager Land Acquisition Technician Engineering Technician CIP Utility Coordinator Accounting Associate Permit Technician Litter Control Coordinator Asset Management Data Technician Land Acquisition Aide Engineering Aide Customer Service Representative

Number of Full-Time Positions

2020-2021 Actual 1 1 1 1 7

1 1 1 1 7 1 1 1 3 1

1 1 3 1 1 8 -

2021-2022 Budget

1 1 1 -

1 1 6 2 1 1 1 1 -

2 1 1 1 1 -

% Chng 1 1 1

7 1 1 1 3 1

8 1 1 1 6

2022-2023 Adopted

1 1 1

11 1 1 1 6 1 2 1 1 1 1 1

1 1 5 2 1 1 1 1 1 1

% Chng

7 1 1 1 3 1

2022-2023 Requested

7 1 1 1 3 1 9 1 1 2 6 1 2 1 1 1 1 43

243

DIVISION: STORMWATER UTILITY - MOSQUITO CONTROL (Department of Public Works) Budget Detail 2019-2020 Actual

Account Number: 514-5131051100.02 51100.04 51100.06 52100 52210 52400 53000.02 53000.16 53100 53300 53500 54100 54200 54500 55210 55230 55310 55420 55500 55810 56001 56011 56012 56014 56017 58200

2020-2021 Actual

Salaries and Wages $ 327,975 Salaries and Wages - Overtime 702 Salaries and Wages - Part-time 28,791 FICA 26,919 VRS Retirement (1,706) Group Life 4,428 Purchased Services - Road Maint. Fund (Ditch Services) 60,024 Purchased Services - Refuse Collection 2,600 Professional Services 16,482 Repair and Maintenance 300 Printing and Binding Information Technology 44,688 Fleet 30,458 Risk Management 73,412 Postage 110 Telecommunications 1,648 Employer HDHP Expense 6,500 Lease/Rent of Building 15,000 Travel & Training 1,720 Dues and Memberships 290 Office Supplies 401 Uniforms & Wearing Apparel 1,243 Books and Subscriptions Other Operating Supplies 70,625 Copier Costs 1,751 Capital Outlay -

Total Operating Expenses

714,365

2021-2022 Budget

2022-2023 Requested

% Chng

2022-2023 Adopted

% Chng

337,912 403 42,137 28,573 3,006 4,271 60,015 3,866 11,482 7,010 47,003 33,108 54,008 482 4,677 15,000 876 566 104 1,637 195 25,241 841 -

347,268 1,500 45,986 30,199 43,304 4,653 60,000 3,000 15,000 5,000 1,000 224,896 34,996 54,134 1,450 1,982 15,000 3,500 700 1,000 2,800 250 129,000 2,576 -

347,269 1,500 52,694 30,712 43,304 4,653 60,000 4,000 15,000 7,000 500 116,296 38,141 54,134 800 5,000 15,000 3,500 700 1,000 2,800 250 90,000 1,500 -

0% 0% 15% 2% 0% 0% 0% 33% 0% 40% -50% -48% 9% 0% -45% 152% 0% 0% 0% 0% 0% 0% -30% -42% -

361,242 1,500 47,136 31,356 50,140 4,841 60,000 4,000 15,000 7,000 500 261,062 38,141 67,373 800 5,037 15,000 3,500 700 1,000 2,800 250 129,000 2,576 -

682,414

1,029,195

895,754

-13%

1,109,953

4% 0% 2% 4% 16% 4% 0% 33% 0% 40% -50% 16% 9% 24% -45% 154% 0% 0% 0% 0% 0% 0% 0% 0% 8%

Personnel Summary

Range

Class 216 214 204 202

Mosquito Control Superintendent Mosquito Control Biologist Mosquito Control Crew Leader Mosquito Control Technician

Number of Full-Time Positions

2019-2020 Actual

2020-2021 Actual

2021-2022 Budget

2022-2023 Requested

2022-2023 Adopted

1 2 1 3

244

Internal Service Funds

245

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246

INFORMATION TECHNOLOGY FUND DESCRIPTION The Information Technology Fund operates as an internal service fund providing computer and other related technology and telecommunications services to City departments and other governmental agencies. Services provided include office automation, computer operation, hardware and software implementation, project management, equipment maintenance, networking and Internet, and interactive browser based application development to improve the productivity and effectiveness of user departments and agencies. CITY COUNCIL TARGET AREA Civic Engagement & Responsive City Services

FY 23 OBJECTIVES Ensure the City’s information technology network is accessible and operational for City departments, agencies, and customers. Maintain and enhance security of the City’s information technology network and infrastructure. Implement hardware, software, and network solutions to enhance the efficiency and effectiveness of City programs and services. Respond to department requests for services in a timely manner.

PERFORMANCE MEASURES

FY 21 Actual Percent of time network is operational 99% Number of computers maintained 2,638 Number of helpdesk requests received 7,989 Percent of helpdesk requests closed within 72 hours 87% Number of website visits 526,675

FY 22 Projected 99% 2,500 7,000 93% 676,675

FY 23 Estimated 99% 2,450 7,200 95% 826,675

247

INFORMATION TECHNOLOGY FUND Revenue 2019-2020 Actual

2020-2021 Actual

2021-2022 Budget

2022-2023 Requested

% Chng

2022-2023 Adopted

% Chng

Interest on Investments Sale of Service - Interfund Revenues Sale of Service - Intergovernmental Revenues GIS Data & Maps Miscellaneous Revenue Transfer from General Fund

24,157 9,831,730 192,438 809 4,201 -

3,257 11,260,451 192,731 715 109,227 25,836

13,552,492 292,114 -

14,779,565 270,898 -

9% -7% -

13,964,800 268,759 -

3% -8% -

Total Revenue

10,053,335

11,592,216

13,844,606

15,050,463

14,233,559

Expenditure Summary 2019-2020 Actual

2020-2021 Actual

2021-2022 Budget

2022-2023 Requested

% Chng

2022-2023 Adopted

% Chng

Information Technology

12,889,967

12,722,615

13,844,606

15,050,463

14,233,559

Total Expenditures

12,889,967

12,722,615

13,844,606

15,050,463

14,233,559

Sale of Service - Intergovernmental Revenue - provides services to: Suffolk Public Schools and the Western Tidewater Regional Jail.

248

DEPARTMENT: INFORMATION TECHNOLOGY Budget Detail 2019-2020 Actual

Account Number: 603-1251051100.02 51100.04 51100.06 52100 52210 52400 53100 53300 53320 54200 54500 55100 55210 55230 55240 55310 55410 55420 55500 55810 56001 56012 56017 91400-55305 91400-55306 91400-55307 91400-58225 91400-59902 95100-59110 95100-59120 93000-50000.165

Salaries and Wages Salaries and Wages - Overtime Salaries and Wages - Part-time FICA VRS Retirement Group Life Professional Services Repair and Maintenance Maintenance Service Contracts Fleet Risk Management Expense Utilities Postal Services Telecommunications Data Communications Employer Pension Expense Lease/Rent of Equipment Lease/Rent of Building Travel and Training Dues and Association Memberships Office Supplies Books and Subscriptions Copier Costs Employer Pension Expense OPEB Expense OPEB Expense - VRS Plans Loss(Gain) on Disposition of Assets Contingency Principal Interest Transfer to GF - Indirect Cost

Total Operating Expenses

58110 58200 58200.100 58211

2021-2022 Budget

2022-2023 Requested

% Chng

2022-2023 Adopted

% Chng

1,648,732 15,721 123,236 259 21,421 434,820 223,472 4,530,790 28,358 256,024 16,920 843 77,575 98,331 3,000 17,689 58,300 76,122 2,830 5,423 12,219 335,050 47,162 (2,876) 53,925 204,476

1,696,470 13,420 127,327 691 21,275 544,367 201,073 5,397,797 22,784 185,533 14,843 370 36,455 105,599 31,489 58,300 2,204 1,807 7,458 9,902 327,918 47,437 (5,609) 69,116 289,637

1,994,993 8,115 153,238 248,776 26,733 708,096 208,092 6,726,607 31,483 248,398 28,072 3,000 84,000 130,600 34,034 58,300 60,000 5,000 7,000 500 12,143 149,999 289,200 290,789

2,082,474 8,115 159,930 259,685 27,905 708,096 208,092 7,825,850 31,483 248,398 28,072 3,000 111,528 130,600 34,034 58,300 60,000 5,000 7,000 500 12,924 149,998 289,200 290,789

4% 0% 4% 4% 4% 0% 0% 16% 0% 0% 0% 0% 33% 0% 0% 0% 0% 0% 0% 0% 6% 0% 0% 0%

1,947,852 8,115 149,631 270,362 26,101 708,096 208,092 7,951,856 25,074 313,324 28,072 3,000 111,528 130,600 34,034 58,300 60,000 5,000 7,000 500 12,143 150,000 975,000 248,750 351,128

-2% 0% -2% 9% -2% 0% 0% 18% -20% 26% 0% 0% 33% 0% 0% 0% 0% 0% 0% 0% 0% 0% -14% 21%

8,289,821

9,207,664

11,507,168

12,740,973

11%

13,783,559

20%

450,000 1,170,500 688,990

0% -63%

15,050,463

Expenses Related to Asset Acquisition Non Capital Outlay Capital Outlay Capital Outlay - Bond Funds Depreciation

Total Annual Budget

2020-2021 Actual

453,396 405,910 2,710,625 1,030,215 $

12,889,967

307,634 183,163 2,050,167 973,988 $

12,722,615

450,000 1,887,439 $

13,844,606

450,000 $

14,233,559

0% -100% 3%

Personnel Summary

Range

Class

223 220 220 219 219 218 218 216 215 211 209 208 207 207

Director of Information Technology Assistant Director of Information Technology IT Security Administrator Enterprise Systems Manager Network Manager Database Administrator Service Support Manager Network Engineer Project Manager Systems Administrator Programmer Analyst Computer Support Technician Radio & Electronics Technician GIS Technician Senior Accounting Technician Asset Management Data Technician

Number of Full-Time Positions

2019-2020 Actual

2020-2021 Actual 1 1 1 1 1 1 1 2 1 3 5 4 3 1 1

2021-2022 Budget 1 1 1 1 2 1 1 2

1 1 1 1 2 1 1 2 -

3 6 4 3 1 1 28

2022-2023 Requested

2022-2023 Adopted 1 1 1 1 2 1 1 2

3 6 5 3 1 1

1 1 1 1 1 1 1 2 -

3 6 6 3 1 1 1 31

3 6 5 3 1 1 28

249

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250

FLEET MANAGEMENT FUND DESCRIPTION The Division of Fleet Management is operated as an internal service fund for the purpose of providing equipment and vehicles to City departments. The Division also houses a portion of the school transportation personnel and supplies them with controlled inventory and computerized maintenance records.

CITY COUNCIL TARGET AREA Civic Engagement & Responsive City Services

FY 23 OBJECTIVES Maintain a strong replacement program to ensure fleet customers have safe and proper equipment and lower the expense of repairing an aging fleet. Utilize municipal and state contracts available to purchase City assets at the best possible price. Provide accurate billing to all departments supported.

PERFORMANCE MEASURES Number of work orders received Average work order completion time Percent of time fleet is available for users Parts Inventory Turn Rate Immediate Parts Fill Rate

FY 21 Actual 4,676 8.8 days 89% 3.55 87%

FY 22 Projected 7,000 7.0 days 90% 4.70 85%

FY 23 Estimated 7,000 7.0 days 90% 4.70 85%

251

FLEET MANAGEMENT FUND Revenue 2019-2020 Actual

2020-2021 Actual

2021-2022 Budget

2022-2023 Requested

% Chng

2022-2023 Adopted

% Chng

Interest on Investments Sale of Service - Interfund Revenue Sale of Service - Intergovernmental Revenue Sale of Surplus Property Miscellaneous Transfer from General Fund Transfer from Risk Management Fund Balance

200,755 9,261,519 632,463 117,539 647 -

48,724 9,330,015 535,596 103,396 38,216 98,072 -

11,013,483 872,961 2,063,405

11,512,002 928,900 3,869,000

5% 6% 88%

11,515,919 934,500 2,704,579

5% 7% 31%

Total Revenue

10,212,923

10,154,018

13,949,849

16,309,902

17%

15,154,998

2022-2023 Requested

% Chng

Expenditure Summary 2019-2020 Actual

2020-2021 Actual

2021-2022 Budget

2022-2023 Adopted

% Chng

Fleet Management

10,589,690

10,697,237

13,949,849

16,309,902

17%

15,154,998

Total Expenditures

10,589,690

10,697,237

13,949,849

16,309,902

17%

15,154,998

Sale of Service - Intergovernmental Revenue - includes Fleet service to WTCSB, Health Dept., WTRJ, School Transportation, VRT.

252

DIVISION: FLEET MANAGEMENT (Department of Public Works) Budget Detail 2019-2020 Actual

Account Number: 601-1252051100.02 51100.04 52100 52210 52400 53000.16 53300 53320 54100 54500 55100 55210 55230 55310 55410 55500 55810 56001 56007.04 56007.06 56011 56014 56017 91400-55305 91400-55306 91400-55307 91400-59902 95100-59120 93000-50000.165 93000-50000.310

Salaries and Wages Salaries and Wages - Overtime FICA VRS Retirement Group Life Purchased Services - Refuse Collection Repairs and Maintenance Maintenance Service Contracts Information Technology Risk Management Utilities Postal Services Telecommunications Employer HDHP Expense Lease/Rent of Equipment Travel and Training Dues and Association Memberships Office Supplies Vehicle & Power Equipment Fuels Vehicle & Power Equipment Supplies Uniforms & Wearing Apparel Other Operating Supplies Copier Costs Employer Pension Expense OPEB Expense OPEB Expense - VRS Plans Contingency Interest Transfer to GF - Indirect Cost Transfer to Capital

Total Operating Expenses

2021-2022 Budget

2022-2023 Requested

% Chng

2022-2023 Adopted

% Chng

897,526 17,481 67,127 902 13,035 1,417 52,226 2,354 108,055 560,429 29,592 34 1,758 4,250 33,288 6,416 1,358 1,549 1,249,147 2,241,126 4,727 56,306 7,890 161,900 37,085 (5,336) 47,312 329,236 125,000

1,059,543 16,067 79,853 (1,203) 13,760 1,445 58,489 1,962 116,274 534,566 26,979 47 1,704 41,127 2,538 955 1,393 1,188,510 2,443,016 5,119 46,502 5,166 264,627 35,371 3,192 9,459 380,140 -

1,091,732 27,050 85,587 135,448 14,629 1,854 40,200 3,000 134,638 590,147 41,000 150 3,883 41,161 6,000 1,500 4,500 1,588,750 2,525,000 12,250 73,000 11,165 618 89,250 280,676 -

1,091,732 27,050 85,587 136,139 14,629 1,854 40,200 3,000 134,638 590,147 41,000 150 3,883 41,161 6,000 1,500 4,500 2,108,000 2,600,000 13,760 73,000 11,165 618 89,250 280,676 -

0% 0% 0% 1% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 33% 3% 12% 0% 0% 0% 0% 0% -

1,160,637 27,050 90,858 160,187 15,553 1,854 40,200 3,000 154,744 645,992 41,000 150 4,843 41,161 6,000 1,500 4,500 2,108,000 2,600,000 12,250 73,000 11,165 25,250 263,842 -

6% 0% 6% 18% 6% 0% 0% 0% 15% 9% 0% 0% 25% 0% 0% 0% 0% 33% 3% 0% 0% 0% -100% -72% -6% -

6,053,190

6,336,601

6,803,188

7,399,639

7,492,735

10%

3,869,000 5,041,263 -

88% -1% -

2,621,000 5,041,263 -

27% -1% -

16,309,902

17%

15,154,998

Expenses Related to Asset Acquisition 58200 Capital Outlay 58211 Depreciation 58225 Loss (Gain) on Disposition of Assets Total Annual Budget

2020-2021 Actual

9,696 4,526,804 $

10,589,690

(5,130) 4,363,366 2,400 $

10,697,237

2,063,405 5,083,256 $

13,949,849

55410 - Lease of Equipment: Generator Personnel Summary

Range 221 216 212 211 206/207/210 208 207 202 202

Class

2019-2020 Actual

Fleet & Equipment Services Manager Fleet & Equipment Services Assistant Manager Mechanic Supervisor Lead Mechanic Mechanic I-III Accounting Associate Stock Room Supervisor Stock Room Clerk Office Assistant

Number of Full-Time Positions

2020-2021 Actual

2021-2022 Budget

2022-2023 Requested

2022-2023 Adopted

1 1 1 2 11 1 1 2 1

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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. CITY COUNCIL TARGET AREA Civic Engagement & Responsive City Services

FY 23 OBJECTIVES Manage risk to the City through insurance coverage, practices, and policies appropriate to lower, pass off, and mitigate risk for damage to property, liability, and injury. Improve workplace safety through employee engagement in safety programs, policies, and practices as part of a total safety management system. Reduce the City’s worker’s compensation liability exposure through the management of claims appropriately using case management and appropriate settlement strategies. Manage rising costs of healthcare through strategic benefit plan design with the integration of health and wellness programs. Improve employee health and well-being by implementing a robust health and wellness program.

PERFORMANCE MEASURES

FY 21 Actual

Workers Compensation: Number of claims filed 723 Cost of Claims Incurred $528,534 Property & Liability: Number of claims filed 405 Cost of Claims Incurred $975,454 Safety: Building safety inspections and audits 68 Health and Safety trainings 35 Health & Wellness: Employees participating in classes and events 508 Employees participating in disease management programs N/A

FY 22 Projected

FY 23 Estimated

700 $500,000

680 $480,000

390 $950,000

380 $925,000

90 50

100 60

757 108

850 175

255

RISK MANAGEMENT FUND Revenue 2019-2020 Actual

2020-2021 Actual

2021-2022 Budget

2022-2023 Requested

% Chng 37% $ 41% -100%

Sale of Service - Interfund Revenues Employee Premiums Interest Insurance Recoveries Miscellaneous Revenue Transfer from General Fund Fund Balance

15,954,328 3,199,108 326,079 483,385 5,942 -

12,357,427 2,904,969 63,700 565,488 205 10,765 -

14,078,877 2,137,792 3,410,550

19,283,489 3,022,752 -

Total Revenue

19,968,841

15,902,554

19,627,218

22,306,241

14%

2022-2023 Requested

% Chng

2022-2023 Adopted

% Chng

17,362,633 2,863,094 1,705,275

23% 34% -

21,931,001

12%

Expenditure Summary 2019-2020 Actual

2020-2021 Actual

2021-2022 Budget

2022-2023 Adopted

% Chng

Risk Management

16,468,421

19,040,565

19,627,218

22,306,241

14%

21,931,001

12%

Total Expenditures

16,468,421

19,040,565

19,627,218

22,306,241

14%

21,931,001

12%

* Includes funding for OPEB (Post Employment Benefit) funding requirement per GASB 45. * Includes funding for State unfunded Line of Duty Mandate.

256

DEPARTMENT: RISK MANAGEMENT (Department of Human Resources) Budget Detail 2019-2020 Actual

Account Number: 606-01255051100.02 51100.04 51100.06 52100 52210 52400 53100 54100 54200 55210 55230 55300 12552-55300 12553-55300 55310 55420 55500 55810 12551-55815 55825 12551-55825 12552-55825 12553-55825 12554-56026 56001 56012 56014 56017 58200 58211 91400-55305 91400-55306 91400-55307 91400-59902 93000-50000.165 93000-50000.601

Salaries and Wages Salaries and Wages - Overtime Salaries and Wages - Part-Time FICA VRS Retirement Group Life Professional Services

Information Technology Fleet Postal Services Telecommunications Insurance Premiums Insurance Premiums - Wcomp + LODA Insurance Premiums - Property/Casualty Employer HDHP Expense Lease/Rent of Building Travel and Training Dues & Memberships Post Employment Benefits (OPEB) Insurance Claims Claims Payments - Health Claims Payments - Workers Compensation Claims Payments - Property/Casualty Health & Wellness - Special Events Office Supplies Books and Subscriptions Other Operating Supplies Copier Costs Capital Outlay - Additions Depreciation Employer Pension Expense OPEB Expense OPEB Expense - VRS Plans Contingency Transfer to GF - Indirect Cost Transfer to Fleet

Total Operating Expenses

2020-2021 Actual

381,317 59 82,113 33,943 (2,160) 4,516 57,422

42,301 2,034 380 3,335

2021-2022 Budget

403,217 9 54,944 33,421 (2,165) 4,426 43,810 7,391 44,762 2,025 46 4,718

516,055 23,192 41,252 64,352 6,915 83,805

2022-2023 Requested $

% Chng

570,131 757,512 101,565 71,095 7,640 82,277

2022-2023 Adopted

10% $ 3166% 146% 10% 10% -2%

% Chng

544,283 58,950 46,147 75,546 7,293 82,277

5% 154% 12% 17% 5% -2%

48,866 2,225 500 3,393

48,886 2,225 500 3,393

0% 0% 0% 0%

56,847 3,240 500 18,556

16% 46% 0% 447%

835,557 1,397,626 3,125 21,930 10,476 5,335 -

784,900 1,423,838 21,930 4,744 8,446 -

908,773 1,554,106 21,930 10,000 4,884 729,520

955,041 1,624,986 21,930 12,000 5,152 729,520

5% 5% 0% 20% 5% -

956,058 1,627,320 21,930 12,000 5,152 729,520

5% 5% 0% 20% 5% 0%

11,603,602 1,358,838 302,099 30,599 793 18,596 3,913 127,959 33,449 58,472 10,596 (4,142) 44,339 -

13,743,718 1,373,322 490,700 25,052 102 66 32,565 3,189 243,829 50,631 78,327 10,106 (910) 51,336 98,072

14,099,510 839,107 430,058 27,650 1,500 1,000 20,500 6,526 113,249 68,350 -

15,662,032 923,017 473,064 27,650 2,000 1,000 35,500 6,526 113,249 68,350 -

11% 10% 10% 0% 33% 0% 73% 0% 0% 0%

16,020,745 923,017 473,064 27,650 2,000 1,000 35,500 6,526 95,983 99,896 -

14% 10% 10% 0% 33% 0% 73% 0% -15% 46%

22,306,241

14%

21,931,001

12%

16,468,421

19,040,565

19,627,218

Personnel Summary

Range

Class 220 219 217 214 214 212

Risk Manager Benefits Manager Senior Benefits Consultant Benefits Consultant Leave Administrator Safety Officer

Number of Full-Time Positions

2019-2020 Actual

2020-2021 Actual 1 1 1

2021-2022 Budget

2 1

1 1 1 1 2 2

1 1 1 -

2022-2023 Requested

2022-2023 Adopted 1 1 1 1 3 2

1 1 1 2 1 2

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258

Component Unit - School Fund

259

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260

SCHOOL OPERATING FUND DESCRIPTION The School Operating Fund provides funding to operate Suffolk Public Schools including 11 elementary schools, 5 middle schools, 3 high schools, an alternative school, and the College and Career Academy at Pruden. The School Operating Fund is comprised of a local appropriation from the City, state and federal funding, and miscellaneous revenue.

261

SCHOOL OPERATING FUND Revenue 2019-2020 Actual State / Federal / Other Transfer from General Fund - Local Support

2020-2021 Actual $

106,993,104 60,847,518 167,840,622

Local Support for Lease/Rent of Building

Total Revenue

2021-2022 Budget $

116,200,712 62,332,201 178,532,913

534,719

168,375,341

2022-2023 Requested

% Chng 26% 3%

2022-2023 Adopted

% Chng 26% 3%

165,202,436 67,332,201 232,534,637

131,009,683 65,332,201 196,341,884

165,202,436 67,332,201 232,534,637

474,324

442,979

179,007,237

196,784,863

232,977,616

18%

232,977,616

18%

2022-2023 Requested

% Chng

2022-2023 Adopted

% Chng

Expenditure Summary 2019-2020 Actual

2020-2021 Actual

2021-2022 Budget

School Operating Expenditures

171,809,674

180,458,079

196,784,863

232,977,616

18%

232,977,616

18%

Total Expenditures

171,809,674

180,458,079

196,784,863

232,977,616

18%

232,977,616

18%

262

SCHOOL OPERATING FUND Budget Detail 2019-2020 Actual

Account Number: 205-610000-51000 Instruction Administration and Attendance Health and Psychology Pupil Transportation Operation and Maintenance Food Services Technology Sub-Total:

125,424,650 3,528,264 2,312,212 8,238,325 16,819,200 7,673,118 7,279,186 171,274,955

Local Support - Lease / Rent of Building $ Local Support Reduction to Request: Sub-Total: $

534,719 534,719

171,809,674

Total Operating Expenses

2020-2021 Actual

2021-2022 Budget

132,578,595 3,473,967 2,149,825 9,524,672 15,976,693 6,881,753 9,398,249 179,983,755

474,324 474,324

180,458,079

2022-2023 Requested

% Chng

180,689,085 4,635,574 3,045,403 9,223,409 17,726,887 8,408,764 8,805,515 232,534,637

21% 23% 18% 5% 7% 6% 11%

0% -

18%

148,797,487 3,774,878 2,591,514 8,754,533 16,530,842 7,946,948 7,945,682 196,341,884

442,979 442,979

196,784,863

232,977,616

2022-2023 Adopted

% Chng

180,689,085 4,635,574 3,045,403 9,223,409 17,726,887 8,408,764 8,805,515 232,534,637

21% 23% 18% 5% 7% 6% 11%

0% -

442,979 442,979

232,977,616

18%

$ $

263

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264

Appendix

265

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266

CITY OF SUFFOLK, VIRGINIA ADOPTED FY 2022-23 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 Fire and Rescue Total Public Safety Public Works: Public Works Administration Capital Programs & Facilities Total Public Works Health and Welfare: Social Services Comprehensive Services Act Total Health and Welfare

2019-2020 Budget

2020-2021 Budget

2021-2022 Budget

2022-2023 Budget

2 7 3 9 7 12 19 17 15 4 3 98

3 8 3 9 10 13 21 17 16 4 3 107

3 8 3 10 13 13 21 17 16 4 4 112

2 15 25 26 68

2 15 27 26 70

2 16 28 26 72

227 29 10 274 540

227 29 10 279 545

229 29 10 297 565

233 29 11 316 589

3 25 28

3 27 30

102 2 104

104 2 106

267

CITY OF SUFFOLK, VIRGINIA ADOPTED FY 2022-23 OPERATING AND CAPITAL BUDGET Personnel Summary

Parks, Recreation and Cultural: Parks and Recreation Administration Parks, Gateway and Facility 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

2019-2020 Budget

2020-2021 Budget

2021-2022 Budget

2022-2023 Budget

13 22 22 32 89

13 22 29 33 97

14 26 29 33 102

44 6 3 6 59 986

44 6 3 6 59 991

46 6 3 6 61 1,032

51 6 3 6 66 1,077

1 3

1 2

102 25 131

102 25 130

105 26 134

107 30 140

8 23 29 25 28 14

8 23 29 26 28 14

7 23 30 26 28 14

42 7 216

41 7 216

43 7 218

268

CITY OF SUFFOLK, VIRGINIA ADOPTED FY 2022-23 OPERATING AND CAPITAL BUDGET Personnel Summary

Internal Service Funds: Fleet Management Information Technology Risk Management Total Internal Service Funds Total All Funds

2019-2020 Budget

2020-2021 Budget

2021-2022 Budget

2022-2023 Budget

21 27 6 54 1,387

21 28 6 55 1,392

21 29 8 58 1,440

21 28 8 57 1,492

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City of Suffolk

CAPITAL IMPROVEMENTS FY 2023-2032 PROGRAM & PLAN

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Capital Improvements Program and Plan (CIP) The purpose of the CIP is to plan for the renovation and construction of significant public improvements and the acquisition of major new and replacement equipment over a 10 year period. Years 1 through 5 serve as the capital improvements program, while the plan covers a 10 year horizon. The CIP is intended to:   

Plan for the construction and renovation of facilities and acquisition of equipment in support of the City’s public service responsibilities; Improve financial planning by comparing needs with resources, operating impacts, and annual tax rate implications; and Prioritize limited available funds for projects that will have a positive impact on Suffolk’s citizens.

All capital projects in the CIP are aligned with City Council target areas. City Council Target Areas Public Safety – To preserve, promote, and continue to invest in public safety. Financial Stability – Continue practices that ensure strong financial management and fiscal responsibility. Growth Management and Comprehensive Planning – Use the Comprehensive Plan and Unified Development Ordinance to enable and facilitate private investment in strategic target areas and preserve, conserve, and protect the City’s unique natural and agricultural heritage. Civic Engagement and Responsive City Services – Ensure that all citizens have pertinent information in a timely manner and provide convenient and diverse means for citizen input; provide responsive, effective and efficient programs and services to citizens. Expanded Economic Development – Implement strategies that add new businesses and provide jobs for a skilled and diverse workforce, retain and enhance existing businesses, promote entrepreneurship, create a vibrant downtown, and build an economy that expands our tax base. Public Education – Create a structure of shared accountability between the City and Schools to build an educational environment known for excellence. Leisure, Health and Wellness – Implement programs and services designed to improve the health, economic and social wellbeing of citizens. Transportation – Increase capacity and connectivity of our roadways and public transportation system.

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Eligible Projects Projects are eligible for inclusion in the CIP if they meet the following criteria: 

The project cost is at least $50,000. Projects that do not cost at least $50,000 are not eligible for inclusion in the CIP unless they are part of a larger project that meets this threshold. For example, furniture and fixtures which cost less than $50,000, but are part of a larger renovation or new construction project would be eligible.



The estimated service life of the project is at least five (5) years.

Recurring expenditures for items such as salaries, office supplies, personal computers and software, office furniture, routine maintenance and service contracts, vehicles and equipment or soft or non-durable purchases are not appropriate to include in the capital program. Exceptions are made for ambulances, fire trucks, or similar vehicles and equipment with long service lives or items that are part of a larger project with an estimated value of $50,000 or greater. CIP Development Process The CIP development process typically begins in September of each year with the distribution of CIP request packages and instructions to City departments and agencies. The requests are compiled and reviewed by staff and meetings with the requesting departments and agencies are held with the City Manager. Following these meetings, the City Manager’s proposed CIP is developed and presented to the CIP Subcommittee which consists of the Mayor, Vice Mayor, and two designated members of the Planning Commission. The CIP Subcommittee meets with the City Manager and requesting departments and agencies to review the proposed CIP and make any recommendations. The CIP Subcommittee recommended CIP is then presented to the full Planning Commission at its December meeting. The Planning Commission reviews the CIP, makes any recommendations, and adopts the CIP at its January meeting. The Planning Commission recommended CIP is presented to City Council at its first meeting in February. A public hearing is held to obtain citizen input on the proposed CIP at the second meeting in February. Following the public hearing, City Council directs any edits, and adopts the CIP prior to the development of the annual operating and capital budget. The first year of the adopted CIP is moved forward for consideration as part of the City Manager’s proposed annual operating and capital budget. It is important to note that even if a capital project is included in the adopted CIP, it only moves forward to implementation if included in the adopted operating and capital budget. CIP Calendar CIP Request Package Distributed to City Departments and Suffolk Public Schools

September

CIP Requests reviewed and compiled by staff

City Manager CIP meetings with City Departments and Suffolk Public Schools

October

City Manager’s Proposed CIP prepared

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CIP Subcommittee Meeting(s) Held

November

CIP Subcommittee recommended CIP presented to Planning Commission

December

Planning Commission reviews, makes recommendations, and adopts CIP

January

Planning Commission recommended CIP presented to City Council

February (1st Meeting)

Public Hearing and City Council Adoption of the CIP

February (2nd Meeting)

Financial Evaluation The City places significant emphasis on affordability and adherence to adopted financial policies in developing the CIP and the annual operating and capital budget. City staff works closely with its financial advisor to determine the City’s debt capacity prior to the development of the CIP. Debt capacity is the amount of debt or bond financing that the City can comfortably afford to borrow for needed capital improvements taking into consideration existing debt levels, conservative economic growth forecasts, and anticipated operating expenses. This analysis is focused on the first five years of the CIP. In formulating the proposed CIP, the City strives to maintain bond financing at or below debt capacity levels. Additionally, staff also evaluates the proposed CIP’s ability to adhere to key financial policies of the City including: Capital Pay-Go – The City strives to achieve a target level equal to 3% of General Fund departmental expenditures excluding transfers out, grants, fund balance and reserve allocations, debt service and respective flow-through expenditures toward pay-as-yougo-capital improvements annually. Essentially, this means that the City will cash fund a portion of its planned capital projects.

Debt Capacity Financial Policy Compliance

Operating Impact

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Debt as a Percentage of Assessed Value – The City strives to maintain a ratio of Debt as a Percentage of Assessed Value below 4%. This ratio indicates the relationship between the City’s debt and the total taxable value of real and personal property in the City. The ratio is an indicator of the City’s ability to repay debt which is paid for with property tax revenue. Debt to General Government Expenditures – The City strives to maintain Debt as a Percentage of General Government Expenditures below 10%. This ratio is a measure of the City’s ability to repay debt without hampering other City services. A smaller ratio indicates a lesser burden on the City’s operating budget. Operating Impact - Another important factor that is evaluated as part of CIP development is the financial impact that a capital project will have on future operating costs of the City. The City must evaluate and plan for the ongoing costs of operating a new or expanded capital facility or piece of equipment. As a result, departments and agencies are required to estimate the annual operating cost/recurring expenditures for each project that is submitted for consideration in the CIP. For example, the addition of a new recreation center requires additional staffing, utilities, landscaping, and routine maintenance expenses. Similarly, a new school, without the closure of another facility, requires the hiring of teachers, support staff, and administrative personnel, utilities, landscaping, and routine maintenance expenses. The estimated annual operating impact of capital projects are illustrated in a chart at the bottom of each fund summary page in the CIP. Additionally, debt service payments (principal and interest) must be accounted for the bonds issued to finance these projects. These are real costs that will have an impact on future operating budgets. The CIP includes a fund summary of the estimated annual operating impact of proposed capital projects and the corresponding impact on the real estate tax rate assuming no real estate assessed value growth or growth in other local taxes. Sources of Funding Capital projects are financed by a variety of funding sources including: 

General Fund Revenue – Funding derived from General Fund Revenue (real and personal property taxes, other local taxes such as sales and meals taxes, fines and forfeitures, charges for services, use of money and property, and miscellaneous revenue) is used to fund a portion of general government capital projects. General Fund revenue is the primary revenue source for achieving the City’s Capital Pay-Go policy which strives to cash fund capital projects equal to at least 3% of the General Fund departmental expenditures less certain transfers to other funds. General Fund revenue is typically targeted toward capital projects with shorter life spans. This strategy prevents the City from repaying debt for longer time periods than the useful life of an asset. Bonds are typically financed over a 20 to 30 year period. As such, it is to the City’s advantage to pay for projects, such as the capital maintenance of general government buildings, park facilities and amenities, sidewalks, and some types of equipment with General Fund cash.



Bond Financing – A major source of capital funding is municipal bonds, debt issued by the City to investors on the open financial market. The City has the ability to issue general obligation bonds and revenue bonds. General obligation bonds are backed by the full faith and credit of the City, while revenue bonds finance projects that are supported by user fees such as

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public utilities. The cost of issuing general obligation bonds or revenue bonds is dependent upon the City’s credit rating and market conditions. Maintaining a high credit rating allows the City to obtain lower interest rates. The City receives credit ratings from national credit rating agencies including Fitch Ratings, Moody’s, and Standard & Poor’s. 

Fee Revenue – The City may use enterprise fund revenue generated from user fees such as stormwater or public utility water and sewer fees to offset the cost of capital projects specific to these enterprise fund operations. The use of fee revenue allows a portion of capital projects for business type enterprises such as Stormwater and Public Utilities to be cash funded which helps to limit borrowing or debt financing.



State and Federal Funding – The City seeks state and federal grant funds to offset the cost of capital improvements whenever possible. State and federal grant funds are typically available for parks and recreation, stormwater, and transportation improvements.



Private Contributions – Funding derived from private contributions and proffers are dedicated to offset the cost of specific infrastructure improvements such as schools, transportation, public safety, and parks and recreation.

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Capital Improvements Program and Plan Summary By Fund

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CAPITAL IMPROVEMENTS PROGRAM & PLAN SUMMARY BY FUND FY 2023 - 2032

PLANNED EXPENDITURES

5 Year Summary 2022-2023

PUBLIC UTILITIES FUND FLEET FUND STORMWATER FUND TRANSIT FUND

9,270,000 5,466,356 -

2023-2024 11,412,000 10,919,244 -

2024-2025 19,318,000

2025-2026

2026-2027

5 Year Subtotal

6-10 Year Subtotal

10 Year Total

18,797,000

11,866,000

70,663,000

82,284,000

152,947,000

300,000

3,875,000

4,175,000

10,325,000

14,500,000

6,161,000

5,588,500

812,500

28,947,600

2,500,000

31,447,600

60,000

2,701,996

2,761,996

2,900,000

6,500,000

9,400,000

2,761,996

INFORMATION TECHNOLOGY FUND

500,000

200,000

2,000,000

GENERAL GOV'T. FUND

44,082,506

51,457,477

43,825,142

68,906,252

53,741,757

262,013,134

502,025,883

764,039,017

TOTAL ALL FUNDS:

59,318,862

73,988,721

69,564,142

98,293,748

70,295,257

371,460,730

603,634,883

975,095,613

FUNDING SOURCES 2022-2023 Public Utilities Revenue Bonds Transfer from Public Utilities Fund PUBLIC UTILITIES FUND General Obligation Bonds FLEET FUND State Transportation Funds Transfer from Stormwater Fund STORMWATER FUND State/Federal Grant Funds Transfer from Transit Fund TRANSIT FUND Transfer from General Fund General Obligation Bonds

2023-2024

2024-2025

2025-2026

2026-2027

5 Year Subtotal

6-10 Year Subtotal

10 Year Total

9,270,000

5,350,000 6,062,000

13,600,000 5,718,000

13,050,000 5,747,000

6,400,000 5,466,000

38,400,000 32,263,000

55,600,000 26,684,000

94,000,000 58,947,000

9,270,000

11,412,000

19,318,000

18,797,000

11,866,000

70,663,000

82,284,000

152,947,000

300,000

3,875,000

4,175,000

10,325,000

14,500,000

300,000

3,875,000

4,175,000

10,325,000

14,500,000

176,978 5,289,378

10,919,244

6,161,000

5,588,500

812,500

176,978 28,770,622

2,500,000

176,978 31,270,622

5,466,356

10,919,244

6,161,000

5,588,500

812,500

28,947,600

2,500,000

31,447,600

60,000 -

2,701,996 -

2,761,996 -

60,000

2,701,996

2,761,996

500,000 -

200,000 -

2,000,000

900,000 2,000,000

6,500,000

900,000 8,500,000

500,000

200,000

2,000,000

2,900,000

6,500,000

9,400,000

3,946,566 5,739,558 50,000 295,000 4,139,443 29,911,939

12,283,000 9,231,977 50,000 60,000 29,832,500

4,454,514 9,376,987 29,993,641

300,000 34,812,652 6,571,400 27,222,200

4,600,000 16,357,432 6,756,911 26,027,414

300,000 4,600,000 71,854,164 37,676,833 100,000 355,000 4,139,443 142,987,694

30,400,000 22,032,042 37,820,368 411,773,473

300,000 35,000,000 93,886,206 75,497,201 100,000 355,000 4,139,443 554,761,167

GENERAL GOV'T. FUND

44,082,506

51,457,477

43,825,142

68,906,252

53,741,757

262,013,134

502,025,883

764,039,017

TOTAL ALL FUNDS:

59,318,862

73,988,721

69,564,142

98,293,748

70,295,257

371,460,730

603,634,883

975,095,613

GO Debt Capacity per Financial Advisor:

30,000,000

Proposed GO Bond Issuance

29,911,939

29,832,500

29,993,641

29,522,200

29,902,414

88,061

167,500

6,359

477,800

97,586

INFORMATION TECHNOLOGY FUND Private Contribution State Transportation Funds State/Federal Grant Funds Transfer from General Fund Transfer from Cemetery Fund Transfer from Road Maintenance Transfer from RT 17 Taxing District General Obligation Bonds

GO Debt Capacity (Shortfall):

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Annual Operating Impact UTILITY FUND - OPERATIONS: ANTICIPATED DEBT SERVICE: UTILITY FUND - CAPITAL CASH: PUBLIC UTILITIES FUND

2022-2023 (5,897,000) (5,897,000)

2023-2024 (3,208,000) (3,208,000)

2024-2025 428,000 (344,000) 84,000

2025-2026 1,088,000 29,000 1,117,000

2026-2027 1,044,000 (281,000) 763,000

FLEET FUND - OPERATIONS: ANTICIPATED DEBT SERVICE: FLEET FUND - CAPITAL CASH: FLEET FUND

24,000 24,000

STORMWATER FUND - OPERATIONS:

ANTICIPATED DEBT SERVICE: STORMWATER FUND - CAPITAL CASH: STORMWATER FUND:

4,339,078 4,339,078

5,629,866 5,629,866

(4,758,244) (4,758,244)

(572,500) (572,500)

(4,776,000) (4,776,000)

TRANSIT FUND - OPERATIONS: ANTICIPATED DEBT SERVICE: TRANSIT FUND - CAPITAL CASH: TRANSIT FUND:

IT FUND - OPERATIONS: ANTICIPATED DEBT SERVICE: IT FUND - CAPITAL CASH

40,000 -

50,000 160,000 -

INFORMATION TECHNOLOGY FUND:

40,000

210,000

GENERAL FUND - OPERATIONS: ANTICIPATED DEBT SERVICE: GENERAL FUND - CAPITAL CASH:

1,075,000 647,608

82,000 2,392,955 3,192,419

400,000 2,386,600 145,010

20,000 2,399,491 (3,005,587)

85,000 2,177,776 185,511

GENERAL GOV'T. FUND

1,722,608

5,667,374

2,931,610

(586,096)

2,448,287

1.6

5.3

2.7

General Fund Real Estate Tax Rate Impact:

(0.5)

2.3

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General Government

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CAPITAL IMPROVEMENTS PROGRAM & PLAN GENERAL GOV'T. FUND FY 2023 - 2032

General Government Projects Planned Expenditures

5 Year Summary Previous Funding

2022-2023

2023-2024

2024-2025

2025-2026

2026-2027

5 Year Subtotal

6-10 Year Subtotal

10 Year Total

Parks & Recreation Public Building & Facilities Public Safety Transportation Public Schools Village and Neighborhood Initiatives

710,000 13,589,128 6,925,704 9,782,674 11,075,000 2,000,000

3,290,000 7,691,497 1,006,000 13,873,000 23,200,000 2,396,980

1,130,000 2,735,000 453,000 12,809,742 24,075,000 2,622,400

7,212,000 1,340,000 5,861,674 46,795,178 5,075,000 2,622,400

5,347,400 870,000 7,609,667 27,017,290 10,275,000 2,622,400

17,689,400 26,225,625 21,856,045 110,277,884 73,700,000 12,264,180

29,596,264 5,300,000 58,166,197 104,406,692 287,444,730 17,112,000

47,285,664 31,525,625 80,022,242 214,684,576 361,144,730 29,376,180

Total General Government:

44,082,506

51,457,477

43,825,142

68,906,252

53,741,757

262,013,134

502,025,883

764,039,017

General Government Projects Funding Sources

Previous Funding

2022-2023

2023-2024

2024-2025

2025-2026

2026-2027

5 Year Subtotal

6-10 Year Subtotal

10 Year Total

Private Contribution State Transportation Funds State/Federal Grant Funds Transfer from General Fund Transfer from Cemetery Fund Transfer from Road Maintenance Transfer from RT17 Taxing District General Obligation Bonds

3,946,566 5,739,558 50,000 295,000 4,139,443 29,911,939

12,283,000 9,231,977 50,000 60,000 29,832,500

4,454,514 9,376,987 29,993,641

300,000 34,812,652 6,571,400 27,222,200

4,600,000 16,357,432 6,756,911 26,027,414

300,000 4,600,000 71,854,164 37,676,833 100,000 355,000 4,139,443 142,987,694

30,400,000 22,032,042 37,820,368 411,773,473

300,000 35,000,000 93,886,206 75,497,201 100,000 355,000 4,139,443 554,761,167

Total General Government:

44,082,506

51,457,477

43,825,142

68,906,252

53,741,757

262,013,134

502,025,883

764,039,017

Annual Operating Impact

2022-2023

2023-2024

2024-2025

2025-2026

2026-2027

Parks & Recreation Public Building & Facilities Public Safety Transportation Public Schools Village and Neighborhood Initiatives

1,075,000 -

82,000 -

400,000 -

20,000 -

85,000 -

Total Operating Cost

1,075,000

82,000

400,000

20,000

85,000

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CAPITAL IMPROVEMENTS PROGRAM & PLAN PARKS AND RECREATION FY 2023 - 2032

Parks and Recreation Planned Expenditures

Parks & Rec-Capital Maintenance Lone Star Lakes Park Trail Enhancements Driver Complex Sleepy Hole Park Renovation East Suffolk Athletic Fields Water Access-Nansemond River Joint Use Facilities Aquatic Facility Constant's North Park Blackwater River Project Downtown Recreation Center Great Dismal Swamp Park Holly Lawn Cemetery Storm Pipe Replc. Lake Meade Playground Replacement

5 Year Summary Previous Funding 2,355,000 930,000 325,000 525,000 839,975 1,895,000 350,000 400,000 -

Total

2022-2023

2023-2024

2024-2025

2025-2026

2026-2027

5 Year Subtotal

6-10 Year Subtotal

10 Year Total

660,000 50,000 -

545,000 500,000 50,000 1,725,000 285,000 135,000 50,000 -

550,000 300,000 55,000 225,000 -

555,000 175,000 3,000,000 302,000 1,430,000 400,000 650,000 100,000 600,000

560,000 2,134,500 1,500,000 225,000 225,000 702,900 -

2,870,000 2,809,500 50,000 6,225,000 527,000 1,730,000 225,000 455,000 510,000 785,000 802,900 100,000 600,000

2,950,000 765,000 100,000 2,480,014 1,518,750 1,822,500 12,960,000 7,000,000 -

5,820,000 3,574,500 150,000 8,705,014 527,000 1,518,750 1,730,000 1,822,500 13,185,000 455,000 510,000 7,785,000 802,900 100,000 600,000

710,000

3,290,000

1,130,000

7,212,000

5,347,400

17,689,400

29,596,264

47,285,664

5 Year Subtotal

6-10 Year Subtotal

10 Year Total

Parks and Recreation Funding Sources

Previous Funding

2022-2023

2023-2024

2024-2025

2025-2026

2026-2027

Lake Meade Playground Replacement Private Contribution Constant's North Park Great Dismal Swamp Park State/Federal Grant Funds Holly Lawn Cemetery Storm Pipe Replc. Cemetery Fund Parks & Rec-Capital Maint. Trail Enhancements Sleepy Hole Park Renovation Constant's North Park Blackwater River Project Downtown Recreation Center Lake Meade Playground Replacement Transfer from General Fund Lone Star Lakes Park Driver Complex East Suffolk Athletic Fields Water Access-Nansemond River Joint Use Facilities Aquatic Facility Downtown Recreation Center Great Dismal Swamp Park General Obligation Bonds

50,000 50,000 660,000 660,000 -

50,000 50,000 545,000 50,000 285,000 135,000 1,015,000 500,000 1,725,000 2,225,000

550,000 55,000 225,000 830,000 300,000 300,000

300,000 300,000 300,000 100,000 400,000 555,000 302,000 100,000 300,000 1,257,000 175,000 3,000,000 1,430,000 650,000 5,255,000

100,000 100,000 560,000 225,000 785,000 2,134,500 1,500,000 225,000 602,900 4,462,400

4,547,000

3,050,000

7,597,000

12,242,400

26,546,264

38,788,664

Total

710,000

3,290,000

1,130,000

7,212,000

5,347,400

17,689,400

29,596,264

47,285,664

Annual Operating Impact

2022-2023

2023-2024

2024-2025

2025-2026

300,000

500,000

100,000

2026-2027

20,000 -

20,000 40,000 25,000 -

Total Operating Cost

20,000

85,000

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Parks and Recreation Parks & Recreation - Capital Maintenance City Council Goal – Leisure, Health & Wellness The Parks & Recreation capital maintenance program is implemented to ensure that existing and new parks and recreation facilities are maintained for continued public use and enjoyment. Funding is used to address compliance with the Americans with Disabilities Act (ADA), fire safety and building code compliance, lighting upgrades, repair and replacement of playground equipment, shelters, restrooms, offices, and storage buildings. Other improvements include drainage, roadway, parking, landscaping, water and sewer connections, and minor alterations. FY23 funding includes an additional $120,000 for reconstruction of Bennett’s Creek Park tennis courts. FY 23 $660,000

FY 24 $545,000

FY 25 $550,000

FY 26 $555,000

FY 27 $560,000

FY 28-33 $2,950,000

Total $5,820,000

Operating Costs: The project will not have an operational impact on the City.

Lone Star Lakes Park City Council Goal – Leisure, Health & Wellness The project will implement the Lone Star Lakes Park Master Plan and include trails on the north and south sides of the park, improvements to a wayside park at the Butler Tract, restoration, road improvements, and design and construction of a visitor center and meeting facility.

FY 23 $0

FY 24 $500,000

FY 25 $0

FY 26 $175,000

FY 27 $2,134,500

FY 28-32 $765,000

Total $3,574,500

Operating Costs: The projected annual operating cost is $35,000 for staffing, utilities and maintenance beginning in FY 28. 288

Parks and Recreation Trail Enhancements City Council Goal – Leisure, Health & Wellness The project will provide for enhancements and additions to existing trails at regional and community parks throughout the City.

FY 23 $0

FY 24 $50,000

FY 25 $0

FY 26 $0

FY 27 $0

FY 28-32 $100,000

Total $150,000

Operating Costs: The project is not anticipated to have an annual operating impact on the City.

Driver Complex City Council Goal – Leisure, Health & Wellness The project will provide for the development of the former Driver Transmitter site into a park with multipurpose ball fields and other improvements in accordance with the Driver Park Complex Master Plan.

FY 23 $0

FY 24 $1,725,000

FY 25 $0

FY 26 $3,000,000

FY 27 $1,500,000

FY 28-32 $2,480,014

Total $8,705,014

Operating Costs: The projected annual operating cost is $25,000 for staffing and maintenance beginning in FY 28. 289

Parks and Recreation Sleepy Hole Park Renovation City Council Goal – Leisure, Health & Wellness The project will provide for renovations and improvements to the 66-acre Sleepy Hole Park. Planned improvements include a dog park, outdoor basketball court, additional walking trails, and a potential nature playground/adventure park.

FY 23 $0

FY 24 $0

FY 25 $0

FY 26 $302,000

FY 27 $225,000

FY 28-32 $0

Total $527,000

Operating Costs: The projected annual operating cost is $20,000 for maintenance and utilities beginning in FY 27.

East Suffolk Athletic Fields City Council Goal – Leisure, Health & Wellness This project will provide for the acquisition and development of property around the East Suffolk Recreation Center for multi-use athletic fields.

FY 23 $0

FY 24 $0

FY 25 $0

FY 26 $0

FY 27 $0

FY 28-32 $1,518,750

Total $1,518,750

Operating Costs: The projected annual operating cost is $8,400 for utilities and maintenance beginning in FY 29.

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Parks and Recreation Water Access –Nansemond River City Council Goal – Leisure, Health & Wellness The project will provide for the acquisition of property and the design and construction of deep water access to the Nansemond River.

FY 23 $0

FY 24 $0

FY 25 $300,000

FY 26 $1,430,000

FY 27 $0

FY 28-32 $0

Total $1,730,000

Operating Costs: The projected annual operating cost is $40,000 for staffing and maintenance beginning in FY 27.

Joint Use Facilities City Council Goal – Leisure, Health & Wellness The project will provide for continued partnering with Suffolk Public Schools for an additional joint-use recreation center at a new elementary or middle school or renovation of an existing school.

FY 23 $0

FY 24 $0

FY 25 $0

FY 26 $0

FY 27 $0

FY 28-32 $1,822,500

Total $1,822,500

Operating Costs: The projected annual operating cost is $213,876 for staffing, utilities and supplies beginning in FY 29.

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Parks and Recreation Aquatic Facility City Council Goal – Leisure, Health & Wellness The project will provide for an indoor year-round aquatic facility to include a 25 meter x 25 yard lap pool, six competition lanes, one warmup lane, family pool rooms, lobby, vending/concession area, men’s and women’s locker rooms, party room, life guard office and locker room, staff office, and first aid station.

FY 23 $0

FY 24 $0

FY 25 $0

FY 26 $0

FY 27 $225,000

FY 28-32 $12,960,000

Total $13,185,000

Operating Costs: The projected annual operating cost is $582,187 for staffing, maintenance and utilities beginning in FY 29.

Constant’s North Park City Council Goal – Leisure, Health & Wellness The project will develop property acquired by the City adjacent to North Main Street along the Nansemond River. The property will be developed as a gateway into historic downtown with a focus on passive recreation and conservation. Funding is programmed to include a trail, parking lot, picnic shelters, landscaping, benches, a boardwalk with a fishing platform and observation area.

FY 23 $0

FY 24 $0

FY 25 $55,000

FY 26 $400,000

FY 27 $0

FY 28-32 $0

Total $455,000

Operating Costs: The projected annual operating cost is $25,000 for maintenance and utilities beginning in FY 27.

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Parks and Recreation Blackwater River Project City Council Goal – Leisure, Health & Wellness The project will provide for the development of a park with trails, a kayak launch, and playground along the Blackwater River.

FY 23 $0

FY 24 $285,000

FY 25 $225,000

FY 26 $0

FY 27 $0

FY 28-32 $0

Total $510,000

Operating Costs: The projected annual operating cost is $20,000 for staffing, maintenance, and utilities beginning in FY 26.

Downtown Recreation Center City Council Goal – Leisure, Health & Wellness The project will provide for a new downtown recreation center for residents in the core area of the city. The center will contain a fitness center, gymnasium, multipurpose space and game room.

FY 23 $0

FY 24 $135,000

FY 25 $0

FY 26 $650,000

FY 27 $0

FY 28-32 $7,000,000

Total $7,785,000

Operating Costs: The projected annual operating cost is $550,000 for staffing, maintenance, and utilities beginning in FY 29.

293

Parks and Recreation Great Dismal Swamp Park City Council Goal – Leisure, Health & Wellness The project will provide for the design and construction of a small park and playground with nature trails connecting patrons to the Great Dismal Swamp National Wildlife Refuge.

FY 23 $0

FY 24 $0

FY 25 $0

FY 26 $100,000

FY 27 $702,900

FY 28-32 $0

Total $802,900

Operating Costs: The projected annual operating cost is $20,000 for maintenance beginning in FY28.

Holly Lawn Cemetery Storm Pipe Replacement City Council Goal – Civic Engagement and Responsive City Services The project will provide for the replacement of stormwater pipes throughout the cemetery.

FY 23 $50,000

FY 24 $50,000

FY 25 $0

FY 26 $0

FY 27 $0

FY 28-32 $0

Total $100,000

Operating Costs: The project will not have an operational impact on the City.

294

Parks and Recreation Lake Meade Playground Replacement City Council Goal – Leisure, Health & Wellness The project will provide for the replacement of the original playground at Lake Meade Park. It is anticipated that a portion of the funding for this project will be provided through a private contribution from a community partner organization.

FY 23 $0

FY 24 $0

FY 25 $0

FY 26 $600,000

FY 27 $0

FY 28-32 $0

Total $600,000

Operating Costs: The project will not have an operational impact on the City.

295

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296

CAPITAL IMPROVEMENTS PROGRAM & PLAN PUBLIC BUILDINGS AND FACILITIES FY 2023 - 2032

Public Building and Facilities Planned Expenditures City Airport: Corporate Hangar (20% local design) Drainage Rehabilitiation (2% local) Airport Master Plan Update (2% local) City Buildings: Public Building Capital Maintenance Central Library Godwin Courts Building Improvements Human Resources Bldg. Renovation - School Administration Cherry Street Parking Lot Upgrades Access Road - Joint Operations/Training Complex - Carolina Rd.

5 Year Summary Previous Funding

4,902,000 15,856,325 1,624,746 550,000 -

Total

2022-2023

2023-2024

2024-2025

2025-2026

300,000 -

1,500,000 -

350,000

980,000 3,629,128 680,000 6,500,000 1,500,000

840,000 3,843,997 1,507,500 -

850,000 1,535,000 -

1,060,000 280,000 -

13,589,128

7,691,497

2,735,000

1,340,000

2026-2027

5 Year Subtotal

6-10 Year Subtotal

10 Year Total

1,800,000 350,000

800,000 -

800,000 1,800,000 350,000

870,000 -

4,600,000 7,473,125 3,722,500 6,500,000 280,000 1,500,000

4,500,000 -

9,100,000 7,473,125 3,722,500 6,500,000 280,000 1,500,000

870,000

26,225,625

5,300,000

31,525,625

Public Building and Facilities Funding Sources

Previous Funding

2022-2023

2023-2024

2024-2025

2025-2026

2026-2027

5 Year Subtotal

Corporate Hangar (80% State-Design) Drainage Rehabilitation (90% Federal) Drainage Rehabilitation (8% State) Airport Master Plan Update (90% Federal) Airport Master Plan Update (8% State) State/Federal Grant Funds Corporate Hangar (20% local design) Drainage Rehabilitiation (2% local) Airport Master Plan Update (2% local) Public Building Capital Maintenance Central Library Godwin Courts Building Improvements Cherry Street Parking Lot Upgrades Transfer from General Fund Central Library Godwin Courts Building Improvements Human Resources Bldg. Renovation - School Administration Access Road - Joint Operations/Training Complex - Carolina Rd. General Obligation Bonds

270,000 24,000 294,000 6,000 980,000 327,500 1,313,500 3,629,128 352,500 6,500,000 1,500,000 11,981,628

1,350,000 120,000 1,470,000 30,000 840,000 2,343,997 3,213,997 1,500,000 1,507,500 3,007,500

315,000 28,000 343,000 7,000 850,000 857,000 1,535,000 1,535,000

1,060,000 280,000 1,340,000 -

870,000 870,000 -

16,524,128

Total

13,589,128

7,691,497

2,735,000

1,340,000

870,000

26,225,625

Annual Operating Impact

2022-2023

2023-2024

City Airport: Corporate Hangar (20% local design) Drainage Rehabilitiation (2% local) Airport Master Plan Update (2% local)

City Buildings: Public Building Capital Maintenance Central Library Godwin Courts Building Improvements Human Resources Bldg. Renovation - School Administration Cherry Street Parking Lot Upgrades Access Road - Joint Operations/Training Complex - Carolina Rd.

Total Operating Cost

2024-2025

2025-2026

6-10 Year Subtotal

10 Year Total

2,107,000

160,000

2,267,000

7,594,497

5,140,000

12,734,497

5,300,000

16,524,128 31,525,625

2026-2027

400,000 -

400,000

297

Public Buildings and Facilities City Airport Corporate Hangar City Council Goal – Expanded Economic Development The project will provide for the design and construction of a corporate hangar. The hangar will help to recruit and retain corporate customers to base airplanes in Suffolk. The building will have approximately 10,000 square feet of open hangar bay along with office and restroom facilities. The project will be funded with a combination of state and local funds.

FY 23 $0

FY 24 $0

FY 25 $0

FY 26 $0

FY 27 $0

FY 28-32 $800,000

Total $800,000

Operating Costs: The project will not have an operational impact on the City.

Drainage Rehabilitation City Council Goal – Transportation The project will provide for the reconstruction of old subsurface drainage pipes and structures at the airport that have shown signs of failure and forming sink holes on the surface. The project will be funded with a combination of federal (90%), state (8%), and local (2%) funds.

FY 23 $300,000

FY 24 $1,500,000

FY 25 $0

FY 26 $0

FY 27 $0

FY 28-32 $0

Total $1,800,000

Operating Costs: The project will not have an operational impact on the City.

298

Public Buildings and Facilities City Airport Airport Master Plan Update City Council Goal – Transportation This project will provide for the update of the Airport Master Plan taking into account the last 10 years of development at the airport. The Federal Aviation Administration and Virginia Department of Aviation will support the planning exercise to study future facility requirements. The project will be funded through a combination of federal (90%), state (8%) and local (2%) funds.

FY 23 $0

FY 24 $0

FY 25 $350,000

FY 26 $0

FY 27 $0

FY 28-32 $0

Total $350,000

Operating Costs: The project will not have an operational impact on the City.

299

Public Buildings and Facilities City Buildings Public Building Capital Maintenance City Council Goal – Civic Engagement and Responsive City Services A proactive building maintenance program is implemented to protect the City’s significant investment in public buildings. Capital maintenance projects include renovations and repairs to buildings and systems, as well as compliance with Americans with Disabilities Act (ADA) requirements. FY23 funding includes $150,000 for boiler replacement at the East Suffolk Recreation Center. FY 23 $980,000

FY 24 $840,000

FY 25 $850,000

FY 26 $1,060,000

FY 27 $870,000

FY 28-32 $4,500,000

Total $9,100,000

Operating Costs: The project will not have an operational impact on the City.

Central Library City Council Goal – Leisure, Health & Wellness This project will provide for construction of a new Central Library on West Washington Street in downtown Suffolk. The facility will replace the existing Morgan Memorial Library.

FY 23 $3,629,128

FY 24 $3,843,997

FY 25 $0

FY 26 $0

FY 27 $0

FY 28-32 $0

Total $7,473,125

Operating Costs: The projected annual operating cost is $400,000 for staffing and utilities beginning in FY25.

300

Public Buildings and Facilities City Buildings Godwin Courts Building Improvements City Council Goal – Civic Engagement and Responsive City Services The project will provide for the completion of improvements to the Godwin Courts building that is nearly 22 years old. Funds will be used for replacement of furniture, modular office cubicles, file storage systems, carpet, flooring, and elevator upgrades.

FY 23 $680,000

FY 24 $1,507,500

FY 25 $1,535,000

FY 26 $0

FY 27 $0

FY 28-32 $0

Total $3,722,500

Operating Costs: The project will not have an operational impact on the City.

Human Resources Building Renovation – Schools Administration City Council Goal – Public Education The project will provide for the renovation of the 40,000 square foot Human Resources Building to serve as the Suffolk Public Schools Administration offices. Suffolk Public Schools currently operates out of a leased facility in downtown. The scope of the renovation will include modifying the existing building layout to meet the programmatic needs of the Schools Administration operations along with upgrades to building systems and finishes such as flooring, ceilings, lighting, electrical, plumbing, heating, cooling, and ventilation, and parking lot improvements. FY 23 $6,500,000

FY 24 $0

FY 25 $0

FY 26 $0

FY 27 $0

FY 28-32 $0

Total $6,500,000

Operating Costs: The project will not have an operational impact on the City. 301

Public Buildings and Facilities City Buildings Cherry Street Parking Lot Upgrades City Council Goal – Civic Engagement and Responsive City Services The project will provide for upgrades to the existing 120 space Cherry Street parking lot in downtown Suffolk. Upgrades will include the redesign of the parking lot circulation for a safer and more efficient movement of vehicles, resurfacing and restriping, and landscaping.

FY 23 $0

FY 24 $0

FY 25 $0

FY 26 $280,000

FY 27 $0

FY 28-32 $0

Total $280,000

Operating Costs: The project will not have an operational impact on the City.

Access Road-Joint Operations/Training Complex – Carolina Road City Council Goal – Civic Engagement and Responsive City Services The project will provide for an access road to the joint operations/training complex located on Carolina Road which will serve Public Works, Fleet Management, Parks and Recreation, and Fire and Rescue and Police Department facilities.

FY 23 $1,500,000

FY 24 $0

FY 25 $0

FY 26 $0

FY 27 $0

FY 28-32 $0

Total $1,500,000

Operating Costs: The project will not have an operational impact on the City.

302

CAPITAL IMPROVEMENTS PROGRAM & PLAN PUBLIC SAFETY FY 2023 - 2032

Public Safety Planned Expenditures Fire & Rescue: Fire Apparatus (Various New Stations) Fire Apparatus (Replacements) Ambulance (Replacements) Ambulance (Various New Stations ) Joint Public Safety Training Center Nansemond & Wilroy Rd Fire Stn (36 staff) Carolina Road Fire Stn (21 staff) College Drive Fire Station (36 staff) Pruden Blvd. Rt. 460 Fire Stn (21 staff) Holland Road Fire Stn (21 staff) Breathing Air System Self Contained Breathing Apparatus Station 9 Upgrades (Kings Highway) Station 4 Upgrades (Lake Kilby) Police: Joint Public Safety Training Center Police Training Center (Whaleyville) Backup 911 Center

5 Year Summary Previous Funding

1,417,792 5,123,820 2,560,197 2,005,000 8,200,000 250,000 1,443,987 1,134,799

Total

2022-2023

1,475,848 858,000 402,413 4,089,443 100,000 -

6,925,704

2023-2024

431,000 -

575,000 1,006,000

2024-2025

453,000 -

453,000

2025-2026

3,634,674 477,000 1,000,000 750,000

5,861,674

2026-2027

5 Year Subtotal

6-10 Year Subtotal

10 Year Total

3,522,267 1,004,000 500,000 -

1,475,848 8,014,941 2,365,000 402,413 500,000 4,089,443 100,000 1,000,000 750,000

8,928,808 10,487,022 6,665,000 3,097,857 2,000,000 4,000,000 4,500,000 4,500,000 4,500,000 75,000 2,200,000 -

10,404,656 18,501,963 9,030,000 3,500,270 2,000,000 4,500,000 4,500,000 4,089,443 4,500,000 4,500,000 175,000 2,200,000 1,000,000 750,000

2,583,400

575,000 2,583,400

7,212,510 -

7,212,510 575,000 2,583,400

7,609,667

21,856,045

58,166,197

80,022,242

6-10 Year Subtotal

10 Year Total

Public Safety Funding Sources

Previous Funding

2022-2023

2023-2024

2024-2025

2025-2026

2026-2027

5 Year Subtotal

Fire Apparatus (Replacements) Ambulance (Replacements) Ambulance (Various New Stations ) Breathing Air System Transfer from General Fund College Drive Fire Station (36 staff) Transfer from RT. 17 Taxing District Fire Apparatus (Various New Stations) Fire Apparatus (Replacements) Joint Public Safety Training Center Nansemond & Wilroy Rd Fire Stn (36 staff) Carolina Road Fire Stn (21 staff) Pruden Blvd. Rt. 460 Fire Stn (21 staff) Holland Road Fire Stn (21 staff) Self Contained Breathing Apparatus Station 9 Upgrades (Kings Highway) Station 4 Upgrades (Lake Kilby) Joint Public Safety Training Center Police Training Center (Whaleyville) Backup 911 Center General Obligation Bonds

858,000 402,413 100,000 1,360,413 4,089,443 4,089,443 1,475,848 1,475,848

431,000 431,000 575,000 575,000

453,000 453,000 -

477,000 477,000 3,634,674 1,000,000 750,000 5,384,674

1,000,000 1,004,000 2,004,000 2,522,267 500,000 2,583,400 5,605,667

13,041,189

48,328,340

61,369,529

Total

6,925,704

1,006,000

453,000

5,861,674

7,609,667

21,856,045

58,166,197

80,022,242

Annual Operating Impact Fire & Rescue: Fire Apparatus (Various New Stations) Fire Apparatus (Replacements) Ambulance (Replacements) Ambulance (Various New Stations ) Joint Public Safety Training Center Nansemond & Wilroy Rd Fire Stn (36 staff) Carolina Road Fire Stn (21 staff) College Drive Fire Station (36 staff) Pruden Blvd. Rt. 460 Fire Stn (21 staff) Holland Road Fire Stn (21 staff) Breathing Air System Self Contained Breathing Apparatus Station 9 Upgrades (Kings Highway) Station 4 Upgrades (Lake Kilby) Police: Joint Public Safety Training Center Police Training Center (Whaleyville) Backup 911 Center Total Operating Cost

2022-2023

1,075,000 -

1,075,000

2023-2024

2024-2025

2025-2026

4,725,413 4,089,443

9,837,857 -

14,563,270 4,089,443

2026-2027

45,000 37,000 -

82,000

303

Public Safety Fire & Rescue Fire Apparatus City Council Goal – Public Safety The expansion of fire and rescue facilities and aging of existing fire apparatus requires the acquisition of new and replacement equipment. A systematic approach is used for acquiring new fire apparatus as new facilities are constructed and replacing old fire apparatus that have exceeded their life expectancy. Fire apparatus equipment in the first 5 years includes three fire engine replacements, one aerial ladder truck replacement, one fire rescue truck addition, and one fire tanker truck replacement. FY23 includes funding for the replacement of a fire engine assigned to Station 10 and a new fire rescue truck for the new College Drive Fire Station (Station 11).

FY 23 $2,333,848

FY 24 $0

FY 25 $0

FY 26 $3,634,674

FY 27 $3,522,267

FY 28-32 19,415,830

Total $28,906,619

Operating Costs: New fire apparatus programmed for FY 23 through FY27 that is associated with a new fire station will have an additional annual operating cost of $45,000.

Ambulances City Council Goal – Public Safety This project identifies a systematic approach for acquiring new ambulances as new facilities are constructed and replacing old ambulances that have exceeded their life expectancy. Some replacement ambulances will require new monitors, stretchers, and equipment, while others will be outfitted with equipment transferred from ambulances that are being moved into a reserve capacity. FY23 includes funding for the one new ambulance for the new College Drive Fire Station (Station 11).

FY 23 $402,413

FY 24 $431,000

FY 25 $453,000

FY 26 $477,000

FY 27 $1,044,000

FY 28-32 $9,762,857

Total $12,530,270

Operating Costs: New ambulances programmed for FY23 through FY27 that are associated with new fire stations will have additional annual operating costs of $37,000 per ambulance. 304

Public Safety Fire & Rescue Joint Public Safety Training Center City Council Goal – Public Safety The project will provide for a joint public safety training center classrooms for the fire and rescue and police departments. The facility will include showers/locker room, and associated storage space to accommodate recruit academy training as well as incumbent training.

FY 23 $0

FY 24 $0

FY 25 $0

FY 26 $0

FY 27 $0

FY 28-32 $2,000,000

Total $2,000,000

Operating Costs: The projected annual operating cost is $30,000 for utilities, maintenance, and supplies beginning in FY29.

Nansemond and Wilroy Road Fire Station City Council Goal – Public Safety Funding will provide for the construction of a three bay fire station/public safety center to provide fire protection and emergency medical services to the growing areas along Nansemond Parkway and Wilroy Road.

FY 23 $0

FY 24 $0

FY 25 $0

FY 26 $0

FY 27 $500,000

FY 28-32 $4,000,000

Total $4,500,000

Operating Costs: The projected annual operating cost is $2,150,000 beginning in FY29 to include the addition of 36 new firefighters and utilities.

305

Public Safety Fire & Rescue Carolina Road Fire Station City Council Goal – Public Safety The project will provide for the construction of a three bay fire station/public safety center to provide fire protection and emergency medical services to the growing areas of Route 13 and Route 32 between downtown Suffolk and the village of Whaleyville.

FY 23 $0

FY 24 $0

FY 25 $0

FY 26 $0

FY 27 $0

FY 28-32 $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 FY31.

College Drive Fire Station City Council Goal – Public Safety The project will provide for the design and construction of a four 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. FY23 funding is programmed to complete construction.

FY 23 $4,089,443

FY 24 $0

FY 25 $0

FY 26 $0

FY 27 $0

FY 28-32 $0

Total $4,089,443

Operating Costs: The projected annual operating cost is $2,150,000 including 36 new firefighters and utilities. The City hired 18 new firefighters in FY22. An additional 18 firefighters will be hired in FY23 at a cost of approximately $1,075,000. 306

Public Safety Fire & Rescue

Pruden Boulevard Route 460 Fire Station City Council Goal – Public Safety The project will provide for the design and construction of a three bay fire station/public safety center to enhance fire protection and emergency medical services to the growing Pruden Boulevard area of the City.

FY 23 $0

FY 24 $0

FY 25 $0

FY 26 $0

FY 27 $0

FY 28-32 $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 32.

Holland Road Fire Station City Council Goal – Public Safety The project will provide for the design of a three bay fire station/public safety center to enhance fire protection and emergency medical services to the . growing area near Centerpoint and between the Forest Glen district and the village of Holland.

FY 23 $0

FY 24 $0

FY 25 $0

FY 26 $0

FY 27 $0

FY 28-32 $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 which is outside of the 10 year CIP time period.

307

Public Safety Fire & Rescue .

Breathing Air System City Council Goal – Public Safety The project will provide for the acquisition of replacement breathing air systems to refill breathing air cylinders used by firefighters during entry into hazardous environments, such as structure fires, vehicle fires, and hazmat incidents.

FY 23 . $100,000

FY 24 $0

FY 25 $0

FY 26 $0

FY 27 $0

FY 28-32 $75,000

Total $175,000

Operating Costs: The project will not have an operational impact on the City.

Self Contained Breathing Apparatus City Council Goal – Public Safety The project will provide for the replacement of all self-contained breathing apparatus (SCBA) used by the Department of Fire & Rescue. SCBAs or air packs are worn by firefighters to provide for safe breathable air in immediate dangerous to health or life atmosphere. At the time of replacement the current air packs will have exceeded their useful life in addition to standards set by the National Fire Protection Association.

FY 23 $0

FY 24 $0

FY 25 $0

FY 26 $0

FY 27 $0

FY 28-32 $2,200,000

Total $2,200,000

Operating Costs: The project will not have an operational impact on the City. 308

Public Safety Fire & Rescue Station 9 Upgrades City Council Goal – Public Safety The project will provide for building upgrades to accommodate the operational needs for the now fulltime fire and rescue staff at Station 9 (Chuckatuck Fire Station). Upgrades will include modifications and expansion of the existing restroom and shower facilities to accommodate male and female firefighters, enclosure of the rear space for operational needs, electrical service and wiring upgrades, access control and security systems, and upgrades to lighting, floors, and other finishes. FY 23 . $0

FY 24 $0

FY 25 $0

FY 26 $1,000,000

FY 27 $0

FY 28-32 $0

Total $1,000,000

Operating Costs: The project will not have an operational impact on the City.

Station 4 Upgrades City Council Goal – Public Safety The project will provide for additional funds to complete the Station 4 upgrades project including the addition of an apparatus bay, restroom and shower expansions, kitchen and equipment upgrades, dormitory and other building improvements, parking, storage and site improvements.

FY 23 $0

FY 24 $0

FY 25 $0

FY 26 $750,000

FY 27 $0

FY 28-32 $0

Total $750,000

Operating Costs: The project will not have an operational impact on the City.

309

Public Safety Police Joint Public Safety Training Center City Council Goal – Public Safety The project will provide for a police and fire and rescue training facility to include classroom space, staff training offices, and restroom/shower facilities and a firearms qualification range.

FY 23 $0

FY 24 $0

FY 25 $0

FY 26 $0

FY 27 $0

FY 28-32 $7,212,510

Total $7,212,510

Operating Costs: The project will not have an operational impact in the first five years of the CIP.

Police Training Center City Council Goal – Public Safety The project will renovate the Old Whaleyville Community Center to become a training site for the Police Department to include K-9 training. The renovation will consist of building modifications to accommodate a new simulator training system, general classroom training, new office space, staff break room, restroom modifications, parking lot upgrade, and perimeter privacy fencing. FY 23 $0

FY 24 $575,000

FY 25 $0

FY 26 $0

FY 27 $0

FY 28-32 $0

Total $575,000

Operating Costs: The project will not have an operational impact on the City.

310

Public Safety Police Backup 911 Center City Council Goal – Public Safety The project will provide for a dedicated Backup 911 Center in the event of a power or function loss at the primary 911 Center. The facility will consist of a 1,600 square foot room at a public safety center. Funding will be used for design and construction of the room, equipment, and technology.

FY 23 $0

FY 24 $0

FY 25 $0

FY 26 $0

FY 27 $2,583,400

FY 28-32 $0

Total $2,583,400

Operating Costs: The project will not have an operational impact in the first five years of the CIP.

311

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312

CAPITAL IMPROVEMENTS PROGRAM & PLAN TRANSPORTATION FY 2023 - 2032

Transportation Planned Expenditures

5 Year Summary Previous Funding

2022-2023

2023-2024

2024-2025

2025-2026

2026-2027

5 Year Subtotal

6-10 Year Subtotal

10 Year Total

Local Urban Roadway Construction-Comp Plan Holland Road Godwin Boulevard Improvements RT17 Roadway Widening Shoulders Hill Phase II Shoulders Hill Phase III Yr. 6 - 10 Projects - TBD

74,378,234 843,997 -

2,916,782 -

8,344,222 25,236,141 1,200,000 27,478,741 4,767,254 421,000 290,000 4,716,910 140,000 1,100,000 50,000 100,000 200,000 -

372,530 50,000 1,772,480 765,201 100,000 586,681 484,000 2,000,000 150,000 150,000 150,000 50,000 235,000 9,782,674

3,058,641 1,500,000 -

11,100,000 11,300,000 -

4,959,347 4,000,000 -

5,975,423 11,100,000 12,800,000 4,959,347 4,000,000 -

3,800,000 11,715,793 40,000,000

5,975,423 11,100,000 12,800,000 8,759,347 15,715,793 40,000,000

1,500,000 1,950,000 2,000,000 100,000 900,000 709,000 2,000,000 500,000 2,500,000 1,500,000 214,000 -

2,038,425 2,000,000 600,000 100,000 3,312,676 200,000 -

14,400,000 400,000 100,000 3,332,526 3,112,652 1,100,000 750,000 300,000 900,000 -

435,390 95,000 100,000 1,027,553 1,400,000 15,000,000 -

3,910,955 16,400,000 2,000,000 435,390 2,000,000 600,000 1,772,480 765,201 495,000 500,000 4,232,526 586,681 1,193,000 9,452,881 2,000,000 1,400,000 650,000 2,650,000 1,650,000 214,000 50,000 1,300,000 750,000 300,000 15,900,000 235,000

2,000,000 10,000,000 1,200,000 14,680,811 400,000 500,000 4,027,553 32,535 50,000 16,000,000 -

3,910,955 16,400,000 2,000,000 2,435,390 10,000,000 2,000,000 1,800,000 1,772,480 14,680,811 765,201 895,000 1,000,000 4,232,526 586,681 1,193,000 13,480,434 2,000,000 1,432,535 650,000 2,650,000 1,650,000 214,000 50,000 50,000 1,300,000 750,000 300,000 15,900,000 16,000,000 235,000

13,873,000

12,809,742

46,795,178

27,017,290

110,277,884

104,406,692

214,684,576

2023-2024

2024-2025

2025-2026

2026-2027

5 Year Subtotal

6-10 Year Subtotal

10 Year Total

4,600,000

30,400,000

35,000,000

69,247,164

21,872,042

91,119,206

Local Urban Intersection Construction-Comp Plan RT17/ Crittenden Road Intersection Diverging Diamond Interchange Suffolk Bypass Wilroy/Godwin/Pruden IMR Study E Constance Rd/Wilroy Rd Intersection Yr. 6 - 10 Projects - TBD

Shoulders Hill Rd/RT17 Intersection Channel Dredging Nansemond Pkwy/Wilroy Rd Flyover Kimberly Bridge Reconstruction Pruden Center Turn Lanes Rail Crossing Improvements Miscellaneous Roadway Improvements Relocation of Zone C Headquarters Citywide Signal Timing Freeman Mill over Spivey Swamp Seaboard Coastline Trail Suffolk Traffic Operations Center RT58 Improvements - Longstreet to Holland Bypass Downtown Railroad Warning System Citywide Signal System Upgrade Downtown Signal System Upgrade Non-Median Break Intersection Improvements College Dr Median Improvements Electric Car Charging Stations Townpoint Sidewalk North Suffolk Connector Carolina Road Connector RT460 Improvements Kings Highway Bridge Suffolk Bypass ITS Total

Transportation Funding Sources Local Urban Rdway Constrn-Comp Plan Shoulders Hill Phase II Shoulders Hill Phase III Local Urban Intrsctn Const-Comp Plan RT58 Improvements - Longstreet to Holland Bypass State Transportation Funds Local Urban Rdway Constrn-Comp Plan Godwin Boulevard Improvements RT17 Roadway Widening Local Urban Intrsctn Const-Comp Plan RT17/ Crittenden Road Intersection Diverging Diamond Interchange Suffolk Bypass Wilroy/Godwin/Pruden IMR Study E Constance Rd/Wilroy Rd Intersection Citywide Signal Timing Freeman Mill over Spivey Swamp Seaboard Coastline Trail Suffolk Traffic Operations Center Downtown Railroad Warning System Citywide Signal System Upgrade Downtown Signal System Upgrade Non-Median Break Intersection Improvements RT460 Improvements Suffolk Bypass ITS State/Federal Grant Funds Local Urban Rdway Constrn-Comp Plan RT17 Roadway Widening Diverging Diamond Interchange Shoulders Hill Rd/RT17 Intersection Channel Dredging Rail Crossing Improvements Miscellaneous Roadway Improvements Citywide Signal Timing Seaboard Coastline Trail Suffolk Traffic Operations Center Carolina Road Connector Suffolk Bypass ITS

Previous Funding

2022-2023 -

1,900,000 2,000,000

700,000 4,600,000

8,600,000 9,800,000

372,530 50,000 515,345 189,000 1,910,691 150,000 150,000 150,000 165,000 3,652,566

1,500,000 1,950,000 649,000 2,000,000 500,000 2,500,000 1,500,000 214,000 10,813,000

2,038,425 2,073,089 4,111,514

12,900,000 3,112,652 34,412,652

435,390 822,042 15,000,000 16,257,432

100,000 71,336 89,309 70,000

2,000,000 100,000 -

1,500,000 2,000,000 600,000 100,000 339,587 -

400,000 100,000 300,000 -

95,000 100,000 205,511 -

313

Transfer from General Fund Freeman Mill over Spivey Swamp Transfer from Road Maintenance College Dr Median Improvements Transfer from RT17 Taxing District Local Urban Rdway Constrn-Comp Plan Holland Road Godwin Boulevard Improvements RT17 Roadway Widening Shoulders Hill Phase II Shoulders Hill Phase III Local Urban Intrsctn Const-Comp Plan Diverging Diamond Interchange Nansemond Pkwy/Wilroy Rd Flyover Pruden Center Turn Lanes Relocation of Zone C Headquarters Seaboard Coastline Trail RT 58 Improvements (Longstreet to Holland Bypass) Townpoint Sidewalk North Suffolk Connector RT460 Improvements General Obligation Bonds Total

Annual Operating Impact

330,645 295,000 295,000 50,000 50,000 2,916,782 -

2,100,000 60,000 60,000 -

4,539,587 -

800,000 -

400,511 -

3,058,641 -

2,500,000 1,500,000 -

3,059,347 2,000,000

8,170,743

2,305,511

10,476,254

355,000

50,000

1,772,480 765,201 5,454,463

900,000 900,000

900,000 200,000 4,158,641

1,500,000 3,332,526 1,100,000 750,000 900,000 11,582,526

700,000 5,759,347

27,854,977

49,829,139

77,684,116

9,782,674

13,873,000

12,809,742

46,795,178

27,017,290

110,277,884

104,406,692

214,684,576

2023-2024

2024-2025

2025-2026

2026-2027

2022-2023

Local Urban Roadway Construction-Comp Plan Holland Road

Godwin Boulevard Improvements

RT17 Roadway Widening

Shoulders Hill Phase II

Shoulders Hill Phase III

Yr. 6 - 10 Projects - TBD

RT17/ Crittenden Road Intersection

Diverging Diamond Interchange

Suffolk Bypass Wilroy/Godwin/Pruden IMR Study

E Constance Rd/Wilroy Rd Intersection

Yr. 6 - 10 Projects - TBD

Shoulders Hill Rd/RT17 Intersection

Channel Dredging

Nansemond Pkwy/Wilroy Rd Flyover

Kimberly Bridge Reconstruction

Pruden Center Turn Lanes

Rail Crossing Improvements

Miscellaneous Roadway Improvements

Relocation of Zone C Headquarters

Citywide Signal Timing

Freeman Mill over Spivey Swamp

Seaboard Coastline Trail

Suffolk Traffic Operations Center

RT58 Improvements - Longstreet to Holland Bypass

Downtown Railroad Warning System

Citywide Signal System Upgrade

Downtown Signal System Upgrade

Non-Median Break Intersection Improvements

College Dr Median Improvements

Electric Car Charging Stations

Townpoint Sidewalk

North Suffolk Connector

Carolina Road Connector

RT460 Improvements

Kings Highway Bridge Suffolk Bypass ITS

Local Urban Intersection Construction-Comp Plan

314

Transportation Local Urban Roadway Construction Comprehensive Plan City Council Goal - Transportation The project will provide funding for various roadway construction projects recommended in the City’s 2035 Comprehensive Plan including Holland Road widening, Godwin Boulevard improvements, Route 17 widening, and Shoulders Hill Phase II and III widening. Additional funding is programmed in the out years for projects to be determined. Projects are anticipated to be funded through state and local funds. FY 23 $2,916,782

FY 24 $0

FY 25 $4,558,641

FY 26 $22,400,000

FY 27 $8,959,347

FY 28-32 $55,515,793

Total $94,350,563

Operating Costs: The project will not have an operational impact on the City.

Local Urban Intersection Construction Comprehensive Plan City Council Goal - Transportation The project will provide for various intersection improvements to enhance traffic flow and safety as recommended in the City’s 2035 Comprehensive Plan. Priority intersection improvements for FY23 include Route 17/Crittenden Road and the Suffolk Bypass Wilroy/Godwin/Pruden IMR Study. Projects are anticipated to be funded through state and local funds.

FY 23 $422,530

FY 24 $3,450,000

FY 25 $4,038,425

FY 26 $14,400,000

FY 27 $435,390

FY 28-32 $12,000,000

Total $34,746,345

Operating Costs: The project will not have an operational impact on the City. 315

Transportation Shoulders Hill Road/Rt. 17 Intersection City Council Goal - Transportation This project will provide for improvements to the intersection of Route 17 and Shoulders Hill Road to address congestion and capacity concerns at this location. The project will be funded by 100% local funds.

FY 23 $0

FY 24 $2,000,000

FY 25 $0

FY 26 $0

FY 27 $0

FY 28-32 $0

Total $2,000,000

Operating Costs: The project will not have an operational impact on the City.

Channel Dredging City Council Goal - Transportation This project will provide for maintenance dredging to allow passage through waterways by commercial and recreational boaters. Funding will provide for the cost of the dredging and the disposal of dredged material at Craney Island. The project will be funded by 100% local funds.

FY 23 $0

FY 24 $0

FY 25 $600,000

FY 26 $0

FY 27 $0

FY 28-32 $1,200,000

Total $1,800,000

Operating Costs: The project will not have an operational impact on the City.

316

Transportation Nansemond Parkway/Wilroy Road Flyover City Council Goal - Transportation The project will provide for a flyover of Nansemond Parkway over the Commonwealth Railway at the intersection of Wilroy Road and Nansemond Parkway. The project will alleviate the conflict between vehicular and rail traffic at this intersection and greatly improve safety. FY23 funding is programmed with local funds.

FY 23 $1,772,480

FY 24 $0

FY 25 $0

FY 26 $0

FY 27 $0

FY 28-32 $0

Total $1,772,480

Operating Costs: The project will not have an operational impact on the City.

Kimberly Bridge Reconstruction City Council Goal - Transportation The project will provide funding to raise the elevation of North Main Street on both approaches of the bridge to reduce flooding along the roadway. Future funding is programmed with state and local funds.

FY 23 $0

FY 24 $0

FY 25 $0

FY 26 $0

FY 27 $0

FY 28-32 $14,680,811

Total $14,680,811

Operating Costs: The project will not have an operational impact on the City.

317

Transportation Pruden Center Turn Lanes City Council Goal - Transportation This project will address safety concerns related to vehicles entering and exiting the College and Career Academy at Pruden. The project will provide for the installation of left and right turn lanes on Route 460 at the entrance of this Suffolk Public Schools facility. FY23 funding is programmed with local funding.

FY 23 $765,201

FY 24 $0

FY 25 $0

FY 26 $0

FY 27 $0

FY 28-32 $0

Total $765,201

Operating Costs: The project will not have an operational impact on the City.

Rail Crossing Improvements City Council Goal - Transportation This project provides for improvements to the quality of at-grade railroad crossings. Asphalt or wood flange crossings are replaced with concrete panel sections resulting in a smoother ride and reduction in traffic backups due to vehicles slowing in order to traverse the crossings. Additional improvements are made to reduce or eliminate the steep approaches to rail crossings. Other projects include eliminating the ability to drive around crossing gates.

FY 23 $0

FY 24 $0

FY 25 $0

FY 26 $400,000

FY 27 $95,000

FY 28-32 $400,000

Total $895,000

Operating Costs: The project will not have an operational impact on the City.

318

Transportation Miscellaneous Roadway Improvements City Council Goal - Transportation The project will provide for miscellaneous roadway improvements that are not eligible for completion with state maintenance funds.

FY 23 $100,000

FY 24 $100,000

FY 25 $100,000

FY 26 $100,000

FY 27 $100,000

FY 28-32 $500,000

Total $1,000,000

Operating Costs: The project will not have an operational impact on the City.

Relocation of Zone C Headquarters City Council Goal – Civic Engagement and Responsive City Services The project will relocate Public Works Zone C headquarters, which serves North Suffolk, from the existing location at the entrance of Lone Star Lakes, to a northeastern location to accommodate the need for that area. The project includes land acquisition, site development, and construction of a parking area with some covered parking and 4,000 square feet for a small office and locker space. The project also includes storage for sand and salt, and an incinerator. FY 23 $0

FY 24 $900,000

FY 25 $0

FY 26 $3,332,526

FY 27 $0

FY 28-32 $0

Total $4,232,526

Operating Costs: The project will not have an operational impact on the City.

319

Transportation .

Citywide Signal Timing City Council Goal – Transportation The project is for the development of new signal timings for corridors in need of updated coordinated signal timing plans. The project will be funded with state funding and local funding.

FY 23 $586,681

FY 24 $0

FY 25 $0

FY 26 $0

FY 27 $0

FY 28-32 $0

Total $586,681

Operating Costs: The project will not have an operational impact on the City.

Freeman Mill Over Spivey Swamp City Council Goal – Transportation The project will replace an existing steel and timber structure with a single pre-stressed concrete voided slab with concrete abutments.

FY 23 $484,000

FY 24 $709,000

FY 25 $0

FY 26 $0

FY 27 $0

FY 28-32 $0

Total $1,193,000

Operating Costs: The project will not have an operational impact on the City.

320

Transportation

Seaboard Coastline Trail City Council Goal – Transportation The project will extend the Seaboard Coastline Trail, which is part of a planned 11 mile trail, including segments from Driver to Nansemond River High School, Moore Avenue to Suburban Drive, and from Pitchkettle Road to Kenyon Road. The project will be funded with state and local funding.

FY 23 $0

FY 24 $2,000,000

FY 25 $3,312,676

FY 26 $3,112,652

FY 27 $1,027,553

FY 28-32 $4,027,553

Total $13,480,434

Operating Costs: The project will not have an operational impact on the City.

Suffolk Traffic Operations Center City Council Goal – Transportation The project will provide funding to outfit a portion of the Public Works Operations Building on Carolina Road to function as a traffic operations center. The project will be funded with federal and local funds.

FY 23 $2,000,000

FY 24 $0

FY 25 $0

FY 26 $0

FY 27 $0

FY 28-32 $0

Total $2,000,000

Operating Costs: The project will not have an operational impact on the City.

321

Transportation Rt. 58 Improvements. – Longstreet Lane to Holland Bypass City Council Goal – Transportation The project will provide for improvements along the Route 58 corridor between Longstreet Lane and the Holland Bypass. Improvements include installation of an R-CUT intersection and realignment of mainline. The project is anticipated to be funded with state and local funds.

FY 23 $0

FY 24 $0

FY 25 $0

FY 26 $0

FY 27 $1,400,000

FY 28-32 $32,535

Total $1,432,535

Operating Costs: The project will not have an operational impact on the City.

Downtown Railroad Warning System City Council Goal – Transportation The project will provide for upgrades to the downtown railroad warning system at North Main Street. The project is anticipated to be funded with federal funding.

FY 23 $150,000

FY 24 $500,000

FY 25 $0

FY 26 $0

FY 27 $0

FY 28-32 $0

Total $650,000

Operating Costs: The project will not have an operational impact on the City.

322

Transportation .

Citywide Signal System Upgrade City Council Goal – Transportation The project will provide for upgrades to the citywide signal systems at various locations to enhance safety. The project is anticipated to be funded with federal funding.

FY 23 $150,000

FY 24 $2,500,000

FY 25 $0

FY 26 $0

FY 27 $0

FY 28-32 $0

Total $2,650,000

Operating Costs: The project will not have an operational impact on the City.

Downtown Signal System Upgrade City Council Goal – Transportation The project will provide for upgrades to the downtown signal system to enhance safety throughout the downtown area. The project is anticipated to be funded with federal funding.

FY 23 $150,000

FY 24 $1,500,000

FY 25 $0

FY 26 $0

FY 27 $0

FY 28-32 $0

Total $1,650,000

Operating Costs: The project will not have an operational impact on the City.

323

Transportation .

Non-Median Break Intersections Improvements City Council Goal – Transportation The project will provide for improvements at nonmedian break intersections on Routes 58/13/460 and Military Highway. Funding is programmed with federal funding.

FY 23 $0

FY 24 $214,000

FY 25 $0

FY 26 $0

FY 27 $0

FY 28-32 $0

Total $214,000

Operating Costs: The project will not have an operational impact on the City.

College Drive Median Improvements City Council Goal – Transportation The project will provide for design and construction of a raised median on College Drive from the end of the raised median at the I-664 overpass on the south to the roundabout at Harbour View Parkway on the north. The project will be funded with Route 17 Taxing District funds.

FY 23 $50,000

FY 24 $0

FY 25 $0

FY 26 $0

FY 27 $0

FY 28-32 $0

Total $50,000

Operating Costs: The project will not have an operational impact on the City.

324

Transportation .

Electric Car Charging Stations City Council Goal – Transportation The project will provide for five (5) commercial electric vehicle charging stations throughout the city using federal funding.

FY 23 $0

FY 24 $0

FY 25 $0

FY 26 $0

FY 27 $0

FY 28-32 $50,000

Total $50,000

Operating Costs: The project will not have an operational impact on the City.

Townpoint Sidewalk City Council Goal – Transportation The project will provide for design and construction of sidewalks along portions of Townpoint Road with local funding.

FY 23 $0

FY 24 $0

FY 25 $200,000

FY 26 $1,100,000

FY 27 $0

FY 28-32 $0

Total $1,300,000

Operating Costs: The project will not have an operational impact on the City.

325

Transportation .

North Suffolk Connector City Council Goal – Transportation The project will provide for a new two-lane roadway alignment connecting Nansemond Parkway to Shoulders Hill Road using local funding.

FY 23 FY 24 FY 25 FY 26 FY 27 FY 28-32 $0 $0 $0 $750,000 $0 $0 Operating Costs: The project will not have an operational impact on the City.

Total $750,000

Carolina Road Connector City Council Goal – Transportation The project will provide for a Carolina Road connector study using local funding.

FY 23 $0

FY 24 $0

FY 25 $0

FY 26 $300,000

FY 27 $0

FY 28-32 $0

Total $300,000

Operating Costs: The project will not have an operational impact on the City.

326

Transportation .

Route 460 Improvements City Council Goal – Transportation The project will provide for road widening, median construction, sidewalks, and a closed drainage system from Kings Fork Road to the Bypass using state and local funding.

FY 23 $0

FY 24 $0

FY 25 $0

FY 26 $900,000

FY 27 FY 28-32 $15,000,000 $0

Total $15,900,000

Operating Costs: The project will not have an operational impact on the City.

Kings Highway Bridge City Council Goal – Transportation The project will provide for design and preliminary engineering of a bridge over the Nansemond River between Chuckatuck and Driver.

FY 23 $0

FY 24 $0

FY 25 $0

FY 26 $0

FY 27 $0

FY 28-32 $16,000,000

Total $16,000,000

Operating Costs: The project will not have an operational impact on the City.

327

Transportation .

Suffolk Bypass ITS City Council Goal – Transportation The project will provide for fiber optic connectivity to the VDOT Smart Traffic Center and install traffic sensors and dynamic message systems. Federal and local funding is anticipated.

FY 23 $235,000

FY 24 $0

FY 25 $0

FY 26 $0

FY 27 $0

FY 28-32 $0

Total $235,000

Operating Costs: The project will not have an operational impact on the City.

328

CAPITAL IMPROVEMENTS PROGRAM & PLAN PUBLIC SCHOOLS FY 2023 - 2032

Public Schools Planned Expenditures Schools Major Repairs/Systems Replacement Northern Shores Elementary Addition Operations Facility JFK Middle Replacement - 800 student Kilby Shores Elem. Replc. - 800 student Elephant's Fork Elem. Replc. - 800 student Nansemond Parkway Elem. Replc. - 800 student Forest Glen Middle School Replc. - 800 student John Yeates Middle School Replc. - 1,000 student Nansemond River High School Addition

5 Year Summary Previous Funding * 15,430,243 5,000,000 -

Total

2022-2023

2023-2024

2024-2025

2025-2026

2026-2027

5 Year Subtotal

6-10 Year Subtotal

10 Year Total

3,575,000 7,500,000 -

1,200,000 22,000,000 -

3,575,000 20,500,000 -

5,075,000 -

5,357,330 4,917,670 -

3,575,000 15,207,330 4,917,670 50,000,000 -

33,425,000 9,792,330 34,720,000 33,880,000 35,840,000 54,382,200 59,805,200 25,600,000

37,000,000 15,207,330 14,710,000 50,000,000 34,720,000 33,880,000 35,840,000 54,382,200 59,805,200 25,600,000

11,075,000

23,200,000

24,075,000

5,075,000

10,275,000

73,700,000

287,444,730

361,144,730

Public Schools Funding Sources

Previous Funding

2022-2023

2023-2024

2024-2025

2025-2026

2026-2027

5 Year Subtotal

6-10 Year Subtotal

10 Year Total

Schools Major Repairs/Systems Replacement Northern Shores Elementary Addition Transfer from General Fund Schools Major Repairs/Systems Replacement Northern Shores Elementary Addition Operations Facility JFK Middle Replacement - 800 student Kilby Shores Elem. Replc. - 800 student Elephant's Fork Elem. Replc. - 800 student Nansemond Parkway Elem. Replc. - 800 student Forest Glen Middle School Replc. - 800 student John Yeates Middle School Replc. - 1,000 student Nansemond River High School Addition General Obligation Bonds

75,000 75,000 3,500,000 7,500,000 11,000,000

75,000 75,000 1,125,000 22,000,000 23,125,000

75,000 75,000 3,500,000 20,500,000 24,000,000

75,000 75,000 5,000,000 5,000,000

75,000 75,000 5,282,330 4,917,670 10,200,000

375,000

750,000

73,325,000

287,069,730

360,394,730

Total

11,075,000

23,200,000

24,075,000

5,075,000

10,275,000

73,700,000

287,444,730

361,144,730

Annual Operating Impact

2022-2023

2023-2024

2024-2025

2025-2026

2026-2027

Schools Major Repairs/Systems Replacement Northern Shores Elementary Addition Operations Facility JFK Middle Replacement - 800 student Kilby Shores Elem. Replc. - 800 student Elephant's Fork Elem. Replc. - 800 student Nansemond Parkway Elem. Replc. - 800 student Forest Glen Middle School Replc. - 800 student John Yeates Middle School Replc. - 1,000 student Nansemond River High School Addition

Total Operating Cost

329

Public Schools Schools Major Repairs/Systems Replacement City Council Goal - Education This project will provide for major repairs and systems replacements such as the replacement of heating, ventilation, air, and cooling systems, roofs, and stormwater drainage infrastructure that are failing or inefficient, as well as testing and abatement of potentially harmful substances in Suffolk Public School facilities.

FY 23 $3,575,000

FY 24 $0

FY 25 $0

FY 26 $0

FY 27 $0

FY 28-32 $33,425,000

Total $37,000,000

Operating Costs: The project will not have an operational impact on Suffolk Public Schools.

Northern Shores Elementary Addition City Council Goal - Education The project will provide for the design and construction of one additional two story wing. The project will provide additional student capacity with added classroom space, and the elimination of mobile units. This expansion provides capacity district-wide and addresses citywide growth.

FY 23 $0

FY 24 $1,200,000

FY 25 $3,575,000

FY 26 $5,075,000

FY 27 $5,357,330

FY 28-32 $0

Total $15,207,330

Operating Costs: The project will not have an operational impact on Suffolk Public Schools.

330

Public Schools Operations Facility City Council Goal - Education The project will provide for Phase 2 of the Suffolk Public Schools operations center at the former Mt. Zion Elementary School property. The first phase of the project has been completed and houses the Schools print shop, textbook center, and food services administration. Phase 2 will provide for warehouse space and trades worker shops for a total of 87,600 square feet.

FY 23 $0

FY 24 $0

FY 25 $0

FY 26 $0

FY 27 $4,917,670

FY 28-32 $9,792,330

Total $14,710,000

Operating Costs: The project is not anticipated to result in significant new operating costs.

John F. Kennedy Middle School Replacement City Council Goal - Education The project will replace John F. Kennedy Middle School with a new 800 student school. The current facility was constructed in 1965 and will be over 60 years old upon replacement. The new school will expand student capacity options district-wide by addressing growth throughout the entire City while providing a modern learning environment for Suffolk students.

FY 23 $7,500,000

FY 24 FY 25 FY 26 $22,000,000 $20,500,000 $0

FY 27 $0

FY 28-32 $0

Total $50,000,000

Operating Costs: The project is not anticipated to result in significant new operating costs.

331

Public Schools Kilby Shores Elementary School Replacement City Council Goal - Education This project will replace Kilby Shores Elementary School with a new 800 student school. Kilby Shores Elementary School was constructed in 1979 and will be nearly 50 years old upon replacement. The new school will expand student capacity options district-wide by addressing growth throughout the entire City while providing a modern learning environment for Suffolk students.

FY 23 $0

FY 24 $0

FY 25 $0

FY 26 $0

FY 27 $0

FY 28-32 $34,720,000

Total $34,720,000

Operating Costs: The project is not anticipated to result in significant new operating costs.

Elephant’s Fork Elementary School Replacement City Council Goal - Education The project will replace the Elephants Fork Elementary School with a new 800 student school. The existing school will be nearly 50 years old upon replacement. The new school will expand student capacity options district-wide by addressing growth throughout the entire City while providing a modern learning environment for Suffolk students.

FY 23 $0

FY 24 $0

FY 25 $0

FY 26 $0

FY 27 $0

FY 28-32 $33,880,000

Total $33,880,000

Operating Costs: The project is not anticipated to result in significant new operating costs.

332

Public Schools Nansemond Parkway Elementary School Replacement City Council Goal - Education The project will replace Nansemond Parkway Elementary School with a new 800 student school. The existing school will be nearly 50 years old upon replacement. The new school will expand student capacity options district-wide by addressing growth throughout the entire City while providing a modern learning environment for Suffolk students. FY 23 $0

FY 24 $0

FY 25 $0

FY 26 $0

FY 27 $0

FY 28-32 $35,840,000

Total $35,840,000

Operating Costs: The project is not anticipated to result in significant new operating costs.

Forest Glen Middle School Replacement City Council Goal - Education The project will replace Forest Glen Middle School with a new 800 student school. Forest Glen Middle School was constructed in 1965 and will be over 60 years old upon replacement. The new school will expand student capacity options district-wide by addressing growth throughout the entire City while providing a modern learning environment for Suffolk students.

FY 23 $0

FY 24 $0

FY 25 $0

FY 26 $0

FY 27 $0

FY 28-32 $54,382,200

Total $54,382,200

Operating Costs: The project is not anticipated to result in significant new operating costs.

333

Public Schools John Yeates Middle School Replacement City Council Goal - Education The project will replace John Yeates Middle School with a new 1,000 student school. John Yeates Middle School was constructed in 1965 and will be over 60 years old upon replacement. The new school will expand student capacity options district-wide by addressing growth throughout the entire City while providing a modern learning environment for Suffolk students. FY 23 $0

FY 24 $0

FY 25 $0

FY 26 $0

FY 27 $0

FY 28-32 $59,805,200

Total $59,805,200

Operating Costs: The project is not anticipated to result in significant new operating costs.

Nansemond River High School Addition City Council Goal - Education This project will provide for the construction of a two story, 20 classroom addition to Nansemond River High School. The project will expand student capacity district-wide and accommodate enrollment increases and growth anticipated throughout the City.

FY 23 $0

FY 24 $0

FY 25 $0

FY 26 $0

FY 27 $0

FY 28-32 $25,600,000

Total $25,600,000

Operating Costs: The projected annual operating costs for this project outside of the 10 year plan.

334

CAPITAL IMPROVEMENTS PROGRAM & PLAN VILLAGE & NEIGHBORHOOD INITIATIVES FY 2023 - 2032

Village & Neighborhood Initiatives Planned Expenditures Village & Neighborhood Improvements Open Space Improvements Downtown Implementation Plan Initiatives

5 Year Summary Previous Funding 5,629,250 1,465,000 2,160,000

Total

2022-2023

2023-2024

2024-2025

2025-2026

2026-2027

5 Year Subtotal

6-10 Year Subtotal

10 Year Total

825,000 250,000 925,000

1,271,980 250,000 875,000

1,372,400 250,000 1,000,000

6,214,180 1,250,000 4,800,000

6,862,000 1,250,000 9,000,000

13,076,180 2,500,000 13,800,000

2,000,000

2,396,980

2,622,400

12,264,180

17,112,000

29,376,180

5 Year Subtotal

6-10 Year Subtotal

10 Year Total

Village & Neighborhood Initiatives Funding Sources

Previous Funding

2022-2023

2023-2024

2024-2025

2025-2026

2026-2027

Village & Neighborhood Improvements Open Space Improvements Downtown Implementation Plan Initiatives Transfer from General Fund

825,000 250,000 925,000 2,000,000

1,271,980 250,000 875,000 2,396,980

1,372,400 250,000 1,000,000 2,622,400

12,264,180

17,112,000

29,376,180

Total

2,000,000

2,396,980

2,622,400

12,264,180

17,112,000

29,376,180

Annual Operating Impact

2022-2023

2023-2024

2024-2025

2025-2026

2026-2027

Village & Neighborhood Improvements Open Space Improvements Downtown Implementation Plan Initiatives

Total Operating Cost

335

Village and Neighborhood Initiatives Village & Neighborhood Improvements City Council Goal – Growth Management and Comprehensive Planning The project will provide for the systematic implementation of short and long term strategies and initiatives specified in the 2035 Comprehensive Plan including the adopted Village and Neighborhood Initiatives Plans and other documented neighborhood needs assessments. The funding request represents the continuation of a 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 23 $825,000

FY 24 $1,271,980

FY 25 $1,372,400

FY 26 $1,372,400

FY 27 $1,372,400

FY 28-32 $6,862,000

Total $13,076,180

Operating Costs: The project will not have an operational impact on the City.

Open Space Improvements

FY 23 $250,000

FY 24 $250,000

FY 25 $250,000

City Council Goal – Growth Management and Comprehensive Planning This project provides for the systematic and ongoing implementation of both short and long term strategies and initiatives as specified in the 2035 Comprehensive Plan, including the adopted Village and Neighborhood Initiatives Plans and other documented neighborhood needs assessments. The funding request represents the continuation of a multi-year implementation strategy, the principal focus of which is to acquire lands and construct improvements for the development of neighborhood parks and other similar quality of life improvements. FY 26 FY 27 FY 28-32 Total $250,000 $250,000 $1,250,000 $2,500,000

Operating Costs: The project will not have an operational impact on the City. 336

337

Project

Future Projects

TOTALS

Future Projects (As yet to be Determined per Neighborhood Assessment Tool and Assessment of Other Specified Needs)

1,271,980

825,000

289,850

105,000

155,000

Closed Drainage & Street Improvements - Area 4 - (Area 4 includes: Beech Street, Oak Street, Halifax Street, Collie Avenue, Bank Street, Sunset Avenue, and Railroad Avenue.)

663,820

163,310

2023-2024

252,140

Closed Drainage & Street Improvements - Area 3 - (Area 3 includes: N. 8th Street, N. 9th Street, N. 10th Street, and N. 11th Street.)

Closed Drainage & Street Improvements - Area 1 - (Area 1 includes: S. Division Street, S. Lloyd Street, S. Capital Street, Freeney Avenue, and Camp Avenue.) Closed Drainage & Street Improvements - Area 2 - (Area 2 includes: S. 4th Street, S. 5th Street, S. 6th Street, S. 7th Street, and Freeney Avenue.) Closed Drainage & Street Improvements - Area 3 - (Area 3 includes: S. 8th Street, S. 9th Street, S. 10th Street, S. 11th Street, S. 12th Street, Freeney Avenue, and Rosemont Avenue.)

297,650

Closed Drainage & Street Improvements - Area 2 - (Area 2 includes: N. 4th Street, N. 5th Street, N. 6th Street, N. 7th Street, Bank Street, and Railroad Avenue.)

Rosemont Neighborhood Improvements

170,210

2022-2023

Closed Drainage & Street Improvements - Area 1 - (Area 1 Lloyd Place Neighborhood includes: Willow Street, N. Division Street, N. Lloyd Street, N. Improvements Capital Street, Bank Street, and Railroad Avenue.)

FUTURE / PROPOSED VILLAGE & NEIGHBORHOOD IMPROVEMENT PROJECTS (As Determined per Neighborhood Assessment Tool and Assessment of Other Specified Needs)

Community

1,372,400

461,610

746,700

164,090

2024-2025

1,372,400

155,180

309,120

500,000

408,100

2025-2026

FY 2022 / 2023 Proposed Budget Request

November 15, 2021

VILLAGE & NEIGHBORHOOD IMPROVEMENTS

FY 2023 - 2032 CAPITAL IMPROVEMENTS PLAN

1,372,400

469,750

98,000

467,750

250,000

86,900

2026-2027

6,214,180

624,930

1,263,580

407,140

467,750

750,000

2,203,170

497,610

5 Year Subtotal 2023-2027

6,862,000

1,894,680

1,655,070

3,312,250

5 Year Subtotal 2028-2032

13,076,180

1,894,680

2,280,000

1,263,580

407,140

3,780,000

750,000

2,203,170

497,610

10 Year Total 2023-2032

338

Completed Improvements

339

Project

Future Projects

TOTALS

Future Projects (As yet to be Determined per Neighborhood Assessment Tool and Assessment of Other Specified Quality of Life Needs)

FUTURE / PROPOSED OPEN SPASE & QUALITY of LIFE IMPROVEMENT PROJECTS (As Determined per Neighborhood Assessment Tool and Assessment of Other Specified Needs)

Community

FY 2023 - 2032 CAPITAL IMPROVEMENTS PLAN

250,000

2023-2024

250,000

2022-2023

250,000

2024-2025

250,000

2025-2026

FY 2022 / 2023 Proposed Budget Request

November 15, 2021

OPEN SPACE and QUALITY OF LIFE IMPROVEMENTS

250,000

2026-2027

1,250,000

5 Year Subtotal 2023-2027

1,250,000

5 Year Subtotal 2028-2032

2,500,000

10 Year Total 2023-2032

Village and Neighborhood Initiatives Downtown Implementation Plan Initiatives City Council Goal – Growth Management and Comprehensive Planning The project will provide for the systematic and ongoing implementation of short and long term strategies and initiatives specified in the adopted Downtown Master Plan. The funding request represents the continuation of a multi-year implementation strategy, the principle focus of which is to construct major development projects and implement effective management projects as outlined in the Downtown Master Plan.

FY 23 $925,000

FY 24 $875,000

FY 25 $1,000,000

FY 26 $1,000,000

FY 27 $1,000,000

FY 28-32 $9,000,000

Total $13,800,000

Operating Costs: The project will not have an operational impact on the City.

340

341

Project

November 15, 2021

300,000

Downtown Wayfinding System - Installation of integrated permanent wayfinding system including parking and key destinations.

875,000

925,000

TOTALS

Future Projects - (To be determined)

25,000

100,000

250,000

500,000

2023-2024

Long-Term Opportunity Sites - To be determined based on future analysis of sites identified in Downtown Master Plan.

25,000

250,000

Phoenix Bank Block - Detailed surveys, Phase 1-2 environmental assessments, parcel assembly, clear deeds/titles Years 1-2; engineering and design, and construction Years 6-10 (See Note 1 ). Includes activities in support of design and development of Carver Circle.

Gateway Improvements - Study potential locations for new gateways into downtown on all the major corridors of entry; engineering and design Years 1-2 ; construction Years 3-4.

350,000

Festival/Events Venue and Market Hall - Begin funding, strategy development, engineering and design in Year 1; construction Years 2-3.

Main Street Streetscape - Begin funding, strategy development, engineering and design in Years 4 -5; construction Years 5-10.

(As

2022-2023

1,000,000

200,000

300,000

500,000

2024-2025

FY 2022 / 2023 Proposed Budget Request

Note 1: This line item is supplemented by $500,000 in existing Village & Neighborhood funds.

Combined Projects

Management Projects

Major Development Projects

FUTURE / PROPOSED DOWNTOWN IMPLEMENTATION PLAN PROJECTS identified in the Downtown Suffolk Master Plan, adopted June 2018)

Community

FY 2023 - 2032 CAPITAL IMPROVEMENTS PLAN

1,000,000

500,000

2025-2026

DOWNTOWN IMPLEMENTATION PLAN INITIATIVES

1,000,000

500,000

2026-2027

4,800,000

1,200,000

350,000

400,000

500,000

1,350,000

1,000,000

5 Year Subtotal 2023-2027

9,000,000

1,000,000

5,000,000

1,000,000

2,000,000

5 Year Subtotal 2028-2032

13,800,000

2,200,000

5,000,000

350,000

400,000

1,500,000

1,350,000

3,000,000

10 Year Total 2023-2032

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342

Utility Fund

343

_____________________________________________________________________________________

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344

CAPITAL IMPROVEMENTS PROGRAM & PLAN PUBLIC UTILITIES FUND FY 2023 - 2032

Public Utilities Fund Planned Expenditures Water Projects Water Source Development and Water Treatment Plant Expansion Water Distribution & Transmission System Expansion Water System Upgrades

5 Year Summary Previous Funding 8,802,000 8,625,000 8,030,000

Subtotal Water Projects: Sewer Projects Sanitary Sewer Extensions

865,000 -

2023-2024

1,112,000 -

2024-2025

1,468,000 9,000,000

2025-2026

13,297,000 -

2026-2027

5 Year Subtotal

6-10 Year Subtotal

10 Year Total

2,316,000

19,058,000

18,534,000

37,592,000

1,200,000

10,200,000

20,600,000

30,800,000

1,825,000

2,450,000

1,850,000

1,000,000

1,350,000

8,475,000

7,250,000

15,725,000

2,690,000

3,562,000

12,318,000

14,297,000

4,866,000

37,733,000

46,384,000

84,117,000

600,000

900,000

1,500,000

6,580,000

7,550,000

7,000,000

4,200,000

7,000,000

32,330,000

35,000,000

67,330,000

Subtotal Sewer Projects:

6,580,000

7,850,000

7,000,000

4,500,000

7,000,000

32,930,000

35,900,000

68,830,000

Total Public Utilities Fund

9,270,000

11,412,000

19,318,000

18,797,000

11,866,000

70,663,000

82,284,000

152,947,000

2023-2024

2024-2025

2025-2026

2026-2027

Sanitary Sewer System Upgrades

1,150,000

2022-2023

32,360,000

300,000

Public Utilities Fund Funding Sources

Public Utilities Revenue Bonds

Previous Funding

2022-2023

6-10 Year Subtotal

10 Year Total

5,350,000

13,600,000

13,050,000

6,400,000

38,400,000

55,600,000

94,000,000

Transfer from Public Utilities Fund

9,270,000

6,062,000

5,718,000

5,747,000

5,466,000

32,263,000

26,684,000

58,947,000

Total Public Utilities Fund

9,270,000

11,412,000

19,318,000

18,797,000

11,866,000

70,663,000

82,284,000

152,947,000

2023-2024

2024-2025

2025-2026

2026-2027

Annual Operating Impact

5 Year Subtotal

2022-2023

Water Projects Water Source Development and Water Treatment Plant Expansion Water Distribution & Transmission System Expansion Water System Upgrades Subtotal Water Projects: Sewer Projects Sanitary Sewer Extensions Sanitary Sewer System Upgrades Subtotal Sewer Projects: Utility Fund - Capital Cash: Estimated Debt Service: Total Operating Cost

(5,897,000) (5,897,000)

(3,208,000) (3,208,000)

(344,000)

29,000

(281,000)

428,000

1,088,000

1,044,000

84,000

1,117,000

763,000

345

Water Projects Water Source Development and Water Treatment Plant Expansion City Council Goal – Civic Engagement and Responsive City Services The project provides for the development, upgrades, and expansion of the City’s public water supply sources and treatment plant facilities. Projects include upgrades to Lonestar Lakes and Chuckatuck Creek dam, Crumps Mill Pond dam upgrades, water treatment plant HVAC upgrades, production well maintenance, EDR membrane replacement, surface water treatment plant expansion, and annual Water Source Development charges. Funding in FY 23 is programmed for laboratory cabinet/flooring replacements and water source development reservation charges. FY 23 $865,000

FY 24 $1,112,000

FY 25 $1,468,000

FY 26 $13,297,000

FY 27 $2,316,000

FY 28-32 $18,534,000

Total $37,592,000

Operating Costs: The project will not have an operational impact on the City.

Water Distribution & Transmission System Expansion City Council Goal – Civic Engagement and Responsive City Services The project provides for the expansion of the City’s water distribution and transmission systems, inclusive of system storage. Future projects include the southern transmission main from Moores Farm Lane to Exeter Drive to Route 460, and the Route 58 supply transmission main from Route 460 to Kenyon Road.

FY 23 $0

FY 24 $0

FY 25 $9,000,000

FY 26 $0

FY 27 $1,200,000

FY 28-32 $20,600,000

Total $30,800,000

Operating Costs: The project will not have an operational impact on the City. 346

Water Projects Water System Upgrades City Council Goal – Civic Engagement and Responsive City Services The project will provide for the replacement and rehabilitation of aging or undersized water distribution system infrastructure, replacement of aging water meters and water service lines, and the rehabilitation of the City’s water storage tanks. FY23 continues the small water meter replacement program, water service line replacements, and funding for water upgrades related to the proposed downtown library site.

FY 23 $1,825,000

FY 24 $2,450,000

FY 25 $1,850,000

FY 26 $1,000,000

FY 27 $1,350,000

FY 28-32 $7,250,000

Total $15,725,000

Operating Costs: The project will not have an operational impact on the City.

347

Water System Upgrades

Programmed Water Projects

Water Distribution & Transmission System Expansion

Programmed Water Projects

Water Source Development & Water Treatment Plant Upgrades

Programmed Water Projects

348

Water Meter Upgrades ($300,000)

Water Meter Exceptions ($100,000)

Water Service Line Replacements ($150,000)

Water Meter Upgrades ($300,000)

Water Tank Demolition (County St. Tank) ($250,000)

Water Service Line Replacements ($150,000)

Neighborhood Replacements: Adams/Maple/Mulberry Sts. (D), PS 163 Neighborhood Replacements: Forest Service Area Ph 2 (D), Mahan St./Day St. Upgrades (D), St. (C), Snead Dr./Torry Pines Ln. Adams/Maple/Mulberry Sts. (C), Old Service Upgrades (C), Old Town Syst. Town Syst. (C), and Downtown Water (D), & Downtown Water Upgrades (C) Imp. (D) ($1,900,000) ($1,025,000)

$2,450,000

Projects

2023-2024

Projects

2022-2023

$1,825,000

Projects

2023-2024

Projects

2022-2023

Water Source Development Charge ($712,000)

Crumps Mill Pond Dam & Impoundment Improvements (D) ($400,000)

$1,112,000

Water Source Development Charge ($790,000)

Laboratory Cabinet/Flooring Replacements (C) ($75,000)

$865,000

Projects

2023-2024

Projects

2022-2023

Projects

$1,000,000

2025-2026

Projects

2025-2026

Projects

Water Source Development Charge ($647,000)

WTWA Ground Water Permit Renewal (Permit Development) ($150,000)

Projects

$1,350,000

2026-2027

Projects

RT 58 Supply Transmission Main (Rt. 460 to Kenyon Rd. (D) ($1,200,000)

$1,200,000

2026-2027

Projects

Water Source Development Charge ($666,000)

WTWA Ground Water Permit Renewal (Permit Development) ($150,000)

Surface Water Treatment Plant 8 MGD Phase III C Expansion (D) ($1,500,000)

$2,316,000

2026-2027

Water Meter Upgrades ($200,000)

Water Service Line Replacements ($150,000)

Water Meter Upgrades ($200,000)

Water Service Line Replacements ($250,000)

Water Meter Upgrades ($200,000)

Water Service Line Replacements ($250,000)

Neighborhood Replacements: Forest Neighborhood Replacements: Harrell Neighborhood Replacements: Harrell St. Upgrades (C), PS 163 Service Area Dr. Area Upgrades (D), and Downtown Dr. Area Upgrades (C), and Downtown Ph 2 (C), and Downtown Water Water Improvements (C) ($550,000) Water Improvements (C) ($900,000) Improvements (C) ($1,500,000)

$1,850,000

2024-2025

Projects

Southern Transmission Main Ph. I (Moores Farm Ln to Exeter Dr.) (C) ($9,000,000)

$9,000,000

2024-2025

Projects

Water Source Development Charge ($733,000)

Reids Ferry Well Upgrade & Crittenden Well Evaluation (D&C) ($435,000)

EDR 7-11 Membrane Replacement (C) ($4,500,000)

EDR 7-11 Membrane Replacement (D) ($300,000)

Crumps Mill Pond Dam & Impoundment Improvements (C) ($8,000,000)

$13,297,000

2025-2026

$1,468,000

2024-2025

Projects

$572,000

2027-2028

Water Meter Upgrades ($200,000)

Water Service Line Replacements ($250,000)

Neighborhood Replacements: Downtown Water Improvements (C) ($1,000,000)

$1,450,000

2027-2028

Projects

Southern Transmission Main Ph. H (Rt 10 to Moores Farm Ln) (D) ($200,000)

Southern Transmission Main Ph. J (Exeter Dr./Gardner Ln. to Rt. 460) (D) ($600,000)

$800,000

2027-2028

Projects

Water Source Development Charge ($572,000)

Capital Improvements Plan Utility Fund FY 2022-2023 through FY 2031-2032 Programmed Water Projects Projects

Water Meter Upgrades ($200,000)

Water Service Line Replacements ($250,000)

Neighborhood Replacements: Downtown Water Improvements (C) ($1,000,000)

$1,450,000

2028-2029

Projects

RT 58 Supply Transmission Main (Rt. 460 to Kenyon Rd. Ph. 1 (C) ($10,000,000)

$10,000,000

2028-2029

Projects

Water Source Development Charge ($589,000)

Surface Water Treatment Plant 8 MGD Phase III C Expansion (C) ($16,000,000)

$16,589,000

2028-2029

Projects

Water Meter Upgrades ($200,000)

Water Service Line Replacements ($250,000)

Neighborhood Replacements: Downtown Water Improvements (C) ($1,000,000)

$1,450,000

2029-2030

Projects

RT 58 Supply Transmission Main (Rt. 460 to Kenyon Rd. Ph. 2 (C) ($9,500,000)

Southern Transmission Main Ph. H (Rt 10 to Moores Farm Ln) (L.A.) ($150,000)

Southern Transmission Main Ph. J (Exeter Dr./Gardner Ln. to Rt. 460) (L.A.) ($150,000)

$9,800,000

2029-2030

Projects

Water Source Development Charge ($486,000)

$486,000

2029-2030

Projects

Water Meter Upgrades ($200,000)

Water Service Line Replacements ($250,000)

Neighborhood Replacements: Downtown Water Improvements (C) ($1,000,000)

$1,450,000

2030-2031

Projects

2030-2031

Projects

Water Source Development Charge ($500,000)

$500,000

2030-2031

Projects

Water Meter Upgrades ($200,000)

Water Service Line Replacements ($250,000)

Neighborhood Replacements: Downtown Water Improvements (C) ($1,000,000)

$1,450,000

2031-2032

Projects

2031-2032

Projects

Water Source Development Charge ($387,000)

$387,000

2031-2032

Sewer Projects Sanitary Sewer Extensions City Council Goal – Civic Engagement and Responsive City Services The project will continue efforts to extend sanitary sewer into existing developed areas that are currently without sewer service. Identified funding is for minor extensions of sewer service or potential partnerships in pro rata agreements.

FY 23 $0

FY 24 $300,000

FY 25 $0

FY 26 $300,000

FY 27 $0

FY 28-32 $900,000

Total $1,500,000

Operating Costs: The project will not have an operational impact on the City.

Sanitary Sewer System Upgrades City Council Goal – Civic Engagement and Responsive City Services The project will provide for the renovation, rehabilitation, and replacement of the City’s sanitary sewer system. The system currently consists of 154 pump stations and 367 miles of gravity sewer mains and force mains. In 2007, the Hampton Roads region, inclusive of the City of Suffolk, entered into a Special Order by Consent with the Virginia Department of Environmental Quality. This Order was replaced with a new Order in 2015 to align with Hampton Roads Sanitation District’s (HRSD) amendment to their Federal Consent Decree. As part of the new Consent Order, the City is required to continue its Management Operations and Maintenance (MOM) program to protect against sanitary sewer overflows. FY 23 funding continues the MOM program, immediate find and fix repairs, service area improvements, downtown area sewer improvements, vacuum sewer system monitoring upgrades, and pump station upgrades. FY 23 $6,580,000

FY 24 $7,550,000

FY 25 $7,000,000

FY 26 $4,200,000

FY 27 $7,000,000

FY 28-32 $35,000,000

Operating Costs: The project will not have an operational impact on the City.

Total $67,330,000 349

350

MOM Program (Sys. Maintenance Find & Fix Upgrades; Flow Monitoring) ($3,200,000)

$7,000,000

Projects 2024-2025

MOM Program (Sys. Maintenance Find & Fix Upgrades; Flow Monitoring) ($3,200,000)

$4,200,000

Projects 2025-2026

Misc. Extensions (C) ($300,000)

$300,000

Projects 2025-2026

MOM Program (Sys. Maintenance Find & Fix Upgrades; Flow Monitoring) ($3,200,000)

$7,000,000

Projects 2026-2027

MOM Program (Sys. Maintenance Find & Fix Upgrades; Flow Monitoring) ($3,200,000)

$7,000,000

Projects 2027-2028

Misc. Extensions (C) ($300,000)

$300,000

Projects 2027-2028

MOM Program (Sys. Maintenance Find & Fix Upgrades; Flow Monitoring) ($3,200,000)

$7,000,000

Projects 2028-2029

MOM Program (Sys. Maintenance Find & Fix Upgrades; Flow Monitoring) ($3,200,000)

$7,000,000

Projects 2029-2030

Misc. Extensions (C) ($300,000)

$300,000

Projects 2029-2030

MOM Program (Sys. Maintenance Find & Fix Upgrades; Flow Monitoring) ($3,200,000)

$7,000,000

Projects 2030-2031

MOM Program (Sys. Maintenance Find & Fix Upgrades; Flow Monitoring) ($3,200,000)

$7,000,000

Projects 2031-2032

$300,000

Projects 2031-2032

Pump Station Elect. & Mech. Upgrades (C); PS #17 Pump Station Maintenance Relocation (C); Pinner& Pearl Upgrades (C); Pearl & Pinner Peanut Park/Hall Pl. Sewer Syst. Pump Station Maintenance Pump Station Maintenance Pump Station Maintenance Pump Station Maintenance Pump Station Maintenance Pump Station Maintenance Pump Station Maintenance Sewer Syst. Upgrades (D); Sewer System Upgrades (C); Upgrades Ph. 2 (C); and Pump Upgrades (C); Downtown Sewer Upgrades (C); Downtown Sewer Upgrades (C); Downtown Sewer Upgrades (C); Downtown Sewer Upgrades (C); Downtown Sewer Upgrades (C); Downtown Sewer Upgrades (C); Downtown Sewer Peanut Park/Hall Pl. Sewer Syst. and Downtown Sewer System Station Maintenance Upgrades System Upgrades (C & D) System Upgrades (C & D) System Upgrades (C & D) System Upgrades (C & D) System Upgrades (C & D) System Upgrades (C & D) System Upgrades (C & D) Upgrades Ph. 2 (D); PS #62 Upgrades (D); and Vacuum Syst. (C) ($3,800,000) ($1,000,000) ($3,800,000) ($3,800,000) ($3,800,000) ($3,800,000) ($3,800,000) ($3,800,000) Upgrades (D) and Vacuum Syst. Pit Upgrades (C) ($4,350,000) Pit Upgrades (C) ($3,380,000)

MOM Program (Sys. Maintenance Find & Fix Upgrades; Flow Monitoring) ($3,200,000)

Projects 2023-2024 $7,550,000

Projects 2022-2023

$6,580,000

Misc. Extensions (C) ($300,000)

$300,000

Projects 2023-2024

Programmed Sewer Projects

Sanitary Sewer Extensions

Sanitary Sewer System Upgrades

Projects 2022-2023

Programmed Sewer Projects

Capital Improvements Plan Utility Fund FY 2022-2023 through FY 2031-2032 Programmed Sewer Projects

Stormwater

351

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352

CAPITAL IMPROVEMENTS PROGRAM & PLAN STORMWATER FUND FY 2023 - 2032

Stormwater Fund Planned Expenditures Citywide Drainage Improvements Olde Towne Drainage Improvements Oakland Drainage Improvements Wilkins Drive Drainage Steeple Drive Drainage Improvements Pughsville Drainage Improvements Woodrow South Suffolk Drainage Jefferson Street Drainage First Avenue Drainage Sadler Heights Driver Drainage Improvements

5 Year Summary Previous Funding 1,670,000 350,000 156,300 1,523,956 294,000 -

Total Stormwater Fund

2022-2023

2023-2024

2024-2025

2025-2026

2026-2027

5 Year Subtotal

6-10 Year Subtotal

10 Year Total

500,000 606,000 500,000 364,000 2,602,956 482,300 275,000 136,100

500,000 2,224,000 3,000,000 500,000 1,411,044 1,000,000 1,195,000 312,500 135,000 641,700

500,000 2,446,000 1,500,000 1,000,000 312,500 402,500 -

500,000 4,203,000 573,000 312,500 -

500,000 312,500 -

2,500,000 9,479,000 3,500,000 2,000,000 364,000 4,014,000 3,055,300 1,195,000 1,525,000 537,500 777,800

2,500,000 -

5,000,000 9,479,000 3,500,000 2,000,000 364,000 4,014,000 3,055,300 1,195,000 1,525,000 537,500 777,800

5,466,356

10,919,244

6,161,000

5,588,500

812,500

28,947,600

2,500,000

31,447,600

*Staff is evaluating the potential to fund a portion of Stormwater capital projects with Virginia Resources Authority (VRA) revenue bonds.

Stormwater Fund Funding Sources

Previous Funding

2022-2023

2023-2024

2024-2025

2025-2026

2026-2027

5 Year Subtotal

6-10 Year Subtotal

10 Year Total

Pughsville Drainage Improvements State Transportation Funds Citywide Drainage Improvements Olde Towne Drainage Improvements Oakland Drainage Improvements Wilkins Drive Drainage Steeple Drive Drainage Improvements Pughsville Drainage Improvements Woodrow South Suffolk Drainage Jefferson Street Drainage First Avenue Drainage Sadler Heights Driver Drainage Improvements Transfer from Stormwater Fund

176,978 176,978 500,000 606,000 500,000 364,000 2,425,978 482,300 275,000 136,100 5,289,378

500,000 2,224,000 3,000,000 500,000 1,411,044 1,000,000 1,195,000 312,500 135,000 641,700 10,919,244

500,000 2,446,000 1,500,000 1,000,000 312,500 402,500 6,161,000

500,000 4,203,000 573,000 312,500 5,588,500

500,000 312,500 812,500

28,770,622

2,500,000

31,270,622

Total Stormwater Fund

5,466,356

10,919,244

6,161,000

5,588,500

812,500

28,947,600

2,500,000

31,447,600

Annual Operating Impact

2022-2023

2023-2024

2024-2025

2025-2026

176,978

2026-2027

Citywide Drainage Improvements Olde Towne Drainage Improvements Oakland Drainage Improvements Wilkins Drive Drainage Steeple Drive Drainage Improvements Pughsville Drainage Improvements Woodrow South Suffolk Drainage Jefferson Street Drainage First Avenue Drainage Sadler Heights Driver Drainage Improvements

Total Operating Cost

353

Stormwater Citywide Drainage Improvements City Council Goal – Civic Engagement and Responsive City Services The project will provide for the design and construction of drainage improvements to relieve flooding across the City. Funding is programmed for drainage studies, pipe and structure rehabilitations, easement acquisitions for improved maintenance capabilities, full drainage designs and construction.

FY 23 $500,000

FY 24 $500,000

FY 25 $500,000

FY 26 $500,000

FY 27 $500,000

FY 28-32 $2,500,000

Total $5,000,000

Operating Costs: The project will not have an operational impact on the City.

Olde Towne Drainage Improvements City Council Goal – Civic Engagement and Responsive City Services The project will provide design and construction of improvements in the Olde Towne area to address ongoing drainage issues that were identified in the Olde Towne Drainage Master Plan. These improvements will rehabilitate older infrastructure and relocate some existing infrastructure to provide more capacity and improved maintenance access.

FY 23 $606,000

FY 24 $2,224,000

FY 25 $2,446,000

FY 26 $4,203,000

FY 27 $0

FY 28-32 $0

Total $9,479,000

Operating Costs: The project will not have an operational impact on the City. 354

Stormwater Oakland Drainage Improvements City Council Goal – Civic Engagement and Responsive City Services The project will provide for the design, right-of-way, acquisition and construction of drainage infrastructure to combat flooding in the Oakland area.

FY 23 $500,000

FY 24 $3,000,000

FY 25 $0

FY 26 $0

FY 27 $0

FY 28-32 $0

Total $3,500,000

Operating Costs: The project will not have an operational impact on the City.

Wilkins Drive Drainage Improvements City Council Goal – Civic Engagement and Responsive City Services The project will provide for the design, right-of-way and/or easement acquisition, and construction of drainage infrastructure to combat flooding in the Holland Road area of the City.

FY 23 $0

FY 24 $500,000

FY 25 $1,500,000

FY 26 $0

FY 27 $0

FY 28-32 $0

Total $2,000,000

Operating Costs: The project will not have an operational impact on the City.

355

Stormwater Steeple Drive Drainage Improvements City Council Goal – Civic Engagement and Responsive City Services The project will provide for the design, right-of-way and construction of drainage improvements to relieve flooding along Steeple Drive in the Eclipse section of the City.

FY 23 $364,000

FY 24 $0

FY 25 $0

FY 26 $0

FY 27 $0

FY 28-32 $0

Total $364,000

Operating Costs: The project will not have an operational impact on the City.

Pughsville Drainage Improvements City Council Goal – Civic Engagement and Responsive City Services The project will provide for the continuation of drainage improvements in the Pughsville area which is prone to flooding. The project will consist of installing a closed pipe system on John Street, as well as a stormwater BMP between Town Point Road and Buchanan Street.

FY 23 $2,602,956

FY 24 $1,411,044

FY 25 $0

FY 26 $0

FY 27 $0

FY 28-32 $0

Total $4,014,000

Operating Costs: The project will not have an operational impact on the City.

356

Stormwater Woodrow South Suffolk Drainage City Council Goal – Civic Engagement and Responsive City Services The project will provide for the design, right-of-way and construction of drainage improvements to relieve flooding in the South Suffolk neighborhood and section of the City.

FY 23 $482,300

FY 24 $1,000,000

FY 25 $1,000,000

FY 26 $573,000

FY 27 $0

FY 28-32 $0

Total $3,055,300

Operating Costs: The project will not have an operational impact on the City.

Jefferson Street Drainage City Council Goal – Civic Engagement and Responsive City Services The project will provide for the design, right-of-way and construction of drainage infrastructure to upgrade and relocate the stormwater system along Jefferson Street.

FY 23 $0

FY 24 $1,195,000

FY 25 $0

FY 26 $0

FY 27 $0

FY 28-32 $0

Total $1,195,000

Operating Costs: The project will not have an operational impact on the City. 357

Stormwater Fifth Avenue Drainage City Council Goal – Civic Engagement and Responsive City Services The project will provide for the design, right-of-way and construction of drainage infrastructure to relieve flooding in the Broad Street section of the City.

FY 23 $275,000

FY 24 $312,500

FY 25 $312,500

FY 26 $312,500

FY 27 $312,500

FY 28-32 $0

Total $1,525,000

Operating Costs: The project will not have an operational impact on the City.

Sadler Heights Drainage City Council Goal – Civic Engagement and Responsive City Services The project will provide for the design, right-of-way and construction of drainage infrastructure to relieve flooding in the Sadler Heights neighborhood.

FY 23 $0

FY 24 $135,000

FY 25 $402,500

FY 26 $0

FY 27 $0

FY 28-32 $0

Total $537,500

Operating Costs: The project will not have an operational impact on the City. 358

Stormwater Driver Drainage Improvements City Council Goal – Civic Engagement and Responsive City Services The project will provide for the design and construction of drainage improvements to reduce flooding in downtown Driver.

FY 23 $136,100

FY 24 $641,700

FY 25 $0

FY 26 $0

FY 27 $0

FY 28-32 $0

Total $777,800

Operating Costs: The project will not have an operational impact on the City.

359

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360

Transit Fund

361

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362

CAPITAL IMPROVEMENTS PROGRAM & PLAN TRANSIT FUND FY 2023 - 2032

Transit Planned Expenditures Transit Operations Facility College Drive Bus Pullout

5 Year Summary Previous Funding * 825,494

Total Transit Fund

2022-2023

2023-2024

2024-2025

2025-2026

2026-2027

5 Year Subtotal

6-10 Year Subtotal

10 Year Total

60,000 -

1,830,066 871,930

1,890,066 871,930

60,000

2,701,996

2,761,996

Transit Funding Sources

Previous Funding

2022-2023

2023-2024

2024-2025

2025-2026

2026-2027

5 Year Subtotal

6-10 Year Subtotal

10 Year Total

Transit Operations Facility College Drive Bus Pullout State/Federal Grant Funds

60,000 60,000

1,830,066 871,930 2,701,996

2,761,996

Total Transit Fund

60,000

2,701,996

2,761,996

Annual Operating Impact

2022-2023

2023-2024

2024-2025

2018-2019

2026-2027

Transit Operations Facility College Drive Bus Pullout

Total Operating Cost

363

Transit Fund Transit Operations Facility City Council Goal - Transportation This project provides for the construction of an operations facility where transit vehicles can be stored and cleaned. The project will include office space of approximately 4,000 square feet, a heated garage and storage of approximately 2,000 square feet, and outside fenced and gated parking for 20 large vehicles. The project will be funded through federal funds.

FY 23 $0

FY 24 $0

FY 25 $60,000

FY 26 $1,830,066

FY 27 $0

FY 28-32 $0

Total $1,890,066

Operating Costs: The project will not have an operational impact on the City.

College Drive Bus Pullout City Council Goal - Transportation This project provides for the construction of a bus turnout along south bound College Drive at Kroger within the existing grass median. Construction will consist of a raised concrete median, shelter, signage and traffic signal. The project will be funded with state funds.

FY 23 $0

FY 24 $0

FY 25 $0

FY 26 $871,930

FY 27 $0

FY 28-32 $0

Total $871,930

Operating Costs: The project will not have an operational impact on the City. 364

Fleet Fund

365

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366

CAPITAL IMPROVEMENTS PROGRAM & PLAN FLEET FUND FY 2023 - 2032

Fleet Fund Planned Expenditures Replacement of Fleet Facilities

5 Year Summary Previous Funding 125,000

Total Fleet Fund

2022-2023

2023-2024

2024-2025

2025-2026

2026-2027

5 Year Subtotal

6-10 Year Subtotal

10 Year Total

300,000

3,875,000

4,175,000

10,325,000

14,500,000

300,000

3,875,000

4,175,000

10,325,000

14,500,000

6-10 Year Subtotal

10 Year Total

Fleet Fund Funding Sources

Previous Funding

2022-2023

2023-2024

2024-2025

2025-2026

2026-2027

5 Year Subtotal

Replacement of Fleet Facilities General Obligation Bonds

300,000 300,000

3,875,000 3,875,000

4,175,000

10,325,000

14,500,000

Total Fleet Fund

300,000

3,875,000

4,175,000

10,325,000

14,500,000

Annual Operating Impact

2022-2023

2023-2024

2024-2025

2025-2026

2026-2027

Replacement of Fleet Facilities

Total Operating Cost

367

Fleet Fund Replacement of Fleet Facilities City Council Goal – Civic Engagement and Responsive City Services The project will provide for the relocation of the City’s fleet facilities which are currently located in a shared facility with Suffolk Public Schools on Kenyon Road. The project includes the design and construction of a building with additional parking and storage areas necessary to accommodate this facility and the purchase of necessary equipment and furnishings required to operate the facility.

FY 23 $0

FY 24 $0

FY 25 $0

FY 26 $300,000

FY 27 $3,875,000

FY 28-32 $10,325,000

Total $14,500,000

Operating Costs: The project will not have an operational impact on the City.

368

Information Technology Fund

369

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370

CAPITAL IMPROVEMENTS PROGRAM & PLAN INFORMATION TECHNOLOGY FUND FY 2023 - 2032

Information Technology Planned Expenditures Disaster Recovery-Data Center Backup Asset Management System Physical Security ERP Upgrade Internet Access Expansion Fiber Infrastructure Phone System Upgrade Network Upgrade and Expansion

5 Year Summary Previous Funding * 500,000 250,000 -

Total Information Technology Fund

2022-2023

2023-2024

2024-2025

2025-2026

2026-2027

5 Year Subtotal

6-10 Year Subtotal

10 Year Total

250,000 250,000 -

200,000 -

2,000,000 -

2,000,000 650,000 250,000 -

500,000 1,900,000 1,500,000 600,000 2,000,000

2,000,000 500,000 650,000 1,900,000 250,000 1,500,000 600,000 2,000,000

500,000

200,000

2,000,000

2,900,000

6,500,000

9,400,000

Information Technology Funding Sources

Previous Funding

2022-2023

2023-2024

2024-2025

2025-2026

2026-2027

5 Year Subtotal

6-10 Year Subtotal

10 Year Total

Physical Security Internet Access Expansion Transfer from General Fund Disaster Recovery-Data Center Backup Asset Management System ERP Upgrade Fiber Infrastructure Phone System Upgrade Network Upgrade and Expansion General Obligation Bonds

250,000 250,000 500,000 -

200,000 200,000 -

2,000,000 2,000,000

2,000,000

6,500,000

8,500,000

Total Information Technology Fund

500,000

200,000

2,000,000

2,900,000

6,500,000

9,400,000

Annual Operating Impact

2022-2023

2023-2024

2024-2025

2025-2026

900,000

2026-2027

Disaster Recovery-Data Center Backup Asset Management System Physical Security ERP Upgrade Internet Access Expansion Fiber Infrastructure Phone System Upgrade Network Upgrade and Expansion

40,000 -

50,000 -

Total Operating Cost

40,000

50,000

371

Information Technology Fund Disaster Recovery-Data Center Backup City Council Goal – Civic Engagement and Responsive City Services The project will provide for a new backup data center which is necessary to ensure business continuity if the City’s primary data center is lost due to a disaster or other failure. The funding will provide a location to install redundant, backup hardware such as servers, desktop and networking devices, and internet connection.

FY 23 $0

FY 24 $0

FY 25 $0

FY 26 $2,000,000

FY 27 $0

FY 28-32 $0

Total $2,000,000

Operating Costs: The project will have a projected annual operating impact of $50,000 beginning in FY27.

Asset Management System City Council Goal – Financial Stability The project will provide for improvements to City asset inventory and management to include computers, laptops and iPads.

FY 23 $0

FY 24 $0

FY 25 $0

FY 26 $0

FY 27 $0

FY 28-32 $500,000

Total $500,000

Operating Costs: The project will have a projected annual operating cost of $40,000 for maintenance beginning in FY29. 372

Information Technology Fund Physical Security City Council Goal – Public Safety The project will upgrade the physical security, access control, and intrusion and detection systems in City buildings. Funding will be used for items such as perimeter security fencing, identification badge printing solutions, and video cameras.

FY 23 $250,000

FY 24 $200,000

FY 25 $200,000

FY 26 $0

FY 27 $0

FY 28-32 $0

Total $650,000

Operating Costs: The project is anticipated to have a projected annual operating cost of $40,000 for maintenance beginning in FY26.

ERP Upgrade City Council Goal – Financial Stability The project will provide for an updated enterprise resource planning (ERP) solution to integrate and manage the City’s finance, human resources, and payroll systems.

FY 23 $0

FY 24 $0

FY 25 $0

FY 26 $0

FY 27 $0

FY 28-32 $1,900,000

Total $1,900,000

Operating Costs: The project will have a projected annual operating cost of $60,000 for maintenance beginning FY29. 373

Information Technology Fund Internet Access Expansion City Council Goal – Civic Engagement and Responsive City Services The project will increase access to internet service to citizens in unserved/underserved areas of the City. Funding will be used to provide service drops, run service lines, and install other needed infrastructure to expand internet service capability to citizens that are not currently served by local internet service providers. Residents would be responsible for monthly service fees to the provider for service.

FY 23 $250,000

FY 24 $0

FY 25 $0

FY 26 $0

FY 27 $0

FY 28-32 $0

Total $250,000

Operating Costs: The project will not have an operating impact on the City.

Fiber Infrastructure City Council Goal – Civic Engagement and Responsive City Services The project will provide a plan to track the City’s current fiber infrastructure and install fiber at all tower sites and any other locations that are deemed necessary to improve the City’s overall fiber infrastructure.

FY 23 $0

FY 24 $0

FY 25 $0

FY 26 $0

FY 27 $0

FY 28-32 $1,500,000

Total $1,500,000

Operating Costs: The project will have an annual operating cost of $150,000 for maintenance beginning in FY 30.

374

Information Technology Fund Phone System Upgrade City Council Goal – Civic Engagement and Responsive City Services The project will provide for an upgrade of the City’s current phone system which will have reached the end of its useful life. Funds will be used for the purchase of hardware for the new phone system.

FY 23 $0

FY 24 $0

FY 25 $0

FY 26 $0

FY 27 $0

FY 28-32 $600,000

Total $600,000

Operating Costs: The project will have an annual operating cost of $150,000 for maintenance beginning in FY 29.

Network Upgrade and Expansion City Council Goal – Civic Engagement and Responsive City Services The project will provide a plan to upgrade the current network infrastructure which will have reached its useful life. Funding will be used to purchase hardware for the network upgrade and expansion system.

FY 23 $0

FY 24 $0

FY 25 $0

FY 26 $0

FY 27 $0

FY 28-32 $2,000,000

Total $2,000,000

Operating Costs: The project will have an annual operating cost of $200,000 for maintenance beginning in FY 29.

375

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376

Cash Proffer Report

377

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378

Cash Proffer Report This report reflects cash proffers received by the City of Suffolk pursuant to Section 15.2-2303.2 of the Code of Virginia. Previous cash proffers appropriated for the new northern middle school capital project were expended in the amount of $389,861 in FY21. The City also received additional cash proffers totaling $1,138,669 in FY 21 for public safety, schools, and transportation capital improvements.

Schools Public Safety Transportation

Amount Amount Amount Previous Received Appropriated Expended Years FY 21 FY 21 FY 21 3,760,803 $ 1,026,669 $ 389,861 $ 389,861 120,000 56,000 120,000 56,000 4,000,803 $ 1,138,669 $ 389,861 $ 389,861

379

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380

381

$29,911,939

$29,832,500

4.2¢ 1,228,277

81,006,638 75,850,574

(5,156,064) 0

14,957,653 11,090,192 84,641,203 6,558,282 17,943,589 70,486,187 15,349,745 8,506,439 2,391,526 1,285,960 28,305,066 2,287,958 9,431,977 1,847,305 82,000 275,165,081 4.6%

230,358,427 8,526,848 28,208,668 2,915,074 0 270,009,017 2.6%

Projection 2024

$29,993,641

7.6¢ 1,265,125

75,850,574 66,231,050

(9,619,525) 0

15,555,959 11,533,800 88,026,851 6,820,613 18,661,333 73,305,635 15,963,735 8,846,696 2,487,187 1,337,398 27,456,966 4,818,743 9,576,987 1,921,197 482,000 286,795,099 4.2%

237,269,180 8,782,653 28,208,668 2,915,074 0 277,175,575 2.7%

Projection 2025

27,222,200

8.0¢ 1,303,079

66,231,050 55,765,736

(10,465,314) 0

16,178,198 11,995,151 91,547,925 7,093,437 19,407,786 76,237,860 16,602,284 9,200,564 2,586,674 1,390,894 26,424,038 7,286,186 6,571,400 1,998,045 502,000 295,022,444 2.9%

244,387,255 9,046,133 28,208,668 2,915,074 0 284,557,130 2.7%

Projection 2026

26,027,414

11.2¢ 1,342,172

55,765,736 40,667,866

(15,097,871) 0

16,825,326 12,474,958 95,209,842 7,377,175 20,184,097 79,287,374 17,266,375 9,568,587 2,690,141 1,446,530 25,848,315 9,657,403 6,756,911 2,077,967 587,000 307,258,002 4.1%

251,718,873 9,317,517 28,208,668 2,915,074 0 292,160,131 2.7%

Projection 2027

TBD

14.0¢ 1,382,437

40,667,866 21,349,201

(19,318,665) 0

17,498,339 12,973,956 99,018,236 7,672,262 20,991,461 82,458,869 17,957,030 9,951,330 2,797,747 1,504,391 25,743,238 11,238,032 6,756,911 2,161,086 587,000 319,309,888 3.9%

259,270,439 9,597,042 28,208,668 2,915,074 0 299,991,223 2.7%

Projection 2028

(6) Value of 1¢ assumed to grow by 3.0% per year after FY 2023. (7) Projected Beginning Unassigned Fund Balance reflects the Unassigned Fund Balance for the General Fund per the 2021 Audit.

(1) All projected revenues (i.e. FY 2023 and beyond) are based on the proposed FY 2023 budget. Updated projections for FY 2024 and beyond will be completed during development of the FY 2024 budget. For projection purposes, Local Tax Revenue and Fees and Charges are assumed to grow at 3.0% per year. All other revenues assume no growth after FY 2023. (2) All projected expenditures (i.e. FY 2023 and beyond) are based on the proposed FY 2023 budget. Updated projections for FY 2024 and beyond will be completed during development of the FY 2024 budget. For projection purposes, all expenditures assume 4% growth per year, except Debt Service, Cash Funded Capital, and the Operating Impact of CIP Projects, which are based on the FY 2023 - FY 2032 Adopted CIP. (3) Existing Debt Service (line 23) includes General Fund debt service net of payments on EDA HHS debt, Route 17 debt, the 2015 GO bonds, 2020A GO bonds, and 2021A GO bonds issued for IT needs, the 2019A GO bonds issued for radio purchases, the 2016A GO bonds issued for fleet purchases, the 2018 GO bonds issued to term out the 2015B Refuse BAN, the 2014 GO bonds issued for the Operations Center, and the 2020B GO bonds issued to refund the 2014 GO Operations Center bonds. The Existing Debt Service line item incorporates annual proffer revenues to offset debt service: $373,765 in FY 2023 per the proposed FY 2023 Operating & Capital Budget, and a planning estimate of $125,000 in FY 2024. Finally, the Existing Debt Service line item includes an estimated annual Bond Handling expenditure. (4) New Debt Service (line 24) consists of FY 2023-2027 General Government CIP bond issuances. All CIP bond issuances are based on a 20 year repayment with 2 years of interest only followed by 19 years of principal repayment. Updated projections will be prepared during FY 2024 budget development based upon updated expenditure assumptions. (5) Proposed capital funding figures (lines 25 & 27) are based on projections from the FY 2023 Proposed Budget and FY 2023 - FY 2032 Adopted CIP. Updated projections will be prepared during FY 2024 budget development based upon updated expenditure assumptions.

GO Bond Funded Projects per CIP

0.0¢ 1,192,502

81,006,638 81,006,638

Projected Beginning Unassigned Fund Balance(7) Projected Ending Unassigned Fund Balance

Equivalent Real Estate Tax Impact (¢) Value of 1¢(6)

0 0

14,382,359 10,663,646 81,385,772 6,306,040 17,253,451 67,775,180 14,759,370 8,179,268 2,299,544 1,236,500 27,994,032 888,708 8,739,558 1,187,766 0 263,051,193

223,648,958 8,278,493 28,208,668 2,915,074 0 263,051,193

Budget 2023

Excess (Deficiency) Revenues over Expenditures Appropriations from Unassigned Fund Balance

EXPENDITURES General Government Judicial Public Safety Public Works Health & Welfare Education (Transfer to School Board) Parks, Recreation & Cultural Community Development Other Public Service Non-departmental Transfers to Debt Service (Existing Debt)(3) Transfers to Debt Service (New Debt)(4) Transfers to Capital Projects (Cash Funded)(5) Other Transfers Operating Impact - From CIP Projects(5) Total Expenditures Annual Growth

(2)

REVENUES(1) Local Tax Revenue Fees and Charges Intergovernmental (Commonwealth/Federal) Fund Transfers Fund Balance Transfer for Capital (Unassigned FB) Total Revenues Annual Growth

Prepared by Davenport & Company LLC - May 3, 2022

2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40

1 Fiscal Year Ended June 30 of

Projected Operating Budget City of Suffolk, Virginia

Five Year Projection

Page 1

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382

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 funds 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 bond issuance 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 Triple A credit rating with all of these institutions as follows: Rating Agency Moody's

Bond Rating Aaa

Standard & Poor's

AAA

Fitch

AAA

Pursuant to the Constitution of Virginia, the City is authorized to issue bonds secured by a pledge of its full faith and credit and unlimited taxing power. There is no requirement in the Constitution, the Virginia Code, or the City Charter that the issuance of general obligation bonds be subject to the approval of voters of the City at referendum. The issuance of general obligation bonds is subject to a constitutional limitation of ten percent (10%) of the assessed value of taxable real property. The City’s Charter further limits the issuance of general obligation bonds to seven percent (7%) and the City’s Financial Policy further limits to four percent (4%) of the assessed value of taxable property. Policy Target Actual Debt as percentage of assessed value 4% 1.7% Debt as percentage of general government expenditures 10% 6.4% Utility Fund debt is subject to revenue coverage requirements in the City’s adopted financial policies. The net revenues of the Utility Fund should be at least 1.15 times the annual debt service requirement. The projected Utility Fund debt service coverage ratio for FY 2022-2023 is 1.16.

383

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. The total debt service required in FY 2022-2023 is as follows:

*General Fund **Short-Term Obligations Route 17 Special Taxing District Fund Public Utility Fund Refuse Fund Road Maintenance Fund Stormwater Fund

Principal & Interest $29,256,506 1,754,000 387,269 25,371,708 168,000 1,329,893 186,412 $58,453,788

*Reflects new debt for FY23 of $28,882,741. **FY23 Budget reflects $274,000 interest expense, as opposed to the $1,480,000 of required principal for Fleet and Information Technology short-term obligations. 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 23 budget includes depreciation expenses to adequately cover the $1,480,000 of required principal for short-term obligations.

The attached schedule provides an overview of the City’s total debt service and obligations.

384

City of Suffolk Long Term Debt Obligations June 30, 2022

Fiscal Year 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 2038 2039 2040 2041 2042 2043 2044 2045 2046 2047 Total

General Obligation Bonds Principal Interest 19,429,871 8,149,149 20,568,524 7,398,016 20,538,533 6,536,931 20,169,037 5,865,477 20,149,037 5,301,028 20,634,037 4,701,567 16,854,037 4,093,899 16,354,037 3,574,920 16,604,037 2,914,949 14,884,037 2,285,770 15,299,037 1,871,732 12,419,037 1,472,241 11,829,037 1,165,365 9,294,037 862,059 7,384,037 618,348 5,444,037 423,468 4,340,000 290,506 4,435,000 195,619 98,600 3,150,000 1,780,000 35,600 261,559,403

57,855,242

Short-Term Obligations Principal Interest 1,480,000 274,000 1,030,000 200,000 1,080,000 148,500 1,130,000 94,500 720,000 38,000 40,000 2,000 5,480,000

757,000

Public Utility Bonds Principal Interest 14,340,512 10,931,195 14,890,512 10,385,309 15,441,503 9,836,905 15,900,000 9,385,583 16,430,000 8,906,489 16,685,000 8,399,408 17,180,000 7,953,867 17,640,000 7,498,057 17,910,000 7,072,722 18,205,000 6,646,891 18,725,000 6,191,919 19,225,000 5,689,187 19,835,000 5,148,581 20,430,000 4,564,188 21,045,000 3,923,157 21,760,000 3,234,496 22,405,000 2,516,026 18,060,000 1,833,492 18,830,000 1,142,996 7,275,000 665,081 5,020,000 423,583 4,060,000 253,488 3,090,000 134,556 2,290,000 50,547 750,000 8,250 367,422,528

122,795,974

Source: City of Suffolk - Debt Service - General Long-Term Debt, Suffolk Department of Finance City of Suffolk - Debt Service - Fleet Management, Suffolk Department of Finance City of Suffolk - Debt Service - Information Technology, Suffolk Department of Finance City of Suffolk - Long Term Debt Service - Utility Fund, Suffolk Department of Finance

385

City of Suffolk Long Term Debt Obligations June 30, 2022

Fiscal Year 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 2038 2039 2040 2041 2042 2043 2044 2045 2046 2047 Total

Route 17 Special Taxing District Principal Interest 110,000 41,935 115,000 37,155 120,000 32,088 125,000 26,740 130,000 25,678 130,000 24,313 130,000 22,753 135,000 18,935 140,000 14,960 145,000 10,830 145,000 8,365 145,000 5,755 150,000 3,000 1,720,000

272,505

Refuse Bonds Principal Interest 160,000 8,000 160,000

8,000

Road Maintenance Bonds Principal Interest 1,080,962 248,929 1,125,963 205,200 1,175,963 158,846 1,180,963 151,319 1,195,963 141,784 1,205,963 130,161 1,220,963 115,959 1,235,963 1,003,391 1,255,963 84,585 1,270,963 67,188 1,285,963 48,082 1,305,963 26,839 25,963 3,979 30,963 3,135 30,963 2,090 30,963 1,045 14,660,415

Stormwater Bonds Principal Interest 15,000 13,363 15,000 12,613 15,000 11,863 15,000 1,113 15,000 10,363 15,000 9,613 15,000 8,863 20,000 8,113 20,000 7,113 20,000 6,113 20,000 5,113 20,000 4,513 20,000 3,913 20,000 3,313 25,000 2,688 25,000 2,031 25,000 1,375 25,000 688 -

2,392,530

345,000

112,756

Source: City City of of Suffolk Suffolk -- Debt Debt Service Service -Schedule - RT 17 Special District, Suffolk of Finance Source: General Long-Term Debt,Taxing Suffolk Department of Department Finance City - Refuse Fund, Suffolk Department of Finance City of of Suffolk Suffolk -- Debt Debt Service Service Schedule - Fleet Management, Suffolk Department of Finance City of Suffolk - Debt Service Schedule - Road Maintenance Fund, Suffolk Department of Finance City of Suffolk - Debt Service Schedule - Stormwater Fund, Suffolk Department of Finance

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City of Suffolk Long Term Debt Obligations June 30, 2022

Fiscal Year 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 2038 2039 2040 2041 2042 2043 2044 2045 2046 2047 Total

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

Principal 36,616,345 37,745,000 38,371,000 38,520,000 38,640,000 38,710,000 35,400,000 35,385,000 35,930,000 34,525,000 35,475,000 33,115,000 31,860,000 29,775,000 28,485,000 27,260,000 26,770,000 22,520,000 21,980,000 9,055,000 5,020,000 4,060,000 3,090,000 2,290,000 750,000

Total Debt Service Interest 19,666,570 19,033,155 17,632,571 16,203,712 14,997,325 13,878,144 12,817,209 11,734,963 11,673,105 9,663,368 8,558,354 7,619,268 6,654,573 5,736,845 4,791,038 3,855,920 2,940,868 2,124,686 1,338,615 763,681 459,183 253,488 134,556 50,547 8,250

651,347,345

192,589,995

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

Total 56,282,916 56,778,155 56,003,571 54,723,712 53,637,325 52,588,144 48,217,209 47,119,963 47,603,105 44,188,368 44,033,354 40,734,268 38,514,573 35,511,845 33,276,038 31,115,920 29,710,868 24,644,686 23,318,615 9,818,681 5,479,183 4,313,488 3,224,556 2,340,547 758,250 843,937,341

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

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CITY GOVERNMENT, HISTORY, AND COMMUNITY ATTRACTIONS CITY GOVERNMENT The City of Suffolk is organized under the Council-Manager form of government as defined under the Code of Virginia. The governing body of the City is the City Council which establishes policies, sets goals and priorities, and interprets and represents the needs of the community to ensure the economic, social, educational, and physical quality of the City. The City Council consists of eight members: the Mayor elected at large and one member from each of the seven voting boroughs who are elected for four year terms by the voters of the borough in which the member resides. The City Council appoints a City Manager to act as the administrative head of the City. The City Manager directs the general operation of the city government in order to meet the needs of its constituents in accordance with the policies established by the City Council. The City Manager establishes service priorities and advises City Council members about the financial requirements needed to provide services to the community. Each fiscal year, the City Manager prepares and submits a proposed budget to the City Council, which is consistent with the identified goals and priorities of the City. The City Manager also interacts with various elements of the community, including members of the legislative delegation, the business community, civic organizations, and other government bodies. HISTORY The area around Suffolk, Virginia, which is now an independent city in the Hampton Roads region in the southeastern part of the state, was originally inhabited by Native Americans. At the time of European contact, the Nansemonds lived along the river later known by the same name. Suffolk was first explored by the English settlers based at Jamestown, not long after their arrival. They sought a means to survive the inhospitable environment at Jamestown Island. The area was first part of 1634’s Elizabeth River Shire and then, in 1637, part of Upper Norfolk County, part of which became Nansemond County in 1646. The English created a settlement at Constant’s Wharf (named for Captain John Constant) at Sleepy Hole Point on the Nansemond River, to take advantage of commerce they could conduct along the river. In 1742, authorized by the House of Burgesses, the new town was officially named “Suffolk” after Royal Governor William Gooch’s home county of Suffolk in England. During the American Revolutionary War, the town was burned by the British in 1779. It was totally destroyed after thousands of barrels of turpentine and pitch caught fire in warehouses along the river. Suffolk became an incorporated town in Nansemond County in 1808. As part of Virginia, it sided with the Confederacy in the American Civil War. From May 12,

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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.

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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.

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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.

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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.

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CITY DEMOGRAPHICS AND STATISTICS This section of the FY 2022-2023 Operating & Capital Budget provides a snapshot of key demographic, economic, and social statistics about the City of Suffolk. This information is used to analyze trends that may have an impact on resource allocation decisions and to ensure that the City remains competitive with other jurisdictions in the Hampton Roads region. Population Growth Suffolk’s population is estimated at 96,130 residents, a slight increase over the previous year. Overall, Suffolk’s population has increased 11% over the last 10 years.

Population Growth 2012 - 2021 98,000 96,000 94,000 92,000 90,000 88,000 86,000 84,000 82,000 80,000

96,130

86,463

2012

2013

2014

2015

2016

2017

2018

2019

2020

2021

Source: Weldon Cooper Center for Public Service

Building Permits The number of permits issued has trended higher due to increases in commercial and residential development over the last few years.

Source: Annual Financial Report for FY 2021

395

Median Household Income Median household income is estimated at $74,222, third highest in the Hampton Roads region and slightly below the State average ($74,884).

Source: U.S. Census Bureau, American FactFinder

Unemployment Rate The average annual unemployment rate has ranged from 3.0% to 6.9% in the last 10 years due to the COVID-19 Pandemic and generally followed the trends of state and federal unemployment. Suffolk’s unemployment rate in 2021 was 4.4%, which was slightly higher than the state average (3.9%), but less than the national average of (5.3%).

Source: Virginia Employment Commission

396

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 $.97 to $1.11 per $100 of assessed value.

Source: Suffolk Division of Budget and Strategic Planning

Real Estate Tax Rate The Adopted FY23 citywide real estate tax rate is $1.09 per $100 of assessed value, third lowest among the seven largest cities in Hampton Roads. Real Estate Tax Rate Comparison $1.40 $1.25 $1.20 $1.00

$1.05

$1.09

Chesapeake

Suffolk

$1.18

$1.20

Hampton

Newport News

$1.30

$.99

$0.80 $0.60 $0.40 $0.20 $0.00 Virginia Beach

Norfolk

Portsmouth

Source: Suffolk Division of Budget and Strategic Planning

397

Personal Property Tax Rate The personal property tax rate is currently $4.25 per $100 of assessed value and consistent with other localities in the Hampton Roads region. Personal Property Tax Rate Comparsion $6.00

$5.00

$5.00 $4.00

$4.00

$4.08

$4.25

$4.33

$4.50

$3.00 $2.00 $1.00

$0.00

Source: Suffolk Division of Budget and Strategic Planning

Real Property – Total Assessed Value As Suffolk has grown in size and stature, the total assessed value of real property has increased from $8.8 billion in FY 2012 to $10.5 billion in FY 2021.

Source: Annual Financial Report for FY 2021

398

Allocation of Real Property Values A comparison of real property values from FY 2010 to FY 2022 indicates that residential parcels as a percentage of the overall distribution of parcels by assessed value have decreased slightly from 75.1% to 73.4%. Agricultural parcels have declined from 4.4% to 3.0% and commercial parcels have slightly decreased from 19.0% to 18.0%. Multifamily parcels have increased from 1.3% to 5.6%. Distribution of Parcels by Assessed Value

Multifamily Agriculture Commercial Residential

FY 2010 1.3% 4.4% 19.0% 75.1%

FY 2022 5.6% 3.0% 18.0% 73.4%

Source: City Assessor

Major Real Property Tax Payers Taxpayer Target Corporation EGP 116 Suffolk LLC/116 Lakeview Parkway, LLC 2152 LLC TowneBank QVC of Suffolk Inc. /CVN Distribution The Pergola Group GGT Hampton Roads VA Venture BelleHarbour Properties LLC Lake Prince Center Inc. Boyd Suffolk GSA LLC

Taxable Assessed Value $60,794,100 56,034,100 42,920,000 40,994,600 40,778,500 39,430,000 37,730,000 36,458,200 33,776,300 32,852,800

Source: Annual Financial Report for FY 2021

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Property Tax Levies and Collections Over the last ten years, property tax collections as a percentage of taxes levied have remained consistently strong at approximately 98% each year.

Source: City Treasurer

Percentage Increase in Tax Revenues By Source The chart below provides an overview of the percentage increase in tax revenue by source over the last 10 years.

Source: Annual Financial Report for FY 2021

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Size of City Government The adopted FY 2022-2023 budget provides for 15.5 full-time positions per 1,000 citizens. After a decline in the number of full-time positions per 1,000 citizens in previous years, the number has increased consistent with population growth. The adopted FY23 budget includes 52 new positions including 18 firefighters to staff a new fire station.

Full-Time Positions Per 1,000 Citizens City of Suffolk Last Ten Fiscal Years 100,000

15.60 15.40 15.20 15.00 14.80 14.60 14.40 14.20 14.00

95,000 Population

90,000 85,000 80,000

Population

FTEs per 1,000 Citizens

Approved Positions Per 1,000 Citizens

Source: Suffolk Division 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 33% of the schools operating fund is derived from local fund support.

Source: Suffolk Division of Budget and Strategic Planning

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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 32,000 employees. The top employers, excluding the City of Suffolk and Suffolk Public Schools, account for 8,595 employees and 26% of the City’s workforce.

Employer Navy Cyber Force Sentara Health Systems Target CVN Distribution/QVC, Inc Towne Bank J-7 Joint Starr Wal-Mart Stores Hormel/Planters/Kraft Foods Massimo Zanetti Beverage USA Sysco Food Services

Type of Business ModSim & Technology Medical Warehousing & Distribution Warehousing & Distribution Banking ModSim & Technology Retail Food Processing Beverage Company Food Service Distribution

Employees 2,250 1,500 1,500 700 600 550 525 380 315 275 8,595

Source: Suffolk Department of Economic Development

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403

404

405

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CITY OF SUFFOLK FEE SCHEDULE FISCAL YEAR 2022-2023 Fees AIRPORT Multi Engine T-Hanger (monthly)* Single Engine T-Hanger (monthly)* Large T-Hanger Storage Room (monthly)* Small T-Hanger Storage Room (monthly)* Overnight T-Hanger Overnight Tie Down (waived with fuel fill up) Monthly Single Engine Tie Down* Monthly Multi Engine Tie Down* Jet Starter Service (per hour) Service After Normal Business Hours (call in)* Airport Use Fees Outside Storage Fee Mark-up on Fuel Sales ** Tow Tug

Fiscal Year 2021-2022

Fiscal Year 2022-2023

319.00 249.00 95.00 75.00 35.00 10.00 25.00 25.00 25.00 100.00 250.00/Day $2,500.00/mo. Average for all prices 35% (projected) 35.00

.25 black & white; .45 color per copy Cost 50.00 50.00 100.00 50.00

7.50 20.00 12.00 1.00 1/3 of state 1/3 of state 4.00 0.25 2.00 25.00 20.00 15.00 varies varies $30/day/juror varies 35.00 5.00 25.00 25.00 1.75 0.50

1/2 of child support guidelines amount

100.00

25.00

25.00 100.00

$5.00/per Child Support Order (per pay) $5.00/per Support Order (per pay) $10.00 one time fee per summons $3.50 per card for replacement One time penalty of 10% up to 10.00 Annual interest of 10%

$0.00/per Child Support Order (per pay) $0.00/per Support Order (per pay) $10.00 one time fee per summons $3.50 per card for replacement One time penalty of 10% up to 10.00 Annual interest of 10%

Responsible Party Billed 50.00 50.00

50.00

* Prices consistent with neighboring airports. ** Fluctuates based on market conditions

ASSESSOR Copies (KB System) Custom query, tape, CD-ROM (material plus programmers time) (per minute) Land Use Revalidation Fee Land Use Application Land Use Application Late Fee Rehabilitated Structure Application Fee CLERK OF THE CIRCUIT COURT Commonwealth's Attorney (misdemeanor) Commonwealth's Attorney (felony) Sheriff's Service Transfer of Real Estate (per parcel) City Grantee City Wills and Administration Law Library Grantor (per $500.00 value) Courthouse Maintenance Jail Admission Fee Courthouse Security Fee Blood Test/DNA Local Interest Local Fines Local Jury Fees Court Appointed Attorney Fees Miscellaneous - Local Cost (CWP) Electronic Summons Criminal or Traffic Case List of Heirs or Affidavit Local Health Care Fund Tranfer/entry fee-Real Estate - Deeds of Partition Document Reproduction Costs COURT SERVICES UNIT Parental contribution toward cost of local group home placement

FIFTH JUDICIAL DISTRICT COMMUNITY CORRECTIONS PROGRAM Offenders referred from a court in the Fifth District (Suffolk, Franklin, Isle of Wight, and Southampton) Offenders referred from a court within the Fifth District and can provide documentation showing SSI disability or welfare benefits Offenders transferred out to a CCP in another jurisdiction Offenders transferred into the Fifth District from a CCP in another jurisdiction FINANCE Child Support Processing Fees Spousal Support Order Fees Garnishment Processing Fees Payroll Paycard Replacment Fee Miscellaneous Bills Miscellaneous Bills FIRE & RESCUE On-Site Inspection Hazardous Materials Response Relocation of up to 20 sprinkler heads Hood/Extinguishing Systems Re-Inspection Fee - All systems failing initial testing shall be charged a retesting fee. This fee shall include all "no-shows" or cancellations without a 24

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CITY OF SUFFOLK FEE SCHEDULE FISCAL YEAR 2022-2023 Fees

Fiscal Year 2021-2022

Fiscal Year 2022-2023

Fireworks Permit

150.00

Tent Permit

50.00

Above/below ground hazmat storage tanks installation < 499 gallons capacity

50.00 (each additional tank 25.00)

Private hydrant/water line Above/below ground hazmat storage tanks installation 500-2000 gallons capacity, removal of tanks or fill in place any capacity or storage/dispensing system

75.00

100.00

500.00

200.00

No Charge 6.00

40.00 per hour/per person 25.00 per hour/per person

No Charge 75.00 25.00 per year

No Charge unless malicious act 50.00 100.00 200.00

400.00 650.00 800.00 10.00 per mile

425.00 675.00 825.00 10.00 per mile

30.00 per hour 30.00 per hour 30.00 per hour 75.00 per hour 75.00 per hour 125.00 per hour 125.00 per hour 50.00 per hour, plus supplies used 75.00 per hour

25.00 per hour/per person 30.00 per hour/per person 35.00 per hour/per person 45.00 per hour/per person

Cost for reproducing Cost for reproducing Cost for reproducing 0.25 0.45 Cost 26.00 30.00 35.00 60.00 80.00 125.00 150.00 24.00 6.00 22.00

varies 12.00 120.00 5.00 10.00 25.00

Permits

Inspection and Operational Permit Fees Site Plan Engineering Plan Review Above/below ground hazmat storage tank installation > 2,001 gallons capacity or hazmat storage/dispensing systems Reports Incident or Computer Generated Reports-Residents Incident or Computer Generated Reports-Commercial General Special inspection fee, after hours, weekends, holidays Special event stand-by Burn Permit (Requirements must be met) Residential Commercial Alarm Registration False Alarms (within 180 days) First False Alarm Second False Alarm Third False Alarm Additional False Alarms Emergency Medical Services Basic Life Support (BLS) Advanced Life Support Level I (ALS I) Advanced Life Support Level II (ALS II) Loaded Patient Mileage (LPM) Apparatus Use Fee Ambulance Command Unit Brush Truck Tanker Engine Ladder Rescue Rehab Emergency Communication Unit Personnel Firefighter Firefighter/Medic Officers (Captains and Lieutenants) Command Chiefs GENERAL Annual Operating Budget Capital Improvement Budget and Plan Comprehensive Annual Financial Report Copies (photo) (black and white) (each) Copies (photo) (color) (each) Printed Materials Vehicle License Fees-Vehicles under 4,000 pounds Vehicle License Fees-Vehicles 4001-10,000 pounds Vehicle License Fees-Vehicles 10,001-25,000 pounds Vehicle License Fees-Vehicles 25,001-40,000 pounds Vehicle License Fees-Vehicles 40,001-55,000 pounds Vehicle License Fees-Vehicles 55,001-70,000 pounds Vehicle License Fees-Vehicles 70,001-99,999 pounds Motorcycle License Fees-Motorcycles 0-99,999 pounds Trailer License Fees-Trailers 0-10,000 pounds Trailer License Fees-Trailers 10,001-99,999 pounds GENERAL DISTRICT COURT Fines & Forfeitures Sheriff's Fees Court Appointed Attorneys Electronic Summons Criminal or Traffic Case Courthouse Maintenance Fees Jail Admission Fee

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CITY OF SUFFOLK FEE SCHEDULE FISCAL YEAR 2022-2023 Fees GEOGRAPHIC INFORMATION SYSTEM Digital Map Data Topographic Data (File Set) Base Map (File Set) Planimetrics (File Set) Zoning (File Set) 8.5" x 11" (ANSI A) 11" x 17" (ANSI B) 17" x 22" (ANSI C) 22" x 34" (ANSI D) 24" x 48" or 24" x 60" 34" x 44" (ANSI E) 36" x 60" or 36" x 72" Entire City Basemap Entire City Aerial Image Specialized Map Services Special Map Production Services (Per Hour) Specialized Data Analysis Services (Per Hour) Individual Orthophotography Tiles 1-5 tiles 6 - 10 tiles

Fiscal Year 2021-2022

Fiscal Year 2022-2023

$500.00/set or $100/per layer $500.00/set or $100/per layer $500.00/set or $100/per layer $500.00/set or $100/per layer $3.00 $5.00 $10.00 $10.00 $12.00 $15.00 $15.00 $25.00 $50.00

65.00 65.00

100.00/tile 50.00/tile

2% of monthly premium

Varies 12.00 120.00 5.00 Varies 25.00 10.00

0.20 0.40 0.20 Cost of Book/Material 5.00 Cost of Replacement Tape or CD

320.00 220.00 200.00

350.00 300.00 320.00 15.00 60.00 40.00 60.00 60.00 40.00

60.00 115.00 40.00 65.00

75.00 20.00 per hour 300.00 per day

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) Printer (3D)-(per-gram) Lost Book/Materials Lost/Damaged Barcode, RFID Tag, Case, Cover, Artwork or Spine Label Lost Tape or CD PARKS AND RECREATION Athletic Registration Fees Adult Flag Football - Spring & Fall Leagues Adult Kickball Adult Volleyball Adult Softball League Men's Division Women's Division Adult Basketball League (per team) Late Fee Youth Basketball (per participant) Novice-Junior * Lil' Dribblers * Youth Cheerleading * Youth Soccer (per participant) Novice-Junior * Tiny Kickz * *Parents/Guardians that serve as coach for a youth sports programs will qualify for 50% off one child's registration fee. Ball Fields (Tournaments) Rental of Ball fields with Lights (half day) Rental of Ball fields with Lights (full day) Rental of Ball fields without Lights (half day) Rental of Ball fields without Lights (full day) Facilities and Parks Bennett's Creek Park Picnic Shelter Full Day Wedding (up to 4 hours) Stage

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CITY OF SUFFOLK FEE SCHEDULE FISCAL YEAR 2022-2023 Fees Constant's Wharf Park and Marina Compass Rose/Boardwalk (Weddings Only) Deposit Compass Rose/Boardwalk (Weddings Only) Per Hour Marina Slips Daily Rate with Electricity 0-24 Feet 25-34 Feet 35-44 Feet 45-54 Feet Monthly Rate with Electricity 0-24 Feet 25-34 Feet 35-44 Feet 45-54 Feet Daily Rate without Electricity 0-24 Feet 25-34 Feet 35-44 Feet 45-54 Feet Monthly Rate without Electricity 0-24 Feet 25-34 Feet 35-44 Feet 45-54 Feet Lake Kennedy Park Shelter Cypress Park Shelter Cypress Park Pool (Rental) Deposit 2-hour rental Group Swim Recreation Centers Birthday Parties 1 to 25 Patrons 26 to 50 Patrons 51 to 100 Patrons Recreation Center Membership Membership Fees Youth (7-17 years) - Per Year Adults (18 and older) - Per Year Seniors (55 and older) - Per Year Visitor Pass-Youth & Teen Visitor Pass-Adult Visitor Pass-Senior Replacement Card Fitness Room (must have membership ID) - Per Month Fitness Room (Seniors) - Per Month Fitness Room (Adults -18 & up) - Per Month Fitness Room (Teens-16 & 17 Yrs Old) - Per Month Unless Otherwise Noted, Non Resident Fees Recreation Center Rentals Rental hours as follows: All Centers: - Monday - Friday; 6pm to 8pm Bennett's Creek, East Suffolk & Whaleyville; Saturdays- 1pm to 9pm Application Processing Fee: East Suffolk & Whaleyville - Non Refundable Gymnasium: Must be out by 8 pm (minimum 4 hour rental) Non-commercial Events Hourly Rate Non resident rate Commercial Events (w/fee or admission) Hourly Rate Non resident rate Deposit on All Rentals Late Fee (per 15 minutes) for not vacating rental on time Multipurpose Room Resident hourly rental rate (minimum 2 hour rental) Non-resident hourly rental rate (min 2 hour rental)

Fiscal Year 2021-2022

Fiscal Year 2022-2023

150.00 150.00

25.00

35.00 45.00 55.00

120.00 140.00 160.00 180.00

20.00 30.00 40.00 50.00

100.00 120.00 140.00 160.00 75.00 75.00

150.00 35.00 per hour 35.00 per hour

35.00 per hour/ 2 hour max 50.00 per hour/ 2 hour max 100.00 per hour/ 2 hour max

10.00 20.00 5.00 2.00 5.00 1.00 3.00

5.00 10.00 7.00 25% above resident fees

25.00

65.00/hr 81.25/hr

75.00/hr 93.75/hr 150.00 25.00 per 15 minutes

25.00 per hour 35.00 per hour

75.00 10.00 per hour 10.00

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)

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CITY OF SUFFOLK FEE SCHEDULE FISCAL YEAR 2022-2023 Fees Lone Star Lakes Park Wedding (up to 4 hours) Canoe Rentals (maximum of 6 canoes available) Special Event Application Fee Non-Profit/For-Profit Planters Club

Fiscal Year 2021-2022

Fiscal Year 2022-2023

20.00 per hour 25.00 per canoe

50.00

150.00 25.00 50.00 per hour (2 hour min/4 hour max) 125.00 per hour/ Res.

200.00 per hour/ Non Res. 225.00 per hour/ Res. 300.00 per hour/ Non Res. 25.00 per 15 minutes

150.00 25.00 per 15 minutes N/A

150.00 25.00 per 15 minutes 25.00

75.00 125.00 20.00 per hour 25.00 100.00

25.00 150.00

N/A N/A

50.00 per hour/Resident 62.50/hour/Non Resident 25.00 per 15 minutes 10.50 to 16.00 per hour 30.00 per hour per officer As noted in Leisure Guide

N/A N/A N/A 16.00 per hour 30.00 per hour per officer As noted in Leisure Guide

200.00 300.00/per day

200.00 300.00/day

125.00 200.00 6.00 1.00 25% above resident fees

800.00

850.00 1,050.00 1,050.00 260.00 680.00 860.00 140.00 560.00 800.00 400.00 100.00 225.00 100.00 N/A N/A

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 22,000.00 100.00 per square foot

Rental Period: 8:00 a.m. to Midnight

Deposit Application Processing Fee Setup Fees Resident hourly rental rate (minimum 4-hour rental) Mon - Thurs Non-resident hourly rental rate (minimum 4-hour rental) Mon - Thurs Resident hourly rental rate (minimum 4-hour rental) Fri - Sun Non-resident hourly rental rate (minimum 4 hour rental) Fri - Sun Late Fee (per 15 minutes) for not vacating rental on time

Suffolk Art Gallery Deposit Late fee per 15 mins. for not vacating on time Hourly Rate Sleepy Hole Park Picnic Shelter #1-7 Full Day Picnic Shelter #8 Full Day Wedding (up to 4 hours) Picnic Pack Canoe/Kayack Annual Storage Fee Whaleyville Annex Application Processing Fee: East Suffolk & Whaleyville - Non Refundable Deposit Resident hourly rental rate (minimum 4-hour rental) Includes Kitchen and use of Ice Machine Non-resident hourly rental rate (minimum 4-hour rental) Late Fee (per 15 minutes) for not vacating rental on time Custodial Fees (all rental facilities)

Security Services (Suffolk Police Officers) Fee Based Activities Maintenance Equipment Mobile Bleachers - Per Day Stage - Portable Tents - Per Day 10 x 10 20 x 20 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 Mausoleum Site Purchase 12' x 24' Mausoleum Site Purchase - Additional Square Feet

* Please see Suffolk Parks & Recreation Connection brochure on the City's website for other events and rates at the following link: http://www.suffolkva.us/parks/ PLANNING AND COMMUNITY DEVELOPMENT PLANNING Rezoning Requests Standard/Conventional Rezoning Request Conditional Rezoning Requests Amendment to Previously Approved Conditional Rezoning Conditional Use Permits Conditional Use Permits Request Admendment to Previously Approved Conditional Use Permit Previously Approved Conditional Use Permit Time Extension

840.00 plus 42.00 acre 1,050 plus 42.00 acre 1,050 plus 45.00 acre

840.00 plus 21.00 acre 840.00 plus 21.00 acre 450.00

411

CITY OF SUFFOLK FEE SCHEDULE FISCAL YEAR 2022-2023 Fees Subdivision Plat Review Preliminary Subdivision Plat Amendment to Previously Approved Preliminary Subdivision Plat Minor Subdivision Plat Final Major Subdivision Plat Family Transfer Subdivision Plat Subdivision Determination Subdivision Variance Requests Engineering Plan Review Engineering Plan Review Resubmission/Revision for Engineering Plan Review Amendment to Previously Approved Engineering Plan Site Plan Review Site Plan Review Resubmission/Revision for Site Plan Review Amendment to Previously Approved Site Plan Site Plan Waiver Request Chesapeake Bay Preservation Area Review Resource Protection Area/Buffer Area Encroachment Review (Administrative Review) Resource Protection Area/Buffer Exception Request (Planning Commission Review) Resource Protection Area/Buffer Area Modification Request Resource Protection Area/Buffer Area Restoration Plan Review Retroactive Resource Protection Area/Buffer Area Restoration Plan Review Wetland Permit Request Wetland Board Review Wetlands Board After the Fact Wetland Mitigation Fee In-Lieu Historic and Cultural District Review Certificate of Appropriateness Requst (Administrative Review) After the Fact Certificate of Appropriatness Request (Administrative Review) Certificate of Appropriateness Requst (HLC Review) After the Fact Certificate of Appropriateness Request (HLC Review) Comprehensive Plan Amendment Comprehensive Plan Consistency Review Right-of-Way Street Abandonment and Vacation Right-of-Way Encroachment Request Street Name Change Request Borrow Pit Fees (Semi-Annual) Printing Services Sheet Size (11-inch x 17-inch or smaller) Black & White Sheet Size (11-inch x 17-inch or smaller) Color Sheet Size (Larger than 11-inch x 17-inch) COMMUNITY DEVELOPMENT Minimum State Levy Extra Inspection Trips (each) Correction/Amending Permit Fee Extension of Permits 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 Correction/Amending Permit Fee Extension of Permits Extra Inspection Trips (each) Temporary Power Release Inspection Commercial Power Release Inspection 1 - 99 amps Single Phase Fee (new) Single Phase Fee (change) Three Phase Fee (new) Three Phase Fee (change)

Fiscal Year 2021-2022

Fiscal Year 2022-2023

52.50 with 315.00 minimum 52.50 with 315.00 minimum 315.00 31.50 with 210.00 minimum 315.00 94.50 525.00

52.50 with 315.00 minimum 52.50 with 315.00 minimum 315.00 31.50 with 210.00 minimum 315.00 150.00 525.00

42.00 per lot with 210.00 minimum 157.50 157.50

630.00 plus 63.00 per acre 157.50 157.50 52.00

630.00 plus 63.00 per acre 157.50 157.50 100.00

52.50

262.50 52.50 52.50 150.00

262.50 262.50 315.00 315.00 1% over market rate to purchase credits in an approved tidal 1% over market rate to purchase credits in an approved tidal wetlands bank wetlands bank 36.75 73.50 157.50 262.50 1,050.00 262.50 105.00 105.00 341.25 105.00 plus 0.24 per cubic yard of material removed

36.75 73.50 157.50 262.50 150.00 262.50 105.00 105.00 341.25 105.00 plus 0.24 per cubic yard of material removed

0.25 per sheet 0.50 per sheet 10.00 per sheet

56.00 2.00% 56.00 53.00 83.00

276.00 551.00 1,103.00 2,205.00 4,410.00 5,513.00

56.00 2.00% 53.00 83.00 56.00 56.00 66.00

56.00 2.00% 56.00 83.00 56.00 56.00 66.00

56.00 56.00 56.00 56.00

412

CITY OF SUFFOLK FEE SCHEDULE FISCAL YEAR 2022-2023 Fees 100-149 Single Phase Fee (new) Single Phase Fee (change) Three Phase Fee (new) Three Phase Fee (change) 150 - 199 amps Single Phase Fee (new) Single Phase Fee (change) Three Phase Fee (new) Three Phase Fee (change) 200 - 299 amps Single Phase Fee (new) Single Phase Fee (change) Three Phase Fee (new) Three Phase Fee (change) 300 - 399 amps Single Phase Fee (new) Single Phase Fee (change) Three Phase Fee (new) Three Phase Fee (change) 400 - 499 amps Single Phase Fee (new) Single Phase Fee (change) Three Phase Fee (new) Three Phase Fee (change) 500 - 599 amps Single Phase Fee (new) Single Phase Fee (change) Three Phase Fee (new) Three Phase Fee (change) 600 - 699 amps Single Phase Fee (new) Single Phase Fee (change) Three Phase Fee (new) Three Phase Fee (change) 700 - 799 amps Single Phase Fee (new) Single Phase Fee (change) Three Phase Fee (new) Three Phase Fee (change) 800 - 899 amps Single Phase Fee (new) Single Phase Fee (change) Three Phase Fee (new) Three Phase Fee (change) 900 - 999 amps Single Phase Fee (new) Single Phase Fee (change) Three Phase Fee (new) Three Phase Fee (change) 1,000 - 1,099 amps Single Phase Fee (new) Single Phase Fee (change) Three Phase Fee (new) Three Phase Fee (change) 1,100 - 1,199 amps Single Phase Fee (new) Single Phase Fee (change) Three Phase Fee (new) Three Phase Fee (change) 1200 amps Single Phase Fee (new) Single Phase Fee (change) Three Phase Fee (new) Three Phase Fee (change) Over 1,200 amps Single Phase Fee (new) Single Phase Fee (change) Three Phase Fee (new) Three Phase Fee (change) Electrical Permits (Number of circuits required for all Commercial and Residential additions/repairs) 0 - 20 amps (per circuit) 24 - 40 41 - 60 61 - 150 over 150 amps

Fiscal Year 2021-2022

Fiscal Year 2022-2023

56.00 56.00 78.00 56.00

83.00 56.00 116.00 66.00

110.00 66.00 154.00 88.00

166.00 100.00 232.00 132.00

221.00 132.00 309.00 176.00

276.00 166.00 386.00 221.00

331.00 198.00 463.00 265.00

386.00 232.00 541.00 310.00

441.00 265.00 617.00 353.00

497.00 298.00 695.00 397.00

551.00 331.00 772.00 441.00

607.00 364.00 816.00 463.00

662.00 397.00 860.00 485.00

662.00 plus 26 per 50 amps after 397.00 plus 16 per 50 amps after 860.00 plus 21 per 50 amps after 485.00 plus 11 per 50 amps after

5.00 6.00 8.00 17.00 22.00

413

CITY OF SUFFOLK FEE SCHEDULE FISCAL YEAR 2022-2023 Fees Pool Grounding Low Voltage (less than 50v) installation if permit required Repair Wiring, Apparatus, Fixtures Fire Prevention Permit Minimum State Levy Correction/Amending Permit Fee Extension of Permits Extra Inspections Trips (each) Fire Prevention Permit Fire Plan Review Fire sprinkler system new < 10 w/calcs, or alterations < 10 existing sprinkler heads not located in the most remote area involving new hydraulic calculations 5 foot stub-out for fire protection systems submitted separately from complete fire sprinkler or fire main Fire alarm system alterations where the submittal does not require battery calculations, or the removal of any or all components of non-required system Kitchen hood fire suppresion systems installation / alteration Fire sprinkler system new installation 11-20 w/calcs, alterations of 11-20 existing sprinkler heads not located in the most remote area involving new hydraulic calculations or removal of any sprinkler heads FM 200 clean agent system installation or alteration Fire alarm new installations or alterations that involve < 5 devices, that require battery calculations Spray paint booth installation / alteration Fire sprinkler systems installation or alteration that involve > 21sprinkler headsalarm systems new installations or alterations > 6 devices, that require Fire battery calculations Fire Alarm and Fire Suppression $0 - 5,000 5,001 - 6,000 Above 6,000 Plumbing Permits Minimum State Levy Correction/Amending Permit Fee Extension of Permits Extra Inspection Trips (each) Each Fixture, Floor Drain, or Trap Each Sewer (sanitary and storm) Each Sewer Replaced or Repaired Each Manhole Each Roof Drain Each Area Drain Each Water Heater Each Water Line (New Residential) Each Water Line (Existing Residential) Each Water Line (Commercial) Each Sewer Line (Commercial) Backflow Preventer Mechanical and Gas Permits Minimum State Levy Correction/Amending Permit Fee Extension of Permits Extra Inspection Trips (each) Mechanical Permit Fees Chiller, Cooling Tower, Tank AC Equipment, Boiler, Furnace Gas Pack, Forced Air, Misc. Heater, Gas Piping Air Handler Duct Work, Misc Fan, Range Hood Elevator Installation $0-5,000 5,001-6,000 Above 6,000 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

Fiscal Year 2021-2022 61.00 59.00 56.00

Fiscal Year 2022-2023 61.00 59.00 56.00

59.00 2% 56.00 88.00 59.00 59.00 plus .005 of value

50.00

50.00 100.00

100.00 100.00

100.00 200.00 200.00

56.00 59.00 $56 plus $9.00 per $1,000

56.00 2.00% 53.00 80.00 56.00 8.00 8.00 39.00

8.00 8.00 8.00 8.00 8.00 39.00 110.00 110.00 8.00

56.00 2.00% 53.00 83.00 56.00

$36.00 each $19.00 each $9.00 each $7.00 each

56.00 61.00 56.00 plus $6.00 per $1,000 value

56.00 56.00 plus $4.00/10,000 gallons

56.00 56.00 plus $4.00/10,000 gallons 56.00

414

CITY OF SUFFOLK FEE SCHEDULE FISCAL YEAR 2022-2023 Fees Plan Review All Structures - Residential 0 - 2,499 square feet 2,500 - 5,000 5,000 - 10,000 10,001 - 30,000 30,001 - 50,000 50,001 - 100,000 Above 100,000 All Structures - Commercial 0 - 2,499 square feet 2,500 - 5,000 5,000 - 10,000 10,001 - 30,000 30,001 - 50,000 50,001 - 100,000 Above 100,000 Moving Out of City to In City In City to Out of City Within City Through City Accessory Structures 0 - 100 square feet 101 - 300 301 - 600 Demolition One to Two Family Residences Any Residential Accessory Structure

Fiscal Year 2021-2022

Fiscal Year 2022-2023

83.00 110.00 138.00 193.00 276.00 331.00 386.00

87.00 116.00 145.00 203.00 290.00 348.00 405.00

579.00 303.00 303.00 110.00

56.00 56.00 71.00

61.00 56.00

110.00 $27/15,000 sqft

56.00 61.00 71.00 56.00

16.00 26.00 27.00 56.00

56.00 $56 plus 0.2% of value

56.00 61.00 56.00 56.00 56.00 56.00

56.00 $56 plus 0.2% of value

56.00 110.00

56.00 110.00 56.00 34.00 56.00 110.00 276.00 83.00

107.00 428.00 1,227.00 $1,227plus $4 per $1,000

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 Swimming Pools $1 - 2,200 over 2,200 Certificate of Occupancy Residential Commercial Extension of Residential, Commercial and Temp C.O. Temporary Rental Two or More Units (per unit) Reinspection Business License Inspection Board of Building Code Appeal Extension of Permits Tower, Antennas and Like Structures $0 - 4999 value 5,000 - 19,999 20,000 - 99,999 over 100,000

415

CITY OF SUFFOLK FEE SCHEDULE FISCAL YEAR 2022-2023 Fees Building Fees Residential New Construction Commercial New Construction Correction /Amending Permit Fee Extension of Permits Extra Inspection Trips (each) Additional/Alteration/Repair (Commercial & Residential) based on value of construction $0.00-$5,000 $5,001-$20,000 $20,001 and above Zoning Fees Minimum State Levy Commercial Business Clearance Board of Building Code Appeal 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

Fiscal Year 2021-2022

Fiscal Year 2022-2023

.09/sq.ft. .10/sq.ft. 53.00 83.00 56.00

$0.013 $0.009 $0.007

39.00 2.00% 110.00 276.00 39.00 39.00

110.00 56.00 551.00 66.00

56.00

If Forwarded to Board of Zoning Appeals Written Determination by Zoning Administrator Junkyard Compliance Inspection (yearly) Removal of Weeds, Excessive Vegetation Growth, Trash and Debris: Trash/Debris/Grass/Weeds/Other Substances Grass/Weeds/Other Growth (Vacant Developed or Undeveloped Property) Temporary Use Permit

331.00 100.00 105.00

N/A N/A 39.00

100.00 75.00 39.00

Temporary Signs Building Permits: Permit Issued No Inspections Completed

39.00

75%

Foundation Inspection Completed

50%

Framing & Foundation Inspection Completed

25%

Electrical Permits: 75%

75%

Rough-in Inspections Completed Mechanical Permits:

50%

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 Small Cell Tower Value of $0-$4,999 $5,000-$19,999 $20,000-$99,999 Over $100,000

75% 50%

102.00 408.00 1169.00 1,169.00 plus 4.00 per 1,000

25.00 10.00 25.00 25.00 per working day until compliance 100.00 + 10.00 per registered user 25.00 100.00 100.00 100.00 + 10.00 per registered user 50.00 50.00 50.00 100.00 25.00

Permit Issued No Inspections Completed

* All refunds subject to $15.00 processing Fee-no refunds will be issued for amounts less than $15.00

POLICE Annual Alarm Registration Alarm Registration Renewal Alarm Registration Late Fee (after 30 days) Fee to alarm company for failure to provide alarm user list Reinstatement fee for failure to provide alarm user list Late fee for registration renewal (after 30 days) Use of Automatic Dialer Audible Alarm Violation Reinstatement Fee for failure to provide ARM Failure of alarm company to provide customer False Alarm Prevention checklist Failure of alarm company to provide Alarm Installer checklist Failure of alarm company to provide Alarm Dispatch Records request Security Alarm Company Initial Registration Late fee for Security Alarm Company registration (after 30 days)

416

CITY OF SUFFOLK FEE SCHEDULE FISCAL YEAR 2022-2023 Fees Security Alarm Company Registration Renewal less than 50 alarm sites in Suffolk Security Alarm Company Registration Renewal 51+ alarm sites in Suffolk

Fiscal Year 2021-2022 100.00 100.00

Fiscal Year 2022-2023 100.00 100.00

100.00 50.00 100.00 150.00 100.00 150.00 250.00 50.00 25.00 100.00 100.00 100.00 75.00 100.00 25.00 10.00 10.00 10.00 $10 for first card, and $5 for additional cards 7.00 or cost whatever is greater 20.00 15.00 35.00 Cost, but not less than 15.00 $30.00 plus $20 for annual inspection or reinspection of each vehicle listed

Police Officer/$30 per hour, minimum 2 hours Supervisor/$35 per hour, minimum

15.00 per day 75.00 95.00 25.00 5.00 10.00 1.00 50.00

150.00 85.00 $50 per block of 10 dogs 5.00 15.00 6.00 0.50 0.25

Photographs on CD

15.00

Video Tape PUBLIC UTILITIES

15.00

Bacteriological Tests (each) Delinquency Fees Door tag placement Disconnect/Reconnect of Water Service Meter Removal Finance Charges Illegal Connect/Reconnection of Water Service Water Conservation Reconnection Fees 1st Violation Subsequent Violations Water Rate per 100 cubic feet WTWA Wholesale Water Rate (per 100 cubic feet) WTWA Fixed Capacity Charge (per month) WTWA Meter Service Charge (per month) Water Conservation Service Charge Rate Water Usage Non Metered (per month - 5 ccf) Meter Service Charge (per month) 5/8 and 3/4 inch meter 1 inch meter 1½ inch meter 2 inch meter

40.00

10.00 25.00 50.00 1.5 % per month with $0.50 minimum 100.00

250.00 500.00 10.31 4.84 176,896.00 200.00 1.25 x Meter Rate 51.55

250.00 500.00 10.43 5.09 172,836.00 200.00 1.25 x Meter Rate 52.15

12.75 (Billed at $0.419 per day per billing cycle) 31.90 (Billed at $1.048 per day per billing cycle) 63.75 (Billed at $2.096 per day per billing cycle) 102.00 (Billed at $3.353 per day per billing cycle)

13.25 (Billed at $0.452 per day per billing cycle) 33.15 (Billed at $1.090 per day per billing cycle) 66.25 (Billed at $2.178 per day per billing cycle) 106.00 (Billed at $3.485 per day per billing cycle)

Reinstatement fee for alarm installation/monitoring company General false alarm fee for second response General false alarm fee for third response General false alarm fee for fourth and subsequent response Robbery/panic false alarm for second response Robbery/panic false alarm for third response Robbery/panic false alarm for fourth and all subsequent response Reinstatement fee to alarm user for suspended alarm registration Late fee for failure to pay false alarm fees after 30 days False Alarm fee for non-registered alarm per response Fee to monitoring co. for calling in on suspended / unregistered alarm site Fee to alarm company for making false statement Fee to alarm company for causing false alarm response per response Fee to monitoring company for failure to verify alarm system signal Fee for appeals per request Local Record Check Accident Report Incident Report Fingerprinting Photographs Chauffeur's License Solicitation Permit Concealed Weapon Permit Computer Generated Reports Certificate of Public Convenience Security Services Reclaim Fee (Animal Shelter and Management) Adoption - Feline Adoption Spayed or Neutered with Vaccines (Animal Shelter) Adoption - Canine Spayed or Neutered with Vaccines (Animal Shelter) Adoption - Animal other than Feline or Canine (Animal Shelter) Dog License Fee - Spayed or Neutered (Animal Shelter) Dog License Fee - Not Spayed or Neutered (Animal Shelter) Dog License Fee - Duplicate Lifetime Dog License Fee - Spayed or Neutered (Animal Shelter) Dangerous Dog Registration Certificate Dangerous Dog Registration Certificate Renewal Kennel License Full Scale Accident Diagram Audio Dispatch Tape/CD CAD Report Color Copy Black & White Copy

3 inch meter

191.25 (Billed at $6.288 per day per billing cycle)

198.75 (Billed at $6.534 per day per billing cycle)

4 inch meter

318.75 (Billed at $10.480 per day per billing cycle)

331.25 (Billed at $10.890 per day per billing cycle)

6 inch meter

637.00 (Billed at $20.959 per day per billing cycle)

662.50 (Billed at $21.780 per day per billing cycle)

8 inch meter

1,020.00 (Billed at $33.534 per day per billing cycle)

1,060.00 (Billed at $34.849 per day per billing cycle)

10 inch meter

1,466.25 (Billed at $48.214 per day per billing cycle)

1,523.75 (Billed at $50.096 per day per billing cycle)

417

CITY OF SUFFOLK FEE SCHEDULE FISCAL YEAR 2022-2023 Fees

Fiscal Year 2021-2022

Fiscal Year 2022-2023

5/8 inch & 3/4 inch meter

2,000.00

1 inch meter 1½ inch meter

2,300.00 2,600.00

3,000.00 Actual cost x 1.25

50.00

5,520.00 4,970.00 4,420.00 3,865.00 3,310.00 3,900.00

5,520.00 13,520.00 26,950.00

43,120.00 80,850.00 134,750.00 269,500.00 431,200.00 619,850.00

250.00 Equal to prime rate - July 1 1 1/2 % or $0.50 minimum per month 10.00 $100/month 400.00 7.27 36.35

1,800.00 3,000.00 actual cost of installation plus 25% 50.00

Single Family

6,000.00

Attached Multi Family (Building with 2 to 4 units), (cost per unit)

5,400.00

Attached Multi Family (Building with 5 to 16 units), (cost per unit)

4,800.00

Attached Multi Family (Building with 17-24 units), (cost per unit)

4,200.00

Attached Multi Family (Building 25+ units), (cost per unit)

3,600.00

Mobile Home Park (cost per unit)

3,900.00

Water Connection Charge (installed by city)

inch When 2the sizemeter is above those listed a charge equal to actual cost of installation plus 25% Water Connection Charge (installed by developer) Water Availability Charge (residential) Single Family Attached Multi Family (Building with 2 to 4 units) (cost per unit) Attached Multi Family (Building with 5 to 16 units) (cost per unit) Attached Multi Family (Building with 17 to 24 units) (cost per unit) Attached Mulit Family (Building 25 + units) (cost per unit) Mobile Home Park (cost per unit) Water Availability Charge (commercial) 5/8 and 3/4 inch meter 1 inch meter 1½ inch meter 2 inch meter 3 inch meter 4 inch meter 6 inch meter 8 inch meter 10 inch meter Installment Payments Down Payment Interest Finance charge New Account Setup Charge Fire Hydrant Meter Rental Charge (excludes water usage charge) Fire Hydrant Flow Test Fee/Water Model Evaluation Sewer Collection (per 100 cubic feet) Sewer Usage Non 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)

Sewer Availability Charge (commercial) 5/8 and 3/4 inch meter

6,000.00

1 inch meter

14,800.00

1½ inch meter

29,500.00

2 inch meter

47,100.00

3 inch meter

88,100.00

4 inch meter

146,800.00

6 inch meter

293,400.00

8 inch meter

469,300.00

10 inch meter

674,600.00

Manual of Cross Connection Policies

20.00

N/A

Plan sheet copies 24" x 36" (per sheet)

2.00

N/A

Copies (black and white (each) Copies (color) (each)

0.20

N/A

0.35

N/A

$1,500 Base Fee plus $1.50/ for every foot of public water & sewer mains beyond the initial 250 and does not include pump station review fee $2,500 Base Fee plus $.15/ for every foot of public water & sewer mains plus pump station review fee $500/Submittal 200.00 $2,000 per station 300.00

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

418

CITY OF SUFFOLK FEE SCHEDULE FISCAL YEAR 2022-2023 Fees Engineering Construction Inspection Sanitary Sewer Facilities Water Transmission/Distribution Facilities Site Plan with Public Utilities Inspection Fee for Overtime Work at Developers Request Environmental Incentive - Water 5/8 and 3/4 inch meter 1 inch meter 1½ inch meter 2 inch meter 3 inch meter 4 inch meter Environmental Incentive - Sewer 5/8 and 3/4 inch meter 1 inch meter 1½ inch meter 2 inch meter 3 inch meter 4 inch meter PUBLIC WORKS Traffic Engineering Inspection and Plan Review Site Plan: Engineering Plans: Major Final Subdivision Plats: Traffic Engineering Study Fee Traffic Signal Inspection Fee Inspection Services Golf Cart Study Fee Golf Cart Signs (per location) No Wake Zone Study Fee No Wake Zone Posting Right-of-Way Encroachment Permit Shared Mobility Device System Application Fee

Impact Fee Stormwater and Public Works Engineering Storm Water Utility Fee Inspection Fee for Engineering Plans

Inspection Fee for Site Plans/E&S Only Plans Inspection Fee for Overtime Work at Development Request Stormwater/E &S plan review Site Plan Review Fee

Engineering Plan Review Fee

Modification or Transfer of General Permit/Registration Statement for Discharges of Stormwater from Construction Activities Annual Maintenance fees for General or Individual Permits for Discharges of Stormwater from Construction Activities Minor Subdivision Plan Review Fee Major Subdivision Maintenance Agreement Review Fee

Fiscal Year 2021-2022

Fiscal Year 2022-2023

$1.50/LF for every foot of public sewer installed $1.50/LF for every foot of public sewer installed $1,500 plus $1.50 for every foot of public water or sewer mains installed At Cost

3,250.00 8,125.00 16,250.00 26,000.00 48,750.00 81,250.00

1,750.00 4,375.00 8,750.00 14,000.00 26,250.00 43,750.00

$1,000/application $1,500/application $100/plat $100/hr $18,000 per location $70/hr $1,600/application $250 per location 550.00 At Cost 125.00

$1,000/application $1,500/application $100/plat $100/hr $20,000 per location $70/hr $1,600/application $250 per location 550.00 At Cost 125.00

>10 Devices $200 10>50 Devices $1,500 50< Devices $5,000 Defined by Permit

7.50/mo/ERU 2% of engineers cost estimate plus 2% of E&S bond estimate; $1,400 minimum $400/acre;$1,400 minimum not to exceed $8,000 At Cost

Less than-10,000 sf of disturbance - $460 10,000-0.5 acre of disturbance -$835 Greater than 0.5 and up to 1.0 acre of disturbance- $1585 (Plans with disturbance greater than 1.0 acre shall add $250/additional acre of disturbance or any portion thereof) The following state fees shall be added accordingly >1.0-5.0 acres + $756 >5.0-10.0 acres + $952 >10.0-50.0 acres + $1,260 >50.00-100.00 acres + $1,708 >100.00 acres + $2,688

Plan Amendment = $350 Plan Amendment = $350 $1000 + $1/lf of roadway $1000 + $1/lf of roadway The following state fees shall be added accordingly The following state fees shall be added accordingly >1.0-5.0 acres + $756 >1.0-5.0 acres + $756 >5.0-10.0 acres + $952 >5.0-10.0 acres + $952 >10.0-50.0 acres + $1,260 >10.0-50.0 acres + $1,260 >50.00-100.00 acres + $1,708 >50.00-100.00 acres + $1,708 >100.00 acres + $2,688 >100.00 acres + $2,688 Plan Amendments = $350 Plan Amendments = $350 Fees shall be paid pursuant to Virginia Administrative Code Fees shall be paid pursuant to Virginia Administrative Code 9VAC25-870-825 9VAC25-870-825 Fees shall be paid pursuant to Virginia Administrative Code Fees shall be paid pursuant to Virginia Administrative Code 9VAC25-870-830 9VAC25-870-830 150.00 150.00 $750 per plat $750 per plat

419

CITY OF SUFFOLK FEE SCHEDULE FISCAL YEAR 2022-2023 Fees Single Family E&S Site Plan Review Stormwater Maintenance Agreement Review Fee Storm Sandbags (Suffolk Residents Only) Pro Rata Share Fees Chowan Watershed Great Dismal Watershed James River Watershed Permits Right of Way Permit plus asphalt (per cubic foot) plus concrete (per cubic foot) Driveway Apron (per square foot) Street Name Signs (private - black and yellow) Street Name Signs (public - green and white) Permits (continued) Special Permits for Oversized and Overweight Vehicles Single-Trip Permit Single-Trip House Move Permit Blanket-Term Permit General Engineering Review In-depth Engineering Review Maps - Printed Map Products GIS Tax Map (single map) Other Map Product (single map) Generalized City Base Map (single map) Maps - Specialized Map Services Special Map Production Services (per hour) Specialized Data Analysis Services (per hour) Refuse Collection Automated Refuse Container *Refuse and Recycling Service Bulk Refuse Service

Fiscal Year 2021-2022 290.00 150.00 3.00

Fiscal Year 2022-2023 290.00 150.00 3.00

958/acre 263/acre 632/acre

125.00 Cost Cost 2.50 600.00 600.00

125.00 Cost Cost N/A 600.00 600.00

75.00 100.00 300.00 at cost at cost

See Geographic Information System section for map rates See Geographic Information System section for map rates See Geographic Information System section for map rates

See Geographic Information System section for map rates See Geographic Information System section for map rates

70.00 25.25/mo/unit

75.00 25.25/mo/unit

1-12 CY bulk collection - before 12 free collections are used

No Charge

13-24 CY bulk collection - before 12 free collections are used

47.50

1-12 CY bulk collection - after 12 free collections

47.50

105.00 170.00

120.00 170.00

1.50 3.00 57.50 1.00 2.00 37.50 0.75 1.50 27.50 3.00

25.00 5.00/hour 75.00 15.00/hour

150.00 50.00/hour 80.00/hour

300.00 100.00/hour

75.00/season 125.00/season 45.00/season 15.00/one day N/A

75.00/season 125.00/season 45.00/season 15.00/one day 40.00/season

13-24 CY bulk collection - after 12 free collections Evictions Bulk Refuse Service - Roll Off Weekdays Weekends * Does not include commercial refuse collection TRANSIT Fares-Regular Bus Service (Not Paratransit) Adult - One way (No Transfer) Adult - All day (Unlimited Transfer) Adult - Monthly Pass Student (6-18 yrs) - One way (No Transfer) Student (6-18 yrs) - All day (Unlimited Transfer) Student (6-18 yrs) - Monthly Pass Disabled and/or Senior (55+ yrs) - One way (No Transfer) Disabled and/or Senior (55+ yrs) - All day (Unlimited Transfer) Disabled and/or Senior (55+ yrs) - Monthly Pass Fare - Paratransit - One way (Qualified individuals only) TOURISM Conference Room (9 am to 5 pm) Non-Profit (first two hours) Additional Hours For-Profit (first two hours) Additional Hours Mulitpurpose Room (6 pm to midnight) Deposit (non-refundable) Non-Profit Event For-Profit Event Visitor Center Pavilion Deposit (non-refundable) Each additional hour (two hour minimum) Farmer's Market Booth Rental (Pavilion) Standard Booth Expanded Booth Exterior (Uncovered) Space One-day Vendor Pass Season-long Tent Space (10 x 10) - vendor must supply own tent

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CITY OF SUFFOLK FEE SCHEDULE FISCAL YEAR 2022-2023 Fees Interpreted Bus Tour Historic District Adult Senior (60+) and Child (3 to 12), Military Interpreted Bus Tour Great Dismal Swamp Adult Senior (60+) and Child (9 to 12), Military Guided Cedar Hill Cementary Stroll Adult Senior (60+) and Child (9 to 12), Military Interpreted Canoe Tour Ghost Walk Adult Senior (60+) and Child (9 to 12), Military Guided Nature Walks Adult Senior (60+); Child (9-12): Military Nansemond River Kayak Tours Lone Star Lakes Kayak Tours Bennett's Creek Kayak Tours Seaboard Station Railroad Museum Guided Museum Tour (12 and older) Guided Museum Tour-Group Rate Family Membership-Unlimted Visits (up to 4 people) Seaboard Station Birthday Party Rental Package (basic) Deposit (non-refundable) Payment Due Day of Party Seaboard Station Birthday Party Rental Package (premier) Deposit (non-refundable) Payment Due Day of Party Seaboard Station Railroad Museum After Hours Reception Rental Non-profit (first two hours) Additional Hours For-profit (first two hours) Additional Hours Seaboard Station Railroad Museum After Hours Meeting Rental Non-profit (first two hours) Additional Hours For-profit (first two hours) Additional Hours Fee Based Activities Not Described Visitor Center Display Case - Limit of 4 TREASURER Return Check Set Off Debt Distress Collection Fee Copy of Delinquent Report Vehicle Withholding Registration Fee Delinquent Tax Collection (prior to judgment) Delinquent Tax Collection (after judgment) Attorney or Collection Agency Fees Service Fee for Out-of-City processing (per Defendant) For each additional warrant served Roll Back Tax Interest

Fiscal Year 2021-2022

Fiscal Year 2022-2023

8.00 6.00

10.00 8.00

7.00 5.00 40.00

10.00 8.00

7.00 5.00 40.00 40.00 40.00

2.00/per person 1.00/per person 40.00/year

25.00 100.00

50.00 250.00

75.00 25.00/hour 150.00 50.00/hour

25.00 5.00/hr 50.00 15.00/hour Cost $100/quarter when available

50.00 30.00 30.00 100.00 25.00 30.00 35.00 20% 28.00 12.00 10%

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GLOSSARY OF TERMS _________________________________________________________________________ Accrual Basis - A basis of accounting in which transactions are recognized at the time incurred, as opposed to when cash is received or spent. Agency Funds – These funds are custodial in nature (assets equal liabilities) and do not involve measurement of the results of operation. Appropriation - A legal authorization to incur obligations and to make expenditures for specific purposes. Arbitrage – The difference between the interest paid on tax-exempt securities and the interest earned by investing the security proceeds in higher-yielding taxable securities. IRS regulations govern arbitrage on the proceeds from issuance of municipal securities. Assessed Value - The value of real estate determined by the City Assessor as a basis for levying real estate taxes. Asset - Resources owned or held by the City that has monetary value. Assessment Ratio – the application of a percentage to the total assessed value of personal property as prescribed by the Code of Virginia. Authorized Positions - Employee positions authorized in the adopted budget to be filled during the year. Aviation Facilities Fund – This fund accounts for the revenues and expenditures related to the City’s airport. Balanced Budget – A budget in which current revenues equal current expenditures in accordance with the Code of Virginia. Bond Proceeds – The money paid to the City through the sale of bonds. Bond Rating – A measure of creditworthiness which indicates the City’s ability to meet its financial obligations. Budget - A plan of financial activity for a specified period of time (fiscal year or biennium) indicating all planned revenues and expenses for the budget period. Budgetary Basis - The basis of accounting used to estimate financing sources and uses in the budget. This generally takes one of three forms: GAAP, cash, or modified accrual. Budget Calendar – A timetable showing when particular tasks must be completed in order for the council to approve the spending plan before the beginning of the next fiscal year. Capital Cash Contribution – A payment toward the financing of a project with existing cash flow. Capital Budget - The appropriation of bonds or operating revenue for improvements to facilities and other infrastructure. Capital Improvements Plan - A plan for capital outlay to be incurred each year over a fixed number of years to meet capital needs arising from the City’s long-term needs. Capital Project - Major construction, acquisition, or renovation activities which add value to the City’s physical assets or significantly increase their useful life. 422

Capital Projects Fund – The fund used to account for financial resources to be used for the acquisition or construction of major capital facilities. Capitalized Interest – A portion of the proceeds of a bond issue set aside to pay interest on the same bond issue for a specific period of time. Interest is commonly capitalized for the construction period of the project. Cash Basis - A basis of accounting in which transactions are recognized only when cash is increased or decreased. Cash Match - The amount of local funding that is required to support an activity, project, program, or service that is funded in part by State or Federal aid or a private funding source. Categorical Aid – Funding support from State or Federal governments that is targeted for particular categories of the population, programs and services, or for special purposes. Compensation Study – A study commissioned by the City to review pay grades and position salaries and provide recommendations to address salary compression and bring individual position salaries commensurate with the market average. Comprehensive Annual Financial Report – A complete set of the City’s financial statements presented in conformity with accounting principles general accepted in the United States of America (GAAP) and audited in accordance with Government Auditing Standards by a firm of licensed certified public accountants. Children’s Services Act – State legislation adopted in 1995 by the Virginia General Assembly to provide a collaborative system of services and funding for at-risk youth and their families. The City administers Comprehensive Services Act (CSA) funds through the Department of Social Services. Community Development Block Grant – A Federal grant which funds local community development activities such as affordable housing, blight removal, infrastructure development, and other public services (e.g. community health, homelessness, poverty) which aim to improve the lives of low income persons and families. Consolidated Grants Fund – The funds accounts for revenues and expenditures involving governmental grant programs. Contingency - A budgetary reserve set aside for emergencies or unforeseen expenditures not otherwise budgeted. Contractual Services - Services rendered to a government by private firms, individuals, or other governmental agencies. Examples include utilities, rent, maintenance agreements, and professional consulting services. Coronavirus – a type of virus that has spread across the world resulting in a global pandemic and economic impacts. Cost-of-Living Adjustment - An increase in salaries to offset the adverse effect of inflation on compensation. Cost Share – The allocation of expenses between two or more government entities. Debt Service - The cost of paying principal and interest on borrowed funds through instruments such as bonds.

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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. Derivative – A financial product whose value is derived from some underlying asset value. Department - The basic organizational unit of the City which is functionally unique in its delivery of services. Depreciation - Expiration in the service life of capital assets attributable to wear and tear, deterioration, action of the physical elements, inadequacy or obsolescence. Destination Marketing Organization – The City’s tourism division which promotes Suffolk as a travel destination. Downtown Business Overlay Taxing District Fund – The fund accounts for the revenues and expenditures related to services provided in the Downtown Business Overlay District. Revenues are derived from a specific percentage of annual real estate tax assessments in the Downtown Business Overlay District. Effective Rate Increase – The difference between the real estate tax rate proposed/adopted and the tax rate that would cause the rate of levy to produce no more than 101 percent of the previous year’s real property tax levies as defined by Section 58.1-3321 of the Code of Virginia. Employee (or Fringe) Benefits - Contributions that are made to meet commitments or obligations for employee fringe benefits. Included are the City’s share of costs for Social Security, the Virginia Retirement System, medical, and life insurance plans. Encumbrance - The commitment of appropriated funds to purchase an item or service. To encumber funds means to set aside or commit funds for a specified future expenditure. Enterprise Funds – These funds account for costs of providing goods or services to the general public on a continuing basis be financed or recovered primarily through user charges. The City of Suffolk has the following enterprise funds: Public Utilities Fund, Refuse Fund, and Stormwater Fund. Equivalent Residential Unit – A measure of the amount of service or impact to the water and sewer utility system that would be required from a typical residence. Expenditure - The payment of cash on the transfer of property or services for the purpose of acquiring an asset, or service or settling a loss. Expense - Charges incurred (whether paid immediately or unpaid) for operations, maintenance interest or other charges. Fee Schedule – The collection of all fees charged by the City for various services. Fiduciary Funds – Funds used to account for assets held by the City as an agent for individuals, private organizations, and other governments. Fiscal Policy – The City’s policies with respect to revenues, spending, and debt management as these relate to government services, programs, and capital investment. Fiscal policy provides an agreed-upon set of principles for the planning and programming of government budgets and their funding.

424

Fiscal Year - A twelve-month period designated as the operating year for accounting and budgeting purposes in an organization. The City’s fiscal year begins July 1, and ends the following June 30. Fixed Assets - Assets of long-term character that are intended to continue to be held or used, such as land, buildings, machinery, furniture, and other equipment. Fleet Management Fund – The fund accounts for the financing of vehicles and the related maintenance, repairs and fuel costs of the City and allocates operating costs to the various departments or agencies using the equipment. Full Faith and Credit - A pledge of a government’s taxing power to repay debt obligations. Full-time Equivalent Position – The number of hours per year that a full-time employee is expected to work, usually 2080 hours. If there are two workers, each of whom works half that number of hours per year, the two workers together equal one full-time equivalent. Fund - A fiscal entity with revenues and expenses which are segregated for the purpose of carrying out a specific purpose or activity. Fund Balance - The excess of the assets of a fund over its liabilities. Fund Transfer - The movement of money between funds of the same governmental entity. Generally Accepted Accounting Principles - Uniform minimum standards for financial accounting and recording, encompassing the conventions, rules, and procedures that define accepted accounting principles. General Fund – The primary operating fund of the City. This fund is used to account for all financial transactions and resources except those required to be accounted for in another fund. General Operating Budget – The primary operating fund of the City which accounts for most tax funded functions such as general government, police and fire protection, parks and recreation, planning and community development, etc. General Obligation Bond - A bond that is backed by the full faith and credit of the government to repay the debt. Governmental Accounting Standards Board - A non-governmental organization which serves as the source of generally accepted accounting principles used by state and local governments. Governmental Funds – Funds through which most governmental functions of the City are financed. The three major funds used are General Fund, Capital Projects Fund, and Debt Service Fund. Grants - A contribution by a government or other organization to support a particular function. Grants may be classified as either operational or capital, depending upon the grantor. Hampton Roads Transit – A regional transit service in the Hampton Roads area. HOME Investment Partnership Grant – A Federal grant designed to expand the supply of affordable and decent housing for low income persons and families. Information Technology Fund – The fund accounts for the City’s technology infrastructure and allocates costs to the various departments or agencies using the service. Infrastructure - The physical assets of the City (e.g., street, water, sewer, public buildings, and parks).

425

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. Line of Duty Act – The Virginia Retirement System Line of Duty Act (LODA) provides benefits to public safety first responders and their survivors who lose their life or become disabled in the line of duty. Long-term Debt - Debt with a maturity of more than one year after the date of issuance. Modified Accrual Basis - A basis of accounting where revenue is recorded when measurable and available, and expenditures are recorded when made. Non-Categorical Aid - Revenue from the State or Federal government that may be spent at the local government’s discretion. Objective - Something to be accomplished in specific, well-defined, and measurable terms and that is achievable within a specific time frame. Obligations - Amounts which the City legally may be required to meet out of its resources. They include not only actual liabilities, but also encumbrances not yet paid. Operating Expenses - The cost for personnel, materials, and equipment required for a department to function. Operating Revenue - Funds that the City receives as income to pay for ongoing operations. It includes such items as taxes, fees from specific services, interest earnings, and grant revenues. Operating revenues are used to pay for day-to-day services. Other Post Employment Benefits – An accounting and financial reporting provision of the Governmental Accounting Standards Board (GASB) requiring government employers to measure and report the liabilities associated with other (than pension) postemployment benefits (or OPEB) such as post-retirement medical, pharmacy, dental, vision, life, long-term disability and long-term care benefits that are not associated with a pension plan. Outsource - The practice of contracting out a service to a private entity. Pay-as-you-go Basis - A term used to describe a financial policy by which capital outlays are financed from current revenues rather than through borrowing. Performance Measure - Indicators that show the amount of work that is accomplished, the efficiency with which tasks were completed, and the effectiveness of a program.

426

Program - A group of related activities performed by one or more organizational units for the purpose of accomplishing a function for which the government is responsible. Proprietary Funds – Funds used to account for all assets, liabilities, equities, revenues, expenses, and transfer relating to the primary government’s business activities. The City maintains two different types of proprietary funds including 1) enterprise funds (public utilities, refuse, and stormwater) and 2) internal service funds (fleet, information technology, and risk management). Public Safety Answering Point – The emergency communications center that receives and processes 911 calls for the City. Rating Agency – An agency which assesses the creditworthiness of bond issuers, such as the City of Suffolk, which issues bonds to assist in financing capital improvement projects. There are three primary rating agencies including Moody’s, Standard & Poor’s, and Fitch. Reassessment Impact - The effective change of the real estate tax burden as a result of the newly assessed value of real property. Refuse Fund – The fund accounts for the provision of solid waste disposal and recycling services to City residents, as well as landfill post closure requirements. Reserve - An account used either to set aside budgeted revenues that are not required for expenditure in the current budget year or to earmark revenues for a specific future purpose. Restricted Fund Balance – cash reserves that can only be spent for specific purposes as stipulated by granting agencies, constitutional provisions, or legislation. Revenue - Sources of income that finances the operations of city government. Revenue Anticipation Notes – A short-term loan that is repaid from a named revenue source. 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 427

by the City are Aviation Facilities Fund, Downtown Business Overlay District Fund, Road Maintenance Fund, Consolidated Grants Fund, Law Library Fund, Route 17 Taxing District Fund, and Transit System Fund. Special Taxing District – A specifically designated geographic area of the City, adopted by ordinance of the City Council, whereby an additional real estate tax is levied on real property owners, above the standard rate, for the provision of additional, more complete, or timely City services. The types of services that can be provided in a special taxing district are outlined in Section 15.2-2403 of the Code of Virginia and include, but are not limited to, beautification and landscaping, garbage disposal, and promotion of business and retail development services. Southeastern Public Service Authority - The organization that operates the regional landfill in southside Hampton Roads located in the City of Suffolk. Stormwater Utility Fund – The fund accounts for the maintenance and improvements to the City’s stormwater infrastructure. Tax Levy - The resultant product when the tax rate is multiplied by the tax base. Taxes - Charges levied by the City for the purpose of financing services performed for the common benefit of the people. This term does not include specific charges made against particular persons or property for current or permanent benefit, such as special assessments. Transit System Fund – The fund accounts for revenues and expenditures of the City’s transit system which includes six bus routes and ADA service. Revenues are derived from far collections, State and Federal grants, and transfer of funding support from the General Fund. Unassigned Fund Balance – The City’s “rainy day” fund or reserves which have accumulated via surplus General Fund revenues or unspent General Fund dollars from prior years. Unrestricted Fund Balance – The available cash reserves of an enterprise or internal service fund. User Charges - The payment of a fee for direct receipt of a public service by the party who benefits from the service. Utility Fund – The fund accounts for the provision of water and sewer services to City residents Virginia Regional Transit Authority – a nonprofit organization that the City contracts with to operate the Suffolk Transit bus service. Virginia Retirement System – The Commonwealth of Virginia’s retirement program for public employees.

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ABBREVIATIONS _________________________________________________________________________ ADA – Americans with Disabilities Act ASE – Automotive Service Excellence BAN – Bond Anticipation Notes CAFR – Comprehensive Annual Financial Report CALEA – Commission on Accreditation for Law Enforcement CDBG – Community Development Block Grant CIP – Capital Improvements Program and Plan CIT – Crisis Intervention Team COLA – Cost-of-Living Adjustment COVID-19 – Coronavirus CSA – Children’s Services Act DBOD – Downtown Business Overlay Taxing District DMO – Destination Marketing Organization DMV – Department of Motor Vehicles EMS – Emergency Medical Service ERU – Equivalent Residential Unit FLSA – Fair Labor Standards Act FOIA – Freedom of Information Act FTE – Full-Time Equivalent FY – Fiscal Year GAAP – Generally Accepted Accounting Principles GASB – Governmental Accounting Standards Board GF – General Fund GFOA – Government Finance Officers Association GO – General Obligation HDHP – High Deductible Health Plan HOME – HOME Investment Partnerships Program HRPDC – Hampton Roads Planning District Commission HRSD – Hampton Roads Sanitation District HRT – Hampton Roads Transit HRTPO – Hampton Roads Transportation Planning Organization IFB – Invitation for Bid LOC – Letter of Credit LODA – Line of Duty Act MSRB – Municipal Securities Rulemaking Board OPEB – Other Post-Employment Benefits 429

OSHA – Occupational Safety and Health Administration PAY-GO – Pay-as-you-Go PPE – Personal Protective Equipment PSAP – Public Safety Answering Point PW – Public Works PU – Public Utilities RAN – Revenue Anticipation Notes RFP – Request for Proposal RFQ – Request for Qualifications RM – Road Maintenance RT 17 – Route 17 SPSA – Southeastern Public Service Authority SRHA – Suffolk Redevelopment and Housing Authority SW – Storm Water SWAM – Small, Women, and Minority Owned TANF – Temporary Assistance for Needy Families VDOT – Virginia Department of Transportation VEC – Virginia Employment Commission VRS – Virginia Retirement System VRT – Virginia Regional Transit VRPT – Virginia Department of Rail and Public Transportation WTCSB – Western Tidewater Community Services Board WTRJ – Western Tidewater Regional Jail

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CITY of SUFFOLK Department of Finance - Division of Budget & Strategic Planning 442 W. Washington St. Suffolk, Virginia 23434 (757) 514-4006 www.suffolkva.us

FY 2022-2023 Adopted Operating & Capital Budget

Articles inside

Glossary of Terms

City Demographics and Statistics

City Government, History and Community Attractions

Debt Service

Debt Service Fund Specific Revenue and Appropriation Details

Route 17 Special Taxing District Fund

School Operating Fund

Law Library Fund

Consolidated Grants Fund

Downtown Business Overlay Taxing District Fund

Fleet Management Fund

Capital Projects Fund Specific Revenue and Appropriation Details

Non-Departmental General Fund

Virginia Cooperative Extension

Local and Regional Organizations

Economic Development

Media and Community Relations

School Support

Tourism

Western Tidewater Community Services Board

Suffolk Health Department

Social Services – Children’s Service Act

Western Tidewater Regional Jail Authority

Fire & Rescue – Emergency Management

Public Works

Commonwealth’s Attorney

Police –Emergency Communications

Police Department – Animal Shelter Management

Sheriff

Clerk of the Circuit Court

Juvenile and Domestic Relations District Court

Court Service Unit

Registrar

General District Court

Magistrate’s Office

Purchasing

City Assessor

City Financial Structure

Budget and Strategic Planning

Strategic Planning and Budget Development Process

Revenue Analysis

General Fund Expenditure Summary

Commissioner of the Revenue

City Attorney

How to Read the Budget Document