FY 2021 Popular Annual Financial Report

POPULAR ANNUAL FINANCIAL REPORT FOR THE FISCAL YEAR ENDED JUNE 30, 2021

CITY OF SUFFOLK VIRGINIA

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TABLE OF CONTENTS Mayor’s Message

03

City Leadership

05

About Our City

07

Suffolk Priorities:

08 -12

Expanded Economic Development

08

Growth Management and Comprehensive Planning / Public Education

09

Transportation

10

Leisure, Health, and Wellness / Public Safety / Civic Engagement and Responsive Citizen Services

11

Financial Stability

12

Where the Money Comes From

13

Where the Money Goes

14

How We Are Doing: EXPENSE AND REVENUE TRENDS

15

Net Position

16

Capital Assets

17

Debt Administration and Accounting Terms

18

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TO THE CITIZENS OF SUFFOLK The 2021 Popular Annual Financial Report (PAFR) is a report for our citizens. It provides you and other interested parties with an overview of the City’s financial results. This report is prepared to increase awareness throughout the community of the City’s financial operations; therefore, it is written in a user-friendly manner. The information is derived from the audited financial statements in the City’s 2021 Annual Comprehensive Financial Report (ACFR), our formal annual report.

To conform with generally accepted accounting principles (GAAP), the ACFR must include the City’s component units and the presentation of individual funds in much more detail, as well as full disclosure of all material events, financial and nonfinancial. The 2021 ACFR was audited by Cherry Bekaert LLP and has received an unmodified or “clean” audit opinion.

Unlike the ACFR, the PAFR is not an audited document and it does not include details by fund nor does it include the other disclosures required by GAAP. The PAFR is not required to present the same level of detail as the ACFR and, therefore, does not fully conform to GAAP. This report, in a summarized version, highlights the overall financial condition and trends of the City.

For more in-depth information, you may obtain a copy of the ACFR on the City’s website at www.suffolkva.us/ACFR-20-21, or by contacting the Finance Department at (757) 514-7500.

The Government Finance Officers Association (GFOA) has been promoting the preparation of high quality popular annual financial reports since 1991. More than 140 governments participate in the program each year. The Popular Annual Financial Reporting Awards Program is specifically designed to encourage state and local governments to prepare and issue a high quality popular annual financial report. The PAFR can play an important role in making financial information accessible to ordinary citizens and other interested parties who may be challenged by more detailed traditional financial reports. Additional details can be found at the GFOA website: www.gfoa.org.

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MAYOR’S MESSAGE On behalf of Suffolk City Council, it is my pleasure to present the 2021 Popular Annual Financial Report. 2021 brought continued challenges but Suffolk continues to thrive as evidenced by our re-affirmed AAA ratings from Standard & Poors Rating Service, Moody’s Investors Source and Fitch Ratings. These coveted designations are a result of sound and fiscally responsible financial policies, prudent budget management and an outstanding forecast for continued growth and prosperity.

Suffolk is one of only three Hampton Roads cities to achieve this level of credit worthiness. These exemplary ratings have created refinancing opportunities resulting in over $47 million dollars of debt savings since our first AAA rating in July of 2014.

Suffolk continues to attract a diverse mix of industries thanks to our prime Mid-Atlantic location, room for expansion, available work force, and pro-business climate. All substantiated by over five million square feet of new industrial real estate set to open in 2022 that will be highlighted by the opening of Amazon’s $230 million dollar multistory robotics fulfillment center in Northgate Commerce Park. This facility is expected to employ over 1,000 individuals.

Education is a primary factor when families and businesses are considering to locate in our City. Our school system must achieve and be perceived as a premier school division. In 2021, $62,775,180.00 was allocated to our school system. This amount represented 32% of local tax dollars and fully funded the amount requested by the school division. Plans are underway to build a new John F. Kennedy Middle School and an addition to Northern Shores Elementary, which was recognized nationally as a Blue Ribbon School.

Moody’s AAA rating narrative noted, “The continued growth and diversity and diversification of the City’s sizeable tax base including the institutional presence of the federal government, healthy resident income levels, strong and stable fund balance, and liquidity supported by formal fiscal policies and budget assumptions, as well as manageable debt and pension balances.”

Financial stability and a strong financial foundation are paramount to providing opportunities for future growth, but it is imperative to recognize the catalyst behind this growth, as well as the associated issues that affect the quality of life of our citizens.

Economic development, public education, recreational opportunities, transportation, public safety, City services, and housing opportunities are all critical to our City’s success. In addition, we must be diligent in managing this growth as we strive to retain the historic and unique character of our villages and neighborhoods.

Recreational opportunities continue to expand and develop thanks to our nationally accredited Parks & Recreation Department. During 2021, enhancements of trails, Lone Star Park upgrades, and playground improvements were a few of the projects completed. The highly anticipated Bennetts Creek Recreation Center is scheduled to

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open in 2022. As we plan for the future, funds have been allocated for Nansemond River access and a Downtown Festival Venue.

Parks & Recreation, in cooperation with the Division of Tourism, contributes immensely to the social well-being of our citizens by providing numerous programs and events. A few examples are TGIF concerts, Taste of Suffolk, Carpool Cinema, Festival of Lights, the KID ZONE before and after school program, the Rec N Crew after school program, activities at East Suffolk Recreation Center and Whaleyville Recreation Center and much more.

The expansion of broadband to underserved and non-served citizens throughout our City has seen much progress this year as indicated by the welcome news that over $21 million dollars through the Virginia Telecommunication Initiative (VATI) grant will be received for Suffolk, Southampton County and Isle of Wight County to provide access to over 12,000 households. This funding, combined with additional received grants and our participation in the Southside Network Authority, is projected to provide universal broadband availability for all within a few years.

Public safety is a priority as evidenced by the nearly 30% allocation of general funds devoted to our Police and Fire & Rescue Departments. In addition, over $12 million is projected to be spent on apparatus and equipment within the next five years. The design of a much needed four bay fire station near College Drive is underway, along with numerous expenditures that ensure our personnel are prepared and equipped to respond to our citizens’ calls for assistance. Recognizing the need to work together to address crime within

our City is a priority. National Night Out is an example of how our citizens are willing to partner with our public safety professionals to develop a relationship which fosters mutual respect and a unified effort to combat crime. The City of Suffolk has ranked in the top five in the country for cities with populations of 50,000 to 100,000 for fifteen consecutive years.

With the growth our City has experienced comes the challenge of keeping pace with infrastructure improvements and addressing traffic concerns.

Significant corridors of congestion include Route 17, Route 10 and Route 58. Railroad crossings also continue to be troublesome for our citizens.

City staff has taken advantage of opportunities to leverage local dollars to obtain State and Federal funds to mitigate these issues. Noteworthy projects currently underway include Route 58 and the Nansemond Parkway/Wilroy Road Overpass along with the Shoulders Hill/Route 17 and Crittenden Road/Route 17 intersections. There is also the encouraging news that the Hampton Roads Transportation Accountability Commission has moved up the priority of improvements to Route 17 and Route 10, which could result in accelerated funding.

Public Works also continues to monitor, expand and modify bus routes provided by Virginia Regional Transit with action taken after considerable analysis and public input.

In conclusion, Suffolk is thriving and opportunities abound for all to enjoy. We are in an enviable position and look forward to a continued bright future for our City.

Mayor Michael D. “Mike” Duman

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CITY LEADERSHIP The City of Suffolk is governed by a Mayor and seven City Council members who are elected by borough. Appointed by the Council, the City employs a full-time City Manager, Albert Moor II, P.E., to oversee the operations.

The City will achieve this by focusing on the following priorities, each of which will be highlighted within this report: • • • • • • • •

Expanded Economic Development Public Education Leisure, Health, and Wellness Transportation Public Safety Financial Stability Growth Management and Comprehensive Planning Civic Engagement and Responsive City Services

The Suffolk City Council has an established vision for the City which sets the course for Suffolk over the next 13 years. Vision 2035 is described as: 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.

Mayor Michael D. Duman

Donald Z. Goldberg Suffolk Borough

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Albert Moor II, P.E. City Manager

Vice Mayor Leroy Bennett Cypress Borough

Timothy J. Johnson Holy Neck Borough

Shelley Butler Barlow Chuckatuck Borough

Roger W. Fawcett Sleepy Hole Borough

Lue R. Ward, Jr. Nansemond Borough

Leotis L. Williams Whaleyville Borough

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ABOUT OUR CITY The present City of Suffolk was formed January 1, 1974, from the consolidation of the City of Suffolk and the City of Nansemond (formerly Nansemond County). The City is Virginia’s largest city in land area and one of the top fifteen largest cities in land area in the nation with over 400 square miles of land mass and 30 square miles of waterways. The diverse landscape includes a mix of rural, suburban and urban development areas. The City is situated in the western portion of Hampton Roads, Virginia’s coastal plain area, and is bound by the James River to the north, the Cities of Chesapeake and Portsmouth to the east, the State of North Carolina to the south, and the Counties of Southampton and Isle of Wight to the west.

The City of Suffolk is one of seven major cities that form the Norfolk-Virginia Beach-Newport News metropolitan area with 1.7 million people. This region is also known as the Hampton Roads area. The City’s government is organized under the Council-Manager

form of government. The governing body, the City Council, is composed of seven members and a Mayor who collectively develop policies for the administration of the City. The Mayor is elected at large and each Council Member is elected by borough in a city-wide election every other year, with terms of office being four years. The City Council appoints a City Manager to act as administrative head of the City. The City Manager serves at the pleasure of City Council and carries out the City Council’s policies and directs business procedures. The City Manager also appoints the directors of all departments. As a full service city, Suffolk provides a broad range of municipal services authorized by statute or charter. These services include education, public safety, highways and streets, parks and recreation, sanitation, health and social services, public improvements, planning and zoning, public utilities, storm water management and general administrative.

SUFFOLK’S PROFILE - FISCAL YEAR 2021 QUICK FACTS

Consolidated as City of Suffolk and City of Nansemond (formerly Nansemond County)

GEOGRAPHY

Land Water

January 1, 1974 400 square miles 30 square miles

GOVERNMENT

Form of Government Council-Manager Chief Elected Official Mayor 8-Member City Council 4-Year Terms Full Time Equivalent City Employees 1392

DEMOGRAPHICS*

Population Unemployment Rate Median Household Income* Median Home Cost

94,960 5.0% $74,884 $281,400

*Sources: Weldon Cooper Center for Public Service, Virginia Employment Commission, Bureau of Economic Analysis, U.S. Census Bureau.

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SUFFOLK PRIORITIES EXPANDED ECONOMIC DEVELOPMENT

THE INFORMATION IN THIS SECTION REFLECTS THE DATA FOR CALENDAR YEAR 2020

Suffolk is the fastest growing city in Hampton Roads and is well positioned for continued growth and prosperity. With a diversified and skilled workforce, proximity to the Port of Virginia, available land for development, efficient transportation access, high quality of life, a regard for its historic past and a dynamic vision for the future, Suffolk continues to attract new business and investment, create jobs, and provide an invigorating economic climate for expansion. Noted nationally for job creation and as one of the most livable cities, Suffolk continues to capitalize on its assets in a top-ranked business-friendly state.

The Economy of Suffolk is continuing to grow as evidenced by the following trends: • • •

Median home sales are up 10% from last year.

Median Household Income (MHI) has grown 49% from 2000 to 2020.

Median Household Income is up 7% from FY 2020.

An interestingly diverse group of retailers opened to the public in 2020, such as fitness clubs, convenience stores, coffee shops, specialty gift shops, financial services and more. The retailers spent over $40 million in 2020 to enter or expand in the Suffolk market.

$84.8M+

475

Capital Investment

766K+

New Jobs Created

2%

Square Footage Impacted

2% 2% 2%

1% 11%

22%

8% 1% 2%

48%

23%

• •

2%

Food & Beverage Retail

3%

30%

44%

60% 32%

4%

1%

• •

Advanced Manufacturing Modeling and Simulation

• •

WH & Distribution Medical

• •

Office Hospitality

NEW AND EXPANDING BUSINESS HIGHLIGHTS JANUARY 1 – DECEMBER 31, 2020 NEW BUSINESS SECTOR INVESTMENT GXO Dart Advantage Logistics Branch Civil Kristi Corporation ACI Atlantic Constructors

EXPANDING BUSINESS Smithfield Foods Amazon Tidewater Animal Clinic Continental Terminals

Warehousing & Distribution Warehousing & Distribution Office Adv Manufacturing Adv Manufacturing

SECTOR

Office Warehousing & Distribution Medical Food & Beverage Processing

$ $ $ $ $

20,000,000 20,000,000 2,100,000 1,100,000 320,000

INVESTMENT

$ $ $ $

1,700,000 1,500,000 900,000 500,000

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SUFFOLK PRIORITIES GROWTH MANAGEMENT AND COMPREHENSIVE PLANNING Suffolk features many development and character types, from dense, walkable urban neighborhoods, to riverside communities, and rural villages. The plan emphasizes enhancing existing character and promoting quality new development.

Suffolk continues to see population growth with an 12.3% increase since the 2010 Census.

This population trend is projected to continue over the foreseeable future. By 2040, we expect to see an increase in population by 30%.

The Suffolk Department of Planning and Community Development managed the review and approval of 100 site plans and engineering plans.

Strategic planning, key location, a highly-trained workforce and business-friendly environment once again catapulted Suffolk to the enviable position of one of the fastest growing cities in Virginia and a top pick for business development. The residential growth and change in Suffolk require the City to be proactive in planning for its future to ensure efficient and effective delivery of services and a high quality of life for its citizens. Through the proficient management of residential and commercial development, the City continues to offer families and businesses plenty of room to live, work and play.

PUBLIC EDUCATION

The City Council and City Management place a high priority on education in the City. Over the next ten years, approximately $394.4 million has been appropriated or planned for in the Capital Improvements Plan for renovations and new schools, as well as provide for HVAC improvements and a new operations facility. Suffolk Public Schools has 2,021 full time employees.

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TRANSPORTATION

The residential growth and change in Suffolk require the City to be proactive in planning for its future to insure efficient and effective delivery of services and a high quality of life for its citizens.

The transportation network plays a key role in accommodating growth within Suffolk and providing connections throughout the region. The 2035 Comprehensive Plan addresses areas of limited connectivity within the City, as well as issues such as congestion, heavy freight traffic, emergency preparedness, and promoting mobility and alternate forms of transportation.

Fiscal Year 2021 Accomplishments •

Inspected 75 bridges to meet State and Federal standards.

•

Purchased 3 new buses to replace the aging transit fleet.

•

Completed bus stop improvements at seven bus stops.

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SUFFOLK PRIORITIES LEISURE, HEALTH, AND WELLNESS •

The Suffolk Health Department provided immunization services to almost 300 Suffolk citizens in FY 2021.

CIVIC ENGAGEMENT AND RESPONSIVE CITY SERVICES •

PUBLIC SAFETY •

•

The Suffolk Public Library launched an expanded WiFi2Go program (50 total devices) to provide wireless internet access to people with varying needs throughout the community.

Established the Suffolk Commonwealth’s Attorney’s Citizens Academy and CSI Camp for children ages 12-15 years of age.

Conducted 4-H youth development programs and projects through socially distanced means and through interactive online webinars.

COMPLETED AND UPCOMING CAPITAL PROJECTS •

•

National Night Out 2021, an annual community event promoting police-community partnerships, was named #3 in the nation.

The Police Department completed Crisis Intervention training or Mental Health First Aid with 100% of its Officers and Communications Operators.

•

Police - Completed 100% of the Commission on Accreditation for Law Enforcement Agencies (CALEA) communications standards and standard operating procedures.

•

Suffolk Sheriff’s Office staff has ensured that over 95,000 visitors and employees were provided a safe and secure environment allowing them to utilize the City of Suffolk Courts Building without threat, fear of injury or intimidation as well as maintaining COVID-19 safety screening protocols for all visitors and stakeholders.

•

37 Firefighter recruits completed and an additional 40 new recruits began the Fire Academy.

•

Added 8 certified Firefighter/Medics and 4 Tactical Medic Team members.

•

18 new Firefighters were recruited for the new College Drive Fire Station.

•

Animal Control - Increased animal adoptions by 4%.

• • • • • • •

Seaboard Coastline Trail Phase II Colonial Avenue Roadway Realignment Fire Station 1 Site Improvements Sleepy Hole Golf Course Cart Storage Building Closed Drainage and Street Improvements Water and Sewer System Upgrades Inclusive playground at Bennetts Creek Park

CITIZEN REPORTING •

Received the Award for Outstanding Achievement in Popular Annual Financial Reporting from the Government Finance Officers Association of the United States and Canada (GFOA).

•

Earned Accreditation for Continued Excellence in meeting Statewide Standards of Performance by the Virginia Commissioners of the Revenue Association.

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FINANCIAL STABILITY The City is committed to being responsible stewards of our taxpayer dollars and will continue to address the strategic needs and priorities of the City through the implementation of cost reduction strategies.

In FY 2021, City Council adopted revised financial policies to continue to strengthen the City’s financial position. The unassigned general fund balance is set at 20% of the budgeted governmental funds expenditures. Upon achieving 20%, any additional surplus will be applied as follows: 1) Up to $500,000 to be used for one time needs.

2) Remaining surplus will be split 50% to a Capital reserve and 50% to a budget stabilization reserve fund until such reserve equals 2% of budgeted expenditures. At this point, all remaining surplus is put in the capital reserve.

City Council approval is required to use any of the reserves.

OTHER ACCOMPLISHMENTS •

AAA Bond Rating In September 2021, the City’s bond ratings were reaffirmed by all three rating agencies: Moody’s (AAA), Fitch Rating Agency (AAA), and Standard and Poor’s (AAA). Having an AAA rating is very beneficial to the City. Having an AAA rating makes the City more capable of borrowing large sums of money compared to institutions that have a lower credit rating. With more access to credit, the City can grow at a lower cost of borrowing. This savings can go towards other City projects.

• Achieved a current 3-year combined real estate and personal property tax collection rate of 98.6%.

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

• Created the Downtown Business Development Program to provide grant assistance to retailers in the Downtown corridor.

FINANCIAL REPORTING AWARDS Annual Comprehensive Financial Report The Government Finance Officers Association of the United States and Canada (GFOA) awarded a Certificate of Achievement for Excellence in Financial Reporting to the City of Suffolk, Virginia for its annual comprehensive annual financial report for the fiscal year ended June 30, 2020, representing the thirty-seventh consecutive year that the City has received this award. The Certificate of Achievement is a prestigious national award recognizing conformance with the highest standards for preparation of state and local government financial reports. In order to be awarded a Certificate of Achievement, a governmental unit must publish an easily readable and efficiently organized comprehensive annual financial report, whose contents conform to program standards.

Such reports must satisfy both accounting principles generally accepted in the United States of America and applicable legal requirements.

Annual Budget 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 governmental unit must publish a budget document that meets program criteria as a policy document, as an operations guide, as a financial plan, and as a communications device. This is the fourteenth consecutive year for this recognition as it is valid for a one-year period.

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WHERE THE MONEY COMES FROM

When assessing the financial results of the City, it is important that we focus on the City’s general fund. This page and the next report general fund financial data only. The general fund is the general operating fund of the City and supports the regular day-to-day operations of the City. It is used to account for all revenues and expenditures of the City, except those required to be accounted for in another fund such as capital projects, grants and debt service funds, and utility, refuse, and stormwater activities.

In total, 2021 revenue increased by approximately $5.9 million when compared to 2020.

Like all governments, the City must raise funds to pay for the services that it provides to its citizens and businesses. These sources of funds, referred to as revenue, are raised through grants, charges, and taxes.

GENERAL FUND REVENUE BY SOURCE (IN EXCLUDING TRANSFERS eral Fund Revenue General

By MILLIONS) Source Fund(InRevenue Millions)

By Source (In Millions)

Other Local Taxes $53.1 - 22.8%

Permits, Fees and Regulatory Licenses $2.1 - 0.9%

FY Ending FY Ending FY Ending FY Ending 06/30/2020 06/30/2021 06/30/2020 06/30/2021 $ 140.0 $ $ 144.4140.0 $ 144.4 48.7 53.1 48.7 53.1 1.8 2.1 1.8 2.1 0.8 0.7 0.8 0.7 2.7 0.8 2.7 0.8 3.4 3.0 3.4 3.0 3.0 0.8 3.0 0.8 21.6 23.1 21.6 23.1 5.4 5.3 5.4 5.3 $ 227.4 $ $ 233.3227.4 $ 233.3

enue by Source: Revenue by Source: Estate and Personal RealProperty Estate and Taxes Personal Property Taxes er Local Taxes Other Local Taxes mits, Fees and Regulatory Permits,Licenses Fees and Regulatory Licenses s and forfeitures Fines and forfeitures nue from Use of Money Revenueand from Property Use of Money and Property ges for Services Charges for Services ellaneous Miscellaneous e Revenue State Revenue ral Revenue Federal Revenue l Revenues Total Revenues

Fines and Forfeitures $0.7 - 0.3% Revenue from Use of Money and Property $0.8 - 0.3% Charges for Services $3.0 - 1.3% Miscellaneous $0.8 - 0.3%

State Revenue $23.1 - 9.9% Federal Revenue $5.3 - 2.3%

Real Estate and Personal Property Taxes $144.4 - 61.9%

o not include Transfers ** Do not In include Transfers In The City of Suffolk 16 of CAFR Page 16 of CAFR

21\AFR\AFR FY21 Tables and FY20 21 CAFR has aN:\Finance\Audit varietyFY20of revenue sources toCharts fund operations. The largest General Property Tax Revenue general fund revenue sources are real estate and personal property taxes, followed by FY04 66.4 other local taxes and state FY05 revenue.

74.9 FY06

86.9

16 and page 43 Page (Transfers 16 and to)page of the 43CAFR (Transfers to) of the CAFR o not include Transfers ** Do not Outinclude for DebtTransfers and Other Out for Debt and Other 16 of CAFR Page 16 of CAFR

FY 21

FY 20

FY 19

FY 18

FY 17

FY 16

FY 15

FY 14

FY 13

FY 12

Millions

eral Fund Expenditures GeneralbyFund Function Expenditures (In Millions)

by Function (InFY07 Millions) 88.8 FY08 98.4 FY Ending FY Ending FY Ending FY Ending FY09 99.4 FY10 06/30/2020 98.8 nditures by Function: Expenditures by Function: 06/30/2021 06/30/2020 06/30/2021 General Property Tax Revenue 160 FY11 99.5 eral Government General Administration Government Administration 16.5 $ $ 17.4 16.5 $140 17.4 FY12 $ 103.6 FY13 104.6 cial Administration Judicial Administration 9.2 9.5 9.2 120 9.5 FY14 110.2 ic Safety Public Safety 63.5 63.6 63.5 100 63.6 FY15 112.9 80 FY16 117.6 ic Works Public Works 1.0 1.0 1.0 60 1.0 FY17 123.4 FY18 127.3 th and Welfare Health and Welfare 14.7 14.6 14.7 40 14.6 FY19 136.2 ation Education 58.1 65.5 58.1 20 65.5 FY20 139.1 0 FY21 146.7 s, Recreation andParks, Cultural Recreation and Cultural 11.1 10.7 11.1 10.7 munity Development Community Development 6.4 5.7 6.4 5.7 Source: Comprehensive Annual departmental Nondepartmental 0.6 0.8 0.6 0.8 Financial Reports 2011 - 2021 l Expenditures Total Expenditures $ 181.1 $ $ 188.8181.1 188.8 The$ chart above indicates the growth in the gen-

eral property tax revenue over the past ten years.

The increase in the real estate and personal property taxes is due to a combination of an increase in the overall assessed value, as well as limited tax rate increases for education and public safety.

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General Fund Revenue By Source General (In Millions) Fund Revenue By Source (In Millions) FY Ending FY Ending FY Ending Revenue by Source: Revenue by Source: 06/30/2020 06/30/2021 06/30/2020 Real Estate and Personal Property RealTaxes Estate and Personal Property Taxes $ 140.0 $ 144.4 $ 140.0 Other Local Taxes Other Local Taxes 48.7 53.1 48.7 Permits, Fees and Regulatory Permits, Fees and Regulatory Licenses 2.1 1.8 Once the City collects taxes and other revenues,Licenses the monies must be spent efficiently to 1.8 provide services Fines andof forfeitures and forfeitures 0.8 a variety0.7 0.8 to the citizens and businesses the City. As thisFines section will further detail, the City provides of from Use of Money and Revenue Property from Use of Money and Property 2.7 0.8 2.7 services to its residentsRevenue and businesses.

Charges for Services Charges for Services 3.4 3.0 3.4 Miscellaneous 3.0 0.8 3.0 Annually, the City Manager submits a budget forMiscellaneous City Council’s adoption. The proposed budget must not State Revenue State Revenue 21.6 23.1 21.6 include expenditures that exceed estimated opening balances and anticipated income. The budget process Federal Federal Revenue 5.4 5.3 5.4 is approached with a focus on Revenue maintaining core services critical to residents, while simultaneously identifyTotal Revenues Total Revenues $ 227.4 $ 233.3 $ 227.4

WHERE THE MONEY GOES

ing sustainable savings that strengthen the City’s ability to deliver services more efficiently and effectively. ** Do not include Transfers In** Do not include Transfers In

The Real Estate tax Page rate16ofof$1.11 per $100Page of assessed value is the 3rd lowest in the region.

CAFR 16 of CAFR GENERAL FUND EXPENDITURE BY FUNCTION MILLIONS) EXCLUDING TRANSFERS General Fund Expenditures by(IN General Function Fund (In Millions) Expenditures

by Function (In Millions) Expenditures by Function: Expenditures by Function: General Government Administration General Government Administration Judicial Administration Judicial Administration Public Safety Public Safety Public Works Public Works Health and Welfare Health and Welfare Education Education Parks, Recreation and CulturalParks, Recreation and Cultural Community Development Community Development Nondepartmental Nondepartmental Total Expenditures Total Expenditures

FY Ending 06/30/2020 $ 16.5 9.2 63.5 1.0 14.7 58.1 11.1 6.4 0.6 $ 181.1

Page 16 and page 43 (TransfersPage to) of 16the andCAFR page 43 (Transfers to) of the CAFR ** Do not include Transfers Out **for DoDebt not include and Other Transfers Out for Debt and Other Judicial Administration, Page 16 of CAFR Page 16 of CAFR $9.5- 5.0% General Government Administration, $17.4 - 9.2%

FY Ending FY Ending 06/30/2021 06/30/2020 $ 17.4 $ 16.5 9.5 9.2 63.6 63.5 1.0 1.0 14.6 14.7 65.5 58.1 10.7 11.1 5.7 6.4 0.8 0.6 $ 188.8 $ 181.1 Public Safety, $63.6 - 33.7%

Public Works, $1.0 - 0.5%

Health and Welfare, $14.6 - 7.7%

Nondepartmental, $0.8 - 0.4%

Community Development, $5.7 -3.0% Parks, Recreation, and Cultural, $10.7 - 5.7%

Education, $65.5 - 34.7%

The City is committed to ensuring the highest level of safety for its citizens and has expended $63.6 million towards public safety efforts in FY2021.

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HOW WE ARE DOING EXPENSE AND REVENUE TRENDS The following charts show the current 3-year trend of general fund revenue by source and general fund expenditures by function. The City can use this data to analyze the reasons for changes in revenue and the best uses of the City’s funds from year to year.

GENERAL FUND REVENUE BY SOURCE 3 YEAR TREND (IN MILLIONS) 5.3 5.4 5.9

Federal Revenue

2021 23.1 21.6 21.4

State Revenue

2020

0.8 3.0 1.8

Miscellaneous Charges for Services

3.0 3.4 3.6

Revenue from Use of Money and Property

0.8 2.7 3.0

Fines and Forfeitures

0.7 0.8 0.8

2019

2.1 1.8 1.3

Permits, Fees and Regulatory Licenses

53.1 48.7 46.3

Other Local Taxes

144.4 140.0 133.8

Real Estate and Personal Property Taxes $-

$20.0

$40.0

$60.0

$80.0

$100.0

$120.0

$140.0

$140.0

Revenue Highlight: Real estate and personal property tax revenue is the City’s largest revenue source.

The property tax revenue balance totaled $144.4 million and $140.0 million in fiscal year 2021 and 2020, respectively. The increase in the real estate and personal property taxes over time is due to increase in assessed value attributable to a combination of growth and increased value.

GENERAL FUND EXPENDITURE BY FUNCTION 3 YEAR TREND (IN MILLIONS) 0.8 0.6 0.7

Nondepartmental

5.7 6.4

Community Development

2021

4.6

10.7 11.1 12.0

Parks, Recreation, and Cultural

2020

Education

58.1

65.5

2019

60.4

14.6 14.7 13.6

Health and Welfare 1.0 1.0 1.0

Public Works

63.6 63.5 62.4

Public Safety 9.5 9.2 8.8

Judicial Administration

17.4 16.5 16.2

General Government Administration $-

$10.0

$20.0

$30.0

$40.0

$50.0

$60.0

$70.0

Expense Highlight: Education continues to be one of the City’s highest priorities and commitments representing $65.5 million. This amount is an increase from fiscal year 2020 and represents 23.9% of overall governmental expenses. This increase is evidence of the continued commitment to providing high quality education in Suffolk Public Schools.

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NET POSITION

The statement of net position presents information on all City assets and deferred outflows of resources, (Tables and Charts - MDA Net Position) Tables and Charts FY2021 CAFR and liabilities and deferred inflows of resources,N:\Finance\Audit with the difference reported FY2021 \AFR\AFR FY21 as net position. This data is CITY OF of SUFFOLK, VIRGINIA of the City but does not include City component units. Net position is one way inclusive all the activities to measure the City’s financial health, or financial position.

NET POSITION BY COMPONENT LAST TEN FISCAL YEARS

NET POSITION (IN MILLIONS) Net Position Current and other assets Capital and other non-current assets Total assets Deferred Outflows of Resources

(In Millions) Governmental Activities 2021 2020 $ 271.5 $ 232.5 541.6 537.9 813.1 770.4

Business-type Activities 2021 2020 $ 93.8 $ 74.3 462.3 464.2 556.1 538.5

2021 $ 365.3 1,003.9 1,369.2

Total

2020 $ 306.8 1,002.1 1,308.9

40.8

35.3

28.9

21.5

69.7

56.8

38.8 386.3 425.1

25.1 362.9 388.0

6.4 410.1 416.5

7.9 395.8 403.7

45.2 796.4 841.6

33.0 758.7 791.7

Deferred Inflows of Resources

11.6

11.9

0.2

1.2

11.8

13.1

Net position: Net investment in capital assets Restricted Unrestricted Net position

318.3 12.2 86.7 $ 417.2

312.9 9.5 83.4 $ 405.8

111.0 2.6 54.7 $ 168.3

107.0 2.6 45.6 $ 155.1

429.3 14.8 141.4 $ 585.5

419.9 12.1 129.0 $ 560.9

Current and other liabilities Long-term liabilities Total liabilities

The City has a solid financial position with 24.2% of net position, or $141.4 million, as unrestricted. The unrestricted portion of net position is available to allow the City to provide services to citizens.

Net investment in capital assets (land, buildings, infrastructure, improvements, machinery and equipment, less accumulated depreciation and related outstanding debt used to acquire those assets) of $429.3 million. This equates to 73.3% of the total net position. These assets are not available for future spending because they are assets used to provide services to citizens.

The City’s combined net position (which is the City’s “Bottom Line”) increased by $24.6 million in FY 2021, of which approximately 2.51% represents resources that are subject to external restrictions or enabling legislation.

17 / Popular Annual Financial Report N:\Finance\Audit FY20189\CAFR\Tables and Charts FY2019 CAFR.xlsx (MDA Capital Assets Tab)

CAPITAL ASSETS

The City’s capital assets for its governmental and business-type activities as of June 30, 2021, totaled $1,003.9 million, net of accumulated depreciation. This investment in capital assets includes land, buildings, improvements other than buildings, infrastructure, machinery and equipment and construction in N:\Finance\Audit FY20 21\AFR\AFR FY21 Tables and Charts FY20 21 CAFR progress.

(MDA Capital Assets Tab) Capital Assets (net of depreciation) (in Millions)

Capital Assets (net (net of of depreciation) depreciation) (in Millions)

CAPITAL ASSETS (NET OF DEPRECIATION IN MILLIONS) Governmental Activities Business-type Activities

Governmental Activities

Land Construction in progress Building s Infrastructure Improvements other than buildings Machinery and equipment Intangibles

2021 2020 Land $ 23.5 $ 24.2 Construction 112.8 in progress 85.3 Building86.5 s 88.6 Infrastructure 249.2 265.1 Improvements 39.4 other than buildings 37.4 Machinery 28.5and equipment 35.1 Intangibles 1.7 2.2

20202021 $ 24.2 4.7 85.3 27.0 88.6 72.9 265.1 37.4289.8 35.1 60.2 2.2 7.7

Total

Total 541.6

$ 537.9462.3

$

537.9

$$

2019 2020 24.2 4.7 75.4 33.9 91.5 73.0 263.2 36.7 281.5 38.3 62.0 2.4 9.1

$$

531.7 464.2

Business-type Activities Total Total

$ $

$ $

2020 2021 4.7 28.2 33.9 139.8 73.0 159.4 249.2 281.5 329.2 62.0 88.7 9.1 9.4 464.2 1,003.9

$$

$$

2019 2020 4.7 28.9 25.0 119.2 75.0 161.6 265.1 278.1 318.9 64.8 97.1 10.6 11.3

2020 $ 28.9 2.809045 13.92569 119.2 15.87808 161.6 24.82319 265.1 32.79211 318.9 8.835541 97.1 0.936348 11.3

458.2 1,002.1

$

Capital Assets

Machinery and equipment 9%

Intangibles 1%

Land 3%

Assets are increasing due Capital Assets to the City’s commitment to maintaining and adding to the infrastructure of the City through the capital improvement plan.

Some of the improvements contained in the City’s adopted ten-year capital improvement plan are as follows:

Construction in progress 14%

Buildings 16%

Improvements other than buildings 32%

Infrastructure 25%

•

School facility major repairs and maintenance

•

Rt. 17/Shoulders Hill Intersection Improvements

•

Fire Apparatus acquisition

•

New Central Library

•

Reconstruction of Rt. 58/Holland Rd

1,002.1

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DEBT ADMINISTRATION N:\Finance\Audit FY2021\AFR\AFR FY21

Tables and Charts FY2021 CAFR

Long-term (MDA LT Debt Tab) debt: At the end of fiscal year 2021, the City had total outstanding debt of $693.2 million, including general government, school construction and N:\Finance\Audit FY2021\AFR\AFR FY21 Tables and Charts FY2021 CAFR utility fund (MDA LT Debt Tab) debt.

Outstanding Debt (in millions) Governmental Business-type Activities OUTSTANDING DEBT (IN Activities MILLIONS) Outstanding Debt (in millions) 2021 2020 2021 2020 Bonds payable Bond Premiums Bonds payable Capital leases Bond Premiums

275.7 $ 266.6 Governmental Activities 17.8 20.5 2021 2020 275.7 $ 266.6 1.3 1.5 17.8 20.5

$ $

1.5

380.0 $ 360.9 Business-type Activities 18.0 24.6 2021 2020 380.0 $ 360.9 0.4 0.5 18.0 24.6 0.4 0.5

Total $ $

2021 655.7 35.8 2021 655.7 1.7 35.8

$ Total $

2020 627.5 45.1 2020 627.5 2.0 45.1

Loans and notes payable Capital leases

1.3

1.7

2.0

Total Loans and notes payable

294.8 -

$

288.6 -

$

398.4 -

$

386.0 -

$

693.2 -

$

674.6 -

Total

294.8

$

288.6

$

398.4

$

386.0

$

693.2

$

674.6

The Commonwealth of Virginia limits the amount of general obligation debt outstanding to 10% of the locality’s assessed value of real property, which is $1.06 Billion for 2021. The City Charter further limits this general obligation limit to 7% of the City’s assessed value of real property, or $741.8 million. Of the debt shown above, only $446.9 million is general obligation debt that is applicable to the legal debt limits. The City has met both of the legal debt limits. Achieving these limits represents the City’s conservative debt borrowing policy.

ACCOUNTING TERMS Assessed Value: The dollar value assigned to a home or other piece of real estate for property tax purposes.

Capital Assets: These include all land, buildings, equipment, and other elements of the City’s infrastructure having a cost of more than $5,000 and having been funded by the Capital Budget.

Budget: A plan for the acquisition and allocation of resources to accomplish specific purposes. The term may be used to describe special purpose fiscal plans or parts of a fiscal plan, such as “the budget of the Police Department or Capital Budget” or may relate to a fiscal plan for an entire jurisdiction, such as “the budget of the City of Suffolk.”

Debt Service Funds: Funds to finance and account for the annual payment of principal and interest on bonds.

Deferred Inflow of Resources: An acquisition of net assets by the City that is applicable in a future reporting period.

Deferred Outflow of Resources: A consumption of net assets by the City that is applicable to a future reporting period.

General Fund: The main operating fund of the City, which is used to finance the City’s operations.

General Fund Revenues: Revenues which the City raises through taxation and other means. General Revenues are available to be used for any authorized program or function.

General Fund Expenditures: The primary fund from which the City pays ongoing expenses.

General Obligation Debt: Debt secured by the full faith and credit of the local government issuing the debt.

The City pledges its tax revenues unconditionally to pay the interest and principal on the debt as it matures.

Trend: A general direction in which something is developing or changing.

WE WANT TO HEAR FROM YOU Do you like this report? What other information would you like to see contained in this report?

Please let us know by contacting the Finance Department by emailing FinanceEmail@suffolkva.us, calling 757-514-7500, or stopping by the Department of Finance located in City Hall at 442 West Washington Street, Suffolk, Virginia 23434.

Please visit the City’s website at www.suffolkva.us for additional information including the City’s Annual Comprehensive Financial Report.