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PROPOSED BUDGET for Fiscal Year 2022


MONTGOMERY COUNTY, VIRGINIA PROPOSED BUDGET

for fiscal year 2022

BOARD OF SUPERVISORS

Steve Fijalkowski Chair District C

Mary Biggs Vice Chair District F

Todd King District D

Sara Bohn District A

Darrell Sheppard District E

Sherri Blevins District B

April DeMotts District G

F. Craig Meadows | County Administrator Angela M. Hill | Assistant County Administrator/Chief Financial Officer Marc M. Magruder | Budget Manager Paul F. Kaiser | Business/Financial Analyst Susan S. Dickerson | Administrative Coordinator


COVER IMAGES Clockwise: Monarch butterfly in Montgomery Museum garden, groundbreaking of Creed Fields in Eastern Montgomery, support for New River Valley frontline hospital workers during the pandemic, adoption event at Animal Care and Adoption Center.


MONTGOMERY COUNTY, VIRGINIA PROPOSED BUDGET

for fiscal year 2022

TABLE OF CONTENTS


Table of Contents OVERVIEW OF MONTGOMERY COUNTY....................................................................................... 5 BUDGET SUMMARY..................................................................................................................... 13 All Funds Summary..........................................................................................................................23 Expenditures by Division..................................................................................................................27 Summary of Full-Time Employees/Equivalents..................................................................................31 Graphs.............................................................................................................................................35 Organization Chart...........................................................................................................................53

UNDERSTANDING THE BUDGET.................................................................................................. 57 REVENUE SUMMARY................................................................................................................... 69 Revenue Estimates...........................................................................................................................81 Financial Policies.............................................................................................................................95

EXPENDITURE PLANS.................................................................................................................. 99 Revenue Sharing..............................................................................................................................101 Board of Supervisors........................................................................................................................105 County Administration......................................................................................................................109 County Attorney...............................................................................................................................115 Financial and Management Services................................................................................................119 Insurance.........................................................................................................................................123 Information Technology....................................................................................................................127 Commissioner of the Revenue - Compensation Board.......................................................................131 Commissioner of the Revenue - Assessments...................................................................................135 Treasurer - Compensation Board......................................................................................................139 Treasurer - Collections......................................................................................................................143 Electoral Board/Director of Elections................................................................................................147 Commonwealth Attorney..................................................................................................................151 Circuit Court....................................................................................................................................155 General District Court.......................................................................................................................159 Juvenile and Domestic Relations Court.............................................................................................163 Magistrate........................................................................................................................................167 Clerk of the Circuit Court..................................................................................................................171 Sheriff - Compensation Board...........................................................................................................175 Sheriff - County................................................................................................................................179 Fire Departments and Rescue Squads..............................................................................................185 Animal Care and Adoption Center.....................................................................................................191 General Services..............................................................................................................................195 Children’s Services Act.....................................................................................................................201 Human Services...............................................................................................................................205


New River Health District.................................................................................................................209 Social Services.................................................................................................................................213 Parks and Recreation.......................................................................................................................217 Regional Library System...................................................................................................................223 Planning and GIS Services................................................................................................................229 Economic Development....................................................................................................................233 Other Agencies................................................................................................................................237 Contingencies - General...................................................................................................................251 Contingencies - Special....................................................................................................................255 Law Library......................................................................................................................................259 Montgomery County Public Schools.................................................................................................263 Montgomery County Public Schools Capital......................................................................................267 General Government Debt Services..................................................................................................271 Montgomery County Capital.............................................................................................................275


MONTGOMERY COUNTY, VIRGINIA PROPOSED BUDGET

for fiscal year 2022

OVERVIEW OF MONTGOMERY COUNTY


OVERVIEW OF MONTGOMERY COUNTY

Montgomery County, Virginia Since its founding in the eighteenth century, Montgomery County has experienced a rich history in agriculture, manufacturing, and technology with ties to notable historical figures to include George Washington and even Daniel Boone. The county has experienced consistent growth throughout the years. Montgomery County – which is home to two of the state’s four largest towns, Blacksburg and Christiansburg – is a high-tech community strategically located on the Interstate 81 corridor. The county provides a full range of services to its more than 100,000 residents to include: law enforcement; fire and rescue; planning and GIS; economic development; social services; courts; parks and recreation; general services; environmental services; animal control; libraries; and schools. Montgomery County traces its origin to 1776 when it was formed and named after General Richard Montgomery, an American hero of the French and Indian War and the American Revolution. The first settlement, Draper’s Meadow, was established in the 1740s but was destroyed by Shawnee Indians during the French and Indian War. Christiansburg, the county seat, was incorporated in 1792 and named in honor of Colonel William Christian. This community was an important stop on the Wilderness Road, which roughly corresponds to the present day U.S. Route 11. As the retail hub of the county, Christiansburg is host to several shopping centers and restaurants. Blacksburg was incorporated in 1871. The town originated on tracts of land donated by William Black – for whom it was named – and was established at the same site as the previous settlement of Draper’s Meadow. Blacksburg is home to Virginia Tech, one of the nation’s leading educational institutions and research universities. The OVERVIEW OF MONTGOMERY COUNTY : 7


OVERVIEW OF MONTGOMERY COUNTY town is also home to the Virginia Tech Corporate Research Center. Graduates from area colleges and universities add to the abundant, educated workforce to make a probusiness community with a solid mix of high-tech, manufacturing, retail and professional services – including a variety of Fortune 500 firms.

Snapshot: Population and Economy The graphics and charts provided below have been obtained from the Labor Market Information report provided by the Virginia Employment Commission.

Status of our Economy:

Expected to outgrow our urban neighbor by 2030. Source: Weldon Cooper Center for Public Service, U.Va., 2017.

Population by Gender Source: 2010 Census.

Male 52%

P o p ul a t i o n b y G en d er

OVERVIEW OF MONTGOMERY COUNTY : 8

Female 48%


OVERVIEW OF MONTGOMERY COUNTY Population by Age

Populat ion by A ge

Source: 2010 Census. Under 5 years 5-9 years 10-14 years 15-19 years 20-24 years 25-29 years

30-34 years 35-39 years 40-44 years 45-49 years 50-54 years 55-59 years 60-64 years 65-69 years 70-74 years

75-79 years 80-84 years 85 years and over 0

5000

10000

15000

Asian 5% Black or African American 4% Hispanic 3% Multiple Races 2%

White 85%

Other 1%

Populat i on by R a ce / E t h n i ci t y

American Indian or Alaskan Native <1% Native Hawaiian/Pacific Islander <1%

OVERVIEW OF MONTGOMERY COUNTY : 9

20000


OVERVIEW OF MONTGOMERY COUNTY Projected Population Change

Source: U.S. Census Bureau, Virginia Employment Commission. Projected Population Change: Montgomery County 140000

120000

100000

80000

60000

40000

20000

0

2000

2010

2020

2030

2040

P roj ect ed Populat ion C hange: V irginia 12000000

10000000

8000000

6000000

4000000

2000000

0 2000

2010

2020

2030

Economic Profile

2040

Montgomery County maintains a few of the very industries that were popular at its inception to include agriculture and manufacturing. In addition, technology, health care, education, retail, hospitality, and food service are now among popular industries throughout the county. According to the Local Area Unemployment Statistics by the Virginia Employment Commission, Montgomery County consistently maintains an average unemployment rate that is lower than the national average, with a recorded rate of 4.0 percent compared to the national rate of 7.7 percent as of September 2020. OVERVIEW OF MONTGOMERY COUNTY : 10


OVERVIEW OF MONTGOMERY COUNTY Unemployment Rates

Source: Virginia Employment Commission, Economic Information & Analytics, Local Area Unemployment Statistics. Montgomery County

Virginia

United States

Oct. 2019

2.6%

2.5%

3.3%

Nov. 2019

2.5%

2.5%

3.3%

Dec. 2019

2.5%

2.4%

3.4%

Jan. 2020

3.0%

3.0%

4.0%

Feb. 2020

2.6%

2.8%

3.8%

Mar. 2020

3.4%

3.3%

4.5%

Apr. 2020

9.2%

10.8%

14.4%

May 2020

7.5%

8.9%

13.0%

Jun. 2020

6.6%

8.2%

11.2%

Jul. 2020

6.1%

8.0%

10.5%

Aug. 2020

4.5%

6.3%

8.5%

Sep. 2020

4.0%

6.1%

7.7%

Date

Employment by Industry

Source: Virginia Employment Commission, Economic Information & Analytics, Quarterly Census of Employment and Wages (QCEW), 2nd Quarter (April, May, June) 2020 Industry

Number of Employees

Agriculture, Forestry, Fishing and Hunting

92

Mining, Quarrying, and Oil and Gas Extraction

54

Construction

1028

Manufacturing

4640

Wholesale Trade

373

Retail Trade

4131

Transportation and Warehousing

342

Information

279

Finance and Insurance

523

Real Estate and Rental and Leasing

523

Professional, Scientific, and Technical Services

2360

Management of Companies and Enterprises

209

Administrative and Support and Waste Management

1332

Educational Services

356

Health Care and Social Assistance

4088

Arts, Entertainment, and Recreation

232

Accommodation and Food Services

2601

OVERVIEW OF MONTGOMERY COUNTY : 11


OVERVIEW OF MONTGOMERY COUNTY Industry

Number of Employees

Other Services (except Public Administration) Government Total

743 13259

Federal Government

218

State Government

9185

Local Government

3856

Unclassified

120

OVERVIEW OF MONTGOMERY COUNTY : 12


MONTGOMERY COUNTY, VIRGINIA PROPOSED BUDGET

for fiscal year 2022

BUDGET SUMMARY


BUDGET SUMMARY

Introduction The FY 22 County proposed budget for all funds (net of transfers) totals $211 million. The General Fund budget totals $136.2 million, including transfers to other funds, such as the School Operating Fund. The School Operating Fund totals $122.4 million, including the transfer from the County of $53.9 million. The general government portion of the General Fund (net of transfers to other funds) totals $53.5 million and the School Operating Fund (net of transfers) totals $122 million. The total County budget also includes the Debt Service Fund ($24.7 million), the Law Library Fund ($17,600), the School Nutrition Fund ($4.6 million), funding for County Capital ($3.6 million), School Capital ($2.2 million), and the Economic Development Authority Incentive Program ($0.4 million). The proposed FY 22 real estate tax rate remains at 89 cents per $100 of assessed value as was approved in the FY 21 budget.

Debt Service Schools 10% Debt Service County 2% County Capital 2%

General Govt 25%

FY 22 P roposed Budget $211 M i l l i on

School Capital 1% School Nutrition 2%

School Operating 58%

BUDGET SUMMARY : 15


BUDGET SUMMARY GENERAL FUND General Fund Summary

FY 21 Budget

Real Estate Tax Rate

FY 22 Budget

Difference

% Change

0.89

0.89

-

-

Revenue

140,140,763

136,205,453

(3,935,310)

-2.81%

Total General Fund Revenue

140,140,763

136,205,453

(3,935,310)

-2.81%

General Government Administration

6,592,882

6,601,362

8,480

0.13%

Tax Assessment and Collection

2,055,716

2,077,691

21,975

1.07%

Judicial Administration

2,226,908

2,328,457

101,549

4.56%

Public Safety

18,697,118

19,159,989

462,871

2.48%

Public Works

6,129,460

6,409,231

279,771

4.56%

Health and Welfare

9,590,691

9,764,673

173,982

1.81%

Parks, Recreation and Cultural

4,110,422

4,252,840

142,418

3.46%

Community Development

1,790,071

1,815,175

25,104

1.40%

Contingencies

8,362,711

1,062,307

(7,300,404)

-87.30%

Subtotal General Government Portion of General Fund

59,555,979

53,471,725

(6,084,254)

-10.22%

Transfer - School Operating

51,827,273

53,877,273

2,050,000

3.96%

Transfer - Debt Service

22,700,165

22,700,165

-

0.00%

2,146,173

2,195,645

49,472

2.31%

380,000

380,000

-

0.00%

3,531,173

3,580,645

49,472

1.40%

140,140,763

136,205,453

(3,935,310)

-2.81%

Transfer - School Capital Transfer - EDA Transfer - County Capital Total General Fund Expenditures

Due to the COVID-19 virus and the uncertainty of the national, state, and local economies in the near term, the Board of Supervisors adopted the County’s FY 21 Budget by deferring $1,550,000 in County funding and $5,375,600 in state designated funding for the schools. This $6,925,600 in funding was held in the County General Fund. As revenues stabilized, these funds were moved during FY 21 and are now part of the base budget for FY 22 for Montgomery County Public Schools. As a result, it appears that the school budget increased dramatically and the County General Fund decreased dramatically. However, in reality, resources of $6,925,600 were conservatively shifted between the funds until the COVID-19 fiscal impact on the County was determined. Total Approved Budget 2021 (Without Shift of School $)

Total Budget 2022

General Law Library School Oper.

Total

Transfers

Net

136,205,453

82,733,728

17,600

0

%

Difference

Net

Total

Transfers

Change

Total

Transfers

Net

53,471,725

134,765,163

82,134,784

52,630,379

1,440,290

598,944

841,346

1.6%

17,600

17,600

0

17,600

0

0

0

0.0%

122,393,401

408,660

121,984,741

121,079,413

408,660

120,670,753

1,313,988

0

1,313,988

1.1%

Nutrition

4,633,474

0

4,633,474

5,228,004

0

5,228,004

-594,530

0

-594,530

-11.4%

School Capital

2,195,645

0

2,195,645

2,146,173

0

2,146,173

49,472

0

49,472

2.3%

County Capital

3,580,645

0

3,580,645

3,531,173

0

3,531,173

49,472

0

49,472

1.4%

EDA Debt Service

380,000

0

380,000

380,000

0

380,000

0

0

0

0.0%

24,722,725

0

24,722,725

24,722,725

0

24,722,725

0

0

0

0.0%

294,128,943

83,142,388

210,986,555

291,870,251

82,543,444

209,326,807

2,258,692

598,944

1,659,748

0.8%

BUDGET SUMMARY : 16


BUDGET SUMMARY

Total Budget 2022

General

Total Approved Budget 2021

Total

Transfers

Net

Total

Transfers

136,205,453

82,733,728

53,471,725

140,140,763

80,584,784

Law Library

%

Difference

Net 59,555,979

Change

Total

Transfers

Net

-3,935,310

2,148,944

-6,084,254

-10.2%

17,600

0

17,600

17,600

0

17,600

0

0

0

0.0%

122,393,401

408,660

121,984,741

114,153,813

408,660

113,745,153

8,239,588

0

8,239,588

7.2%

Nutrition

4,633,474

0

4,633,474

5,228,004

0

5,228,004

-594,530

0

-594,530

-11.4%

School Capital

2,195,645

0

2,195,645

2,146,173

0

2,146,173

49,472

0

49,472

2.3%

County Capital

3,580,645

0

3,580,645

3,531,173

0

3,531,173

49,472

0

49,472

1.4%

380,000

0

380,000

380,000

0

380,000

0

0

0

0.0%

School Oper.

EDA Debt Service

24,722,725

0

24,722,725

24,722,725

0

24,722,725

0

0

0

0.0%

294,128,943

83,142,388

210,986,555

290,320,251

80,993,444

209,326,807

3,808,692

2,148,944

1,659,748

0.8%

Summaries of Major Expenditure Areas General Administration General Administration

FY 21 Budget

FY 22 Budget

Difference

% Change

Revenue Refunds

$195,000

$195,000

$0

Board of Supervisors

$270,632

$282,425

$11,793

4.36%

County Administration

$806,784

$887,382

$80,598

9.99%

Human Resources

$727,476

$450,238

($277,238)

-38.11%

$0

$229,070

$229,070

-

Public Information

$275,723

$335,511

$59,788

21.68%

County Attorney

$382,368

$383,225

$857

0.22%

$1,225,460

$1,018,450

($207,010)

-16.89%

Management and Budget

Financial & Management Services Insurance Information Technology Director of Elections Total

0.00%

$208,195

$210,695

$2,500

1.20%

$2,015,760

$2,135,796

$120,036

5.95%

$485,484

$473,570

($11,914)

-2.45%

$6,592,882

$6,601,362

$8,480

0.13%

In the area of General Administration, the following budget changes were made for FY 22:

Board of Supervisors – funds were added to support base compensation increases for the Board of Supervisors.

County Administration – funds were added to convert a Management and Policy Analyst position into an Assistant County Administrator position.

Human Resources – funds for the wellness clinic were removed from the Human Resources department as these costs will be supported by the County’s self-insured health insurance fund.

Public Information – funds were transferred from Special Contingencies in the base budget for an BUDGET SUMMARY : 17


BUDGET SUMMARY Administrative Assistant Position that was added in FY 21, but deferred in the approved budget. This position has been shifted to the base budget for FY 22.

Financial and Management Services – funds were added for audit fee increases. This department

shows a net decrease in overall funds due to the creation of a Management and Budget department. Two FTE and $6,000 in operations and maintenance funds were shifted for FY 22.

Insurance –funds are added to cover insurance premium increases. Information Technology –funds are added to cover the software license increases for various applications throughout the County.

Director of Elections – funds are added to cover state security upgrades to voting equipment and reduces one-time costs associated with the 2020 Presidential election.

Other changes in the County Attorney’s budget are due to changes in fringe benefit rates.

Tax Assessment and Collection Tax Assessment and Collection

FY 21 Budget

FY 22 Budget

Difference

% Change

Commissioner of Revenue

$1,041,533

$1,079,021

$37,488

3.60%

Treasurer

$1,014,183

$998,670

($15,513)

-1.53%

Total

$2,055,716

$2,077,691

$21,975

1.07%

In the area of Tax Collection and Assessment, the changes are related to turnover and vacancy savings.

Judicial Administration Judicial Administration Circuit Court

FY 21 Budget

FY 22 Budget

Difference

% Change

$214,773

$220,012

$5,239

2.44%

General District Court

$21,711

$21,711

$0

0.00%

Juvenile & Domestic Relations Court

$20,524

$20,524

$0

0.00%

$5,000

$5,000

$0

0.00%

Magistrate Clerk of the Circuit Court

$715,542

$779,147

$63,605

8.89%

Commonwealth Attorney

$1,249,358

$1,282,063

$32,705

2.62%

Total

$2,226,908

$2,328,457

$101,549

4.56%

The most significant change in Judicial Administration is the addition of a Deputy Court Clerk in the Clerk of the Circuit Court’s budget that is funded temporarily due to an increase in jury trials in FY 20 related to COVID-19. Other changes are due to fringe benefit increases in the Circuit Court and the Commonwealth Attorney’s Offices.

Public Safety Public Safety Emergency Services Coordinator Sheriff

FY 21 Budget

FY 22 Budget

Difference

% Change

$146,805

$202,548

$55,743

37.97%

$15,244,683

$15,536,293

$291,610

1.91%

BUDGET SUMMARY : 18


BUDGET SUMMARY Public Safety

FY 21 Budget

NRV Emergency Comm. Regional Authority

FY 22 Budget

Difference

% Change

$897,132

$926,692

$29,560

3.29%

$70,152

$70,152

$0

0.00%

Animal Control

$218,884

$276,454

$57,570

26.30%

Animal Care and Adoption Center

$631,681

$652,869

$21,188

3.35%

$1,487,781

$1,494,981

$7,200

0.48%

$18,697,118

$19,159,989

$462,871

2.48%

Other Public Safety Outside Agencies

Volunteer Fire and Rescue Total

The largest expenditure in the Public Safety area is for the Sheriff’s Office, representing 81% of the total. Local funds of $10.8 million, or 69%, support the Sheriff’s Office. State and other funds provide only 31% of the total funding.

Emergency Services – funds are added to the base budget to cover the costs of a full-time Deputy Emergency Services Coordinator added in FY 21.

Sheriff – funds are added to cover the costs of medical expenses of inmates at the jail. NRV Emergency Communications Regional Authority – funds are added cover the County’s share of costs for the FY 22 budget.

Animal Control – funds were transferred from Special Contingencies in the base budget for an Animal

Control Officer Position that was added in FY 21, but deferred in the approved budget. This position has been shifted to the base budget for FY 22.

Fire and Rescue – funds are added to cover insurance premium increases. Other changes in the Animal Care and Adoption Center are due to changes in fringe benefit rates. Sheriff's Office Local Funding

$12

$10

9.43

9.68

9.76

9.74

FY 16

FY 17

FY 18

10.00

10.25

10.49

10.79

Millions

$8

$6

$4

$2

$0

FY 15

FY 19

BUDGET SUMMARY : 19

FY 20

FY 21

FY 22


BUDGET SUMMARY Public Works Public Works

FY 21 Budget

FY 22 Budget

Difference

% Change

General Services

$1,354,796

$1,388,638

$33,842

2.50%

Facilities Maintenance

$2,844,831

$2,843,232

($1,599)

-0.06%

Solid Waste & Recycling

$1,929,833

$2,177,361

$247,528

12.83%

Total

$6,129,460

$6,409,231

$279,771

4.56%

General Services – funds are added to cover minimum wage changes that take effect through January of 2022. Solid Waste & Recycling – funds were added to cover the increased cost of tipping fees at the solid waste authority.

Other changes in Public Works are due to turnover and vacancy savings and fringe benefit changes.

Health and Welfare Health and Welfare Comprehensive Services Act

FY 21 Budget

FY 22 Budget

Difference

% Change

$1,651,969

$1,651,969

$0

0.00%

Human Services

$378,338

$392,725

$14,387

3.80%

Public Health

$604,488

$604,488

$0

0.00%

Human Service Outside Agencies

$727,872

$750,512

$22,640

3.11%

Social Services

$6,228,024

$6,364,979

$136,955

2.20%

Total

$9,590,691

$9,764,673

$173,982

1.81%

In the area of Health and Welfare, the largest expenditure increase is due to increased revenue and expenses for public assistance services that were reconciled during the FY 21 Social Services budget reconciliation.

Parks, Recreation, and Cultural Parks, Recreation, Educational/ Culture

FY 21 Budget

FY 22 Budget

Difference

% Change

Parks and Recreation

$1,257,701

$1,296,123

$38,422

3.05%

Regional Library

$2,246,303

$2,347,680

$101,377

4.51%

$606,418

$609,037

$2,619

0.43%

$4,110,422

$4,252,840

$142,418

3.46%

Educational/Cultural Outside Agencies Total

Parks and Recreation – funds are added to cover minimum wage changes that take effect through January of 2022.

Library – funds are added to cover minimum wage changes that take effect through January of 2022. Community Development Community Development Planning & GIS

FY 21 Budget $948,750 BUDGET SUMMARY : 20

FY 22 Budget $948,167

Difference ($583)

% Change -0.06%


BUDGET SUMMARY Community Development

FY 21 Budget

FY 22 Budget

Difference

% Change

Economic Development

$434,156

$460,975

$26,819

6.18%

Environmental Outside Agencies

$154,680

$155,475

$795

0.51%

$252,485

$250,558

($1,927)

-0.76%

$1,790,071

$1,815,175

$25,104

1.40%

Economic Development Outside Agencies Total

The largest increase in Community Development is in the Economic Development Department. Funds are added to maintain the Wireless on Wheels (WOW) Carts that provide internet service to areas of the County with limited access to internet.

Contingencies Contingencies

FY 21 Budget

FY 22 Budget

Difference

% Change

General Contingencies

$526,307

$536,307

$10,000

1.90%

Special Contingencies

$7,836,404

$526,000

($7,310,404)

-93.29%

Total

$8,362,711

$1,062,307

($7,300,404)

-87.30%

The County’s Financial Policies include retaining 1% of the general government portion of the County’s General Fund budget to provide funds for unknown and unanticipated expenditures that may arise during the year that are not included in the budget. To comply with this policy, $10,000 is added for a total of $536,307. Special contingencies is a “holding account” where an estimated amount of funding is held in abeyance for programs or initiatives until further information is available and final decisions are made. The following County items are held in Special Contingencies until transferred for expenditure by the Board of Supervisors.

Employee Compensation

A 2% compensation increase effective July 1, 2021 for all County employees is included.

Interfund Transfers Interfund Transfers

FY 21

FY 22

Change

%

Transfer to School Operating

$51,827,273

$53,877,273

$2,050,000

4%

Transfer to Debt Service

$22,700,165

$22,700,165

$-

0%

$2,146,173

$2,195,645

$49,472

2%

$380,000

$380,000

$-

0%

Transfer to School Capital Transfer to the EDA Transfer to County Capital General Fund Transfers Transfer to Debt Service School Operating Fund Transfers Total Transfers

$3,531,173

$3,580,645

$49,472

1%

$80,584,784

$82,733,728

$2,148,944

3%

$408,660

$408,660

$-

0%

$408,660

$408,660

$-

0%

$80,993,444

$83,142,388

$2,148,944

3%

Transfer to the School Operating Fund

County funding in the FY 22 budget for the School Operating Fund totals $53.9 million which is an increase of $2,050,000 from the FY 21 approved budget. Since, $1,550,000 FY 21 County funding was deferred and then released mid-year in FY 21, the actual increase in County funding for FY 22 is $500,000. BUDGET SUMMARY : 21


BUDGET SUMMARY Transfer to the Debt Service Fund

Total Funds for debt service do not change for FY 22; however, the County decreased its debt service capacity within the debt service fund by $800,491 and reallocated those funds to the School System to cover school debt service needs. This action increased the amount of funding dedicated to the Schools in the Debt Service Fund from the County transfer from the General Fund by $800,491 and decreased the County’s portion by $800,491.

Transfer to the School Capital Fund

2.5 cents of the real estate tax rate are earmarked for the School Capital Fund.

Transfer to the Economic Development Authority (EDA)

Funds are transferred to the EDA for economic development incentives.

Transfer to the County Capital Fund

1.5 cents of the real estate tax rate are included for Fire and Rescue capital needs and 1 cent of the real estate tax rate is earmarked for future capital projects, which includes $100,000 for the Valley to Valley Trail project. In addition, $750,000 is transferred to address County capital maintenance needs. Other monies include $425,000 for the Auburn parks project and $210,000 to address technology infrastructure issues.

Detailed explanations of the expenditure recommendations, a recap of expenditures by fund, County dollars by division, position (FTE) listing, and a graphic summary of the FY 22 Proposed Budget are included in Appendices.

BUDGET SUMMARY : 22


MONTGOMERY COUNTY, VIRGINIA PROPOSED BUDGET

for fiscal year 2022

BU D GE T S U MM ARY, APPEN D IX A

All Funds Summary


All Funds Budget FY 2022 Revenues By Type General Property Taxes Other Local Taxes Other Undesignated Revenues

General Fund

Law Library

School Operating

School Nutrition

School Capital

County Capital

Debt Service

EDA

Transfers

Grand Total

$106,803,971

$-

$-

$-

$-

$-

$-

$-

$-

$106,803,971

$13,834,222

$-

$-

$-

$-

$-

$-

$-

$-

$13,834,222

$733,652

$-

$-

$-

$-

$-

$-

$-

$-

$733,652

$14,833,608

$15,000

$68,516,128

$4,633,474

$-

$-

$1,613,900

$-

$-

$89,612,110

Fund Balance

$-

$2,600

$-

$-

$-

$-

$-

$-

$-

$2,600

Transfers In

$-

$-

$53,877,273

$-

$2,195,645

$3,580,645

$23,108,825

$380,000

$(83,142,388)

$-

$136,205,453

$17,600

$122,393,401

$4,633,474

$2,195,645

$3,580,645

$24,722,725

$380,000

$(83,142,388)

$210,986,555

General Fund

Law Library

Designated Revenues

Total

Expenditures By Type

School Operating

School Nutrition

School Capital

County Capital

Debt Service

EDA

Transfers

Grand Total

General Govt. Admin.

$6,601,362

$-

$-

$-

$-

$-

$-

$-

$-

$6,601,362

Tax Collections

$2,077,691

$-

$-

$-

$-

$-

$-

$-

$-

$2,077,691

Judicial Administration

$2,328,457

$-

$-

$-

$-

$-

$-

$-

$-

$2,328,457

Public Safety

$19,159,989

$-

$-

$-

$-

$-

$-

$-

$-

$19,159,989

Public Works

$6,409,231

$-

$-

$-

$-

$-

$-

$-

$-

$6,409,231

Social Welfare

$9,764,673

$-

$-

$-

$-

$-

$-

$-

$-

$9,764,673

Parks & Libraries

$4,252,840

$-

$-

$-

$-

$-

$-

$-

$-

$4,252,840

Community Development

$1,815,175

$-

$-

$-

$-

$-

$-

$-

$-

$1,815,175

Contingencies Subtotal General Govt Portion of General Fund Law Library Education School Capital County Capital

$1,062,307

$-

$-

$-

$-

$-

$-

$-

$-

$1,062,307

$53,471,725

$-

$-

$-

$-

$-

$-

$-

$-

$53,471,725

$-

$17,600

$-

$-

$-

$-

$-

$-

$-

$17,600

$53,877,273

$-

$121,984,741

$4,633,474

$-

$-

$-

$-

$(53,877,273)

$126,618,215

$2,195,645

$-

$-

$-

$2,195,645

$-

$-

$-

$(2,195,645)

$2,195,645

$3,580,645

$-

$-

$-

$-

$3,580,645

$-

$-

$(3,580,645)

$3,580,645

$22,700,165

$-

$408,660

$-

$-

$-

$24,722,725

$-

$(23,108,825)

$24,722,725

EDA

$380,000

$-

$-

$-

$-

$-

$-

$380,000

$(380,000)

$380,000

Total

$136,205,453

$17,600

$122,393,401

$4,633,474

$2,195,645

$3,580,645

$24,722,725

$380,000

$(83,142,388)

$210,986,555

Debt Service

25


MONTGOMERY COUNTY, VIRGINIA PROPOSED BUDGET

for fiscal year 2022

BU D GE T S U MM ARY, APPEN D IX B

Expenditures by Division


Recap of Expenditures by Division, Fiscal Year 2022 FY 20 DIVISION

Appropriated

FY 22 Recommended

FY 21 Expended

Approved

Appropriated

Base

Addenda

Inc/(Dec) FY 22 Recom. Over FY 21 Approved Total

$

Inc/(Dec) FY 22 Recom. Over FY 21 Appropriated

%

$

%

REVENUE SHARING

195,000

180,363

195,000

195,000

195,000

-

195,000

-

0%

-

BOARD OF SUPERVISORS

305,937

242,854

270,632

278,277

282,425

-

282,425

11,793

4%

4,148

1%

2,376,622

1,761,520

1,956,788

2,349,389

2,043,797

60,952

2,104,749

147,961

8%

(244,640)

-10%

COUNTY ADMINISTRATION COUNTY ATTORNEY FINANCIAL & MGT. SERVICES INSURANCE

0%

370,641

349,860

382,368

431,875

383,225

-

383,225

857

0%

(48,650)

-11%

1,210,626

1,189,382

1,225,460

1,279,496

998,450

20,000

1,018,450

(207,010)

-17%

(261,046)

-20%

208,195

178,810

208,195

208,195

208,195

2,500

210,695

2,500

1%

2,500

1%

2,005,768

1,749,729

2,015,760

2,247,577

2,051,466

84,330

2,135,796

120,036

6%

(111,781)

-5%

COMMISSIONER OF REVENUE-COMP

608,451

590,903

561,856

616,501

588,651

-

588,651

26,795

5%

(27,850)

-5%

ASSESSMENT - COUNTY

480,367

470,544

479,677

506,219

490,370

-

490,370

10,693

2%

(15,849)

-3%

-

-

-

685,000

-

-

-

-

-

(685,000)

-

TREASURER - COMP BD

530,200

496,531

482,702

521,750

492,165

-

492,165

9,463

2%

(29,585)

-6%

COLLECTIONS - COUNTY

501,350

444,993

531,481

567,431

506,505

-

506,505

(24,976)

-5%

(60,926)

-11%

ELECTORAL BOARD

530,831

522,058

485,484

590,536

431,050

42,520

473,570

(11,914)

-2%

(116,966)

-20%

1,317,610

1,211,974

1,249,358

1,369,942

1,282,063

-

1,282,063

32,705

3%

(87,879)

-6%

INFORMATION TECHNOLOGY

REASSESSMENT

COMMONWEALTH ATTORNEY CIRCUIT COURT

220,282

199,323

214,773

236,808

220,012

-

220,012

5,239

2%

(16,796)

-7%

GENERAL DISTRICT COURT

26,464

14,388

21,711

27,511

21,711

-

21,711

-

0%

(5,800)

-21%

J & D RELATIONS COURT

25,451

13,468

20,524

20,524

20,524

-

20,524

-

0%

-

0%

MAGISTRATE

5,000

2,890

5,000

5,000

5,000

-

5,000

-

0%

-

0%

743,713

704,417

715,542

791,327

779,147

-

779,147

63,605

9%

(12,180)

-2%

SHERIFF - COMP BOARD

7,947,125

7,871,747

8,066,081

8,347,320

8,213,115

-

8,213,115

147,034

2%

(134,205)

-2%

SHERIFF - COUNTY

7,415,995

6,378,527

7,178,602

7,728,152

7,306,665

16,513

7,323,178

144,576

2%

(404,974)

-5%

FIRE & RESCUE

1,720,309

1,495,991

1,487,781

1,592,451

1,487,781

7,200

1,494,981

7,200

0%

(97,470)

-6%

CIRCUIT COURT CLERK

ANIMAL CARE & ADOPTION CENTER

670,087

580,837

631,681

724,478

652,869

-

652,869

21,188

-

(71,609)

-10%

GENERAL SERVICES

7,137,788

6,364,382

6,348,344

7,053,202

6,501,091

184,594

6,685,685

337,341

5%

(367,517)

-5%

CHILDRENS SERVICES ACT

1,651,969

1,558,963

1,651,969

1,651,969

1,651,969

-

1,651,969

-

0%

-

0%

HUMAN SERVICES

408,509

346,281

378,338

428,110

392,725

-

392,725

14,387

4%

(35,385)

-8%

PUBLIC HEALTH

596,435

596,435

604,488

604,488

604,488

-

604,488

-

0%

-

0%

SOCIAL SERVICES

6,474,900

6,325,349

6,228,024

6,619,702

6,364,979

-

6,364,979

136,955

2%

(254,723)

-4%

PARKS & RECREATION

1,313,771

1,056,160

1,257,701

1,319,953

1,251,139

44,984

1,296,123

38,422

3%

(23,830)

-2%

REGIONAL LIBRARY

2,405,234

2,253,711

2,246,303

2,514,674

2,336,750

10,930

2,347,680

101,377

5%

(166,994)

-7%

PLANNING & GIS

1,029,563

830,320

948,750

1,152,550

948,167

-

948,167

(583)

0%

(204,383)

-18%

ECONOMIC DEVELOPMENT OTHER AGENCIES

498,868

491,716

434,156

563,084

437,217

23,758

460,975

26,819

6%

(102,109)

-18%

2,772,675

2,379,080

2,708,739

2,713,793

2,708,739

53,687

2,762,426

53,687

2%

48,633

2%

29


Recap of Expenditures by Division, Fiscal Year 2022 FY 20 DIVISION

Appropriated

FY 22 Recommended

FY 21 Expended

Approved

Appropriated

Base

Addenda

Inc/(Dec) FY 22 Recom. Over FY 21 Approved Total

$

Inc/(Dec) FY 22 Recom. Over FY 21 Appropriated

%

$

%

CONTINGENCIES - GENERAL

225,741

-

526,307

483,817

526,307

10,000

536,307

10,000

-

52,490

11%

CONTINGENCIES - SPECIAL

48,394

-

7,836,404

62,096

-

526,000

526,000

(7,310,404)

-93%

463,904

747%

TRANSFER TO SCHOOL OPERATING

57,577,743

51,569,666

51,827,273

56,841,233

53,377,273

500,000

53,877,273

2,050,000

4%

(2,963,960)

-5%

TRANSFER TO DEBT SERVICE

21,609,886

22,341,104

22,700,165

22,700,165

22,700,165

-

22,700,165

-

0%

-

0%

6,756,523

6,756,523

2,146,173

2,146,173

2,195,645

-

2,195,645

49,472

2%

49,472

2%

TRANSFER TO SCHOOL CAPITAL TRANSFER TO THE EDA TRANSFER TO COUNTY CAPITAL TOTAL GENERAL FUND

GEN GOVT PORTION OF THE GENERAL FUND

371,104

190,803

380,000

380,000

380,000

-

380,000

-

0%

-

0%

5,365,152

5,365,152

3,531,173

6,207,452

3,580,645

-

3,580,645

49,472

1%

(2,626,807)

-42%

$145,660,279

135,076,755

$140,140,763

$144,763,220

$134,617,485

$1,587,968

$136,205,453

$(3,935,310)

-2.8%

$(8,557,767)

-5.9%

$53,979,871

$48,853,507

$59,555,979

$56,488,197

$52,383,757

$1,087,968

$53,471,725

$(6,084,254)

-10.2%

(3,016,472)

-5.3%

FY 20 DIVISION LAW LIBRARY FUND

Appropriated

FY 22 Recommended

FY 21 Expended

Approved

Appropriated

Base

Addenda

Inc/(Dec) FY 22 Recom. Over FY 21 Approved Total

$

%

$17,600

$16,845

$17,600

$17,600

$17,600

$-

$17,600

$-

SCHOOL OPERATING FUND

$123,781,540

$118,630,878

$114,153,813

$129,724,935

$121,893,401

$500,000

$122,393,401

SCHOOL NUTRITION FUND

$5,284,706

$5,065,078

$5,228,004

$5,228,004

$4,633,474

$-

$4,633,474

SCHOOL CAPITAL

$7,111,523

$-

$2,146,173

$2,146,173

$2,195,645

$-

COUNTY CAPITAL

Inc/(Dec) FY 22 Recom. Over FY 21 Appropriated $

%

0%

$-

0%

$8,239,588

7%

$(7,331,534)

-6%

$(594,530)

-11%

$(594,530)

-11%

$2,195,645

$49,472

-

$49,472

2%

$5,588,201

$447,652

$3,531,173

$6,207,452

$3,580,645

$-

$3,580,645

$49,472

1%

$(2,626,807)

-42%

$24,210,495

$23,271,861

$24,722,725

$24,722,725

$24,722,725

$-

$24,722,725

$-

0%

$-

0%

$371,104

$190,803

$380,000

$380,000

$380,000

$-

$380,000

$-

0%

$-

0%

GRAND TOTAL ALL FUNDS (INC TRANSFERS)

$312,025,448

$282,699,873

$290,320,251

$313,190,109

$292,040,975

$2,087,968

$294,128,943

$3,808,692

1.3%

$(19,061,166)

-6.1%

INTERFUND TRANSFERS

$(92,667,117)

$(86,631,909)

$(80,993,444)

$(88,683,683)

$(82,642,388)

$(500,000)

$(83,142,388)

$(2,148,944)

2.7%

$5,541,295

-6.2%

GRAND TOTAL EXCLUDING TRANSFERS

$219,358,331

$196,067,964

$209,326,807

$224,506,426

$209,398,587

$1,587,968

$210,986,555

$1,659,748

0.8%

$(13,519,871)

-6.0%

DEBT SERVICE FUND EDA

Note: FY 21 Appropriation for the School Operating Fund includes CARES Act Funding

30


MONTGOMERY COUNTY, VIRGINIA PROPOSED BUDGET

for fiscal year 2022

BUD GE T S U MM ARY, APPEN D IX C

Summary of Full-Time Employees/Equivalents


Summary of Authorized Full Time or Full Time Equivalent (FTE) Positions Division 110

Department County Administration

Approved Full-Time FY 20

Approved Part-Time FY 20

Approved Total FY 20

Approved Full-Time FY 21

Approved Part-Time FY 21

Approved Total FY 21

Recommend. Full-Time FY 22

Recommend. Part-Time FY 22

Recommend. Total FY 22

6.00

0.00

6.00

6.00

0.00

6.00

6.00

0.00

6.00

110

Emergency Services

1.00

0.00

1.00

1.00

0.00

1.00

2.00

0.00

2.00

110

Human Resources

4.00

0.00

4.00

4.00

0.00

4.00

4.00

0.00

4.00

110

Management and Budget

0.00

0.00

0.00

0.00

0.00

0.00

2.00

0.00

2.00

110

Public Information Office

3.00

0.00

3.00

3.00

0.00

3.00

4.00

0.00

4.00

120

County Attorney

2.00

0.00

2.00

2.00

0.00

2.00

2.00

0.00

2.00

130

Finance Department

9.00

0.00

9.00

9.00

0.00

9.00

7.00

0.00

7.00

130

Purchasing

2.00

0.00

2.00

2.00

0.00

2.00

2.00

0.00

2.00

140

Information Technology

11.00

0.50

11.50

11.00

0.50

11.50

11.00

0.50

11.50

150

Commissioner of Revenue

8.00

0.00

8.00

8.00

0.00

8.00

8.00

0.00

8.00

152

Assessment

6.00

0.00

6.00

6.00

0.00

6.00

6.00

0.00

6.00

160

Treasurer

6.00

0.00

6.00

6.00

0.00

6.00

6.00

0.00

6.00

162

Treasurer- Collections

6.00

0.00

6.00

6.00

0.00

6.00

6.00

0.00

6.00

170

Registrar/Electoral Board

4.00

0.00

4.00

4.00

0.00

4.00

4.00

0.00

4.00

180

Internal Services-Garage

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00 13.00

200

Commonwealth Attorney

12.00

0.00

12.00

13.00

0.00

13.00

13.00

0.00

210

Circuit Court

3.00

0.00

3.00

3.00

0.00

3.00

3.00

0.00

3.00

250

Clerk of Circuit Court

10.00

0.00

10.00

10.00

0.00

10.00

11.00

0.00

11.00

310

Sheriff-State Civil and Court Security

11.00

1.00

12.00

11.00

1.00

12.00

11.00

1.00

12.00

310

Sheriff-State-Jail Operations

29.00

0.00

29.00

27.00

0.00

27.00

27.00

0.00

27.00

310

Sheriff-State Field Operations

61.00

0.00

61.00

61.00

0.00

61.00

61.00

0.00

61.00

320

Sheriff-County-Civil and Court Security

6.00

2.50

8.50

7.00

3.25

10.25

7.00

3.25

10.25

320

Sheriff-County-Jail Operations

4.00

0.00

4.00

4.00

0.00

4.00

2.00

0.00

2.00

320

Sheriff-County-Field Operations

10.00

0.50

10.50

10.00

1.25

11.25

10.00

1.25

11.25

320

Sheriff-County-Dispatch

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

320

Sheriff-County-Support Services

3.00

0.00

3.00

1.00

0.00

1.00

1.00

0.00

1.00

340

Animal Care and Adoption Center-Co

4.00

1.50

5.50

4.00

1.50

5.50

4.00

1.50

5.50

340

Animal Care and Adoption Center-Donations

3.00

0.00

3.00

3.00

0.00

3.00

3.00

0.00

3.00

400

General Services Administration

3.00

0.00

3.00

4.00

0.00

4.00

4.00

0.00

4.00

400

Animal Control

3.00

0.75

3.75

3.00

0.75

3.75

4.00

0.75

4.75

400

Building & Grounds

7.00

0.00

7.00

7.00

0.00

7.00

7.00

0.00

7.00

400

Housekeeping

10.00

1.00

11.00

10.00

1.00

11.00

10.00

1.00

11.00 4.00

400

Lawns and Landscaping

4.00

0.00

4.00

4.00

0.00

4.00

4.00

0.00

400

Litter Control

1.00

0.00

1.00

1.00

0.00

1.00

1.00

0.00

1.00

400

Solid Waste Collections

5.00

4.80

9.80

5.00

4.80

9.80

5.00

4.80

9.80

33


Division

Department

Approved Full-Time FY 20

Approved Part-Time FY 20

Approved Total FY 20

Approved Full-Time FY 21

Approved Part-Time FY 21

Approved Total FY 21

Recommend. Full-Time FY 22

Recommend. Part-Time FY 22

Recommend. Total FY 22

400

Garage

2.00

0.00

2.00

2.00

0.00

2.00

2.00

0.00

2.00

400

Stormwater Management

2.00

0.00

2.00

1.00

0.00

1.00

1.00

0.00

1.00

400

Inspections

5.00

0.00

5.00

5.00

0.00

5.00

5.00

0.00

5.00

520

Human Services

2.00

0.00

2.00

2.00

0.00

2.00

2.00

0.00

2.00

520

RSVP

2.00

0.50

2.50

2.00

0.50

2.50

2.00

0.50

2.50

540

Social Services

68.00

0.00

68.00

68.00

0.00

68.00

68.00

0.00

68.00

700

Parks & Recreation

11.00

0.00

11.00

11.00

0.00

11.00

11.00

0.00

11.00

710

Regional Library

18.00

3.50

21.50

18.00

3.50

21.50

18.00

3.50

21.50

800

Planning

6.00

0.00

6.00

6.00

0.00

6.00

6.00

0.00

6.00

800

GIS

2.00

0.00

2.00

2.00

0.00

2.00

2.00

0.00

2.00

810

Economic Development

3.00

0.00

3.00

3.00

0.00

3.00

3.00

0.00

3.00

960

Special Contingencies

0.00

0.00

0.00

2.00

0.00

2.00

0.00

0.00

0.00

378.00

16.55

394.55

378.00

18.05

396.05

378.00

18.05

396.05

TOTAL

34


MONTGOMERY COUNTY, VIRGINIA PROPOSED BUDGET

for fiscal year 2022

BUD GE T S U M MARY, AP PEN D IX D

Graphs


Personal Prop 8% Sales Tax 5%

Real Estate 37%

Other 2%

Mach &Tools 2% Business F&F 2% Delinquent 1% Merch Capital 1%

W here I t C omes From

FY 2022 P roposed Budget $211 M illion

Mobile Homes <1%

Designated $'s 42%

37


All School Funds 61%

Debt Service - Schools 10%

Debt Service - County 2%

W here I t Goes

FY 2022 P roposed Budget $211 M illion

EDA <1%

County Capital 2%

General Fund 25%

Law Library <1%

39


Personal Prop 14%

Sales Tax 8% Other 4% Mach &Tools 3%

Business F&F 3%

Undesignat ed Rev enue FY 2022 P roposed Budget $ 1 2 1 .4 M i l l i o n

Delinquent 3% Merch Capital 1% Mobile Homes <1%

Real Estate 64%

41


Community Development 1%

Contingencies 1%

Parks & Libraries 3%

Law Library <1%

Social Welfare 7%

Public Works 5% Education 40%

Public Safety 14%

General Fund

FY 2022 P roposed Budget $ 1 3 6 .2 M i l l i o n Judicial Administration 2% Tax Collections <1%

General Govt. Admin. 5%

School Capital 2% EDA <1%

Debt Service 17%

43

County Capital 3%


Public Safety 36%

G e n er a l Gov ernment Funct ions

Judicial Administration 4%

Tax Collections 4%

Public Works 12%

FY 2022 P roposed Budget $53.5 million

General Govt. Admin. 12%

Social Welfare 18%

Contingencies 2%

Community Development 4%

45

Parks & Libraries 8%


County Attorney 6%

Financial and Management Services 16%

County Administrator 29%

G en e r a l Gov ernment A dminist rat ion

Insurance 3%

FY 2022 P roposed Budget $6.6 mi l l i on Board of Supervisors 4% Information Technology 32%

Revenue Sharing 3%

Registrar/Electoral Board 7%

47


C ount y Funding f or S chools 60

50

51.8

44.2

M i l l i o ns

40

42.1

42.1

2014

2015

45.5

46.5

53.4

53.9

2021

2022

48.0

39.7

30

20

10

0

2013

2016

2017

2018

Fi scal Year

2019

2020

A ll y ears are net of C ount y f unding prov ided f or school debt serv ice and school capit al

49


School Nutrition 3%

School Capital 2%

S chool Funds FY 2022 P roposed Budget $128.8 mi l l i on

School Operating 95%

51


MONTGOMERY COUNTY, VIRGINIA PROPOSED BUDGET for fiscal year 2022

BU D GE T S U M MARY, AP PEN D IX E

Organization Chart


MONTGOMERY COUNTY, VIRGINIA Elected

Appointed

Hired

County Department

Organization Chart

County provides funding

VOTERS Constitutional Officers

Assistant County Admininstrator/CFO

• Clerk of the Circuit Court • Commissioner of the Revenue • Commonwealth Attorney

County Administrator

Board of Supervisors

• Sheriff • Treasurer

County Attorney

School Board

General Assembly

Schools

Courts

Electoral Board

Animal Care and Adoption Center

Economic Development

General Services

Library Board

Financial and Mgt. Services

Emergency Services

Human Resources

Social Services Board

Social Services

Human Services

Engineering and Regulatory Compliance

Planning and GIS Services

Public Service Authority

Other Boards/ Commissions

Fire/Rescue Volunteers

NRV Health District

Information Technology

Public Information

Management and Budget Parks and Recreation

55

Library Director of Elections

Other Agencies


MONTGOMERY COUNTY, VIRGINIA PROPOSED BUDGET

for fiscal year 2022

UNDERSTANDING THE BUDGET


U N D E R S TA N D I N G T H E B U D G E T P R O C E S S

Preparation of the Annual Budget

Montgomery County’s annual budget begins with the development of the proposed budget, the budget recommended by the County Administrator, and ends with the approved budget, which has been reviewed, adjusted and approved by the Board of Supervisors (Board). The County’s annual budget process begins in the fall of each year, when divisions, departments and agencies submit budget requests for the upcoming fiscal year. In January and February, County staff develop the proposed budget. The proposed budget and budget document are presented to the Board in March of each year. During that time, the Board begins deliberations to adjust the budget and develop the County’s approved budget. During budget deliberations, the Board holds public hearings for citizen comments and conducts work sessions. Citizen comments assist the Board of Supervisors in making decisions regarding spending. After budget adjustments, the final approved budget is adopted in April and becomes effective July 1. The budget runs on a fiscal year basis and is effective July 1 through June 30. The County’s 2022 Budget Calendar is shown below (some changes may occur during the process):

Fiscal Year 2022 Budget Calendar DATE

TIME

ACTIVITY

July - August

Prior year-end expenditure and revenue analysis; revenue analysis for FY 2022 begins.

September October 2020

Budget targets and budget instructions are developed for FY 2022 Proposed Budget.

November 2020

FY 2022 budget forms and instructions are sent to county divisions and external agencies.

December 2020

Budget requests for FY 2022 are due.

January - February 2021

Staff begins the development of the FY 2022 Proposed Budget.

Jan. 11, 2021

7:15 PM

Public Hearing for citizen input.

Jan. 25, 2021

7:15 PM

Preliminary revenue estimates are presented to the Board of Supervisors.

Mar. 1, 2021

6:00 PM

Presentation of the FY 2022 Proposed Budget; Budget work session. (Special Meeting)

Mar. 16, 2021

6:00 PM

Joint Meeting; Board of Supervisors and School Board. Schools present the Proposed FY 2022 MCPS budget to the Board of Supervisors. (Special Meeting)

Mar. 22, 2021

7:15 PM

Budget work session; establish advertised tax rate and advertised budget.

Apr. 8, 2021

6:00 PM

Public Hearing on advertised tax rate and budget. (Special Meeting)

Apr. 19, 2021

6:00 PM

Adopt FY 2022 budget and establish tax rate. (Special Meeting)

May – June

Year-end revenue and expenditure estimates are finalized for FY 2021 and transfers are made to close the year.

July 1

New Fiscal Year begins.

U N D E R S T A N D I N G T H E B U D G E T P R O C E S S : 59


U N D E R S TA N D I N G T H E B U D G E T P R O C E S S

Budget Development Phase S

M

JANUARY T W T

F S 1 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 CALENDAR KEY:

FEBRUARY S M T W T F S 31 1 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

Regular Meeting

Work Session

MARCH M T W T F S 1 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 S

S

M

T

APRIL W T

F

S

1

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

Special Meeting

The Budget in General

The County’s budget is the government’s estimated revenues and expenditures for the fiscal year that begins on July 1 and ends on June 30. It consists of operating and capital budgets for county programs and services. The budget also allocates funds for the operating and capital needs of the public school system and contributes to a number of outside agencies. The County’s budget consists of the following funds: • General Fund – which provides funding for the day-to-day operations of the County government. • Law Library Fund – which provides funding for the day-to-day operations of the law library. • School Operating Fund – which provides funding for the day-to-day operations of the School system. • School Nutrition Fund – which provides funding for the day-to-day operations of the School food program. • County and School Capital Funds – which provides an annual cash-to-capital allocation for new county and school capital needs. • Debt Service Funds – which provides funding to cover the County and School’s outstanding debt obligations. • EDA Incentive Fund – which provides funding for economic development initiatives.

The County’s Budget Process

In November of each year, County divisions are provided with budget targets for the upcoming fiscal year. The base budget target represents the base of personnel and operating costs anticipated for the upcoming year based on the prior year approved budget with adjustments made for personnel changes and mandates. One-time only funding from the prior year is excluded from the base budget. Along with the base budget target, County divisions are also provided the opportunity to request addenda items, which represent dollars over and above the base budget.

Base Budget Targets allow for the delineation between previously approved funding levels and requested increases.

Base Budget Targets are established as follows: • Personal Services - Includes all positions approved up to the issuance of the proposed budget U N D E R S T A N D I N G T H E B U D G E T P R O C E S S : 60


U N D E R S TA N D I N G T H E B U D G E T P R O C E S S and covers the estimated costs in fringe benefits. • Operations and Maintenance - Caps funding at the level of the prior year approved budget, less adjustments for one-time only expenditure items.

• Capital Outlay - Most capital outlay is removed from the base budget target as typically it is a nonrecurring expense. Some divisions maintain a permanent capital outlay allocation as they utilize the funding on a yearly basis to replace equipment on an existing replacement plan. Examples include motor vehicle and computer replacements.

Addenda Requests are increased funding over and above the Base Budget Targets. They must be presented as Addenda to the Base Budget. This means that additional justification for increased funding or the inclusion of capital outlay dollars must be provided with the request.

+

Base Budget Estimated costs for continued operations Based on prior year approved budget with adjustments Excludes: Office Furniture Other equipment

Addenda Dollars over and above the base budget target for operating and capital items

=

Total Budget

These adjustments are designed to clearly identify increases to operations and initiatives proposed by departments. The chart below illustrates the process.

Addenda Base Budget

Dollars requested for new or expanded services (initiatives)

All budget requests (base budget request and addenda) are due in December of each year and are evaluated for inclusion in the upcoming budget. When making budget requests, County divisions must address the following: • • • • • •

Is there sufficient workload to justify the request? Is there sufficient need to justify the request? Is the request related to a state or federal mandate? Are there legal requirements that will not be met if the request is not funded? Is the request linked to a specified outcome that is community or board driven? What tangible benefits can the County expect to experience as a result of funding the request?

All budget requests are evaluated based on available funding and the justification listed above.

How to Understand and Use This Document

With the goal of allowing decision-makers to focus on broader issues, the budget document consolidates similar functions. Efforts to streamline the process and reduce the volume of paper generated have changed the process in past years. The FY 2022 budget continues to consolidate information and array budget data in ways that U N D E R S T A N D I N G T H E B U D G E T P R O C E S S : 61


U N D E R S TA N D I N G T H E B U D G E T P R O C E S S facilitate a broader understanding. This budget document includes both the County’s general government operating budget, the Montgomery County Public Schools’ operating and nutrition budgets, the law library budget, county and school capital budgets, the debt service budget, and the economic development incentive budget. The FY 2022 budget document is organized into six major headings, each of which is separated by a large divider tab: • • • • • •

Budget Message Table of Contents Budget Summary Understanding the Budget Revenue Summary Expenditure Plans

Included under the last section; Expenditure Plans, are the 34 major County Divisions or budget categories, which include Division expenditures, revenues earmarked for use by the specific Division, and County funding provided. Listed numerically according to a three-digit code, each of these sub-sections includes the Division’s Organizational Chart, Financial Data, Description of the Division as a whole, Base Budget Discussion, Addenda Discussion, which includes the County Administrator’s recommendation. Also included are each Department’s Description and Financial Data.

Division Financial Data - Provides a recap of the Division’s funding history, including the Base Budget and addenda requests, as well as recommended funding by three categories: • Personnel Services • Operations and Maintenance • Capital Outlay

Department Description and Financial Data - Presents historical budget data by major category for each department. The following column headings are used:

• • • • • •

FY 20 FY 20 FY 21 FY 22 FY 22 FY 22

Revised Budget Actual Budget Approved Budget Base Budget County Administrator’s Recommended Addenda County Administrator’s Recommended Total

The County Administrator’s Recommendation column identifies the amount of funding recommended for each major cost category by base budget and addenda. Revenue that has been designated to offset expenditures in divisions is also presented. These sources include State Compensation Board funding, fees and permit charges collected by the respective divisions and other sources related to each specific function. In the presentation format, Designated revenues are totaled and U N D E R S T A N D I N G T H E B U D G E T P R O C E S S : 62


U N D E R S TA N D I N G T H E B U D G E T P R O C E S S subtracted from the expenditures, identifying the amount of the County’s undesignated general fund revenue needed to support the division’s expenditures.

The Process and Approvals Required to Amend the Budget

After the budget is approved by the Board, the final approved budget is appropriated and becomes effective July 1. After July 1, the Board makes adjustments through additional appropriations. The budget is an estimate; therefore, as revenues and expenditure needs change, the appropriation may be adjusted. This can mean additional appropriations or reductions of appropriations. If the budget amendment exceeds 1% of the total expenditures shown in the currently adopted budget, the Board will hold a public hearing to gather citizen input. These adjustments are approved at the Board level.

How the original budget and amendments are incorporated into the accounting system

Each month, the Board holds public meetings where appropriations are approved if necessary. After these approvals, the appropriations are entered into the County’s financial system. Expenditures can then be made by the division using the budget adjustment. The County’s accounting system separately keeps track of the County’s original and revised budget separately. The revised budget changes throughout the year as appropriations are adjusted.

Basis of Accounting and Basis of Budgeting

The County’s accounting system is organized and controlled on a fund basis. The basis of accounting refers to the accounting method the County utilizes to recognize revenues and expenses. There are three ways in which a governmental entity can recognize revenue and expenses: cash, accrual, modified accrual basis. Under the cash basis method, revenue is recognized when cash is received and expenses are recognized when paid. Under accrual basis, revenue is recognized when earned and expenses are recognized when incurred. Modified accrual basis is a hybrid of cash basis and accrual basis. It recognizes revenues when they become both measurable and available. Expenditures are generally recognized when the related fund liability is incurred. The County operates on the cash basis of accounting for both budgetary and internal accounting purposes. This means that the County recognizes revenue when cash is received and expenses when bills are paid.

How budgetary compliance is monitored and enforced

Division directors are responsible for individual budgetary compliance. Departments are required to monitor and adjust their individual budgets and spending habits as needed throughout the year. They are required to stay within their approved expenditure authority. The County’s Budget Manager monitors budgetary compliance at the macro level to ensure compliance with the County’s financial policies. Budgetary control is set at the Division level. Division directors may move funds between individual line items, with the exception of salary line items, which require approval of the Finance Director. Appropriation control is set at the division level.

Conclusion

The Board of Supervisors uses this combination of documents and information to review and approve the annual budget. It is available as public information for review by any citizen who requests access to it and is found on the County’s web site at www.montva.com. A glossary of financial terms begins in the following section in an effort to U N D E R S T A N D I N G T H E B U D G E T P R O C E S S : 63


U N D E R S TA N D I N G T H E B U D G E T P R O C E S S assist citizens in reviewing and understanding the County’s budget. If you have any questions about the County’s budget or the budget process, please contact Montgomery County’s Office of Public Information at 540-382-5700.

U N D E R S T A N D I N G T H E B U D G E T P R O C E S S : 64


GLOSSARY OF TERMS Addenda Request

The request for funding amounts over and above the designated Base Budget targets.

Appropriation

An approval by the Board of Supervisors for County staff to make an expenditure or to incur debt using government resources. These are usually for specific, stated amounts over a one-year period.

Appropriation Resolution

An official act by the Board of Supervisors providing staff the legal authority to obligate or spend County funds.

Approved Budget

The budget enacted by the Board of Supervisors.

Assessed Value

The fair market value placed by the Commissioner of Revenue on personal and real property owned by County citizens. Real estate values are reassessed every four years.

Base Budget

A budget that shows how much it would cost in the next fiscal year to operate the same programs approved in the current year.

Basis of Accounting

The basis of accounting refers to the accounting method the County utilizes to recognize revenues and expenses.

Budget

A financial plan for operating the County using estimates of costs (expenditures) and proposed methods for offsetting those costs (revenues).

Budget Calendar

The County’s schedule of deadlines and events related to preparing and adopting the next year’s budget.

Budget Document

The County staff’s official report, which presents the proposed budget to the Board of Supervisors.

Budget Message

The County Administrator’s written synopsis of the proposed budget. This message analyzes budgeting issues and specific programs within the context of the County’s economic climate. In addition, it gives the County Administrator an opportunity to highlight certain noteworthy recommendations.

Capital Assets

Fixed assets with a value of at least $5,000 and an anticipated useful life of more than one year. Furniture and equipment are examples of fixed assets.

Capital Improvement Program

The County’s five-year plan for completing capital projects on an annual basis, with tentative beginning and ending dates for each, and anticipated costs and options for financing them.

GLOSSARY OF TERMS : 65


GLOSSARY OF TERMS Capital Projects

Large one-time construction projects or purchases that are expected to provide services to citizens over a period of time. Examples of capital projects are the construction of new schools, fire stations, etc.

Contingencies

Special monies set aside for unforeseen costs or emergencies, or for special purposes that may require further analysis.

Debt Service

The repayment of County debt, including principal and interest.

Expenditures

The cost of or payment for goods and services used in County operations.

FTE

Full Time Employee or Full Time Equivalent.

Fiscal Year

The County’s financial reporting year, which begins on July 1 and ends on June 30 of the next calendar year.

Function

An overall activity performed by a division or organization. The County’s budgets are divided into personal services, operations and maintenance, and capital outlay.

General Fund

The part of the budget that accounts for day-to-day operating expenses for the County, including dollars transferred from the General Fund for support of the School System.

General Obligation Bonds

A promise from County government to pay for bonded debt (essentially a loan) based on its full faith and credit or basic power to pay debts with tax revenue. These bonds are used to finance long-term projects through payments of principal and interest over a period of years.

Grant

A gift of assets, usually cash, by one source to another organization. The County receives most of its grants for specific projects or programs from the federal or state government. However, private foundations sometimes contribute funds to the County.

Proposed Budget

The initial budget prepared for and proposed to the Board of Supervisors by the County Administrator.

Revenue

Income or increased assets for a specific fund.

Tax Exempt Revenue Bonds

Under the lease revenue method, the County transfer a “lease hold interest” (the legal right to use the property) to the Economic Development Authority (EDA). The EDA then “leases back” these facilities and projects to the County for a term equal to the debt service term. The lease payments cover the debt service term. These issuances GLOSSARY OF TERMS : 66


GLOSSARY OF TERMS are also structured with a Trustee, who must enforce all obligations. Consequently, the Trustee collects rental payments, pays bondholders, and monitors requisitions on the use of funds and issues checks to vendors from the proceeds.

Tax Levy

The total dollar amount of tax that should be collected based on existing tax rates and assessed values of personal and real properties.

Tax Rate

The level at which taxes are imposed or charged for certain property owned by citizens and businesses.

Unemployment Rate The Virginia Employment Commission’s (VEC’s) report of persons who are actively filed as not holding, but are seeking, a job for which they would receive compensation. This does not include persons who have no job, but do not consult the VEC for job placement services.

GLOSSARY OF TERMS : 67


MONTGOMERY COUNTY, VIRGINIA PROPOSED BUDGET

for fiscal year 2022

REVENUE SUMMARY


REVENUE SUMMARY

Revenue Forecasting Montgomery County’s general revenue forecast is developed based on past revenue trends, current revenue collections, and current and future local growth patterns. The County’s local economy, along with state and federal influences, contribute to the revenue picture. Budget staff, with data from the Commissioner of the Revenue and Treasurer offices, work throughout the year evaluating revenue trends, collection rates, and growth patterns to determine the revenue projection for the next fiscal year. Local, state, and national economic conditions all influence the local fiscal environment. The County’s revenue structure, job base, and major economic contributors provide a strong foundation for sustained growth. Montgomery County is home to Virginia Polytechnic Institute and State University (Virginia Tech), which is the second largest public university in Virginia. Virginia Tech is also the largest employer in the County, providing jobs for approximately 12,000 employees. Montgomery County is fairly unique in that Virginia Tech’s presence in the community provides a stable foundation for economic growth. However, even with the presence of a stable and large employer, the local economy remains heavily dependent on the broader state and national economies. These broader economies are some of the most important factors in predicting increased revenue growth, even at the local level.

Revenue Forecasting in the Middle of a Pandemic The sudden onset of the pandemic in March of 2020 created a host of issues for the economy and revenue forecasting. Even after a year of the pandemic, it is still unclear what the true economic impact of the pandemic will be in the coming months and years. 2020 was a year of ups and downs as national, state and local officials struggled to respond to the pandemic while trying to keep citizens safe and businesses open. In March of 2020, the Coronavirus Aid, Relief, and Economic Security Act, also known as the CARES Act, provided direct cash stimulus payments to individuals as well as economic assistance to workers, businesses and state and local governments in response to the pandemic. In December of 2020, a second pandemic relief package provided direct cash stimulus payments to individuals as well as economic assistance to workers and businesses. As of this revenue forecast, a third round of legislation is estimated to provide more relief in 2021. As the government responds to the pandemic, economists are struggling to predict the economic impact over the next year. How the economy responds to the pandemic will depend on a variety of variables such as the number and severity of COVID-19 cases, the roll out and effectiveness of the COVID-19 vaccines, fiscal stimulus, and consumer and business confidence. Given all of this uncertainty, economists are still cautiously optimistic. The U.S. economy is still the largest and most sophisticated economy in the world and the U.S. economy is improving.

National Economic Outlook The condition of the County economy is greatly affected by national and state economic conditions.

National Economic Outlook According to economists, despite the pandemic, the U.S. economic outlook is still fairly healthy. The U.S. economy contracted and fell into recession in March due to the Covid-19 pandemic, but stabilized and recovered as the year progressed. Gross Domestic Product (GDP), which is the total market value of goods and services produced in the United States fell dramatically in the second quarter of 2020 and then recovered dramatically by the third and fourth quarters. Similar to GDP, unemployment rose dramatically and then fell as the businesses reopened and the economy improved. While the future is still uncertain, most of the data suggest cautious optimism for economic growth going into 2021. This growth will depend on how the government, businesses, and consumers respond to the pandemic and fiscal stimulus in the coming months. REVENUE SUMMARY : 71


REVENUE SUMMARY Gross Domestic Product (GDP) GDP is one of the broadest measures of the economy. This measure affects interest rates, fiscal budgeting, and U.S. monetary policy. According to the Bureau of Economic Analysis, the GDP of the U.S. increased at a rate of 4.0% in the fourth quarter of 2020. In the third quarter, real GDP increased 33.4 percent, as the economy recovered from the second quarter collapse due to the pandemic. Analysts expect the economy to grow by 3.8% to 4.5% for 2021 and 2% to 3.2% for 2022. The ideal range for manageable GDP growth is in the 2% to 3% range.

Unemployment The unemployment rate is a second measure of the broader economy and it is one that personally affects most Americans. According to the Bureau of Labor Statistics, the national unemployment rate for 2020 was 8.1%, significantly up from 3.7% for 2019. Comparing the latest information, the unemployment rate for December 2020 was 6.7%, up from 3.6% in December 2019. Some economists estimate that the unemployment rate will drop between 5% and 5.7% in 2021 and be between 4.2% and 4.5% in 2022.

Inflation – Consumer Price Index (CPI) The Consumer Price Index (CPI) is a measure of inflation. In 2020, the percentage change (inflation rate) for the CPI was 1.2%, down from 1.8% in 2019. The inflation rate estimated at 1.5% to 2.3% for 2021 and 1.6% to 2.5% for 2022. Low inflation rates mean that purchasing power and the cost for goods and services are remaining stable.

Housing and Auto Sales The housing market is one of the bright spots in the economy showing signs of continued growth for 2021. A low housing supply, low interest rates, and new construction not meeting the demand of buyers are all pushing up home prices. Millennials are continuing to drive the housing market, while older generations are staying in their homes longer. The housing market is expected to remain at strong levels in 2021 and is expected to help support and stabilize the economy. U.S. auto sales fell from nearly 17 million units in 2019 to 14.5 million units in 2020. For 2021, forecasters estimate that U.S. auto sales could be between 15.5 and 16 million units.

State Economic Outlook According to economists, Virginia’s economic outlook is consistent with national trends with the economy still showing signs of growth for 2021.

Virginia Unemployment According to the Virginia Employment Commission, the unemployment rate for the Commonwealth of Virginia for 2019 was 2.8%, down from 3% in 2018. Comparing the latest information, the unemployment rate for December 2020 was 4.7%, up from 2.4% in December 2019. Like the U.S., unemployment rates at the state rose dramatically in response to the pandemic and then dropped as businesses began to reopen. State economists expect personal income to grow at 3.7% for FY 2021 and 3.4% in FY 2022; employment is expected to fall 0.3% for FY 2021 and then grow at 1% for FY 2022.

State General Fund Revenues State General Fund revenues for FY 2020 rose by 2%. State General Fund revenue projections for FY 2021 and FY 2022 are expected to increase by 1% and 3.2%. Sales tax collections are estimated to grow at 2.7% in FY 2022 over the FY2021 reforecast.

Other State Funds REVENUE SUMMARY : 72


REVENUE SUMMARY More than half of the State’s revenues are non-general fund revenues, designated funds earmarked for specific purposes. These funds include federal grants, institutional revenue, transportation funds, and Master Tobacco Settlement Agreement funds. Non-general fund revenues are expected to grow by 9.7% in FY 2022.

Local Economic Outlook Like the U.S. and State economic outlooks, Montgomery County’s economic outlook is viewed with cautious optimism. The County’s unique qualities and job base provide a strong foundation for sustained growth. Local employment rates are consistent with state and federal trends. According to the VEC, the unemployment rate for Montgomery County for 2019 was 2.8%, down from 3% in 2018. Comparing the latest information, the unemployment rate for December 2020 was 3.4%, up from 2.5% in December 2019. Like the national and state trends, unemployment rates in Montgomery County rose dramatically in response to the pandemic and then dropped as businesses began to reopen.

County Resources Resources within the County budget are classified as either designated or undesignated. • Designated Resources represent revenue accounts which are mandated for specific uses including: • Support from the State Compensation Board for constitutional officers, court fees, fees for services and programs • Direct state aid for public assistance payments • State and federal funds for schools • Support for human services programs • Undesignated Resources fall into two categories: undesignated revenue and fund balance. Undesignated Revenue represents dollars which may be used in the budget at the Board’s discretion. These include property taxes, sales taxes, and similar local sources of revenue. Total budgeted revenue for FY 22 is $211 Personal Prop 14%

Sales Tax 8% Other 4% Mach &Tools 3%

Business F&F 3%

Undesignat ed Rev enue FY 2022 P roposed Budget $ 1 2 1 .4 M i l l i o n

Delinquent 3% Merch Capital 1% Mobile Homes <1%

Real Estate 64%

REVENUE SUMMARY : 73


REVENUE SUMMARY million with $89.6 million considered designated. Of this designated amount, $72.7 million or 81.2% is earmarked for schools. Undesignated Revenue dollars that may be used in the budget at the Board’s discretion total $121.4 million. Of this amount, $53.9 million goes to the public schools for operations, and $22.7 million of the undesignated dollars support debt service costs for county and public school facilities.

Local Revenue Patterns and Growth for FY 22 Local revenue growth is heavily dependent on property taxes, especially the real estate tax, which is the County’s single largest local revenue source. Real estate revenues represent 62% of the County’s total undesignated revenue. Personal Property tax revenue (motor vehicles) is the County’s second largest local revenue source; it represents 14% of the County’s undesignated revenue. Sales and Use Tax is the third largest local revenue source; it represents 8% of the County’s undesignated revenue. Taken together, these three revenue sources account for 84% of the County’s undesignated revenue and represent the bulk of revenue growth the County experiences on a yearly basis. FY 2020 was a dynamic year for County revenue, with record growth in almost all property tax revenues. In response to the pandemic, the Board of Supervisors approved a resolution waiving penalty and interest on the June 5, 2020 real estate payment for 90 days to help residents and businesses cope with the pandemic. Even with this payment extension, the County exceeded the overall undesignated revenue estimate by $2.8 million. Areas of strong growth were found in real estate taxes, personal property motor vehicle taxes, business furniture and fixtures, machinery and tools, merchants capital, and public service corporation taxes. In FY 21, even with the pandemic, total undesignated revenue collections to date appear tracking close to budgeted estimates. Some revenue categories are estimated to be above the budget estimates, while other categories are estimated to below the budget estimates. Real estate taxes, recordation taxes (which are tied to real estate transactions) merchants capital and delinquent taxes are all estimated to exceed the budget estimates in FY 21. Taken together, these categories are providing a surplus of $2.5 million. Personal property taxes, sales taxes, and all other categories are estimated to fall short of budget estimates by approximately $0.6 million. In total, the County is estimating a surplus of $1.9 million over FY 21 budget estimates. Most of this surplus is one-time in nature. Of the $1.9 million surplus in FY 21, $1.4 million is from delinquent property taxes. In response to the pandemic, the Board of Supervisors waived penalty and interest on the June 5, 2020 real estate payment for 90 days. This action resulted in the surplus expected over the delinquent estimate. These funds will not recur in FY 22. Recordation taxes, which are tied to real estate transactions, while providing a $0.5 million surplus in FY 21, are expected to return to pre-2020 levels in FY 22. Also, due to changes in interest rates, the County expects to lose $0.8 million in interest earnings in FY 22. All other revenue categories are expected to lose $0.2 million due to the pandemic. Overall, the County is estimating a FY22 base revenue shortfall of approximately $1 million. For FY 22, the County projects an increase of approximately $2.2 million in new undesignated revenue growth. This increase is made up of $1.3 million in new real estate construction, $0.6 million in personal property motor vehicles and other personal property categories, $0.2 million in sales tax, and $0.1 in new cigarette taxes. Total undesignated revenues are estimated to provide $1.2 million in new money for FY 22. General Fund designated revenues are estimated to remain relatively flat. In response to the pandemic, the County deferred $5.4 million in designated school funds in FY 21; these funds were placed and held in the County’s General Fund. Once local conditions improved, the County’s released these funds to the Schools for expenditure. These funds have been removed from the County’s revenue structure for FY 22. Because of this action, it would appear that County designated revenues have dropped by $5.2 million. However, because of the transfer of these funds, total designated County revenue actually increased by $0.2 million. Total County General Fund revenue growth for FY 22 is expected to reach $1.4 million. REVENUE SUMMARY : 74


REVENUE SUMMARY Real Estate Revenue

Real estate values are based on the actual accessed value as of January 1, 2020 and estimated increases for new construction. New real estate construction values are expected to be higher than has been experienced in the last several years. Based on building permit data, from January 1, 2020 to January 1, 2021, assessed values are expected to increase by $161 million. Growth from January 1, 2021 to January 2022 is estimated at $145 million. For FY 22, real estate tax revenue is estimated at $75.5 million, which is $1.7 million more than the FY 21 estimate. Real estate values totaled $8.8 billion on the CY 2020 land book, including land use. The CY 2021 land book is estimated to be $8.9 billion. The CY 2022 land book is estimated at $9.1 billion.

Real Est at e V alues

Real Estate Values

10

9 8 7

B i l l i o ns

6 5

6.49

6.67

6.83

6.9

2007

2008

2009

2010

7.16

7.19

2011

2012

7.24

7.3

2013

2014

7.5

7.7

7.8

7.9

2015

2016

2017

2018

8.7

8.8

8.9

9.1

2019

2020

2021

2022

5

4 3 2 1 0 2006

C alendar Year

Personal Property

Personal property tax collections are based on the 2020 tax book, which is the most recent documentation of assessment values. From this data, the 2021 values are estimated. In addition, prior year collection rates are used as predictors of future year collections. The rate of collection in FY 20 and FY 21 is used to estimate the rate of collection in FY 22. The tax rate for personal property categories is $2.55 per $100 of assessed value. This category includes motor vehicles (the County’s second largest source of revenue), business furniture and fixtures, and computer equipment. FY 22 estimated taxes on motor vehicles total $16.5 million; business furniture and fixtures total $3.7 million, and computer equipment total $0.4 million. On January 1, 2016, the County began the process of prorating personal property for motor vehicles. Under the former method of assessment, motor vehicle property assessments were based on the value of vehicles owned on January 1 of each year. The value of the vehicle(s) owned on that date was reported on the September 1 personal property book. Any changes after January 1 did not become effective for taxing purposes until the following January 1. By prorating motor vehicle values, changes that occur after January 1 become effective in the current tax year and appear on the September 1 book (or as a supplement bill or tax abatement after September 1 for the remainder of the calendar year). Revenue for personal property motor vehicles is expected to grow by $0.15 million for FY 22 for a total estimate of $16.5 million. REVENUE SUMMARY : 75


REVENUE SUMMARY Business furniture and fixtures personal property revenue is expected to grow by $0.15 million, while personal computer equipment revenue is expected to remain flat. In total, personal property revenue categories are expected to provide $0.3 million in growth.

Personal Property (Motor Vehicles) $18 $16

M i l l i o ns

$14 $12 $10 $8 $6 $4 $2 $0 FY 06 FY 07 FY 08 FY 09 FY 10 FY 11 FY 12 FY 13 FY 14 FY 15 FY 16 FY 17 FY 18 FY 19 FY 20 FY 21 FY 22

Fiscal Year

Auto Sales

New car registrations for calendar year 2020 were down 49% compared to calendar year 2019, while new truck registrations were up 4%. This resulted in a net decrease in new vehicle registrations of 15%, as fewer vehicles were purchased in 2020 as compared to 2019. Montgomery County Car Registrations

First Quarter 2019

Second Quarter Third Quarter 2019 2019

Fourth Quarter 2019

Total

% Inc.

249

195

870

12%

180

246

Truck Registrations

427

376

475

263

1541

-8%

Total Registration

607

622

724

458

2411

-2%

Fourth Quarter 2020

Total

% Inc.

111

440

-49%

Montgomery County

First Quarter 2020

Second Quarter Third Quarter 2020 2020

Car Registrations

139

85

105

Truck Registrations

401

315

460

429

1605

4%

Total Registration

540

400

565

540

2045

-15%

REVENUE SUMMARY : 76


REVENUE SUMMARY Sales and Use Taxes

Montgomery County’s third largest category of undesignated revenues is sales and use tax. Sales and use tax is a consumption tax paid for sales of certain goods and services. For fiscal year 2020, the County collected $10 million and expects to collect $9.9 million for FY 21. Due to the uncertainty of the pandemic, the County is estimating $10.1 million for FY 22, which provides growth of $0.2 million over the new FY 21 estimate, but a shortfall of $0.2 million from the FY 21 approved budget estimate. FY 05

$6,520,107

FY 14

$7,939,087

FY 06

$6,739,095

FY 15

$8,467,926

FY 07

$7,093,880

FY 16

$8,857,514

FY 08

$7,333,314

FY 17

$9,048,892

FY 09

$7,205,999

FY 18

$9,423,190

FY 10

$6,885,153

FY 19

$9,489,392

FY 11

$7,184,055

FY 20

$10,013,089

FY 12

$7,639,848

FY 21

$10,301,540

FY 13

$7,986,545

FY 22

$10,081,222

Other Categories of Undesignated Revenue

Historically, the County’s other undesignated revenues grow at a modest level annually. For FY 22, all other categories of undesignated revenue are expected to show a shortfall of $0.6 million, with most of that loss due to loss in interest income of $0.8 million. The County is expected to see an increase in merchants capital of $0.2 million with machinery and tools and public service corporation taxes staying relatively flat. All other categories of undesignated revenue in total are estimated remain relatively flat. Machinery and Tools is a tax on businesses at $1.82 per $100 in value which is assessed at 60%/50%/40% depending on the number of years the asset has been owned. Over the last 15 years, revenue collections were relatively flat with only slight growth over the past six fiscal years. The County estimates $3.2 million in collections for FY 21. The FY 22 estimate has been set at $3.2 million.

Machinery and Tool Revenue 3.5 3

3.1

3.2

3.2

FY 21

FY 22

2.9

M i l l i o ns

2.5 2

2.6 2.2

2.1

2.2

2.1

2.1

2.1

FY 10

FY 11

FY 12

2.2

2.2

FY 13

FY 14

2.7

2.4

2.3

1.5 1 0.5 0

FY 07

FY 08

FY 09

FY 15

FY 16

REVENUE SUMMARY : 77

FY 17

FY 18

FY 19

FY 20


REVENUE SUMMARY Merchants Capital is a tax on the value of inventory at $3.05 per $100 and is assessed at 20% of the actual value. Over the past 15 years, merchant capital tax has been relatively flat providing $1 to $1.3 million in revenue. Since FY 20, slight increases have occurred as businesses have expanded. Collections are estimated at $1.5 million for FY 21 and $1.7 million for FY 22, providing growth of $0.2 million.

Merchants Capital 1.8 1.7

1.6

C oll ect i ons (i n mi l li ons)

1.4 1.2 1.0

1.5

1.5

FY 20

FY 21

1.4

1.0

1.0

1.0

1.2

1.2

1.2

FY 14

FY 15

FY 16

1.3

1.3

FY 17

FY 18

1.0

0.8

0.9

0.9

0.9

FY 11

FY 12

FY 13

0.6 0.4 0.2 0.0

FY 07

FY 08

FY 09

FY 10

FY 19

FY 22

Fiscal Year

State Budget: Local Impact

Over the past several fiscal years, the state has reduced the amount of funding provided to local governments. Public education, public safety, Constitutional Officers, local libraries, and other local services have all been affected. In many areas, the state has shifted the burden of revenue generation to local governments. For the Montgomery County Public School System, the Governor’s budget includes an additional $1,063,988 in new funding for general school operational needs. The school system expects to lose $250,000 in recordation taxes due to state legislative changes. Total new state designated funding for the schools is estimated at $813,988. No additional state funding is expected to support County government functions.

County Tax Rates The proposed budget does not change tax rates from FY 21 to FY 22, including the proposed real estate rate of 89 cents. All tax rates are per $100 of assessed value. County Tax Rates

FY 21

FY 22

Real Estate Tax Rate

$0.89/100

$0.89/100

Personal Property

$2.55/100

$2.55/100

Machinery & Tools

$1.82/100

$1.82/100

Merchants Capital

$3.05/100

$3.05/100

Mobile Homes

$0.89/100

$0.89/100

REVENUE SUMMARY : 78


REVENUE SUMMARY Real Estate Tax Rates

As the graph denotes, the FY 22 budget uses the current real estate tax rate of 89 cents which has been the rate for the past eight years.

Real Estate Tax Rates

67

FY 06

74

FY 07

71

71

FY 09

FY 10

63

FY 08

74

75

FY 11

FY 12

87

89

89

89

89

89

89

89

89

89

FY 13

FY 14

FY 15

FY 16

FY 17

FY 18

FY 19

FY 20

FY 21

FY 22

Fund Balance No General Fund balance dollars have been used to balance the FY 22 budget.

Reserve Funds Reserve funds are dollars set aside that are not required for expenditure in the current year or are earmarked for a specific future purpose.

Why Do We Need Reserve Funds?

The financial health of a locality is determined based on its “operating position” which refers to three factors: • The County’s ability to balance the budget using current revenue (not using fund balance in the operating budget). • The County’s ability to maintain reserves for emergencies (establishing reserve funds for specific purposes). • The County’s ability to maintain sufficient cash to pay expenses on a timely basis (ensuring an adequate level of cash flow reserves).

Why Shouldn’t We Use Reserve Money to Balance the Budget?

These funds are “non-recurring”. The use of these funds can only be for items that do not require expenditures in future years (one-time-only expenses). These funds cannot be used for salary increases, additional personnel, or program expansion that recurs in future years. For example, if $1,000,000 of reserve monies were used in the budget to cover salaries, the next year there would be $1,000,000 worth of costs and $1,000,000 less money. The REVENUE SUMMARY : 79


REVENUE SUMMARY County’s financial advisors have recommended a policy of maintaining undesignated fund balance between 10% and 12% of operating revenue. The County maintains a number of specific reserve funds to respond positively to unforeseen circumstances, should they arise in the current year or the next year’s budget. The County’s primary reserve is the Cash Flow Reserve, which sets aside approximately $24 million or 11.38% of the total FY 22 Budget to ensure sufficient cash to pay the bills. Other reserve funds that the County maintains include, but are not limited to: • Capital Reserve to support unanticipated capital needs not funded in the Capital Projects Fund • Landfill Post Closure Reserve to support potential costs associated with monitoring and remediation of closed landfills • Facilities and Maintenance Reserve to support unanticipated facility and general maintenance items • Technology Reserve for technology projects and infrastructure requirements necessary for these projects • Rainy Day Reserve to address major unanticipated financial issues • Line of Duty Reserve to provide funds for family members of employees that are injured or killed in the line of duty • Parental Leave Reserve to provide funds to cover additional staffing costs, such as overtime, for departments whose employees are on extended leave • Road Maintenance Reserve to earmark the County share of the Revenue Sharing Program • Conservation Easement Reserve to support conservation easements and the County’s land use program

Financial Policies The Board of Supervisors adopted financial policies and goals to influence and guide the financial management of the County. The policies were adopted in March 2000 and updated in October 2015. The importance of adopting and following these policies include: • Insulating the County from fiscal crisis, • Enhancing the ability to maintain financial credit by achieving and maintaining the highest bond ratings possible, • Promoting long-term financial stability by adhering to clear and consistent guidelines, • Directing attention to the financial condition of the entire County rather than a single issue or area, • Promoting coordination of long-term financial planning with daily operations, and • Providing the Board of Supervisors and citizens a framework for measuring the fiscal impact of services provided against established guidelines.

See Revenue Summary, Appendix B for the specific policies.

REVENUE SUMMARY : 80


MONTGOMERY COUNTY, VIRGINIA PROPOSED BUDGET

for fiscal year 2022

R E V E N U E S UMM ARY, APPEN D IX A

Revenue Estimates


C O UN T Y O F M O N T G O M E R Y , V I R G I N I A F I S C A L Y E A R 2 0 2 2 R E V E N UE E S T I M A T E S FY 20 REVISED ESTIMATE

FY 20 REALIZED

FY 21 ESTIMATE

FY 22 ESTIMATE

INC/(DEC) FY 22 BUDGET FROM FY 21 BUDGET $ %

G E N E R A L F UN D GENERAL PROPERTY TAXES REAL ESTATE PROPERTY TAX (DEC) REAL ESTATE PROPERTY TAX (JUNE) PERSONAL PROPERTY TAX MOTOR VEHICLES PERSONAL PROPERTY TAX RELIEF MOTOR VEHICLES PERSONAL PROPERTY BUSINESS FURN & FIXTURES PERSONAL PROPERTY COMPUTER EQUIPMENT PERSONAL PROPERTY MOBILE HOMES TAX AIRCRAFT TAX MACHINERY & TOOLS TAX MERCHANTS CAPITAL TAX PUBLIC SERVICE CORP TAXES RE & PP (DEC) PUBLIC SERVICE CORP TAXES RE (JUNE) DELINQUENT PROP TAX ROLLBACK TAXES PRE-PAID & OTHER PROPERTY TAXES PENALTY ALL PROP TAX INTEREST ALL PROP TX ADMIN FEE-DELINQ TP SUBTOTAL GENERAL PROPERTY TAXES OTHER LOCAL TAXES 02 412101 LOCAL SALES AND USE TAX 02 412201 CONSUMER UTILITY TAX 02 412202 CONSUMER UTILITY TAX - 177 02 412401 TELECOMMUNICATIONS TAX 02 412501 UTILITY LICENSE TAX 02 412503 CONSUMPTION TAX 02 412504 CONSUMPTION TAX - 177 02 412601 MOTOR VEHICLE LICENSE 02 412701 BANK STOCK TAX 02 412801 RECORDATION TAX 02 412802 ADDITIONAL TAX ON DEEDS 02 412901 TRANSIENT OCCUPANCY TAX 02 412902 TRANSIENT OCCUPANCY TAX - 177 02 412905 MEALS TAX SUBTOTAL OTHER LOCAL TAXES

36,291,350 36,464,009 10,500,270 4,754,279 3,314,982 408,902 169,833 19,084 2,920,443 1,402,973 1,185,807 1,178,777 2,000,000 5,000 425,000 210,000 81,000

36,381,065 35,179,047 10,838,437 4,754,279 3,387,929 435,376 177,198 24,515 3,090,793 1,480,846 1,329,853 1,247,396 2,574,874 98,650 691,260 569,241 386,899 104,314

36,783,011 36,947,037 11,610,514 4,754,279 3,568,574 461,614 176,614 24,846 3,170,706 1,558,773 1,257,880 1,248,528 2,200,000 15,000 450,000 250,000 81,000

37,605,281 37,855,638 11,767,480 4,754,279 3,719,500 437,787 178,720 29,530 3,191,966 1,730,547 1,274,588 1,262,655 2,200,000 15,000 450,000 250,000 81,000

101,331,709

102,751,971

104,558,376

106,803,971

9,739,892 675,000 18,000 882,000 18,000 100,000 6,000 775,000 31,000 750,000 200,000 5,000 30,000 270,000

10,013,089 682,624 18,663 843,462 20,873 103,335 5,820 805,731 32,371 1,279,938 333,784 17,242 28,135 265,406

10,301,540 675,000 18,000 835,000 18,000 107,000 6,000 800,000 40,000 790,000 210,000 5,000 30,000 295,000

10,081,222 690,000 18,000 795,000 18,000 101,000 6,000 800,000 40,000 790,000 210,000 5,000 30,000 250,000

(220,318) 15,000 (40,000) (6,000) (45,000)

-2% 2% 0% -5% 0% -6% 0% 0% 0% 0% 0% 0% 0% -15%

13,499,892

14,450,475

14,130,540

13,834,222

(296,318)

-2%

83

822,270 908,601 156,966 150,926 (23,827) 2,106 4,684 21,260 171,774 16,708 14,127 2,245,595

2% 2% 1% 0% 4% -5% 1% 19% 1% 11% 1% 1% 0% 0% 0% 0% 0% 2%


C O UN T Y O F M O N T G O M E R Y , V I R G I N I A F I S C A L Y E A R 2 0 2 2 R E V E N UE E S T I M A T E S FY 20 REVISED ESTIMATE OTHER UNDESIGNATED REVENUE 02 413305 LAND TRANSFER FEE 02 414101 COURT FINES & FORFEITURES 02 415102 INTEREST ON CHECKING 02 415201 RENTAL OF PROPERTY 02 415207 SALE OF SURPLUS/SALVAGE 02 416608 RETURNED CHECK 02 419108 RECOVERED COSTS 02 422103 MOTOR VEHICLE CARRIER TAX 02 422105 MOBILE HOME TITLING TAX 02 422109 4% CAR RENTAL TAX 02 422112 PYMNT IN LIEU OF TX-PARKS 02 412910 CIGARETTE TAX 02 433295 MINERAL ROYALTIES SUBTOTAL OTHER UNDESIGNATED REVENUE

FY 20 REALIZED

FY 21 ESTIMATE

INC/(DEC) FY 22 BUDGET FROM FY 21 BUDGET $ %

FY 22 ESTIMATE

2,400 54,000 1,014,741 171,984 4,646,800 139,000 67,000 45,000 25,000 -

2,757 55,741 1,342,309 171,984 4,686,111 2,003 11,166 136,444 60,512 45,832 54,648 413

2,400 70,000 895,999 171,984 137,000 65,000 47,000 53,000 -

2,400 50,000 113,268 171,984 133,000 65,000 45,000 53,000 100,000 -

(20,000) (782,731) (4,000) (2,000) 100,000 -

0% -29% -87% 0% -3% 0% -4% 0% -

6,165,925

6,569,920

1,442,383

733,652

(708,731)

-49%

GENERAL FUND BALANCE 02 451203 (TO)FROM UNDESIGNATED FUND BAL 02 451205 (TO)FROM DESIG FUND BALANCE SUBTOTAL GENERAL FUND BALANCE TOTAL UNDESIGNATED REVENUE

7,560,619 2,209,931

-

-

-

-

-

9,770,550

-

-

-

-

-

130,768,076

123,772,367

120,131,299

121,371,845

1,240,546

1%

DESIGNATED RESOURCES BOARD OF SUPERVISORS 02100 419108 RECOVERED COSTS

-

-

-

-

-

-

37,000 -

24,985 -

37,000 -

25,000 15,000

(12,000) 15,000

-32% -

-

-

-

-

-

-

70,000

81,706

70,000

70,000

-

0%

COUNTY ADMINISTRATION 02110 419108 RECOVERED COSTS 02115 419108 RECOVERED COSTS COUNTY ATTORNEY 02120 419108 RECOVERED COSTS FINANCIAL & MANAGEMENT SERVICES 02130 419108 RECOVERED COSTS

84


C O UN T Y O F M O N T G O M E R Y , V I R G I N I A F I S C A L Y E A R 2 0 2 2 R E V E N UE E S T I M A T E S FY 20 REVISED ESTIMATE

FY 20 REALIZED

FY 21 ESTIMATE

INC/(DEC) FY 22 BUDGET FROM FY 21 BUDGET $ %

FY 22 ESTIMATE

INSURANCE 02132 419108 RECOVERED COSTS

-

4,060

-

-

-

-

-

-

-

-

-

-

INFORMATION TECHNOLOGY 02140 419108 RECOVERED COSTS COMMISSIONER OF REVENUE-COMP 02150 423100 SHARED EXPENSES

222,504

221,324

222,504

235,505

13,001

6%

1,800 -

1,407 150

1,800 -

1,800 -

-

0% -

196,260

192,158

196,260

201,756

5,496

3%

24,000

6,876

24,000

24,000

-

0%

30,000 49,694

46,126 51,702

49,694

49,694

-

0%

-

-

-

-

-

-

ASSESSMENT - COUNTY 02152 413304 LAND USE APPLICATION FEE 02152 419108 RECOVERED COSTS TREASURER - COMP BD 02160 423100 SHARED EXPENSES TREASURER - COLLECTIONS 02162 416010 FEES ELECTORAL BOARD 02170 419108 RECOVERED COSTS 02170 423100 SHARED EXPENSES INTERNAL SERVICES 02180 415212 MILEAGE 02180 415209 PROCEEDS FROM RESALE 02180 415211 SALE OF PHOTOCOPIES 02180 419108 RECOVERED COSTS 02180 419107 GARAGE CHARGES INTERNAL 02180 419111 VEHICLE MAINTENANCE 02180 419112 CANTEEN FUND

85


C O UN T Y O F M O N T G O M E R Y , V I R G I N I A F I S C A L Y E A R 2 0 2 2 R E V E N UE E S T I M A T E S FY 20 REVISED ESTIMATE

FY 20 REALIZED

FY 21 ESTIMATE

INC/(DEC) FY 22 BUDGET FROM FY 21 BUDGET $ %

FY 22 ESTIMATE

COMMONWEALTH ATTORNEY 02200 416011 J&D DELINQUENT COLLECTIONS 02200 416012 GENERAL DISTRICT BBURG DEL COLLECTIONS 02200 416013 GENERAL DISTRICT CBURG DEL COLLECTIONS 02200 416014 CIRCUIT COURT DELINQUENT COLLECTIONS 02200 424401 DOMESTIC VIOLENCE 02200 419104 CONFISCATIONS 02200 423100 SHARED EXPENSES 02200 423200 COMMONWEALTH ATT'Y FEES

1,417 1,371 36,022 48,916 45,000 715,433 8,428

(1,916) 792 (15,500) 5,464 45,954 4,804 699,496 7,746

1,417 1,371 36,022 48,916 45,000 715,433 8,428

1,417 1,371 36,022 48,916 45,000 720,676 8,428

5,243 -

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

7,500 -

7,500 -

-

0% -

-

-

-

-

CIRCUIT COURT 02210 416016 JUDGE'S SECRETARY SALARY 02210 419108 RECOVERED COSTS 02210 419122 JURYREIM

7,500 3,000 -

7,500 3,000 8,098

GENERAL DISTRICT COURT 02220 414204 COURTHOUSE MAINTENANCE FEES 02221 419108 RECOVERED COSTS

-

8 110

CIRCUIT COURT CLERK 02250 416010 FEES 02250 410107 JURY FEES 02250 419108 RECOVERED COSTS 02250 423100 SHARED EXPENSES

47,600 28,747 441,367

15,643 12,243 470,365

47,600 441,367

47,600 49,361 448,045

4,273,003 139,074

7,183 4,241,551 166,551

4,273,003 139,074

4,271,623 139,074

140,000 8,000 50

98,495 5,010 128

140,000 8,000 50

140,000 8,000 50

49,361 6,678

0% 2%

(1,380) -

0% 0%

-

0% 0% 0%

SHERIFF - COMP BOARD 02310 419108 RECOVERED COSTS 02310 423100 SHARED EXPENSES 02310 424415 LOCAL JAIL BLOCK GRANT SHERIFF - COUNTY 02320 412301 E-911 TAX 02320 414200 COURTHOUSE SECURITY FEE 02320 414206 JAIL FEES 02320 414207 JAIL - NONCONSECUTIVE DAYS

86


C O UN T Y O F M O N T G O M E R Y , V I R G I N I A F I S C A L Y E A R 2 0 2 2 R E V E N UE E S T I M A T E S FY 20 REVISED ESTIMATE 02320 414208 DNA FEE 02320 415103 INTEREST ON SAVINGS 02320 416010 FEES 02320 419104 CONFISCATIONS 02320 419105 JAIL INMATE TELEPHONE 02320 419106 INMATE MEDICAL REIMBURSEMENT 02320 419108 RECOVERED COSTS 02320 419114 PRISONER/BOARDING 02320 419115 FINGERPRINTING 02320 419123 HEM DRUG TESTING 02320 419124 HEM MONITORING 02320 419125 HEM CONNECTION 02320 414209 BACKGROUND 02320 424404 FEDERAL CONFISCATIONS 02320 424460 WIRELESS 911 02324 419108 RECOVERED COSTS 02323 416158 DONATIONS

FY 20 REALIZED

500 140 4,137 7,000 800 103,000 800 800 7,000 30,000 2,500 33,250 -

951 55 4,137 3,993 9,843 496 124,946 400 993 3,600 32,966 1,617 36,741 100 -

FY 21 ESTIMATE 500 140 4,137 7,000 800 103,000 800 800 7,000 30,000 2,500 33,250 -

FY 22 ESTIMATE 500 140 4,137 7,000 800 103,000 800 800 7,000 30,000 2,500 33,250 -

INC/(DEC) FY 22 BUDGET FROM FY 21 BUDGET $ % 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% -

FIRE AND RESCUE 02330 419108 RECOVERED COSTS 02330 416158 DONATIONS

-

101 -

-

-

-

-

(40,000) -

-19% 0% -

-

-

-

0% 0% 0% 0%

ANIMAL CARE AND ADOPTION 023401 416158 DONATIONS 023401 413100 FEES 023401 416165 PRIVATE GRANTS 023401 419108 RECOVERED COSTS

214,109 75,000 -

40,730 73,971 17,500 -

214,109 80,000 -

174,109 80,000 -

ANIMAL CONTROL 02340 413100 ANIMAL LICENSES 02340 413101 DOG & CAT STERILIZATION

-

1,271

-

-

GENERAL SERVICES 02400 414204 COURTHOUSE MAINTENANCE FEES 02400 414205 HHS MAINTENANCE FEES 02400 419108 RECOVERED COSTS 02400 419110 HEALTH & HUMAN SVCS UTILITIES

40,000 11,665 177,359 81,330

87

28,221 18,900 148,781 56,960

40,000 11,665 171,379 81,330

40,000 11,665 171,379 81,330


C O UN T Y O F M O N T G O M E R Y , V I R G I N I A F I S C A L Y E A R 2 0 2 2 R E V E N UE E S T I M A T E S FY 20 REVISED ESTIMATE

FY 20 REALIZED

FY 21 ESTIMATE

FY 22 ESTIMATE

INC/(DEC) FY 22 BUDGET FROM FY 21 BUDGET $ %

MAINTENANCE B&G COURTHOUSE 024002 424415 LOCAL JAIL BLOCK

21,500

21,500

21,500

21,500

-

0%

5,700 16,450

25,223

5,700 16,450

5,700 16,450

-

0% 0%

103,771 950 24,620 15,800 15,340 6,000 1,320 24,970 21,385

133,817 1,725 28,760 18,022 14,726 7,102 2,310 26,822 2,081 1,260 23,950

103,771 950 24,620 15,800 15,340 6,000 1,320 24,970 21,385

103,771 950 24,620 15,800 15,340 6,000 1,320 24,970 21,385

-

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

1,162,784

62,952 725,877

1,162,784

1,162,784

-

0%

12,000 4,152 48,543 49,392

13,576 57,918 30 49,393

12,000 56,043 49,392

12,000 56,043 49,392

-

0% 0% 0%

70,000

183,615

70,000

70,000

-

0%

SOLID WASTE COLLECTION 02410 412201 CONSUMER UTILITY TAX 02410 416082 WASTE COLLECTION AND DISPOSAL 02410 424407 LITTER CONTROL GRANT ENGINEERING/ENVIRONMENTAL SVC 02400 413308 BUILDING PERMITS 02400 413309 OCCUPANCY PERMITS 02400 413310 ELECTRICAL PERMITS 02400 413311 MECHANICAL PERMITS 02400 413312 PLUMBING PERMITS 02400 413323 MANUFACTURED HOUSING PERMITS 02400 413325 REINSPECTION PERMITS 02420 413324 SOIL EROSION PERMITS 02420 419108 RECOVERED COSTS 024290 413317 LAND DISTURBANCE FEE 024290 413327 STORMWATER FEES CHILDREN'S SERVICES ACT 02510 419108 RECOVERED COSTS 02510 424445 CHILDREN'S SERVICES ACT HUMAN SERVICES 02520 419458 CSA ADMINISTRATION 02520 416158 DONATIONS 25202 433107 R.S.V.P. GRANT 25205 413300 USER FEES 25205 419108 RECOVERED COSTS 25205 416156 FLOYD CONTRIBUTION 25205 424412 VJCCCA GRANT SOCIAL SERVICES 02540 419108 RECOVERED COSTS

88


C O UN T Y O F M O N T G O M E R Y , V I R G I N I A F I S C A L Y E A R 2 0 2 2 R E V E N UE E S T I M A T E S

02540 424102 PUBLIC ASSISTANCE PAYMENTS 02540 434402 FEDERAL PASS THROUGH

FY 20 REVISED ESTIMATE 5,032,099 242,350

FY 20 REALIZED 5,010,834 192,335

FY 21 ESTIMATE 4,873,550 242,350

FY 22 ESTIMATE 4,984,902 302,557

INC/(DEC) FY 22 BUDGET FROM FY 21 BUDGET $ % 111,352 2% 60,207 25%

3,830 72,000 500 34,600 13,000 12,000 1,000 28,700 500 -

1,830 1,250 660 57,894 722 22,178 750 7,233 5,960 15 105 947 -

3,830 1,000 72,000 500 34,600 16,500 8,000 500 28,700 500 -

3,830 1,000 72,000 500 34,600 16,500 8,000 500 28,700 500 -

-

25,000 8,000 29,000 2,700 71,748 15,000 15,000 220,278 42,991

17,276 9,955 22,203 1,803 71,748 15,000 15,000 887 227,142 51,193

25,000 8,000 25,000 6,700 67,548 15,000 15,000 225,285 -

8,500 4,000 3,000 1,700 79,821 15,000 15,000 247,298 -

(16,500) (4,000) (22,000) (5,000) 12,273 22,013 -

5,427 2,500 6,980 22,000 1,050 1,625 1,825 1,500

11,520 300 16,900 18,414 430 1,900 1,620

5,427 7,500 11,980 22,000 1,050 1,625 1,825 1,500

5,427 7,500 11,980 22,000 1,050 1,625 1,825 1,500

-

PARKS AND RECREATION 27001 415201 PROPERTY RENTAL 27001 419108 RECOVERED COSTS 27002 416010 ADULT EDUCATION FEES 27004 416010 SWIMMING POOL FEES 27005 416010 SENIOR EDUCATION FEES 27006 416010 ATHLETIC FEES 27007 416010 COMMUNITY RECREATION FEES 27008 416010 SENIOR TOUR FEES 27009 416010 OUTDOOR RECREATION FEES 27010 416010 SPECIAL PROGRAMS 27011 416010 SUMMER FEES 27012 416158 FUNDRAISING 27014 416168 SCHOLARSHIP 27016 416010 MEADOWBROOK SENIOR PROGRAMS REGIONAL LIBRARY 02710 415211 SALE OF PHOTOCOPIES 02710 416010 SALE OF PASSPORTS 02710 416151 LIBRARY FINES 02710 416152 LIBRARY FEES 02710 416156 FLOYD CONTRIBUTION 02710 416159 BLACKSBURG CONTRIBUTION 02710 416160 CHRISTIANSBURG CONTRIBUTION 02710 419108 RECOVERED COSTS 02710 424409 STATE LIBRARY GRANT 02710 416158 DONATIONS

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

-66% -50% -88% -75% 18% 0% 0% 10% -

PLANNING & GIS 02800 413307 REZONING AND SUBDIVISION PERMT 02800 413314 SITE PLAN REVIEW 02801 413315 ZONING PERMIT 02800 413316 TECHNOLOGY FEE 02800 413340 SUBDIVISION REVIEW MAJOR PRE 02800 413333 SUBDIVISON REVIEW MAJOR 02800 413334 SUBDIVISION REVIEW MINOR 02800 413335 SUBDIVISION REVIEW BL

89

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


C O UN T Y O F M O N T G O M E R Y , V I R G I N I A F I S C A L Y E A R 2 0 2 2 R E V E N UE E S T I M A T E S FY 20 REVISED ESTIMATE 02800 416161 SALE OF MAPS, ORDINANCES 02800 413301 AUTOMOBILE GRAVEYARD LICENSE 02800 419108 RECOVERED COSTS

FY 20 REALIZED

FY 21 ESTIMATE 520 -

FY 22 ESTIMATE 520 -

INC/(DEC) FY 22 BUDGET FROM FY 21 BUDGET $ % 0% -

520 1,227

977 3,300 2,524

7,000 -

-

-

-

-

-

-

-

-

-

-

-

-

-

ECONOMIC DEVELOPMENT 02810 419108 RECOVERED COSTS 02810 424500 GOVERNOR'S OPPORTUNITY OTHER AGENCIES 02910 422113 EXTENSION OFFICE REIMBURSEMENT 02910 WIRELESS 911 REVENUE 02910 419108 RECOVERED COSTS SPECIAL CONTINGENCIES 029601 419108 STATE SCHOOL REVENUE(DEFERRED $) TOTAL DESIGNATED

5,375,600

-

(5,375,600)

-100%

14,892,203

14,213,956

20,009,464

14,833,608

(5,175,856)

-26%

145,660,279

137,986,323

140,140,763

136,205,453

(3,935,310)

-3 %

03 415102 INTEREST ON INVESTMENTS 03 416010 FEES 03 451204 FUND BALANCE

1,000 14,000 2,600

98 9,653 -

1,000 14,000 2,600

1,000 14,000 2,600

-

0% 0% 0%

T O T A L L A W L I BR A R Y

17,600

9,752

17,600

17,600

-

0%

50,000 25,000 350,000 75,000 52,000 416,041 -

64,452 30,289 336,626 128,584 80,661 416,041 82,011

50,000 25,000 300,000 75,000 50,000 158,938 -

50,000 25,000 300,000 75,000 50,000 158,938 -

-

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

T O T A L G E N E R A L F UN D R E S O UR C E S L A W L I BR A R Y

S C H O O L O P E R A T I N G F UN D LOCAL DESIGNATED RESOURCES 09 415201 RENTS 09 416121 TUITION - PRIVATE SOURCES 09 416202 SPECIAL FEES 09 416125 TRANSPORTATION OF PUPILS 09 418128 REIMBURSEMENTS - AFTER SCHOOL PROGRAM 09 418129 REIMBURSEMENTS - PAYROLL 09 418301 OTHER REBATES AND REFUNDS 09 418302 E-RATE UNIVERSAL SERVICE DISCOUNTS 09 418910 INSURANCE ADJUSTMENTS

90


C O UN T Y O F M O N T G O M E R Y , V I R G I N I A F I S C A L Y E A R 2 0 2 2 R E V E N UE E S T I M A T E S

09 418992 RECOVERED COSTS 09 418993 DONATIONS 09 440405 OTHER STATE AID 09 418994 BENEFITS OTHER STATE AGENCIES 09 418905 SALE OF SUPPLIES 09 418908 SALE OF SCHOOL BUSES 09 418909 SALE OF EQUIPMENT 09 419126 RESTITUTION 09 419127 REIMBURSEMENTS HR 09 419101 TUITION-OTHER LOCALITY SUBTOTAL LOCAL DESIGNATED RESOURCES

FY 20 REVISED ESTIMATE 60,000 351,500 169,889 4,000 5,000 5,000 3,500 -

FY 20 REALIZED 75,686 371,250 154,325 4,000 10,807 15,885 1,500 -

FY 21 ESTIMATE 60,000 5,000 5,000 3,500 -

FY 22 ESTIMATE 60,000 5,000 5,000 3,500 -

1,566,930

1,772,117

732,438

732,438

250,000

337,447

250,000

12,177,097 27,854,885 24,017 294,047 720,115 604,237 3,480,557 800,058 1,716,275 273,237 114,018 3,786,606

12,320,605 27,316,246 290,800 730,566 597,565 3,442,126 806,026 1,697,324 261,375 112,759 3,744,796

12,809,786 29,612,287 16,990 307,220 762,141 634,941 3,485,763 779,866 1,790,146 374,265 124,070 4,165,191

51,845,149

51,320,188

661,129 1,718,680 2,379,809

661,129 1,696,803 2,357,932

INC/(DEC) FY 22 BUDGET FROM FY 21 BUDGET $ % 0% 0% 0% 0% -

0%

DESIGNATED STATE REVENUE 09 422111 STATE RECORDATION TAX STATE SOQ 09 424201 STATE SALES TAX 09 424202 BASIC STATE AID - SOQ 09 424204 REMEDIAL SUMMER 09 424207 GIFTED EDUCATION SOQ 09 424208 REMEDIAL EDUCATION SOQ 09 424210 TEXTBOOKS 09 424212 SPECIAL EDUCATION SOQ 09 424217 VOCATIONAL EDUCATION SOQ 09 424221 FICA INSTRUCTIONAL SOQ 09 424267 ENGLISH-2ND LANGUAGE 09 424222 GROUP LIFE 09 424225 RETIREMENT SUBTOTAL STATE SOQ INCENTIVE PROGRAMS 09 424276 EDUCATIONAL TECHNOLOGY 09 AT RISK MONIES 09 COMPENSATION SUPPLEMENT 09 VA PRESCHOOL INITIATIVE 09 NO LOSS FUNDING 09 COMMUNITY ADD ON FUNDING 09 GAMES OF SKILL 09 EARLY CHILDHOOD ED4 SUBTOTAL INCENTIVE PROGRAMS

91

-

(250,000)

-100%

12,075,291 29,109,860 21,986 299,427 742,810 618,835 3,397,346 760,084 1,744,739 292,069 120,922 4,065,299

(734,495) (502,427) 4,996 (7,793) (19,331) (16,106) (88,417) (19,782) (45,407) (82,196) (3,148) (99,892)

-6% -2% 29% -3% -3% -3% -3% -3% -3% -22% -3% -2%

54,862,666

53,248,668

(1,613,998)

-3%

570,000 726,129 709,226 422,125 30,000 2,457,480

570,000 639,919 650,761 792,761 2,054,001 62,500 4,769,942

(86,210) 650,761 83,535 2,054,001 62,500 (422,125) (30,000) 2,312,462

0% -12% 12% -100% -100% 94%


C O UN T Y O F M O N T G O M E R Y , V I R G I N I A F I S C A L Y E A R 2 0 2 2 R E V E N UE E S T I M A T E S FY 20 REVISED ESTIMATE

FY 20 REALIZED

FY 21 ESTIMATE

INC/(DEC) FY 22 BUDGET FROM FY 21 BUDGET $ %

FY 22 ESTIMATE

STATE CATEGORICAL 09 440220 OTHER CATEGORICAL 09 440261 VIRTUAL ADVANCE PLACEMENT 09 424246 SPECIAL EDUCATION HOMEBOUND 09 424247 SPECIAL EDUCATION HOSPITAL 09 440259 SPECIAL EDUCATION FOSTER CARE 09 440248 SPECIAL EDUCATION REGL

50,713 527,719 -

42,393 495,707 128,786

42,396 563,518 -

21,228 456,548 -

(21,168) (106,970) -

-50% -19% -

SUBTOTAL STATE CATEGORICAL

578,432

666,886

605,914

477,776

(128,138)

-21%

LOTTERY FUNDED PROGRAMS 09 424205 FOSTER CARE 09 424211 ISAEP/GED FUNDING 09 424218 VOCATIONAL EDUCATION 09 424210 TEXTBOOKS 09 424223 ALGEBRA READINESS SOL 09 424228 READING INTERVENTION 09 424265 AT RISK 09 424272 ALTERNATIVE EDUCATION 09 424273 SUPP SUPPORT 09 424275 REDUCE K-3 CLASSES 09 424281 AT RISK FOUR YEAR OLDS 09 424290 TEACHER MENTOR 09 424416 PROJECT GRADUATION REGIONAL 09 INFRASTRUCTURE AND OPERATIONS PER PUPIL 09 PROJECT GRADUATION/SENIOR YEAR 09 440400 NATIONAL BOARD CERTIFICATION

101,477 16,710 85,754 90,664 197,133 625,320 163,893 2,176,732 892,558 761,549 5,984 13,171 -

16,773 90,340 96,134 223,553 462,943 327,188 2,172,160 872,446 922,229 6,530 13,171 92,500 47,500

97,673 16,772 123,393 103,236 232,303 286,857 159,632 1,862,938 963,742 6,530 9,956 164,325 -

118,178 16,772 98,217 106,000 218,327 468,100 164,265 903,089 10,356 9,999 2,243,391 164,325 -

20,505 (25,176) 2,764 (13,976) 181,243 4,633 (1,862,938) (60,653) 3,826 43 2,243,391 -

21% 0% -20% 3% -6% 63% 3% -100% -6% 59% 0% 0% -

SUBTOTAL LOTTERY FUNDED PROGRAMS

5,130,945

5,343,466

4,027,357

4,521,019

DEFERRED STATE REVENUE 09 DEFERRED STATE REVENUE SUBTOTAL DEFERRED STATE REVENUE SUBTOTAL STATE DESIGNATED REVENUE DESIGNATED FEDERAL REVENUE 09 433201 ADULT BASIC EDUCATION 09 433202 FAMILY LITERACY/CHAPTER I 09 433205 ESEA IV-C 09 433206 GAPS EDUCATION 09 433208 FOREST RESERVE FUNDS 09 433209 JOB PARTNERSHIP TR. ACT

-

-

(5,375,600) (5,375,600)

-

60,184,335

60,025,918

56,827,817

63,017,405

1,700,724 99,138 2,500 -

1,901,467 93,970 20,812 -

1,805,325 111,974 2,500 -

1,805,325 111,974 2,500 -

92

493,662

12%

5,375,600 5,375,600

-

6,189,588

11%

-

0% 0% 0% -


C O UN T Y O F M O N T G O M E R Y , V I R G I N I A F I S C A L Y E A R 2 0 2 2 R E V E N UE E S T I M A T E S FY 20 REVISED ESTIMATE 160,000 23,243 45,200 1,970,008 148,024 252,279 51,416 -

FY 20 REALIZED 490,791 20,217 52,710 2,065,980 243,754 283,792 44,121 -

FY 21 ESTIMATE 160,000 41,931 44,000 2,076,833 169,951 299,804 53,967 -

FY 22 ESTIMATE 160,000 41,931 44,000 2,076,833 169,951 299,804 53,967 -

4,452,532

5,217,613

4,766,285

4,766,285

57,577,743

51,569,666

51,827,273

53,877,273

2,050,000

4%

57,577,743

51,569,666

51,827,273

53,877,273

2,050,000

4%

123,781,540

118,585,314

114,153,813

122,393,401

8,239,588

7%

11 416124 NUTRITION RECEIPTS 11 416126 NUTRITION PRE 11 416126 NUTRITION FEES 11 418999 MISC FEES 11 424215 STATE AID SCHOOL FOOD PROGRAM 11 433213 FEDERAL AID-SCH FOOD PROGRAM 11 415102 INTEREST

2,206,710 51,478 3,026,518 -

893,879 979,333 81,963 67,103 3,047,047 16

2,335,046 107,473 2,785,485 -

2,056,931 66,543 2,510,000 -

(278,115) (40,930) (275,485) -

-12% -38% -10% -

T O T A L S C H O O L N UT R I T I O N F UN D

5,284,706

5,069,341

5,228,004

4,633,474

(594,530)

-1 1 %

6,756,523 355,000 -

6,756,523 355,000 -

2,146,173 -

2,195,645 -

49,472 -

2% -

09 433211 MEDICAID REIMBURSEMENTS 09 433212 TITLE III 09 433214 HOMELESS FUNDING 09 433215 FEDERAL STIMULUS FUNDING 09 433216 ARRA84.386 09 433217 ARRA84.389 09 433218 ARRA84.391 09 433219 SPECIAL EDUCATION-P.L. 94-141 09 433224 VOCATIONAL EDUC-CATEGORICAL 09 433226 EESA PL 98-377 TITLE II 09 433228 DRUG FREE SCHOOL PAYMENTS 09 433290 AWARE FUNDING 09 433290 OTHER FEDERAL FUNDS-DQE 09 433234 DETENTION HOME READING PROGRAM SUBTOTAL FEDERAL DESIGNATED TRANSFERS (TO) FROM OTHER FUNDS 09 451100 TRANSFER FROM GENERAL FUND TOTAL TRANSFERS T O T A L S C H O O L O P E R A T I N G F UN D R E S O UR C E S

INC/(DEC) FY 22 BUDGET FROM FY 21 BUDGET $ % 0% 0% 0% 0% 0% 0% 0% -

0%

S C H O O L N UT R I T I O N F UN D

S C H O O L C A P I T A L P R O J E C T S F UN D 19 451100 TRANSFER FROM GENERAL FUND 19 TRANSFER FROM DEBT SERVICE FUND 19 415108 INTEREST 19 OTHER REVENUE/FUND BALANCE

93


C O UN T Y O F M O N T G O M E R Y , V I R G I N I A F I S C A L Y E A R 2 0 2 2 R E V E N UE E S T I M A T E S FY 20 REVISED ESTIMATE 7,111,523

FY 20 REALIZED 7,111,523

FY 21 ESTIMATE 2,146,173

FY 22 ESTIMATE 2,195,645

12 451110 TRANSFER FROM GENERAL FUND 12 TRANSFER FROM DEBT SERVICE FUND 12 415108 INTEREST 12 419108 RECOVERED COSTS

5,365,152 223,049 -

5,365,152 223,049 -

3,531,173

3,580,645

T O T A L C O UN T Y C A P I T A L P R O J E C T S F UN D

5,588,201

5,588,201

3,531,173

3,580,645

18 415107 OTHER INTEREST 18 419108 QSCB2 INTEREST SUBSIDY 18 SCHOOL ENERGY BOND SAVINGS (TRANSFER FROM SCHOOL OPER) 18 COURTHOUSE MAINTENANCE FEES 18 RENT INCOME 18 TRANSFER FROM COUNTY CAPITAL 18 TRANSFER FROM SCHOOL CAPITAL FUND 18 451501 DESIGNATED FUND BALANCE 18 451100 TRANSFER FROM GENERAL FUND

1,347,447 408,660 79,982 186,471 578,049 21,609,886

633,974 408,660 41,135 186,480 -

1,347,447 408,660 79,982 186,471 -

1,347,447 408,660 79,982 186,471 -

-

0% 0% 0% 0% -

22,341,104

22,700,165

22,700,165

-

0%

T O T A L D E B T S E R V I C E F UN D

24,210,495

23,611,353

24,722,725

24,722,725

-

0%

451110 TRANSFER FROM GENERAL FUND

371,104

190,803

380,000

380,000

-

0%

TO TA L EDA

371,104

190,803

380,000

380,000

-

0%

T O T A L R E S O UR C E S A L L F UN D S ( I N C L UD I N G T R A N S F E R S )

312,025,448

298,152,610

290,320,251

294,128,943

3,808,692

1%

I N T E R F UN D T R A N S F E R S

(92,667,117)

(86,631,909)

(80,993,444)

(83,142,388)

(2,148,944)

3%

G R A N D T O T A L A L L F UN D S ( E X C L UD I N G I N T E R F UN D T R A N S F E R S )

219,358,331

211,520,701

209,326,807

210,986,555

1,659,748

1%

T O T A L S C H O O L C A P I T A L P R O J E C T S F UN D

INC/(DEC) FY 22 BUDGET FROM FY 21 BUDGET $ % 49,472 2%

C O UN T Y C A P I T A L P R O J E C T S F UN D

-

-

49,472 49,472

1% 1%

D E B T S E R V I C E F UN D

EDA

94


MONTGOMERY COUNTY, VIRGINIA PROPOSED BUDGET

for fiscal year 2022

R E V E N U E SUM MARY, AP PEN D IX B

Financial Policies


REVENUE SUMMARY

Appendix B: Financial Policies Capital improvement budget policies

1. The County will consider all capital improvements in accordance with an adopted capital improvement program. 2. The County will develop a five-year plan for capital improvements and update each annually. 3. The County will enact an annual capital budget based on the five-year capital improvement plan. Future capital expenditures necessitated by changes in population, changes in real estate development, or changes in economic base will be calculated and included in capital budget projections. 4. The County will coordinate development of the capital improvement budget with development of the operating budget. Future operating costs associated with new capital improvements will be projected and included in operating budget forecasts. 5. The County will use intergovernmental assistance to finance only those capital improvements that are consistent with the capital improvement plan and County priorities, and whose operating and maintenance costs have been included in operating budget forecasts. 6. The County will maintain all its assets at a level adequate to protect the County’s capital investment and to minimize future maintenance and replacement costs. 7. The County will project its equipment replacement and maintenance needs for the next several years and will update this projection each year. From this projection a maintenance and replacement schedule will be developed and followed. 8. The County will identify the estimated costs and potential funding sources for each capital project proposal before it is submitted for approval. 9. The County will attempt to determine the least costly financing method for all new projects.

Debt policies

1. The County will confine long-term borrowing to capital improvement or projects that cannot be financed from current revenues except where approved justification is provided. 2. When the County finances capital improvements or other projects by issuing bonds or entering into capital leases, it will repay the debt within a period not to exceed the expected useful life of the project. 3. Net debt as a percentage of estimated market value of taxable property should strive to be below 3.0% but not exceed 4.0%. 4. The ratio of debt service expenditures as a percent of governmental fund expenditures (General Fund plus School Operating Fund expenditures less the General Fund transfer to the School Operating Fund) should strive to be below 10% but not exceed 12%. 5. The County will review the 10 year tax supported debt and lease payout ratio on an annual basis, and intends to maintain the ratio at 60% over a five year period, with the ratio being no less than 55% in any one year during the period. 6. The County recognizes the importance of underlying and overlapping debt in analyzing financial condition. The County will regularly analyze total indebtedness including underlying and overlapping debt. 7. Where feasible, the County will explore the usage of special assessment, revenue, or other self-supporting REVENUE SUMMARY : 97


REVENUE SUMMARY bonds instead of general obligation bonds. 8. The County will retire tax anticipation debt, if any, annually and will retire bond anticipation debt within six months after completion of the project. 9. On all General Fund support, debt-financed projects, the County will attempt to make a down payment of at least 5% of total project costs in the aggregate from current resources. The long term goal is to annually designate a portion of General Fund cash for one time capital projects.

Reserve policies

The County will establish an emergency reserve to pay for needs caused by unforeseen emergencies, including unanticipated expenditures of a nonrecurring nature, or to meet unexpected small increases in service delivery costs. This General Contingency will be budgeted at not less than 1.0% of the General Fund. Unassigned fund balance at the close of each fiscal year should be at least 12% of the General Fund plus School Operating Fund revenues, excluding the General Fund transfer to the School Operating Fund. Should the County find it necessary to access these funds in an emergency situation the Unassigned Fund Balance would be allowed to fall below the target described above. Any appropriation which causes Unassigned Fund Balance to drop below 12% will occur only after the County Administrator presents to the Board of Supervisors a plan and timeline for replenishing the balance to a minimum of 12%.

Investment policies OVERVIEW

The County Board of Supervisors recognizes that it is the explicit constitutional responsibility of the County Treasurer to invest County Funds in accordance with Virginia Law. It is the desire of the County Board of Supervisors to provide the Treasurer with the most timely information in order to best execute the powers of the Treasurer’s Office. To that end, the following Investment Policies are intended as a guide for the County Board of Supervisors to facilitate this relationship.

POLICIES The County will attempt to provide a cash-flow analysis of all funds on a continuous basis. Disbursement, collection, and deposit of funds will be scheduled to insure maximum cash availability. The County will develop an annual cash-flow budget for County Operations to be reviewed quarterly with the Treasurer.

REVENUE SUMMARY : 98


MONTGOMERY COUNTY, VIRGINIA PROPOSED BUDGET

for fiscal year 2022

EXPENDITURE PLANS


MONTGOMERY COUNTY, VIRGINIA

Revenue Sharing

VOTERS Board of Supervisors County Administrator Assistant County Administrator/CFO

Revenue Sharing

REVENUE SHARING : 101


REVENUE SHARING

Budget Summary Change FY 20

FY 20

FY 21

FY 22

Revised

Actual

Approved

Base

FY 22 +

Addenda

=

FY 22

Rec. 22/

Recommended

App. 21

EXPENDITURES BY DEPARTMENT Refunds

$195,000

$180,363

$195,000

$195,000

$-

$195,000

$-

$195,000

$180,363

$195,000

$195,000

$-

$195,000

$-

Adjustment for Revenue Refunds

$-

$-

$-

$-

$-

$-

$-

TOTAL DESIGNATED REVENUE

$-

$-

$-

$-

$-

$-

$-

TOTAL UNDESIGNATED REVENUE

$195,000

$180,363

$195,000

$195,000

$-

$195,000

$-

TOTAL REVENUES

$195,000

$180,363

$195,000

$195,000

$-

$195,000

$-

TOTAL EXPENDITURES

REVENUE BY CLASSIFICATION

REVENUE SHARING : 102


REVENUE SHARING

About

Payments to the City of Radford as part of a revenue sharing agreement between the County and the City are budgeted here. Payments are equal to 27.5% of all revenue collected in the 177 Corridor and are made semiannually to the City of Radford.

Base Budget Discussion

The base budget is the estimated minimum cost for providing continued services/operations for each division/ department. It is based on the prior year approved budget with adjustments. This budget shows how much it would cost in the next fiscal year to operate the same programs in the current fiscal year.

• No Notable Base Budget Adjustments

Addenda & Reductions Discussion

Addenda consist of dollars over and above the base budget target for operating and capital outlay expenses. Recommended addenda items are often funding provided for new initiatives or expanded services but may also include normal cost increases. Addenda reductions may reflect reduced revenue and/or expense needed to equalize revenue shortfalls.

• No Addenda Added

REVENUE SHARING : 103


MONTGOMERY COUNTY, VIRGINIA

Board of Supervisors

VOTERS Board of Supervisors

BOARD OF SUPERVISORS : 105


BOARD OF SUPERVISORS

Budget Summary Change FY 20

FY 20

FY 21

FY 22

Revised

Actual

Approved

Base

FY 22 +

Addenda

=

FY 22

Rec. 22/

Recommended

App. 21

EXPENDITURES BY DEPARTMENT Board of Supervisors

$305,937

$242,854

$270,632

$282,425

$-

$282,425

$11,793

TOTAL EXPENDITURES

$305,937

$242,854

$270,632

$282,425

$-

$282,425

$11,793

Personal Services

$165,551

$149,932

$162,252

$174,045

$-

$174,045

$11,793

Operations & Maintenance

$135,346

$92,593

$108,380

$108,380

$-

$108,380

$-

$5,040

$329

$-

$-

$-

$-

$-

$305,937

$242,854

$270,632

$282,425

$-

$282,425

$11,793

$-

$-

$-

$-

$-

$-

$-

$-

$-

$-

$-

$-

$-

$-

TOTAL UNDESIGNATED REVENUE

$305,937

$242,854

$270,632

$282,425

$-

$282,425

$11,793

TOTAL REVENUES

$305,937

$242,854

$270,632

$282,425

$-

$282,425

$11,793

EXPENDITURES BY CLASSIFICATION

Capital Outlay TOTAL EXPENDITURES

REVENUE BY CLASSIFICATION Local Recovered Costs TOTAL DESIGNATED REVENUE

BOARD OF SUPERVISORS : 106


BOARD OF SUPERVISORS

About

There are seven members of the Board of Supervisors, each elected from one of the seven geographic districts. The Board of Supervisors serves as the County’s legislative arm, with both administrative and legislative responsibilities. Terms are for four years; three or four seats are up for re-election each odd year.

Board of Supervisors

The Board sets the annual budget and local tax rates, enacts ordinances governing the County and its citizens, sets policies and oversees their administration. The Board also appoints members of various boards and committees, and adopts the County’s comprehensive land use plan and related ordinances.

Highlights • Supported the New River Valley Public Health Task Force by adopting the Community Wellness Commitment. • Continued to support the broadband initiative to address underserved and unserved areas in Montgomery County. • Continued to support the New River Valley Rail 2020 project that was initiated in 2013 by the Blacksburg Partnership. NRV Rail 2020 is a broad-based community initiative to bring Amtrak passenger rail service to Virginia’s New River Valley. • In August, the Montgomery County Board of Supervisors recognized the county’s Fire and Rescue Volunteers with 30 or more years of service.

Base Budget Discussion

The base budget is the estimated minimum cost for providing continued services/operations for each division/ department. It is based on the prior year approved budget with adjustments. This budget shows how much it would cost in the next fiscal year to operate the same programs in the current fiscal year. • $11,793 is Added to the Base Compensation of Board’s Budget – Additional base funding has been added to cover the cost of compensation for the Board due to the increase that went into effect in January of 2020.

Addenda & Reductions Discussion

Addenda consist of dollars over and above the base budget target for operating and capital outlay expenses. Recommended addenda items are often funding provided for new initiatives or expanded services but may also include normal cost increases. Addenda reductions may reflect reduced revenue and/or expense needed to equalize revenue shortfalls. • No Addenda Added BOARD OF SUPERVISORS : 107


MONTGOMERY COUNTY, VIRGINIA

County Administration

VOTERS Board of Supervisors County Administrator

Administration Emergency Services Human Resources Management and Budget Public Information

COUNTY ADMINISTRATION : 109


C O U N T Y A D M I N I S T R AT I O N

Budget Summary Change FY 20

FY 20

FY 21

FY 22

Revised

Actual

Approved

Base

FY 22 +

Addenda

=

FY 22

Rec. 22/

Recommended

App. 21

EXPENDITURES BY DEPARTMENT Administration

$793,712

$696,308

$806,784

$826,430

$60,952

$887,382

Emergency Services

$344,069

$145,400

$146,805

$202,548

$-

$202,548

$55,743

Human Resources

$934,920

$661,300

$727,476

$450,238

$-

$450,238

$(277,238)

$-

$-

$-

$229,070

$-

$229,070

$229,070

Management and Budget Public Information

$80,598

$303,921

$258,511

$275,723

$335,511

$-

$335,511

$59,788

$2,376,622

$1,761,520

$1,956,788

$2,043,797

$60,952

$2,104,749

$147,961

$1,438,192

$1,319,037

$1,476,193

$1,842,561

$60,952

$1,903,513

$427,320

$884,954

$421,694

$480,595

$201,236

$-

$201,236

$(279,359)

$53,476

$20,789

$-

$-

$-

$-

$-

$2,376,622

$1,761,520

$1,956,788

$2,043,797

$60,952

$2,104,749

$147,961

$37,000

$24,985

$37,000

$40,000

$-

$40,000

$3,000

$37,000

$24,985

$37,000

$40,000

$-

$40,000

$3,000

TOTAL UNDESIGNATED REVENUE

$2,339,622

$1,736,534

$1,919,788

$2,003,797

$60,952

$2,064,749

$144,961

TOTAL REVENUES

$2,376,622

$1,761,520

$1,956,788

$2,043,797

$60,952

$2,104,749

$147,961

TOTAL EXPENDITURES

EXPENDITURES BY CLASSIFICATION Personal Services Operations & Maintenance Capital Outlay TOTAL EXPENDITURES

REVENUE BY CLASSIFICATION Local Recovered Costs TOTAL DESIGNATED REVENUE

COUNTY ADMINISTRATION : 110


C O U N T Y A D M I N I S T R AT I O N

About

County Administration includes Administration, Emergency Services, Human Resources, Management and Budget, and Public Information. The County Administrator, appointed by and accountable to the Board of Supervisors, leads County operations.

Administration

The County Administrator guides and directs the day-to-day operations of County government under the authority of the Board of Supervisors and has ultimate responsibility for all phases of local government. The County Administrator is responsible for recommending policies and implementing programs for the Board of Supervisors, and for ensuring compliance with federal, state and local laws.

Emergency Services

The Emergency Services Office coordinates fire and rescue services throughout the County and staffs the Fire and Rescue Commission.

Human Resources

Human Resources develops, recommends and interprets human resources policies for employees. Recruitment, selection, retention efforts and employee training programs, along with compensation and benefit programs, are managed through this office. The office also handles employee events, wellness initiatives including an on-site clinic, worker’s compensation, employee performance evaluations, incentive programs and employee service awards.

Management and Budget

The Management and Budget Office develops and administers the County’s budget and Capital Improvement Program (CIP). Budget staff perform budget and financial analysis, revenue forecasting, budget monitoring, program analysis, economic analysis, and special studies on County programs.

Public Information

Public Information is the primary resource for information about programs and services. The office encourages citizen input into the local government process and links residents, the news media, and other groups to County government.

Highlights

• Responded to the COVID-19 pandemic by ensuring continued accessibility to citizens and continuity of government. • As one of the founding members of the New River Valley Public Health Task Force, Montgomery County supported the response to COVID-19 in the community, as well as served as the fiscal agent for the task force. • Facilitated and provided technical support for the Virtual Town Halls hosted by the New River Valley Public Health Task Force. • Continued to produce podcasts on a variety of topics to include board meeting summaries, preparing to vote, and responsible pet ownership, resulting in nearly 1,000 downloads on platforms that include Podbean.com; Apple Podcasts; Google Play; and Stitcher. The most popular podcast was “Facts from the New River Health District Epidemiologist” with 641 downloads. COUNTY ADMINISTRATION : 111


C O U N T Y A D M I N I S T R AT I O N • The county’s Facebook and Twitter accounts grew, with Facebook growing 39 percent last fiscal year. • The Public Information Office received five Public Relations Society of America awards – two gold awards for creative content surrounding the county’s Animal Control team and three silver awards for the Rescuing Shadow video; the new logo and branding efforts; and the community partnership with the New River Valley Public Health Task Force. • Hosted events for employees last year from health fairs to blood drives, including programs where employees chose to give back to our community in various ways, including food drives. • Conducted employee training sessions on topics that included job-related skills, public services, and both employee and public safety.

Personnel DEPARTMENT

FY 21 Approved FTE

FY 22 Recommended FTE

Change

Administration

6

6

0

Emergency Services

1

2

1

Human Resources

4

4

0

Management and Budget

0

2

2

Public Information

3

4

1

TOTAL

14

18

4

Base Budget Discussion

The base budget is the estimated minimum cost for providing continued services/operations for each division/ department. It is based on the prior year approved budget with adjustments. This budget shows how much it would cost in the next fiscal year to operate the same programs in the current fiscal year. • Base Salary and Fringe Benefit Adjustments – The FY 21 approved budget included a 3% compensation increase that was contained in Special Contingencies. These funds were distributed to County divisions off cycle during the budget year. In addition to the 3% compensation increase added to the base budget, the budget also includes an increase in the unemployment insurance rate from 0.23% to 0.53%. All other fringe benefits rates remain unchanged. • Budget Function is Transferred to County Administration – For FY 22, the budget function is being transferred from the Finance Department to a new department within County Administration. $223,070 and 2 FTE are transferred from the Finance Department to a new Management and Budget department in County Administration. This structural change is made for better operational efficiency. • Deputy Emergency Services Coordinator Position (One FTE) Added to the Base Budget – In order to adequately address emergency services needs in the County, $65,367 and 1 FTE were added offcycle in FY 21. This position has become part of the base budget for FY 22 and adds one additional FTE to the Emergency Services Department. This position will assist the County’s Emergency Services Coordinator in hazard mitigation and the implementation of emergency response and coordination throughout the County. This position is supported with $15,000 in grant revenue. COUNTY ADMINISTRATION : 112


C O U N T Y A D M I N I S T R AT I O N • PIO Administrative Assistant Position (One FTE) Added to the Base Budget – As part of the FY 2021 approved budget, $58,417 was added for an Administrative Assistant to help the Public Information Office and for the front desk at the Government Center. This position was deferred and held in Special Contingencies for the FY 21 approved budget due to revenue concerns related to the COVID-19 pandemic. As revenues stabilized in FY 21, the position was transferred from Special Contingencies to the Public Administration Office in the County Administration Division and has become part of the base budget for FY 22. • ($12,000) is Reduced From the Human Resources Revenue Base Budget – The Human Resources Department provides assistance to the New River Valley Emergency Communications Regional Authority. The Authority reimburses the County for these services. $12,000 in revenue collections has been reduced in the base budget for FY 22 based on actual collections in FY 20 and anticipated collections in FY 21 and FY 22. • ($285,359) is Reduced From the Wellness Base Budget – The County has a base budget of $285,359 to cover the cost of the County’s employee health clinic. Due to favorable experience ratings on health insurance costs within the County’s self-funded health insurance program, the County now has the reserve capacity to fund the costs of the health clinic out of the health insurance fund. This allows the County to reduce the cost incurred in the County’s wellness budget and transfer these costs to the health insurance fund for FY 22.

Addenda & Reductions Discussion

Addenda consist of dollars over and above the base budget target for operating and capital outlay expenses. Recommended addenda items are often funding provided for new initiatives or expanded services but may also include normal cost increases. Addenda reductions may reflect reduced revenue and/or expense needed to equalize revenue shortfalls. • $60,952 is Added to Convert the Management Analyst Position to an Assistant County Administrator Position – As Montgomery County continues to grow and day-to-day responsibilities increase, the County needs additional administrative and executive capacity to help manage operations. This position will work in conjunction with the County Administrator and the Assistant County Administrator/CFO to help oversee the various operations of the County and address administrative and executive policy needs.

COUNTY ADMINISTRATION : 113


MONTGOMERY COUNTY, VIRGINIA

County Attorney

VOTERS Board of Supervisors County Attorney

COUNTY ATTORNEY : 115


C O U N T Y AT TO R N E Y

Budget Summary Change FY 20

FY 20

FY 21

FY 22

Revised

Actual

Approved

Base

FY 22 +

Addenda

=

FY 22

Rec. 22/

Recommended

App. 21

EXPENDITURES BY DEPARTMENT County Attorney TOTAL EXPENDITURES

$370,641

$349,860

$382,368

$383,225

$-

$383,225

$857

$370,641

$349,860

$382,368

$383,225

$-

$383,225

$857

$338,574

$328,741

$355,301

$356,158

$-

$356,158

$857

$32,067

$20,640

$27,067

$27,067

$-

$27,067

$-

EXPENDITURES BY CLASSIFICATION Personal Services Operations & Maintenance Capital Outlay

$-

$480

$-

$-

$-

$-

$-

$370,641

$349,860

$382,368

$383,225

$-

$383,225

$857

$-

$-

$-

$-

$-

$-

$-

$-

$-

$-

$-

$-

$-

$-

TOTAL UNDESIGNATED REVENUE

$370,641

$349,860

$382,368

$383,225

$-

$383,225

$857

TOTAL REVENUES

$370,641

$349,860

$382,368

$383,225

$-

$383,225

$857

TOTAL EXPENDITURES

REVENUE BY CLASSIFICATION Recovered Costs TOTAL DESIGNATED REVENUE

COUNTY ATTORNEY : 116


C O U N T Y AT TO R N E Y

About

The County Attorney defends or brings actions in which the County and any of its boards, officials, departments, or employees is a party. This division also drafts and prepares County ordinances, leases, bonds, deeds and contracts in which the County is a party.

County Attorney

The County Attorney is appointed by the Board of Supervisors. The County Attorney represents and counsels the Board of Supervisors, County boards, commissions, departments, agencies, officials and employees on all legal and civil matters involving County government.

Personnel DEPARTMENT

FY 21 Approved FTE

FY 22 Recommended FTE

Change

County Attorney

2

2

0

TOTAL

2

2

0

Base Budget Discussion

The base budget is the estimated minimum cost for providing continued services/operations for each division/ department. It is based on the prior year approved budget with adjustments. This budget shows how much it would cost in the next fiscal year to operate the same programs in the current fiscal year. • Base Salary and Fringe Benefit Adjustments – The FY 21 approved budget included a 3% compensation increase that was contained in Special Contingencies. These funds were distributed to County divisions off cycle during the budget year. In addition to the 3% compensation increase added to the base budget, the budget also includes an increase in the unemployment insurance rate from 0.23% to 0.53%. All other fringe benefits rates remain unchanged.

Addenda & Reductions Discussion

Addenda consist of dollars over and above the base budget target for operating and capital outlay expenses. Recommended addenda items are often funding provided for new initiatives or expanded services but may also include normal cost increases. Addenda reductions may reflect reduced revenue and/or expense needed to equalize revenue shortfalls. • No Addenda Added

COUNTY ATTORNEY : 117


MONTGOMERY COUNTY, VIRGINIA

Financial and Management Services

VOTERS Board of Supervisors County Administrator Assistant County Administrator/CFO Financial and Management Services

Finance

Purchasing

FINANCIAL AND MANAGEMENT SERVICES : 119


FINANCIAL AND MANAGEMENT SERVICES

Budget Summary Change FY 20

FY 20

FY 21

FY 22

Revised

Actual

Approved

Base

FY 22 +

Addenda

=

FY 22

Rec. 22/

Recommended

App. 21

EXPENDITURES BY DEPARTMENT Finance Purchasing

$1,023,537

$1,005,966

$1,032,513

$800,595

$20,000

$820,595

$(211,918)

$187,089

$183,416

$192,947

$197,855

$-

$197,855

$4,908

$1,210,626

$1,189,382

$1,225,460

$998,450

$20,000

$1,018,450

$(207,010)

$1,036,005

$1,022,338

$1,051,970

$830,960

$-

$830,960

$(221,010)

$174,482

$166,906

$173,490

$167,490

$20,000

$187,490

$14,000

$139

$138

$-

$-

$-

$-

$-

$1,210,626

$1,189,382

$1,225,460

$998,450

$20,000

$1,018,450

$(207,010)

$70,000

$81,706

$70,000

$70,000

$-

$70,000

$-

$70,000

$81,706

$70,000

$70,000

$-

$70,000

$-

TOTAL UNDESIGNATED REVENUE

$1,140,626

$1,107,676

$1,155,460

$928,450

$20,000

$948,450

$(207,010)

TOTAL REVENUES

$1,210,626

$1,189,382

$1,225,460

$998,450

$20,000

$1,018,450

$(207,010)

TOTAL EXPENDITURES

EXPENDITURES BY CLASSIFICATION Personal Services Operations & Maintenance Capital Outlay TOTAL EXPENDITURES

REVENUE BY CLASSIFICATION Local Recovered Costs TOTAL DESIGNATED REVENUE

FINANCIAL AND MANAGEMENT SERVICES : 120


FINANCIAL AND MANAGEMENT SERVICES

About

Financial and Management Services (FMS) is responsible for ensuring the integrity of public funds by developing and monitoring compliance with internal controls and financial policies and procedures. The division is responsible for payroll, accounts payable, risk management, and purchasing. FMS also provides County Administration with financial reports and performs billing, collection and customer service for the Public Service Authority (PSA). The division also provides financial services to the Economic Development Authority (EDA), the Metropolitan Planning Organization (MPO), the Montgomery County Joint Tourism program, the New River Valley Emergency Communications Regional Authority (911 Authority), and the MBC Development Corporation.

Finance

The Finance Department maintains accounting records related to the County’s financial system and prepares and distributes monthly expenditure reports. Finance also processes invoices for payment, payroll, and all state, federal and IRS earnings-related forms. In addition, the Finance Department performs billing, collection and customer service functions for the Public Service Authority.

Purchasing

The Purchasing Department assists County departments with purchases of $2,500 or more on an as-needed basis. Formal invitations for bid and requests for proposal are developed, issued and awarded in accordance with the Virginia Public Procurement Act. Purchase orders are issued upon award of the solicitations.

Highlights • The Finance team received the Government Finance Officers Association’s Certificate of Achievement for Excellence in Financial Reporting for the 33rd consecutive year. • Administered the CARES Act funding of approximately $18 million for the entire County, including the towns of Blacksburg and Christiansburg. • Assisted with the review and processing of CARES Act grants for small businesses, non-profits, childcare providers, hotels/motels and dining expansion in the towns of Blacksburg and Christiansburg and Montgomery County. About 300 grants were paid totaling approximately $3.4 million dollars.

Personnel FY 21 Approved FTE

FY 22 Recommended FTE

Change

Finance

9

7

-2

Purchasing

2

2

0

TOTAL

11

9

-2

DEPARTMENT

FINANCIAL AND MANAGEMENT SERVICES : 121


FINANCIAL AND MANAGEMENT SERVICES

Base Budget Discussion

The base budget is the estimated minimum cost for providing continued services/operations for each division/ department. It is based on the prior year approved budget with adjustments. This budget shows how much it would cost in the next fiscal year to operate the same programs in the current fiscal year. • Base Salary and Fringe Benefit Adjustments – The FY 21 approved budget included a 3% compensation increase that was contained in Special Contingencies. These funds were distributed to County divisions off cycle during the budget year. In addition to the 3% compensation increase added to the base budget, the budget also includes an increase in the unemployment insurance rate from 0.23% to 0.53%. All other fringe benefits rates remain unchanged. • Budget Function is Transferred to County Administration – For FY 22, the budget function is being transferred from the Finance Department to a new department within County Administration. $223,070 and 2 FTE are transferred from the Finance Department to a new Management and Budget department in County Administration. This structural change is made for better operational efficiency.

Addenda & Reductions Discussion

Addenda consist of dollars over and above the base budget target for operating and capital outlay expenses. Recommended addenda items are often funding provided for new initiatives or expanded services but may also include normal cost increases. Addenda reductions may reflect reduced revenue and/or expense needed to equalize revenue shortfalls. • $20,000 is Added for Increased Audit Fees – Additional funding has been added to cover the cost of new reporting requirements by the Auditor of Public Accounts for additional internal control audits, actuarial fee increases, and financial advisor increases. Audit fees have not been increased since FY 2012. This increase will provide the Finance Department with sufficient funding to cover these increased expenses.

FINANCIAL AND MANAGEMENT SERVICES : 122


MONTGOMERY COUNTY, VIRGINIA

Insurance

VOTERS Board of Supervisors County Administrator Assistant County Administrator/CFO Financial and Management Services

Insurance

INSURANCE : 123


INSURANCE

Budget Summary Change FY 20

FY 20

FY 21

FY 22

Revised

Actual

Approved

Base

FY 22 +

Addenda

=

FY 22

Rec. 22/

Recommended

App. 21

EXPENDITURES BY DEPARTMENT Insurance TOTAL EXPENDITURES

$208,195

$178,810

$208,195

$208,195

$2,500

$210,695

$2,500

$208,195

$178,810

$208,195

$208,195

$2,500

$210,695

$2,500

EXPENDITURES BY CLASSIFICATION Personal Services Operations & Maintenance Capital Outlay

$10,544

$9,511

$10,640

$10,640

$-

$10,640

$-

$197,651

$169,300

$197,555

$197,555

$2,500

$200,055

$2,500

$-

$-

$-

$-

$-

$-

$-

$208,195

$178,810

$208,195

$208,195

$2,500

$210,695

$2,500

$-

$4,060

$-

$-

$-

$-

$-

$-

$4,060

$-

$-

$-

$-

$-

TOTAL UNDESIGNATED REVENUE

$208,195

$174,751

$208,195

$208,195

$2,500

$210,695

$2,500

TOTAL REVENUES

$208,195

$178,810

$208,195

$208,195

$2,500

$210,695

$2,500

TOTAL EXPENDITURES

REVENUE BY CLASSIFICATION Local Recovered Costs TOTAL DESIGNATED REVENUE

INSURANCE : 124


INSURANCE

About

Insurance coverage for County buildings and their contents at replacement cost value, risk management consulting services and liability insurance for County officials are paid from this division. It also covers costs associated with the County’s Risk Management Plan.

Base Budget Discussion

The base budget is the estimated minimum cost for providing continued services/operations for each division/ department. It is based on the prior year approved budget with adjustments. This budget shows how much it would cost in the next fiscal year to operate the same programs in the current fiscal year.

• No Notable Base Budget Adjustments

Addenda & Reductions Discussion

Addenda consist of dollars over and above the base budget target for operating and capital outlay expenses. Recommended addenda items are often funding provided for new initiatives or expanded services but may also include normal cost increases. Addenda reductions may reflect reduced revenue and/or expense needed to equalize revenue shortfalls.

• $2,500 is Added for Insurance Premium Increases – Additional funding has been added to cover the cost of insurance premium increases. This increase is based on actual premiums in FY 21 and anticipated increases for FY 22.

INSURANCE : 125


MONTGOMERY COUNTY, VIRGINIA

Information Technology

VOTERS Board of Supervisors County Administrator Assistant County Administrator/CFO

Information Technology

INFORMATION TECHNOLOGY : 127


I N FO R M AT I O N T E C H N O L O GY

Budget Summary Change FY 20

FY 20

FY 21

FY 22

FY 22

Revised

Actual

Approved

Base

$2,005,768

$1,749,729

$2,015,760

$2,051,466

$84,330

$2,135,796

$120,036

$2,005,768

$1,749,729

$2,015,760

$2,051,466

$84,330

$2,135,796

$120,036

$35,706

+

Addenda

=

FY 22

Rec. 22/

Recommended

App. 21

EXPENDITURES BY DEPARTMENT Information Technology TOTAL EXPENDITURES

EXPENDITURES BY CLASSIFICATION Personal Services

$1,102,240

$924,680

$1,108,774

$1,144,480

$-

$1,144,480

Operations & Maintenance

$719,240

$646,260

$693,517

$708,517

$84,330

$792,847

$99,330

Capital Outlay

$184,288

$178,790

$213,469

$198,469

$-

$198,469

$(15,000)

$2,005,768

$1,749,729

$2,015,760

$2,051,466

$84,330

$2,135,796

$120,036

$-

$-

$-

$-

$-

$-

$-

$-

$-

$-

$-

$-

$-

$-

TOTAL UNDESIGNATED REVENUE

$2,005,768

$1,749,729

$2,015,760

$2,051,466

$84,330

$2,135,796

$120,036

TOTAL REVENUES

$2,005,768

$1,749,729

$2,015,760

$2,051,466

$84,330

$2,135,796

$120,036

TOTAL EXPENDITURES

REVENUE BY CLASSIFICATION Local Recovered Costs TOTAL DESIGNATED REVENUE

INFORMATION TECHNOLOGY : 128


I N FO R M AT I O N T E C H N O L O GY

About

Information Technology (IT) is responsible for the complete life-cycle support of the software applications and technology infrastructure used by County departments and offices. The IT department supports the computing technology and telecommunications in all County facilities.

Information Technology

IT supports over 100 systems and applications in a high availability, 24X7 environment and over 1,500 end-user devices, including PCs, laptops, printers, and phones.

Highlights • The Montgomery County Information Technology Department placed second in the nation and first in Virginia as a leading digital county by the Center for Digital Government (CDG) and the National Association of Counties (NACo). This is the sixth consecutive year that Montgomery County has been recognized as a digital leader in counties with populations of less than 150,000. • Facilitated several cybersecurity programs in areas including identification and access management; advanced threat detection and reconnaissance; data loss prevention; and awareness and training for all employees. • Expanded the implementation of In Force911, a law enforcement real-time information sharing network to include county employees in addition to the schools and the Sheriff’s Office. • Continued advancing an Enterprise Content Management program to enable the efficient management of county documents, forms, and other digital media.

Personnel FY 21 Approved FTE

FY 22 Recommended FTE

Change

Information Technology

11.5

11.5

0

TOTAL

11.5

11.5

0

DEPARTMENT

Base Budget Discussion

The base budget is the estimated minimum cost for providing continued services/operations for each division/ department. It is based on the prior year approved budget with adjustments. This budget shows how much it would cost in the next fiscal year to operate the same programs in the current fiscal year.

• Base Salary and Fringe Benefit Adjustments – The FY 21 approved budget included a 3% compensation increase that was contained in Special Contingencies. These funds were distributed to County divisions off cycle during the budget year. In addition to the 3% compensation increase added to

INFORMATION TECHNOLOGY : 129


I N FO R M AT I O N T E C H N O L O GY the base budget, the budget also includes an increase in the unemployment insurance rate from 0.23% to 0.53%. All other fringe benefits rates remain unchanged.

Addenda & Reductions Discussion

Addenda consist of dollars over and above the base budget target for operating and capital outlay expenses. Recommended addenda items are often funding provided for new initiatives or expanded services but may also include normal cost increases. Addenda reductions may reflect reduced revenue and/or expense needed to equalize revenue shortfalls.

• $84,330 is Added for Software Maintenance Service Contract Increases – Additional funding is added to cover the software license increases for various applications throughout the County. Software contract increases include IAO world ($43,382), Executime ($18,748), Munis ($5,600), and other various software programs ($16,600). • Note: $210,000 is included in the FY 22 capital budget to address future infrastructure issues. These funds are located in the County Capital tab at the end of the budget document.

INFORMATION TECHNOLOGY : 130


MONTGOMERY COUNTY, VIRGINIA

Commissioner of the Revenue Compensation Board VOTERS Commissioner of the Revenue

Compensation Board

COMMISSIONER OF THE REVENUE : 131


COMMISSIONER OF THE REVENUE

Budget Summary Change FY 20

FY 20

FY 21

FY 22

Revised

Actual

Approved

Base

FY 22 +

Addenda

=

FY 22

Rec. 22/

Recommended

App. 21

EXPENDITURES BY DEPARTMENT Commissioner of the Revenue TOTAL EXPENDITURES

$608,451

$590,903

$561,856

$588,651

$-

$588,651

$26,795

$608,451

$590,903

$561,856

$588,651

$-

$588,651

$26,795

$603,376

$587,372

$556,781

$583,576

$-

$583,576

$26,795

$5,075

$3,531

$5,075

$5,075

$-

$5,075

$-

EXPENDITURES BY CLASSIFICATION Personal Services Operations & Maintenance Capital Outlay TOTAL EXPENDITURES

$-

$-

$-

$-

$-

$-

$-

$608,451

$590,903

$561,856

$588,651

$-

$588,651

$26,795

REVENUE BY CLASSIFICATION $222,504

$221,324

$222,504

$235,505

$-

$235,505

$13,001

TOTAL DESIGNATED REVENUE

State Shared Expenses

$222,504

$221,324

$222,504

$235,505

$-

$235,505

$13,001

TOTAL UNDESIGNATED REVENUE

$385,947

$369,579

$339,352

$353,146

$-

$353,146

$13,794

TOTAL REVENUES

$608,451

$590,903

$561,856

$588,651

$-

$588,651

$26,795

COMMISSIONER OF THE REVENUE : 132


COMMISSIONER OF THE REVENUE

About

The Commissioner of the Revenue is an elected Constitutional Officer responsible for assessing the fair market value of all property, personal and business, subject to taxation and maintaining real estate ownership records. This division accounts for the costs shared between the County and the State Compensation Board.

Commissioner of the Revenue

The Commissioner of the Revenue Division assesses all tangible personal property in accordance with the Code of Virginia, verifies personal property data filed by taxpayers, calculates assessments and taxes, and issues the personal property tax book annually. It also assists taxpayers with filing state income tax returns.

Highlights • In 2020, more than 2,000 Virginia individual Income Tax returns and just under 1,000 estimated tax declarations were received.

Personnel FY 21 Approved FTE

FY 22 Recommended FTE

Change

Commissioner of the Revenue

8

8

0

TOTAL

8

8

0

DEPARTMENT

Base Budget Discussion

The base budget is the estimated minimum cost for providing continued services/operations for each division/ department. It is based on the prior year approved budget with adjustments. This budget shows how much it would cost in the next fiscal year to operate the same programs in the current fiscal year.

• Base Salary and Fringe Benefit Adjustments – The FY 21 approved budget included a 3% compensation increase that was contained in Special Contingencies. These funds were distributed to County divisions off cycle during the budget year. In addition to the 3% compensation increase added to the base budget, the budget also includes an increase in the unemployment insurance rate from 0.23% to 0.53%. All other fringe benefits rates remain unchanged. • Base Compensation Board Revenue Adjustments – A total of $13,001 is added to the base Compensation Board revenue budget. These funds account for the adjustment of revenues as reported by the State Compensation Board reconciled to the FY 21 County approved budget. Each year, Compensation Board funding is reconciled to the County approved budget when final numbers are received from the state. The increase in revenue for FY 21 is due to the County meeting the 100,000 population threshold based on population estimates provided by the Weldon Cooper Center for Public Service and then adjusted for staff turnover. COMMISSIONER OF THE REVENUE : 133


COMMISSIONER OF THE REVENUE

Addenda & Reductions Discussion Addenda consist of dollars over and above the base budget target for operating and capital outlay expenses. Recommended addenda items are often funding provided for new initiatives or expanded services but may also include normal cost increases. Addenda reductions may reflect reduced revenue and/or expense needed to equalize revenue shortfalls. • No Addenda Added

COMMISSIONER OF THE REVENUE : 134


MONTGOMERY COUNTY, VIRGINIA

Commissioner of the Revenue Assessments VOTERS Commissioner of the Revenue

Assessments

Assessments

Land Use

ASSESSMENTS : 135


ASSESSMENTS

Budget Summary Change FY 20

FY 20

FY 21

FY 22

Revised

Actual

Approved

Base

FY 22 +

Addenda

=

FY 22

Rec. 22/

Recommended

App. 21

EXPENDITURES BY DEPARTMENT Assessments Land Use TOTAL EXPENDITURES

$476,177

$466,684

$475,777

$486,470

$-

$486,470

$10,693

$4,190

$3,861

$3,900

$3,900

$-

$3,900

$-

$480,367

$470,544

$479,677

$490,370

$-

$490,370

$10,693

$417,973

$416,094

$423,875

$434,568

$-

$434,568

$10,693

$56,287

$48,985

$55,802

$55,802

$-

$55,802

$-

EXPENDITURES BY CLASSIFICATION Personal Services Operations & Maintenance Capital Outlay TOTAL EXPENDITURES

$6,107

$5,465

$-

$-

$-

$-

$-

$480,367

$470,544

$479,677

$490,370

$-

$490,370

$10,693

$1,800

$1,407

$1,800

$1,800

$-

$1,800

$-

REVENUE BY CLASSIFICATION Land Use Application Fee Recovered Costs

$-

$150

$-

$-

$-

$-

$-

$1,800

$1,557

$1,800

$1,800

$-

$1,800

$-

TOTAL UNDESIGNATED REVENUE

$478,567

$468,987

$477,877

$488,570

$-

$488,570

$10,693

TOTAL REVENUES

$480,367

$470,544

$479,677

$490,370

$-

$490,370

$10,693

TOTAL DESIGNATED REVENUE

ASSESSMENTS : 136


ASSESSMENTS

About

The Assessment division is responsible for maintaining real estate ownership records, including transfers of ownership recorded in the Circuit Court Clerk’s Office, assessing the value of real property, administering the land use program, and mapping of real property. The County provides 100% of the funding since real estate and personal property assessments are a primary focus of this division.

Assessing

The Assessing department, which reports to the Commissioner of the Revenue, maintains real estate ownership records, assesses the value of real property, administers the land use program, and mapping of real property. This department also administers the County’s real estate tax relief program for the elderly and disabled.

Land Use

The land use program provides for the deferral of real estate taxes on real estate that qualifies for agricultural, horticultural and forestry uses. It processes new and renewal applications, validates information provided on the applications, and calculates use values per crop yields and soil classifications.

Highlights • Facilitated tax relief for the elderly, disabled and veterans, serving 947 citizens. • Managed the assessment of 4,731 taxable businesses. • Updated real estate records for 39,150 parcels. • Identified 1,644 qualified parcels for the Land Use Program. • Assessed 84,496 taxable vehicles. • Assessed 10,961 supplemental bills and corrections due to proration.

Personnel FY 21 Approved FTE

FY 22 Recommended FTE

Change

Assessments

6

6

0

Land Use

0

0

0

TOTAL

6

6

0

DEPARTMENT

Base Budget Discussion

The base budget is the estimated minimum cost for providing continued services/operations for each division/ department. It is based on the prior year approved budget with adjustments. This budget shows how much it would cost in the next fiscal year to operate the same programs in the current fiscal year.

ASSESSMENTS : 137


ASSESSMENTS • Base Salary and Fringe Benefit Adjustments – The FY 21 approved budget included a 3% compensation increase that was contained in Special Contingencies. These funds were distributed to County divisions off cycle during the budget year. In addition to the 3% compensation increase added to the base budget, the budget also includes an increase in the unemployment insurance rate from 0.23% to 0.53%. All other fringe benefits rates remain unchanged.

Addenda & Reductions Discussion

Addenda consist of dollars over and above the base budget target for operating and capital outlay expenses. Recommended addenda items are often funding provided for new initiatives or expanded services but may also include normal cost increases. Addenda reductions may reflect reduced revenue and/or expense needed to equalize revenue shortfalls.

• No Addenda Added

ASSESSMENTS : 138


MONTGOMERY COUNTY, VIRGINIA

Treasurer - Compensation Board

VOTERS Treasurer

Compensation Board

TREASURER - COMPENSATION BOARD : 139


T R E A S U R E R - C O M P E N S AT I O N B O A R D

Budget Summary Change FY 20

FY 20

FY 21

FY 22

Revised

Actual

Approved

Base

FY 22 +

Addenda

=

FY 22

Rec. 22/

Recommended

App. 21

EXPENDITURES BY DEPARTMENT Treasurer TOTAL EXPENDITURES

$530,200

$496,531

$482,702

$492,165

$-

$492,165

$9,463

$530,200

$496,531

$482,702

$492,165

$-

$492,165

$9,463

$528,507

$494,838

$482,702

$492,165

$-

$492,165

$9,463

$-

$-

$-

$-

$-

$-

$-

EXPENDITURES BY CLASSIFICATION Personal Services Operations & Maintenance Capital Outlay TOTAL EXPENDITURES

$1,693

$1,693

$-

$-

$-

$-

$-

$530,200

$496,531

$482,702

$492,165

$-

$492,165

$9,463

REVENUE BY CLASSIFICATION $196,260

$192,158

$196,260

$201,756

$-

$201,756

$5,496

TOTAL DESIGNATED REVENUE

State Shared Expenses

$196,260

$192,158

$196,260

$201,756

$-

$201,756

$5,496

TOTAL UNDESIGNATED REVENUE

$333,940

$304,374

$286,442

$290,409

$-

$290,409

$3,967

TOTAL REVENUES

$530,200

$496,531

$482,702

$492,165

$-

$492,165

$9,463

TREASURER - COMPENSATION BOARD : 140


T R E A S U R E R - C O M P E N S AT I O N B O A R D

About

The Treasurer is an elected Constitutional Officer responsible for collecting all County revenue, submitting financial reports to the state and County, authorizing County disbursements, and cash management, which includes managing the County’s bank and investment accounts.

Treasurer-Compensation Board

This division accounts for the operational costs shared between the State Compensation Board and the County. The Treasurer Division also collects current and delinquent tax payments, motor vehicle license fees, issues dog tags, and collects and remits payments to the Commonwealth of Virginia for individual and business state income and estimated state income taxes.

Highlights • The Treasurer’s Office was accredited by the Treasurer’s Association of Virginia for the seventh consecutive year. • Performed monthly reconciliation of seven county-owned bank accounts. • Processed 2,970 State Tax payments.

Personnel FY 21 Approved FTE

FY 22 Recommended FTE

Change

Treasurer

6

6

0

TOTAL

6

6

0

DEPARTMENT

Base Budget Discussion

The base budget is the estimated minimum cost for providing continued services/operations for each division/ department. It is based on the prior year approved budget with adjustments. This budget shows how much it would cost in the next fiscal year to operate the same programs in the current fiscal year.

• Base Salary and Fringe Benefit Adjustments – The FY 21 approved budget included a 3% compensation increase that was contained in Special Contingencies. These funds were distributed to County divisions off cycle during the budget year. In addition to the 3% compensation increase added to the base budget, the budget also includes an increase in the unemployment insurance rate from 0.23% to 0.53%. All other fringe benefits rates remain unchanged. • Base Compensation Board Revenue Adjustments – A total of $5,496 is added to the base Compensation Board revenue budget. These funds account for the adjustment of revenues as reported by the State Compensation Board reconciled to the FY 21 County approved budget. Each year, Compensation Board funding is reconciled to the County approved budget when final numbers are received from the TREASURER - COMPENSATION BOARD : 141


T R E A S U R E R - C O M P E N S AT I O N B O A R D state. The increase in revenue for FY 21 is due to the County meeting the 100,000 population threshold based on population estimates provided by the Weldon Cooper Center for Public Service and then adjusted for staff turnover.

Addenda & Reductions Discussion Addenda consist of dollars over and above the base budget target for operating and capital outlay expenses. Recommended addenda items are often funding provided for new initiatives or expanded services but may also include normal cost increases. Addenda reductions may reflect reduced revenue and/or expense needed to equalize revenue shortfalls.

• No Addenda Added

TREASURER - COMPENSATION BOARD : 142


MONTGOMERY COUNTY, VIRGINIA

Treasurer - Collections

VOTERS Treasurer

Collections

TREASURER - COLLECTIONS : 143


TREASURER - COLLECTIONS

Budget Summary Change FY 20

FY 20

FY 21

FY 22

Revised

Actual

Approved

Base

FY 22 +

Addenda

=

FY 22

Rec. 22/

Recommended

App. 21

EXPENDITURES BY DEPARTMENT Treasurer-Collections

$501,350

$444,993

$531,481

$506,505

$-

$506,505

$(24,976)

TOTAL EXPENDITURES

$501,350

$444,993

$531,481

$506,505

$-

$506,505

$(24,976)

Personal Services

$348,117

$329,361

$395,518

$370,542

$-

$370,542

$(24,976)

Operations & Maintenance

$138,176

$115,481

$135,963

$135,963

$-

$135,963

$-

EXPENDITURES BY CLASSIFICATION

Capital Outlay

$15,057

$151

$-

$-

$-

$-

$-

$501,350

$444,993

$531,481

$506,505

$-

$506,505

$(24,976)

$24,000

$6,876

$24,000

$24,000

$-

$24,000

$-

$24,000

$6,876

$24,000

$24,000

$-

$24,000

$-

TOTAL UNDESIGNATED REVENUE

$477,350

$438,117

$507,481

$482,505

$-

$482,505

$(24,976)

TOTAL REVENUES

$501,350

$444,993

$531,481

$506,505

$-

$506,505

$(24,976)

TOTAL EXPENDITURES

REVENUE BY CLASSIFICATION DMV Stop Fees TOTAL DESIGNATED REVENUE

TREASURER - COLLECTIONS : 144


TREASURER - COLLECTIONS

About

The Treasurer is an elected official responsible for collecting all County revenue, submitting financial reports to the state and County, and authorizing County disbursements.

Treasurer-Collections

This division is funded solely by the County. Treasurer-Collections collects current and delinquent tax payments, motor vehicle license fees, issues dog tags, and collects and remits payments to the Commonwealth of Virginia for individual and business state income and estimated state income taxes.

Highlights • Issued 79,281 real estate bills (electronic billing of 12,065 mortgage escrow accounts). • Issued 67,710 personal property bills (including 32,216 motor vehicle licenses). • Facilitated 1,663 accounts in the tax sale process.

Personnel FY 21 Approved FTE

FY 22 Recommended FTE

Change

Treasurer-Collections

6

6

0

TOTAL

6

6

0

DEPARTMENT

Base Budget Discussion

The base budget is the estimated minimum cost for providing continued services/operations for each division/ department. It is based on the prior year approved budget with adjustments. This budget shows how much it would cost in the next fiscal year to operate the same programs in the current fiscal year. • Base Salary and Fringe Benefit Adjustments – The FY 21 approved budget included a 3% compensation increase that was contained in Special Contingencies. These funds were distributed to County divisions off cycle during the budget year. In addition to the 3% compensation increase added to the base budget, the budget also includes an increase in the unemployment insurance rate from 0.23% to 0.53%. All other fringe benefits rates remain unchanged.

Addenda & Reductions Discussion

Addenda consist of dollars over and above the base budget target for operating and capital outlay expenses. Recommended addenda items are often funding provided for new initiatives or expanded services but may also include normal cost increases. Addenda reductions may reflect reduced revenue and/or expense needed to equalize revenue shortfalls. • No Addenda Added TREASURER - COLLECTIONS : 145


MONTGOMERY COUNTY, VIRGINIA

Electoral Board / Director of Elections

Electoral Board Director of Elections

ELECTORAL BOARD/DIRECTOR OF ELECTIONS : 147


ELECTORAL BOARD/DIRECTOR OF ELECTIONS

Budget Summary Change FY 20

FY 20

FY 21

FY 22

Revised

Actual

Approved

Base

FY 22 +

Addenda

=

FY 22

Rec. 22/

Recommended

App. 21

EXPENDITURES BY DEPARTMENT Electoral Bd./Dir. of Elections

$530,831

$522,058

$485,484

$431,050

$42,520

$473,570

$(11,914)

$530,831

$522,058

$485,484

$431,050

$42,520

$473,570

$(11,914)

$329,628

$323,183

$355,406

$344,472

$-

$344,472

$(10,934)

$81,921

$79,593

$120,078

$76,578

$39,520

$116,098

$(3,980)

$119,282

$119,282

$10,000

$10,000

$3,000

$13,000

$3,000

$530,831

$522,058

$485,484

$431,050

$42,520

$473,570

$(11,914)

Local Recovered Costs

$30,000

$46,126

$-

$-

$-

$-

$-

State Shared Expenses

$49,694

$51,702

$49,694

$49,694

$-

$49,694

$-

$79,694

$97,828

$49,694

$49,694

$-

$49,694

$-

TOTAL UNDESIGNATED REVENUE

$451,137

$424,230

$435,790

$381,356

$42,520

$423,876

$(11,914)

TOTAL REVENUES

$530,831

$522,058

$485,484

$431,050

$42,520

$473,570

$(11,914)

TOTAL EXPENDITURES

EXPENDITURES BY CLASSIFICATION Personal Services Operations & Maintenance Capital Outlay TOTAL EXPENDITURES

REVENUE BY CLASSIFICATION

TOTAL DESIGNATED REVENUE

ELECTORAL BOARD/DIRECTOR OF ELECTIONS: 148


ELECTORAL BOARD/DIRECTOR OF ELECTIONS

About

The office of the Electoral Board/Director of Elections provides registration and election services to eligible citizens of Montgomery County. These services include supporting and training individuals and groups holding registration drives; providing in-house and high school voter registration; maintaining the Virginia Election and Registration System (VERIS); purchasing, maintaining, testing, and loading ballots on voting machines; taking and processing photo IDs for voters who do not have one; and preparing and conducting fair elections within the guidelines of Virginia Elections Laws, including Officer of Election training, processing candidate filings and petitions, printing of ballots and processing absentee votes.

Electoral Board/Director of Elections

The Electoral Board/Director of Elections division is committed to providing each citizen of Montgomery County with the opportunity to exercise his or her right to vote in an efficient and equitable manner. The Director of Elections registers voters, maintains voting records, and manages elections by staffing polling locations for the County’s 25 precincts. The staff conducts elections, supervises poll workers on Election Day and tallies election results.

Highlights • Registered 62,966 voters for November 2020 Presidential Election. • Completed three elections in 2020: March, June and November. • In response to the COVID-19 pandemic, implemented the new law changes for the November Presidential Election: in-person early voting sites, ballot drop off locations, and ballot curing process. • Processed the highest number of mailed absentee requests to date due to the COVID-19 pandemic.

Personnel FY 21 Approved FTE

FY 22 Recommended FTE

Change

Electoral Board/Dir. of Elections

4

4

0

TOTAL

4

4

0

DEPARTMENT

ELECTORAL BOARD/DIRECTOR OF ELECTIONS: 149


ELECTORAL BOARD/DIRECTOR OF ELECTIONS

Base Budget Discussion

The base budget is the estimated minimum cost for providing continued services/operations for each division/ department. It is based on the prior year approved budget with adjustments. This budget shows how much it would cost in the next fiscal year to operate the same programs in the current fiscal year.

• Base Salary and Fringe Benefit Adjustments – The FY 21 approved budget included a 3% compensation increase that was contained in Special Contingencies. These funds were distributed to County divisions off cycle during the budget year. In addition to the 3% compensation increase added to the base budget, the budget also includes an increase in the unemployment insurance rate from 0.23% to 0.53%. All other fringe benefits rates remain unchanged. • ($63,500) in One–time Funding is Reduced from the Base Budget – The total consisted of funds provided during the FY 21 Budget for the one-time costs of the 2020 Presidential Election.

Addenda & Reductions Discussion

Addenda consist of dollars over and above the base budget target for operating and capital outlay expenses. Recommended addenda items are often funding provided for new initiatives or expanded services but may also include normal cost increases. Addenda reductions may reflect reduced revenue and/or expense needed to equalize revenue shortfalls.

• $42,520 is Added for Costs Associated with New Election Laws – Additional funding is added to cover the cost of new election law requirements for FY 22. New laws require additional postage costs ($6,500), updated thumb drives on 70 machines ($9,870), and new state security requirements for electronic pollbooks and voting machines ($26,150).

ELECTORAL BOARD/DIRECTOR OF ELECTIONS: 150


MONTGOMERY COUNTY, VIRGINIA

Commonwealth Attorney

VOTERS Commonwealth Attorney

Prosecution

Collections

COMMONWEALTH ATTORNEY : 151


C O M M O N W E A LT H AT TO R N E Y

Budget Summary Change FY 20

FY 20

FY 21

FY 22

Revised

Actual

Approved

Base

FY 22 +

Addenda

=

FY 22

Rec. 22/

Recommended

App. 21

EXPENDITURES BY DEPARTMENT Commonwealth AttorneyProsecution

$1,311,728

$1,211,974

$1,243,478

$1,276,012

$-

$1,276,012

$32,534

Commonwealth AttorneyCollections

$5,882

$-

$5,880

$6,051

$-

$6,051

$171

$1,317,610

$1,211,974

$1,249,358

$1,282,063

$-

$1,282,063

$32,705

$1,200,904

$1,133,366

$1,221,986

$1,254,691

$-

$1,254,691

$32,705

Operations & Maintenance

$99,876

$60,673

$27,372

$27,372

$-

$27,372

$-

Capital Outlay

$16,830

$17,934

$-

$-

$-

$-

$-

$1,317,610

$1,211,974

$1,249,358

$1,282,063

$-

$1,282,063

$32,705

Local Court Fees

$87,726

$(11,160)

$87,726

$87,726

$-

$87,726

$-

Domestic Violence Grant

$45,000

$45,954

$45,000

$45,000

$-

$45,000

$-

$-

$4,804

$-

$-

$-

$-

$-

TOTAL EXPENDITURES

EXPENDITURES BY CLASSIFICATION Personal Services

TOTAL EXPENDITURES

REVENUE BY CLASSIFICATION

State/Federal Confiscations State Shared Expenses

$715,433

$699,496

$715,433

$720,676

$-

$720,676

$5,243

State Commonwealth Attorney Fees

$8,428

$7,746

$8,428

$8,428

$-

$8,428

$-

TOTAL DESIGNATED REVENUE

$856,587

$746,840

$856,587

$861,830

$-

$861,830

$5,243

TOTAL UNDESIGNATED REVENUE

$461,023

$465,133

$392,771

$420,233

$-

$420,233

$27,462

$1,317,610

$1,211,974

$1,249,358

$1,282,063

$-

$1,282,063

$32,705

TOTAL REVENUES

COMMONWEALTH ATTORNEY : 152


C O M M O N W E A LT H AT TO R N E Y

About

The Commonwealth Attorney’s is an elected Constitutional Officer responsible for the prosecution of all felony and certain misdemeanor and traffic offenses within Montgomery County, including those occurring in the towns of Blacksburg and Christiansburg and on the Virginia Tech campus. Court is held five times per week in District Court, three to four times per week in Circuit Court and two to three times per week in Juvenile and Domestic Relations Court.

Prosecution

This department is responsible for trying cases in Circuit Court, two General District Courts and the Juvenile and Domestic Relations Court. Through the Victim Witness Program, the office assists victims and witnesses involved in the prosecution of these cases. The office advises citizens, law enforcement agencies and magistrates regarding the interpretation of criminal law.

Collections

The Collections department is responsible for the collection of delinquent fines and costs from Juvenile and Domestic Relations District Court, General District Court(s) and the Circuit Court. This entails collection of reports from the Clerk’s Office, preparation and mailing of collection letters for all fines/costs not paid within 40 days, generating reports and accounting procedures.

Highlights • Throughout the COVID-19 pandemic, the 13 employees in the Commonwealth’s Attorney’s Office worked full-time to ensure justice remained available to victims of crime. Frequently changing court procedures, combined with increases in DUIs and domestic violence, have presented a challenge. • The Montgomery County Drug Court had five graduates in 2020, bringing the total number of graduates of the 18-month program to 12 since its inception in 2017. None of the graduates have had new charges and all remain employed. A recent Virginia Tech study indicates that the return on investment in this program is 4 to 1. • Implementation of a Behavioral Health docket in General District Court has been delayed due to the pandemic. The docket is designed to reduce recidivism among defendants with mental health diagnoses while reducing incarceration costs for the county. It is expected to begin in 2021.

COMMONWEALTH ATTORNEY : 153


C O M M O N W E A LT H AT TO R N E Y

Personnel FY 21 Approved FTE

FY 22 Recommended FTE

Change

Commonwealth Attorney-Prosecution

13

13

0

Commonwealth Attorney-Collections

0

0

0

TOTAL

13

13

0

DEPARTMENT

Base Budget Discussion

The base budget is the estimated minimum cost for providing continued services/operations for each division/ department. It is based on the prior year approved budget with adjustments. This budget shows how much it would cost in the next fiscal year to operate the same programs in the current fiscal year.

• Base Salary and Fringe Benefit Adjustments – The FY 21 approved budget included a 3% compensation increase that was contained in Special Contingencies. These funds were distributed to County divisions off cycle during the budget year. In addition to the 3% compensation increase added to the base budget, the budget also includes an increase in the unemployment insurance rate from 0.23% to 0.53%. All other fringe benefits rates remain unchanged. • Base Compensation Board Revenue Adjustments – A total of $5,243 is added to the base Compensation Board revenue budget. These funds account for the adjustment of revenues as reported by the State Compensation Board reconciled to the FY 21 County approved budget. Each year, Compensation Board funding is reconciled to the County approved budget when final numbers are received from the state. The increase in revenue for FY 21 is due to the County meeting the 100,000 population threshold based on population estimates provided by the Weldon Cooper Center for Public Service and then adjusted for staff turnover.

Addenda & Reductions Discussion Addenda consist of dollars over and above the base budget target for operating and capital outlay expenses. Recommended addenda items are often funding provided for new initiatives or expanded services but may also include normal cost increases. Addenda reductions may reflect reduced revenue and/or expense needed to equalize revenue shortfalls.

• No Addenda Added

COMMONWEALTH ATTORNEY : 154


MONTGOMERY COUNTY, VIRGINIA

Circuit Court

VOTERS General Assembly Circuit Court

Circuit Court

CIRCUIT COURT : 155

Juries


CIRCUIT COURT

Budget Summary Change FY 20

FY 20

FY 21

FY 22

Revised

Actual

Approved

Base

FY 22 +

Addenda

=

FY 22

Rec. 22/

Recommended

App. 21

EXPENDITURES BY DEPARTMENT Circuit Court Juries

$194,873

$174,109

$190,373

$195,612

$-

$195,612

$5,239

$25,409

$25,214

$24,400

$24,400

$-

$24,400

$-

$220,282

$199,323

$214,773

$220,012

$-

$220,012

$5,239

$181,550

$166,061

$179,473

$184,712

$-

$184,712

$5,239

$36,037

$32,548

$35,300

$35,300

$-

$35,300

$-

$2,695

$714

$-

$-

$-

$-

$-

$220,282

$199,323

$214,773

$220,012

$-

$220,012

$5,239

Local Judge's Secretary Salary

$7,500

$7,500

$7,500

$7,500

$-

$7,500

$-

Recovered Costs

$3,000

$3,000

$-

$-

$-

$-

$-

$-

$8,098

$-

$-

$-

$-

$-

$10,500

$18,598

$7,500

$7,500

$-

$7,500

$-

TOTAL UNDESIGNATED REVENUE

$209,782

$180,725

$207,273

$212,512

$-

$212,512

$5,239

TOTAL REVENUES

$220,282

$199,323

$214,773

$220,012

$-

$220,012

$5,239

TOTAL EXPENDITURES

EXPENDITURES BY CLASSIFICATION Personal Services Operations & Maintenance Capital Outlay TOTAL EXPENDITURES

REVENUE BY CLASSIFICATION

Jury Reimbursement TOTAL DESIGNATED REVENUE

CIRCUIT COURT : 156


CIRCUIT COURT

About

Circuit Court with two resident judges is the trial court of broadest powers in the County and handles all civil cases with claims of more than $25,000. It shares authority with the General District Court to hear matters involving claims between $4,500 and $25,000. The Circuit Court also hears all serious criminal matters involving felonies, handles family matters including divorce, and hears cases appealed from the General District Court and the Juvenile & Domestic Relations District Court. The County provides general operating expenses for each judge, funding for a legal assistant, and office furnishings for the staff.

Circuit Court

The Circuit Court is the principal trial court of the state and have both original and appellate jurisdiction.

Juries

This department provides basic operating expenses for jury services, including juror and witness compensation.

Personnel FY 21 Approved FTE

FY 22 Recommended FTE

Change

Circuit Court

3

3

0

Juries

0

0

0

TOTAL

3

3

0

DEPARTMENT

Base Budget Discussion

The base budget is the estimated minimum cost for providing continued services/operations for each division/ department. It is based on the prior year approved budget with adjustments. This budget shows how much it would cost in the next fiscal year to operate the same programs in the current fiscal year.

• Base Salary and Fringe Benefit Adjustments – The FY 21 approved budget included a 3% compensation increase that was contained in Special Contingencies. These funds were distributed to County divisions off cycle during the budget year. In addition to the 3% compensation increase added to the base budget, the budget also includes an increase in the unemployment insurance rate from 0.23% to CIRCUIT COURT : 157


CIRCUIT COURT 0.53%. All other fringe benefits rates remain unchanged.

Addenda & Reductions Discussion

Addenda consist of dollars over and above the base budget target for operating and capital outlay expenses. Recommended addenda items are often funding provided for new initiatives or expanded services but may also include normal cost increases. Addenda reductions may reflect reduced revenue and/or expense needed to equalize revenue shortfalls.

• No Addenda Added

CIRCUIT COURT : 158


MONTGOMERY COUNTY, VIRGINIA

General District Court

VOTERS General Assembly General District Court

GENERAL DISTRICT COURT : 159


GENERAL DISTRICT COURT

Budget Summary Change FY 20

FY 20

FY 21

FY 22

Revised

Actual

Approved

Base

FY 22 +

Addenda

=

FY 22

Rec. 22/

Recommended

App. 21

EXPENDITURES BY DEPARTMENT General District Court

$26,464

$14,388

$21,711

$21,711

$-

$21,711

$-

TOTAL EXPENDITURES

$26,464

$14,388

$21,711

$21,711

$-

$21,711

$-

$-

$-

$-

$-

$-

$-

$-

$22,711

$14,388

$21,711

$21,711

$-

$21,711

$-

$3,753

$-

$-

$-

$-

$-

$-

$26,464

$14,388

$21,711

$21,711

$-

$21,711

$-

Local Recovered Costs

$-

$110

$-

$-

$-

$-

$-

Local Courthouse Maintenance Fees

$-

$8

$-

$-

$-

$-

$-

TOTAL DESIGNATED REVENUE

$-

$117

$-

$-

$-

$-

$-

TOTAL UNDESIGNATED REVENUE

$26,464

$14,271

$21,711

$21,711

$-

$21,711

$-

TOTAL REVENUES

$26,464

$14,388

$21,711

$21,711

$-

$21,711

$-

EXPENDITURES BY CLASSIFICATION Personal Services Operations & Maintenance Capital Outlay TOTAL EXPENDITURES

REVENUE BY CLASSIFICATION

GENERAL DISTRICT COURT : 160


GENERAL DISTRICT COURT

About

The General District Court hears criminal, traffic and civil cases, misdemeanor cases, and preliminary felony cases. The division has exclusive original jurisdiction over any claim not exceeding $4,500 and has concurrent jurisdiction with the Circuit Court over any claim from $4,500 to $25,000. Both totals exclude interest and attorney’s fees, however, claims, counter-claims and cross-claims filed in actions for unlawful detainer are not subject to the maximum jurisdictional limit $25,000.

General District Court

This division is responsible for ensuring that all policies and procedures are complied with as established by the Supreme Court. The General District Court holds court four days a week and staff consists of a clerk and ten deputy clerks.

Base Budget Discussion

The base budget is the estimated minimum cost for providing continued services/operations for each division/ department. It is based on the prior year approved budget with adjustments. This budget shows how much it would cost in the next fiscal year to operate the same programs in the current fiscal year.

• No Notable Base Budget Adjustments

Addenda & Reductions Discussion

Addenda consist of dollars over and above the base budget target for operating and capital outlay expenses. Recommended addenda items are often funding provided for new initiatives or expanded services but may also include normal cost increases. Addenda reductions may reflect reduced revenue and/or expense needed to equalize revenue shortfalls.

• No Addenda Added

GENERAL DISTRICT COURT : 161


MONTGOMERY COUNTY, VIRGINIA

Juvenile and Domestic Relations Court

VOTERS General Assembly Juvenile and Domestic Relations Court Juvenile and Domestic Relations Court

Court Services

JUVENILE AND DOMESTIC RELATIONS COURT : 163


J U V E N I L E A N D D O M E S T I C R E L AT I O N S C O U R T

Budget Summary Change FY 20

FY 20

FY 21

FY 22

Revised

Actual

Approved

Base

FY 22 +

Addenda

=

FY 22

Rec. 22/

Recommended

App. 21

EXPENDITURES BY DEPARTMENT Juvenile and Domestic Relations Court

$17,101

$9,682

$14,024

$14,024

$-

$14,024

$8,350

$3,787

$6,500

$6,500

$-

$6,500

$-

$25,451

$13,468

$20,524

$20,524

$-

$20,524

$-

$-

$-

$-

$-

$-

$-

$-

$22,374

$10,649

$20,524

$20,524

$-

$20,524

$-

$3,077

$2,819

$-

$-

$-

$-

$-

$25,451

$13,468

$20,524

$20,524

$-

$20,524

$-

$-

$-

$-

$-

$-

$-

$-

$-

$-

$-

$-

$-

$-

$-

TOTAL UNDESIGNATED REVENUE

$25,451

$13,468

$20,524

$20,524

$-

$20,524

$-

TOTAL REVENUES

$25,451

$13,468

$20,524

$20,524

$-

$20,524

$-

Court Services TOTAL EXPENDITURES

$-

EXPENDITURES BY CLASSIFICATION Personal Services Operations & Maintenance Capital Outlay TOTAL EXPENDITURES

REVENUE BY CLASSIFICATION Local Recovered Costs TOTAL DESIGNATED REVENUE

JUVENILE AND DOMESTIC RELATIONS COURT : 164


J U V E N I L E A N D D O M E S T I C R E L AT I O N S C O U R T

About

The Juvenile and Domestic Relations Court has jurisdiction over all proceedings involving minors, children in need of services, and children who have been abused or neglected. This division also provides probation, counseling and rehabilitation services to children and their families.

Juvenile and Domestic Relations Court

This court hears cases involving adults accused of child abuse, abandonment of children, child support and visitation, custody disputes, offenses against family members, delinquency petitions, and traffic violations. This court provides entrustment agreements, court-ordered rehabilitation services, and court consent for certain medical treatments.

Court Services

Court Services provides probation services for the County’s Juvenile and Domestic Relations Court. The office conducts predisposition reports, processes intake complaints, and maintains an average daily population of 75 juveniles on probation. Office personnel consists of seven probation officers, one secretary and one probation supervisor.

Base Budget Discussion

The base budget is the estimated minimum cost for providing continued services/operations for each division/ department. It is based on the prior year approved budget with adjustments. This budget shows how much it would cost in the next fiscal year to operate the same programs in the current fiscal year.

• No Notable Base Budget Adjustments

Addenda & Reductions Discussion

Addenda consist of dollars over and above the base budget target for operating and capital outlay expenses. Recommended addenda items are often funding provided for new initiatives or expanded services but may also include normal cost increases. Addenda reductions may reflect reduced revenue and/or expense needed to equalize revenue shortfalls.

• No Addenda Added

JUVENILE AND DOMESTIC RELATIONS COURT : 165


MONTGOMERY COUNTY, VIRGINIA

Magistrate

VOTERS General Assembly Courts

Magistrate

MAGISTRATE : 167


M A G I S T R AT E

Budget Summary Change FY 20

FY 20

FY 21

FY 22

Revised

Actual

Approved

Base

FY 22 +

Addenda

=

FY 22

Rec. 22/

Recommended

App. 21

EXPENDITURES BY DEPARTMENT Magistrate

$5,000

$2,890

$5,000

$5,000

$-

$5,000

$-

$5,000

$2,890

$5,000

$5,000

$-

$5,000

$-

$-

$-

$-

$-

$-

$-

$-

$5,000

$2,890

$5,000

$5,000

$-

$5,000

$-

$-

$-

$-

$-

$-

$-

$-

$5,000

$2,890

$5,000

$5,000

$-

$5,000

$-

$-

$-

$-

$-

$-

$-

$-

$-

$-

$-

$-

$-

$-

$-

TOTAL UNDESIGNATED REVENUE

$5,000

$2,890

$5,000

$5,000

$-

$5,000

$-

TOTAL REVENUES

$5,000

$2,890

$5,000

$5,000

$-

$5,000

$-

TOTAL EXPENDITURES

EXPENDITURES BY CLASSIFICATION Personal Services Operations & Maintenance Capital Outlay TOTAL EXPENDITURES

REVENUE BY CLASSIFICATION Local Recovered Costs TOTAL DESIGNATED REVENUE

MAGISTRATE : 168


M A G I S T R AT E

About The Magistrate’s Office provides judicial services for the 27th Judicial District within Region 1. Magistrates possess regional authority and assist all districts within Region 1, which consist of the 27th, 28th, 29th, and 30th Judicial Districts. The Magistrate’s Office operates 24 hours a day, 7 days a week.

Magistrate

The Executive Secretary of the Supreme Court of Virginia appoints magistrates. The Magistrate’s Office conducts probable cause hearings to determine the issuance of arrest warrants, summonses, search warrants, temporary detention orders, emergency custody orders, emergency protective orders, and civil processes. Magistrates also conduct bail hearings to determine release or commitment to jail. Magistrates can accept prepayments for certain traffic infractions and pre-payable misdemeanor offenses.

Highlights • Issued a total of 13,939 processes in Fiscal Year 2021. • Continued to provide 24/7 services in Christiansburg, while providing on-site services to offices in Blacksburg and at Virginia Tech as needed. • The Montgomery County Magistrate’s Office operates 24 hours a day, 7 days a week and provides magistrate services to all localities located within Region 1 of the Commonwealth of Virginia.

Base Budget Discussion

The base budget is the estimated minimum cost for providing continued services/operations for each division/ department. It is based on the prior year approved budget with adjustments. This budget shows how much it would cost in the next fiscal year to operate the same programs in the current fiscal year.

• No Notable Base Budget Adjustments

Addenda & Reductions Discussion

Addenda consist of dollars over and above the base budget target for operating and capital outlay expenses. Recommended addenda items are often funding provided for new initiatives or expanded services but may also include normal cost increases. Addenda reductions may reflect reduced revenue and/or expense needed to equalize revenue shortfalls.

• No Addenda Added

MAGISTRATE : 169


MONTGOMERY COUNTY, VIRGINIA

Clerk of the Circuit Court

VOTERS Clerk of the Circuit Court

CLERK OF THE CIRCUIT COURT : 171


CLERK OF THE CIRCUIT COURT

Budget Summary Change FY 20

FY 20

FY 21

FY 22

Revised

Actual

Approved

Base

FY 22 +

Addenda

=

FY 22

Rec. 22/

Recommended

App. 21

EXPENDITURES BY DEPARTMENT Clerk of the Circuit Court TOTAL EXPENDITURES

$743,713

$704,417

$715,542

$779,147

$-

$779,147

$63,605

$743,713

$704,417

$715,542

$779,147

$-

$779,147

$63,605

$678,036

$633,288

$678,612

$742,217

$-

$742,217

$63,605

$61,887

$66,539

$36,930

$36,930

$-

$36,930

$-

$3,790

$4,590

$-

$-

$-

$-

$-

$743,713

$704,417

$715,542

$779,147

$-

$779,147

$63,605

$47,600

$15,643

$47,600

$47,600

$-

$47,600

$$49,361

EXPENDITURES BY CLASSIFICATION Personal Services Operations & Maintenance Capital Outlay TOTAL EXPENDITURES

REVENUE BY CLASSIFICATION Local Fees Recovered Costs

$28,747

$12,243

$-

$49,361

$-

$49,361

$441,367

$470,365

$441,367

$448,045

$-

$448,045

$6,678

TOTAL DESIGNATED REVENUE

$517,714

$498,251

$488,967

$545,006

$-

$545,006

$56,039

TOTAL UNDESIGNATED REVENUE

$225,999

$206,166

$226,575

$234,141

$-

$234,141

$7,566

TOTAL REVENUES

$743,713

$704,417

$715,542

$779,147

$-

$779,147

$63,605

State Shared Expenses

CLERK OF THE CIRCUIT COURT : 172


CLERK OF THE CIRCUIT COURT

About

The Clerk of the Circuit Court is an elected Constitutional Officer who serves as the record keeper for the County. This division serves as the repository for the Court’s records, a clearinghouse for court information, and is also responsible for maintaining records for all bench and jury trials.

Clerk of the Circuit Court

Clerk of the Circuit Court Division issues concealed handgun permits, subpoenas, processes court orders and collects court fees. Divorces, adoptions, legal name changes, deeds, deeds of trusts, land plats, and assignments are recorded in this office. Other public services include issuing marriage licenses, passports, notary applications; assisting with genealogy research; entering judgments; probating wills and qualifying estate executors; and scanning and imaging of documents.

Highlights • Continued the scanning and digitization of all marriage licenses. Both the assistance of RSVP volunteers and a grant obtained from the Library of Virginia helped offset the cost of this project. • Continued active internship programs with local high schools, community colleges, and universities. • The Clerk, Erica W. Connor, received certifications through the National Center for State Courts as a Certified Court Manager, and also through the Virginia Court Clerk’s Association as a Master Circuit Court Clerk. • Three employees of the Clerk’s office completed the Deputy Clerk Certification Program, achieving Master Deputy Clerk status.

Personnel FY 21 Approved FTE

FY 22 Recommended FTE

Change

Clerk of the Circuit Court

10

11

1

TOTAL

10

11

1

DEPARTMENT

Base Budget Discussion

The base budget is the estimated minimum cost for providing continued services/operations for each division/ department. It is based on the prior year approved budget with adjustments. This budget shows how much it would cost in the next fiscal year to operate the same programs in the current fiscal year.

• Base Salary and Fringe Benefit Adjustments – The FY 21 approved budget included a 3% compensation increase that was contained in Special Contingencies. These funds were distributed to County divisions off cycle during the budget year. In addition to the 3% compensation increase added to the base budget, the budget also includes an increase in the unemployment insurance rate from 0.23% to CLERK OF THE CIRCUIT COURT : 173


CLERK OF THE CIRCUIT COURT 0.53%. All other fringe benefits rates remain unchanged. • Base Compensation Board Revenue Adjustments – A total of $6,678 is added to the base Compensation Board revenue budget. These funds account for the adjustment of revenues as reported by the State Compensation Board reconciled to the FY 21 County approved budget. Each year, Compensation Board funding is reconciled to the County approved budget when final numbers are received from the state. The increase in revenue for FY 21 is due to the County meeting the 100,000 population threshold based on population estimates provided by the Weldon Cooper Center for Public Service and then adjusted for staff turnover. • Deputy Court Clerk (One FTE) Added to the Base Budget – In order to adequately address the large number of jury trials scheduled resulting from court closures due to the COVID-19 pandemic, $49,361 and 1 FTE were added offcycle in FY 21. This position has become part of the base budget for FY 22 and adds one additional FTE to the Clerk of the Circuit Court. This position is funded with designated Clerk of the Circuit Court fee revenues. This position is only funded on a temporary basis to address the current workload demands due to the large number of jury trials expected over the next two years and the position will be eliminated after jury trials are back to normal levels or the Clerk’s designated revenue source is exhausted, whichever comes first. This position would also be eliminated if the Compensation Board would fund a new position.

Addenda & Reductions Discussion

Addenda consist of dollars over and above the base budget target for operating and capital outlay expenses. Recommended addenda items are often funding provided for new initiatives or expanded services but may also include normal cost increases. Addenda reductions may reflect reduced revenue and/or expense needed to equalize revenue shortfalls.

• No Addenda Added

CLERK OF THE CIRCUIT COURT : 174


MONTGOMERY COUNTY, VIRGINIA

Sheriff - Compensation Board

VOTERS Sheriff Compensation Board

Civil and Court Security Field Operations

Jail Block

Jail Operations

SHERIFF - COMPENSATION BOARD : 175


S H E R I F F - C O M P E N S AT I O N B O A R D

Budget Summary Change FY 20

FY 20

FY 21

FY 22

Revised

Actual

Approved

Base

FY 22 +

Addenda

=

FY 22

Rec. 22/

Recommended

App. 21

EXPENDITURES BY DEPARTMENT Civil and Court Security

$840,686

$827,557

$855,701

$875,259

$-

$875,259

$-

$-

$-

$-

$-

$-

$-

$196,883

$194,711

$205,794

$180,978

$-

$180,978

$(24,816)

Jail Operations

$2,162,157

$2,162,157

$2,202,217

$2,289,108

$-

$2,289,108

$86,891

Field Operations

$4,747,399

$4,687,323

$4,802,369

$4,867,770

$-

$4,867,770

$65,401

$7,947,125

$7,871,747

$8,066,081

$8,213,115

$-

$8,213,115

$147,034

$7,443,413

$7,371,981

$7,530,683

$7,677,717

$-

$7,677,717

$147,034

$501,633

$497,556

$535,398

$535,398

$-

$535,398

$-

$2,079

$2,211

$-

$-

$-

$-

$-

$7,947,125

$7,871,747

$8,066,081

$8,213,115

$-

$8,213,115

$147,034

Dispatching Jail Block

TOTAL EXPENDITURES

$19,558

EXPENDITURES BY CLASSIFICATION Personal Services Operations & Maintenance Capital Outlay TOTAL EXPENDITURES

REVENUE BY CLASSIFICATION Local Recovered Costs

$-

$7,183

$-

$-

$-

$-

$-

State Shared Expenses

$4,273,003

$4,241,551

$4,273,003

$4,271,623

$-

$4,271,623

$(1,380)

$139,074

$166,551

$139,074

$139,074

$-

$139,074

$-

TOTAL DESIGNATED REVENUE

State Jail Block

$4,412,077

$4,415,285

$4,412,077

$4,410,697

$-

$4,410,697

$(1,380)

TOTAL UNDESIGNATED REVENUE

$3,535,048

$3,456,462

$3,654,004

$3,802,418

$-

$3,802,418

$148,414

TOTAL REVENUES

$7,947,125

$7,871,747

$8,066,081

$8,213,115

$-

$8,213,115

$147,034

SHERIFF - COMPENSATION BOARD : 176


S H E R I F F - C O M P E N S AT I O N B O A R D

About

This division is designed to show the costs shared between the state and the County for operations of the Sheriff’s Office. The Montgomery County Sheriff’s Office safeguards life, liberty and property, and maintains civil order. The Sheriff’s Office provides uniformed patrols, civil process service, corrections and courthouse security; and conducts motor vehicle accident investigations and criminal investigations.

Civil and Court Security

The Civil and Court Security department’s responsibilities include service of civil process such as asset levies and seizures, and sale of those assets. Security of the Courthouse and surroundings is also maintained by this division.

Dispatching

Dispatching functions have been moved to the New River Valley Emergency Communications Regional Authority.

Jail Block

This is the jail per diem sent to the County by the State for the housing and care of inmates. Funds are based on the number of inmates housed and the charges placed against them and/or their sentence. All funds are used to operate the jail as mandated by the Code of Virginia.

Jail Operations

This department provides for the care and security of jail inmates. Educational, recreational and medical services are provided to those inmates requesting and/or needing them. Daily logs are kept on various duties, such as checking on each inmate two times each hour and transporting inmates to other jurisdictions and courts. The number of inmates housed in the jail must be maintained and reported to the state.

Field Operations

Field Operations’ duties include patrolling the County, responding to citizen calls for service, crime prevention, state criminal and traffic law enforcement, County ordinance enforcement, life and property protection, peace preservation, and criminal apprehension.

Highlights • Responded to 26,196 calls for service in 2020. • Served 26,558 civil processes in 2020. • Conducted 703 traffic crash investigations in 2020. • A total of 939 court sessions were worked by the civil division in 2020.

SHERIFF - COMPENSATION BOARD : 177


S H E R I F F - C O M P E N S AT I O N B O A R D

Personnel FY 21 Approved FTE

FY 22 Recommended FTE

Change

Civil and Court Security

12

12

0

Dispatching

0

0

0

Jail Block

0

0

0

Jail Operations

27

27

0

Field Operations

61

61

0

TOTAL

100

100

0

DEPARTMENT

Base Budget Discussion

The base budget is the estimated minimum cost for providing continued services/operations for each division/ department. It is based on the prior year approved budget with adjustments. This budget shows how much it would cost in the next fiscal year to operate the same programs in the current fiscal year.

• Base Salary and Fringe Benefit Adjustments – The FY 21 approved budget included a 3% compensation increase that was contained in Special Contingencies. These funds were distributed to County divisions off cycle during the budget year. In addition to the 3% compensation increase added to the base budget, the budget also includes an increase in the unemployment insurance rate from 0.23% to 0.53%. All other fringe benefits rates remain unchanged. • Base Compensation Board Revenue Adjustments – A total of ($1,380) is reduced from the base Compensation Board revenue budget. These funds account for the adjustment of revenues as reported by the State Compensation Board reconciled to the FY 21 County approved budget. Each year, Compensation Board funding is reconciled to the County approved budget when final numbers are received from the state. The adjustment in revenue for FY 21 is due to the County meeting the 100,000 population threshold based on population estimates provided by the Weldon Cooper Center for Public Service and then adjusted for staff turnover.

Addenda & Reductions Discussion Addenda consist of dollars over and above the base budget target for operating and capital outlay expenses. Recommended addenda items are often funding provided for new initiatives or expanded services but may also include normal cost increases. Addenda reductions may reflect reduced revenue and/or expense needed to equalize revenue shortfalls.

• No Addenda Added

SHERIFF - COMPENSATION BOARD : 178


MONTGOMERY COUNTY, VIRGINIA

Sheriff - County

VOTERS Sheriff

County

Civil and Court Security

Jail Operations

Civil Criminal & Court Investigations Security

Police Training Academy

Civil & Court Field Operations Security

Support Services

Civil Inmate & Court Litter Pickup Security Program

Western VA Regional Jail

SHERIFF - COUNTY : 179


SHERIFF - COUNTY

Budget Summary Change FY 20

FY 20

FY 21

FY 22

Revised

Actual

Approved

Base

FY 22 +

FY 22

Addenda

Rec. 22/

= Recommended

App. 21

EXPENDITURES BY DEPARTMENT Civil and Court Security Dispatching Jail Operations Field Operations Police Training Academy Wireless 911 Support Services Criminal Investigations

$585,231

$585,230

$612,469

$643,495

$-

$643,495

$-

$-

$-

$-

$-

$-

$31,026 $-

$309,213

$282,846

$337,561

$480,240

$16,513

$496,753

$159,192

$1,530,962

$1,438,771

$1,559,738

$1,638,341

$-

$1,638,341

$78,603

$114,420

$57,436

$57,745

$57,745

$-

$57,745

$-

$-

$-

$-

$-

$-

$-

$-

$421,702

$217,239

$254,507

$203,496

$-

$203,496

$(51,011)

$99,180

$24,515

$11,000

$11,000

$-

$11,000

$$22,813

Inmate Litter Pickup

$59,750

$40,138

$59,750

$82,563

$-

$82,563

Contracted Overtime

$121,105

$121,105

$111,400

$111,400

$-

$111,400

$-

$4,174,432

$3,611,247

$4,174,432

$4,078,385

$-

$4,078,385

$(96,047)

$7,415,995

$6,378,527

$7,178,602

$7,306,665

$16,513

$7,323,178

$144,576

Personal Services

$1,991,005

$1,812,410

$1,944,001

$1,904,624

$-

$1,904,624

$(39,377)

Operations & Maintenance

$4,219,334

$3,759,451

$4,280,249

$4,388,154

$16,513

$4,404,667

$124,418

Capital Outlay

$1,205,656

$806,665

$954,352

$1,013,887

$-

$1,013,887

$59,535

$7,415,995

$6,378,527

$7,178,602

$7,306,665

$16,513

$7,323,178

$144,576

$-

$-

$-

$-

$-

$-

$-

$2,000

$-

$2,000

$2,000

$-

$2,000

$-

Western VA Regional Jail TOTAL EXPENDITURES EXPENDITURES BY CLASSIFICATION

TOTAL EXPENDITURES REVENUE BY CLASSIFICATION Local E 911 Tax Project Life Saver Interest Local Fees Courthouse Security Fees Jail Non Con. State Confiscations Federal Confiscations Local Recovered Costs Local Jail Fees Local DNA Fees

$140

$55

$140

$140

$-

$140

$-

$4,137

$4,137

$4,137

$4,137

$-

$4,137

$-

$140,000

$98,495

$140,000

$140,000

$-

$140,000

$-

$50

$128

$50

$50

$-

$50

$-

$-

$3,993

$-

$-

$-

$-

$-

$-

$-

$-

$-

$-

$-

$-

$101,000

$125,046

$101,000

$101,000

$-

$101,000

$-

$8,000

$5,010

$8,000

$8,000

$-

$8,000

$-

$500

$951

$500

$500

$-

$500

$-

$7,000

$9,843

$7,000

$7,000

$-

$7,000

$-

Local Inmate Medical Fees

$800

$496

$800

$800

$-

$800

$-

Local Prisoner/Boarding

$800

$400

$800

$800

$-

$800

$-

Local Fingerprinting

$800

$993

$800

$800

$-

$800

$-

$-

$-

$-

$-

$-

$-

$-

Background Fees

$33,250

$36,741

$33,250

$33,250

$-

$33,250

$-

HEM Drug Testing

$7,000

$3,600

$7,000

$7,000

$-

$7,000

$-

HEM Monitoring

$30,000

$32,966

$30,000

$30,000

$-

$30,000

$-

HEM Connection

$2,500

$1,617

$2,500

$2,500

$-

$2,500

$-

$-

$-

$-

$-

$-

$-

$-

Local Inmate Phone Fees

HEM Shared Expenses

Donations State Wireless 911

$-

$-

$-

$-

$-

$-

$-

$337,977

$324,472

$337,977

$337,977

$-

$337,977

$-

TOTAL UNDESIGNATED REVENUE

$7,078,018

$6,054,054

$6,840,625

$6,968,688

$16,513

$6,985,201

$144,576

TOTAL REVENUES

$7,415,995

$6,378,527

$7,178,602

$7,306,665

$16,513

$7,323,178

$144,576

TOTAL DESIGNATED REVENUE

SHERIFF - COUNTY : 180


SHERIFF - COUNTY

About

The Montgomery County Sheriff’s Office safeguards life, liberty and property, and maintains civil order. The Sheriff’s Office provides uniformed patrols, civil process service, corrections and courthouse security; and conducts motor vehicle accident investigations and criminal investigations.

Civil and Court Security

The Civil and Court Security department’s responsibilities include service of civil process such as asset levies and seizures, and sale of those assets. Security of the Courthouse and surroundings is also maintained by this division.

Dispatching

Public Safety Answering Point (PSAP) functions are now handled by the New River Valley Emergency Communications Regional Authority.

Jail Operations

This department provides for the care and security of jail inmates. Educational, recreational and medical services are provided to those inmates requesting and/or needing them. Daily logs are kept on various duties, such as checking on each inmate two times each hour and transporting inmates to other jurisdictions and courts. The number of inmates housed in the jail must be maintained and reported to the state.

Field Operations

Field Operations’ duties include patrolling the county, responding to citizen calls for service, crime prevention, state criminal and traffic law enforcement, County ordinance enforcement, life and property protection, peace preservation, and criminal apprehension.

Police Training Academy

The Montgomery County Sheriff’s Office is a member of the New River Criminal Justice Training Academy (NRCJTA) for the purpose of meeting the standards of the Department of Criminal Justice Services and state training requirements. The academy provides for basic training, re-certifications, and other specialized training as required.

Wireless 911

The state mandates that localities provide Wireless 911 services, and the Virginia Wireless Board supplements funding for Wireless 911. The New River Valley Emergency Communications Regional Authority assumed these duties July 2016.

Support Services

The Support Services department provides administrative and operational support services to all other departments within the Sheriff’s Office. Responsibilities include grants, accreditation, public presentations/ community events, Drug Abuse Resistance Education (D.A.R.E.), school resource officers, training, policy/ procedure, media relations, public information, uniform/equipment acquisition, website management, planning, Citizen’s Police Academy, and the Project Lifesaver program.

Criminal Investigations

The Criminal Investigations department investigates complex cases involving traditional and non-traditional criminal conduct, including but not limited to organized crime, misuse of public funds, fraud, consumer fraud, SHERIFF - COUNTY : 181


SHERIFF - COUNTY crimes against persons including murder, rape, robbery, crimes against property, narcotics and other crimes.

Inmate Litter Pickup Program

This covers the cost of overtime for a deputy to supervise the Inmate Litter Pickup Program to clean litter from County roads.

Contracted Overtime

These are services paid for by outside entities such as Virginia Tech, U.S. Forest Service and the U.S. Marshals.

Western VA Regional Jail

The County is a participant in the Western Virginia Regional Jail (WVRJ) in Roanoke County, Virginia. The WVRJ facility has 805 general population beds and can be expanded to hold an additional 649 inmates. The regional jail serves Montgomery, Franklin and Roanoke counties and the City of Salem.

Highlights • Featured on local news for locating missing hikers using new UAS (Drone) technology. • Received a first place trophy for the VACP Law Enforcement Challenge (51-150 deputies). The award is for 2018 enforcement in impaired driving, speed, and occupant protection. The award is based not only on statistics, but also for prevention programs conducted such as Youth of Virginia Speak Out (YOVASO), DUI/ Distracted Driving Golf Cart, and the Shattered Dreams Mock Crashes to name a few. • The Auburn Middle School Resource Officer and YOVASO won a $500 prize for obtaining a 6% increase seat belt usage. • Eleven MCSO inmates graduated the Inside Out Fatherhood program. • Sheriff Partin and deputies were sworn in for their new four-year term, following Sheriff Partin’s re-election. • Featured by local media for the Books and Badges program through New River Community College and current deputy employed at MCSO. • Due to the COVID-19 pandemic, deputies had to adapt to a new type of policing with physical distancing and the community has been overwhelmingly supportive.

Personnel DEPARTMENT Civil and Court Security Dispatching Jail Operations Field Operations Police Training Academy

FY 21 Approved FTE

FY 22 Recommended FTE

Change

10.25

10.25

0

0

0

0

4

2

-2

11.25

11.25

0

0

0

0

SHERIFF - COUNTY : 182


SHERIFF - COUNTY FY 21 Approved FTE

FY 22 Recommended FTE

Change

Wireless 911

0

0

0

Support Services

1

1

0

Criminal Investigations

0

0

0

Inmate Litter Pickup

0

0

0

Contracted Overtime

0

0

0

DEPARTMENT

Western VA Regional Jail TOTAL

0

0

0

26.5

24.5

-2

Base Budget Discussion

The base budget is the estimated minimum cost for providing continued services/operations for each division/ department. It is based on the prior year approved budget with adjustments. This budget shows how much it would cost in the next fiscal year to operate the same programs in the current fiscal year.

• Base Salary and Fringe Benefit Adjustments – The FY 21 approved budget included a 3% compensation increase that was contained in Special Contingencies. These funds were distributed to County divisions off cycle during the budget year. In addition to the 3% compensation increase added to the base budget, the budget also includes an increase in the unemployment insurance rate from 0.23% to 0.53%. All other fringe benefits rates remain unchanged. • Jail Medical Expenses and Base Position Changes – In the past, the County employed a part-time jail doctor and two deputies with emergency medical technician (EMT) certifications that provided inmate medical services. Due to liability and pay demand issues, the Sheriff’s Office has not been able to adequately fund the medical needs of the jail inmates. In FY 21, the Sheriff entered into a contract with a third-party vendor to provide jail medical expenses. The total cost of this contract for FY 22 is estimated at $280,000. To help fund these expenses, the Sheriff is eliminating two county funded deputy positions (2 FTE) and the jail doctor position. These positions provide $167,440 in total base savings and the elimination of 2 full-time positions. An additional $96,047 has been reduced from the Regional Jail budget due to lower inmate populations over the past several years. The remaining $16,513 has been funded as an addendum below.

Addenda & Reductions Discussion

Addenda consist of dollars over and above the base budget target for operating and capital outlay expenses. Recommended addenda items are often funding provided for new initiatives or expanded services but may also include normal cost increases. Addenda reductions may reflect reduced revenue and/or expense needed to equalize revenue shortfalls.

• $16,513 is Added for Jail Medical Expenses – Additional funding has been added to cover the cost of providing medical services to inmates. As stated above, the Sheriff’s Office has not been able to adequately fund the medical needs of the jail inmates. In FY 21, the Sheriff entered into a contract with a third-party vendor to provide jail medical expenses. The total cost of this contract for FY 22 is estimated at $280,000. To help fund these expenses, the Sheriff is eliminating two county funded deputy positions (2 FTE) and the SHERIFF - COUNTY : 183


SHERIFF - COUNTY jail doctor position. These positions provide $167,440 in total base savings and the elimination of 2 fulltime positions. An additional $96,047 has been reduced from the Regional Jail budget due to lower inmate populations over the past several years. These savings added to this addendum of $16,513 provides $280,000 in FY 22 to cover the contract cost.

SHERIFF - COUNTY : 184


MONTGOMERY COUNTY, VIRGINIA

Fire Departments and Rescue Squads

VOTERS Board of Supervisors Fire and Rescue Commission

Fire Departments

Rescue Squads

Blacksburg Fire Department

Blacksburg Rescue Squad

Christiansburg Fire Department

Christiansburg Civil & Court Rescue Security Squad

Elliston Fire Department

Civil & Court Long Shop McCoy Rescue Squad Security

Long Shop McCoy Fire Department

Riner Civil &Rescue Court Security Squad

Riner Fire Department

Civil Shawsville & Court Rescue Security Squad

FIRE DEPARTMENTS AND RESCUE SQUADS : 185


FIRE DEPARTMENTS AND RES CUE S QUAD S

Budget Summary Change FY 20

FY 20

FY 21

FY 22

Revised

Actual

Approved

Base

FY 22 +

Addenda

=

FY 22

Rec. 22/

Recommended

App. 21

EXPENDITURES BY DEPARTMENT Retirement; Insurance; and Incentives

$476,311

$359,210

$417,900

$417,900

$7,200

$425,100

$7,200

Blacksburg Fire Department

$125,342

$125,342

$125,342

$132,012

$-

$132,012

$6,670

Christiansburg Fire Department

$182,807

$154,851

$125,295

$125,295

$-

$125,295

$-

Elliston Fire Department

$136,011

$126,017

$125,000

$110,000

$-

$110,000

$(15,000)

$95,040

$95,040

$95,040

$95,040

$-

$95,040

$-

Long Shop McCoy Fire Department Riner Fire Department

$99,173

$99,173

$104,173

$99,173

$-

$99,173

$(5,000)

Blacksburg Rescue Squad

$119,187

$119,187

$119,187

$119,187

$-

$119,187

$-

Christiansburg Rescue Squad

$113,950

$103,950

$103,950

$103,950

$-

$103,950

$-

Long Shop McCoy Rescue Squad

$58,910

$58,910

$48,301

$48,301

$-

$48,301

$-

Riner Rescue Squad

$74,015

$74,015

$80,015

$95,015

$-

$95,015

$15,000

$126,583

$126,583

$96,583

$96,583

$-

$96,583

$-

Fuel Contingency

$-

$-

$-

$-

$-

$-

$-

Funds to be Distributed by F&R Comm

$-

$-

$38,795

$31,125

$-

$31,125

$(7,670)

$41,830

$-

$-

$-

$-

$-

$-

Shawsville Rescue Squad

Radio Reserve Training Center

$71,150

$53,714

$8,200

$14,200

$-

$14,200

$6,000

$1,720,309

$1,495,991

$1,487,781

$1,487,781

$7,200

$1,494,981

$7,200

$476,311

$359,210

$417,900

$417,900

$7,200

$425,100

$7,200

$71,150

$53,714

$8,200

$14,200

$-

$14,200

$6,000

Fire Departments

$638,373

$600,423

$574,850

$561,520

$-

$561,520

$(13,330)

Rescue Squads

$492,645

$482,645

$448,036

$463,036

$-

$463,036

$15,000

Radio Reserve

$41,830

$-

$-

$-

$-

$-

$-

$-

$-

$38,795

$31,125

$-

$31,125

$(7,670)

$1,720,309

$1,495,991

$1,487,781

$1,487,781

$7,200

$1,494,981

$7,200

Local Recovered Costs

$-

$101

$-

$-

$-

$-

$-

Donations

$-

$-

$-

$-

$-

$-

$-

$-

$101

$-

$-

$-

$-

$-

TOTAL UNDESIGNATED REVENUE

$1,720,309

$1,495,890

$1,487,781

$1,487,781

$7,200

$1,494,981

$7,200

TOTAL REVENUES

$1,720,309

$1,495,991

$1,487,781

$1,487,781

$7,200

$1,494,981

$7,200

TOTAL EXPENDITURES

EXPENDITURES BY CLASSIFICATION Retirement and Insurance Training Center

Funds to be Distributed by F&R Comm TOTAL EXPENDITURES

REVENUE BY CLASSIFICATION

TOTAL DESIGNATED REVENUE

FIRE DEPARTMENTS AND RESCUE SQUADS : 186


FIRE DEPARTMENTS AND RES CUE S QUAD S

About

The County provides funding for the five volunteer fire departments and the five volunteer rescue squads that deliver emergency services to citizens.

Retirement and Insurance

The County has coverage for fire and rescue members which includes accident and sickness, workers compensation, life insurance, and retirement benefits.

Fire Departments

Fire departments provide volunteer fire services to County and town residents. The Virginia Department of Fire Programs’ basic training for firefighters involves a minimum of 192 hours, which includes 160 hours of Firefighter Level 1 training and 32 hours of hazmat training. This does not include the in-house training required to operate the equipment of individual departments.

Rescue Squads

Rescue squads provide volunteer rescue services to County and town residents. The Virginia Department of Health’s Office of Emergency Medical Services and local squads offer training for squad members. The Emergency Medical Technician (EMT) is required to complete a minimum of 154 hours of training, enhanced rescue members have 256 hours of training, the intermediate rescuer has 528 training hours and paramedics have a minimum 781 training hours. This prepares rescue squad volunteers to provide basic emergency medical care and transportation for patients. Local squads require volunteers to answer calls at will and on assigned call nights.

Regional Fire and Rescue Training Center

The Regional Training Center is available to all agencies in Montgomery County as well as Floyd, Giles and the Radford Army Ammunition Plant Fire Departments. The Training Center property is owned by the Blacksburg Fire Department Foundation with a 25 year lease to Montgomery County. All buildings on site have been purchased through private donations and grants, and the County insures the property. The Town of Christiansburg and the Town of Blacksburg provided labor and equipment for site development. Volunteer fire personnel constructed training aids such as a maze, ladder tower, and ventilation simulator for use at the center.

Highlights • Fire Departments responded to 2,592 calls for service. • Rescue Squads responded to 10,721 calls for service. • Completed renovations at the new Riner Rescue station. • Fire Departments and Rescue Squads have assisted with numerous COVID-19 testing sites and influenza vaccination distribution sites. • Riner Rescue received a new response vehicle. • Elliston Fire received a new response vehicle.

FIRE DEPARTMENTS AND RESCUE SQUADS : 187


FIRE DEPARTMENTS AND RES CUE S QUAD S Fire and Rescue Operating Budgets

Fire Departments

FY 22

FY 22

FY 22

FY 22

FY 22

Base

Recurring

Recurring

One-time

Total

Budget

Addition

Budget

Addition

Blacksburg FD

$125,342

$-

$125,342

$6,670

$132,012

Christiansburg FD

$125,295

$-

$125,295

$-

$125,295

Elliston FD

$110,000

$-

$110,000

$-

$110,000

Long Shop/McCoy FD

$95,040

$-

$95,040

$-

$95,040

Riner FD

$99,173

$-

$99,173

$-

$99,173

$554,850

$-

$554,850

$6,670

$561,520

Blacksburg RS

$119,187

$-

$119,187

$-

$119,187

Christiansburg RS

Subtotal for FD Rescue Squads

$103,950

$-

$103,950

$-

$103,950

Long Shop/McCoy RS

$48,301

$-

$48,301

$-

$48,301

Riner RS

$80,015

$15,000

$95,015

$-

$95,015

Shawsville RS

$96,583

$-

$96,583

$-

$96,583

Subtotal for RS

$448,036

$15,000

$463,036

$-

$463,036

Fire and Rescue Training Center

$8,200

$6,000

$14,200

$-

$14,200

Fire and Rescue Training Center

$8,200

$6,000

$14,200

$-

$14,200

Distribution by Fire & Rescue Commission

$20,000

$(20,000)

$-

$-

$-

Subtotal Undistributed

$20,000

$(20,000)

$-

$-

$-

Fire and Rescue Contingency

$38,795

$(1,000)

$37,795

$(6,670)

$31,125

Total Fire and Rescue Contingency

$38,795

$(1,000)

$37,795

$(6,670)

$31,125

$1,069,881

$-

$1,069,881

$-

$1,069,881

Total - Operating Budgets

Base Budget Discussion

The base budget is the estimated minimum cost for providing continued services/operations for each division/ department. It is based on the prior year approved budget with adjustments. This budget shows how much it would cost in the next fiscal year to operate the same programs in the current fiscal year.

• $1,069,881 is Included for Fire and Rescue Operations – As part of this year’s base budget process, the Fire and Rescue Commission distributed $27,670 in base funding to cover fire and rescue recurring and one-time budget requests for FY 22. Of this $27,670, $21,000 has been allocated to recurring needs and $6,670 has been allocated to one-time items. The remaining $31,125 has been set-aside in a fire and rescue contingency to address future unknown issues that may arise during the year.

FIRE DEPARTMENTS AND RESCUE SQUADS : 188


FIRE DEPARTMENTS AND RES CUE S QUAD S • As shown in the chart on the previous page, the Regional Fire & Rescue Training Center’s costs are shown separately to delineate the operating and one-time costs for individual fire departments and rescue squads compared to the costs for operating the training center.

Addenda & Reductions Discussion Addenda consist of dollars over and above the base budget target for operating and capital outlay expenses. Recommended addenda items are often funding provided for new initiatives or expanded services but may also include normal cost increases. Addenda reductions may reflect reduced revenue and/or expense needed to equalize revenue shortfalls.

• $7,200 is Added for Insurance Premium Increases – Due a favorable experience rating, the budgeted fire and rescue insurance cost decreased for FY 21.

Note: $1,317,387 or one and 1/2 penny of the real estate tax rate is included in the FY 21 capital budget for Fire and Rescue capital needs. These funds are located in the County Capital tab at the end of the budget document.

FIRE DEPARTMENTS AND RESCUE SQUADS : 189


MONTGOMERY COUNTY, VIRGINIA

Animal Care and Adoption Center

VOTERS Board of Supervisors County Administrator Assistant County Administrator/CFO Animal Care and Adoption Center

ANIMAL CARE AND ADOPTION CENTER : 191


ANIMAL CARE AND ADOPTION CENTER

Budget Summary Change FY 20

FY 20

FY 21

FY 22

Revised

Actual

Approved

Base

FY 22 +

Addenda

=

FY 22

Rec. 22/

Recommended

App. 21

EXPENDITURES BY DEPARTMENT Animal Care & Adoption Center - County

$407,098

$357,288

$398,954

$411,099

$-

$411,099

$12,145

Animal Care & Adoption Center Donations

$262,989

$223,549

$232,727

$241,770

$-

$241,770

$9,043

$670,087

$580,837

$631,681

$652,869

$-

$652,869

$21,188

Personal Services

$494,416

$467,975

$491,820

$513,008

$-

$513,008

$21,188

Operations & Maintenance

$173,371

$106,854

$139,861

$139,861

$-

$139,861

$-

$2,300

$6,008

$-

$-

$-

$-

$-

$670,087

$580,837

$631,681

$652,869

$-

$652,869

$21,188

TOTAL EXPENDITURES

EXPENDITURES BY CLASSIFICATION

Capital Outlay TOTAL EXPENDITURES

REVENUE BY CLASSIFICATION Local Fees

$75,000

$73,971

$80,000

$80,000

$-

$80,000

$-

Private Grants

$-

$17,500

$-

$-

$-

$-

$-

Recovered Costs

$-

$-

$-

$-

$-

$-

$-

$214,109

$40,730

$214,109

$214,109

$(40,000)

$174,109

$(40,000)

TOTAL DESIGNATED REVENUE

Donations

$289,109

$132,201

$294,109

$294,109

$(40,000)

$254,109

$(40,000)

TOTAL UNDESIGNATED REVENUE

$380,978

$448,637

$337,572

$358,760

$40,000

$398,760

$61,188

TOTAL REVENUES

$670,087

$580,837

$631,681

$652,869

$-

$652,869

$21,188

ANIMAL CARE AND ADOPTION CENTER : 192


ANIMAL CARE AND ADOPTION CENTER

About

The Animal Care and Adoption Center, which opened in 2017, combines animal care and recreation services. Located on five acres along Cinnabar Road near the County’s Frog Pond recreational area, the 16,300 square foot Center’s primary goal is to increase animal adoptions by expanding visitation and maximizing visibility through attractive design, in a recreational setting. The Center represents a transition from a traditional pound facility to a community hub for companion animal resources and leisure time events. Donations and County dollars support the Center and its staff.

Animal Care and Adoption Center

The Center offer educational tours and classes, vaccination and spay/neuter clinics, pet training classes, animal demonstrations, outdoor events and other leisure time activities. Long range plans include integrating the Center with a dog park and walking trails connecting the Frog Pond, picnic shelters, and disc golf course, making the entire area a recreation destination.

Animal Care and Adoption Center-Donations

Donations support 27% of the facility and staffing costs to operate the Center.

Highlights • The Animal Care and Adoption Center has an adoption-friendly philosophy and a mission focused on education, adoption, and community. • In 2020, more than 1,500 pets were adopted, reclaimed, or rescued, and the center achieved a 94.2% live release rate. • In 2020, staff collaborated with many local businesses and teaching institutions to provide valuable care and enrichment for center animals, as well as sponsoring or participating in several national and local adoption and community events.

Personnel DEPARTMENT Animal Care & Adoption Center - County Animal Care & Adoption Center - Donations TOTAL

FY 21 Approved FTE

FY 22 Recommended FTE

Change

5.5

5.5

0

3

3

0

8.5

8.5

0

ANIMAL CARE AND ADOPTION CENTER : 193


ANIMAL CARE AND ADOPTION CENTER

Base Budget Discussion

The base budget is the estimated minimum cost for providing continued services/operations for each division/ department. It is based on the prior year approved budget with adjustments. This budget shows how much it would cost in the next fiscal year to operate the same programs in the current fiscal year.

• Base Salary and Fringe Benefit Adjustments – The FY 21 approved budget included a 3% compensation increase that was contained in Special Contingencies. These funds were distributed to County divisions off cycle during the budget year. In addition to the 3% compensation increase added to the base budget, the budget also includes an increase in the unemployment insurance rate from 0.23% to 0.53%. All other fringe benefits rates remain unchanged.

Addenda & Reductions Discussion

Addenda consist of dollars over and above the base budget target for operating and capital outlay expenses. Recommended addenda items are often funding provided for new initiatives or expanded services but may also include normal cost increases. Addenda reductions may reflect reduced revenue and/or expense needed to equalize revenue shortfalls.

• ($40,000) is Reduced from the ACAC’s Donation Revenue Budget – This reflects an estimated reduction in the dependence of donations to support the ACAC.

ANIMAL CARE AND ADOPTION CENTER : 194


MONTGOMERY COUNTY, VIRGINIA

General Services

VOTERS Board of Supervisors County Administrator General Services

Administration

Housekeeping

Motor Pool

Animal Control

Inspections

Solid Waste Collections

Buildings and Grounds

Lawns and Landscaping

Stormwater Management

Centralized Maintenance

Litter Control

Thompson Landfill

Garage

Mid-County Landfill

GENERAL SERVICES : 195


GENERAL SERVICES

Budget Summary Change FY 20

FY 20

FY 21

FY 22

Revised

Actual

Approved

Base

FY 22 +

Addenda

=

FY 22

Rec. 22/

Recommended

App. 21

EXPENDITURES BY DEPARTMENT Administration

$580,014

$413,083

$430,330

$440,872

$-

$440,872

$10,542

Animal Control

$234,519

$210,394

$218,884

$276,454

$-

$276,454

$57,570 $(2,470)

Buildings and Grounds

$1,989,436

$1,812,728

$1,892,011

$1,889,541

$-

$1,889,541

Centralized Maintenance

$146,199

$114,448

$150,000

$150,000

$-

$150,000

$-

Housekeeping

$536,504

$520,272

$532,957

$533,561

$-

$533,561

$604

Lawns and Landscaping

$293,566

$215,822

$269,863

$270,130

$-

$270,130

$267

Litter Control

$104,747

$96,977

$103,655

$105,885

$-

$105,885

$2,230

$1,941,100

$1,896,512

$1,826,178

$1,886,882

$184,594

$2,071,476

$245,298

Motor Pool

$430,286

$339,092

$124,470

$124,470

$-

$124,470

$-

Garage Operations

$125,003

$124,264

$104,219

$106,814

$-

$106,814

$2,595

Stormwater Management

$111,121

$109,823

$117,500

$119,962

$-

$119,962

$2,462

Inspections

$423,227

$369,097

$396,077

$414,320

$-

$414,320

$18,243

Mid-County Landfill

$134,066

$89,531

$128,200

$128,200

$-

$128,200

$$-

Solid Waste Collections

Soil Erosion and Sediment Control

$-

$-

$1,000

$1,000

$-

$1,000

$88,000

$52,338

$53,000

$53,000

$-

$53,000

$-

$7,137,788

$6,364,382

$6,348,344

$6,501,091

$184,594

$6,685,685

$337,341

Personal Services

$3,323,262

$3,089,109

$3,318,440

$3,471,187

$34,594

$3,505,781

$187,341

Operations & Maintenance

$2,890,631

$2,677,116

$2,791,934

$2,791,934

$150,000

$2,941,934

$150,000

Thompson Landfill TOTAL EXPENDITURES EXPENDITURES BY CLASSIFICATION

Capital Outlay TOTAL EXPENDITURES

$923,895

$598,157

$237,970

$237,970

$-

$237,970

$-

$7,137,788

$6,364,382

$6,348,344

$6,501,091

$184,594

$6,685,685

$337,341

REVENUE BY CLASSIFICATION Local Animal Licenses

$-

$-

$-

$-

$-

$-

$-

Dog & Cat Sterilization

$-

$1,271

$-

$-

$-

$-

$-

Local Recovered Costs

$177,359

$150,862

$171,379

$171,379

$-

$171,379

$-

Local Courthouse Maintenance

$40,000

$28,221

$40,000

$40,000

$-

$40,000

$-

Local Health/HS Utilities

$81,330

$56,960

$81,330

$81,330

$-

$81,330

$-

Local Health/HS Maintenance

$11,665

$18,900

$11,665

$11,665

$-

$11,665

$-

Local Cons Utility Tax

$-

$-

$-

$-

$-

$-

$-

$5,700

$-

$5,700

$5,700

$-

$5,700

$-

State Litter Control Grant

$16,450

$25,223

$16,450

$16,450

$-

$16,450

$-

Jail Block Revenue

$21,500

$21,500

$21,500

$21,500

$-

$21,500

$-

Local Soil Erosion Fees

$24,970

$28,082

$24,970

$24,970

$-

$24,970

$-

Local Waste Collection

Local Stormwater Fees

$21,385

$23,950

$21,385

$21,385

$-

$21,385

$-

Local Building Permits

$103,771

$133,817

$103,771

$103,771

$-

$103,771

$-

$950

$1,725

$950

$950

$-

$950

$-

Local Electrical Permits

$24,620

$28,760

$24,620

$24,620

$-

$24,620

$-

Local Mechanical Permits

$15,800

$18,022

$15,800

$15,800

$-

$15,800

$-

Local Plumbing Permits

$15,340

$14,726

$15,340

$15,340

$-

$15,340

$-

Local Manufactured Housing Permits

$6,000

$7,102

$6,000

$6,000

$-

$6,000

$-

Local Re-inspect Fees

$1,320

$2,310

$1,320

$1,320

$-

$1,320

$-

$568,160

$561,431

$562,180

$562,180

$-

$562,180

$-

TOTAL UNDESIGNATED REVENUE

$6,569,628

$5,802,951

$5,786,164

$5,938,911

$184,594

$6,123,505

$337,341

TOTAL REVENUES

$7,137,788

$6,364,382

$6,348,344

$6,501,091

$184,594

$6,685,685

$337,341

Local Occupancy Permits

TOTAL DESIGNATED REVENUE

GENERAL SERVICES : 196


GENERAL SERVICES

About

General Services division is responsible for auxiliary and operational support services for all County divisions. Services are provided through Administration, Animal Control, Buildings and Grounds, Centralized Maintenance, Housekeeping, Lawns and Landscaping, Litter Control, and Solid Waste Collection. The division also oversees Internal Services, Engineering, Stormwater, Landfills, and Inspections.

Administration

This department manages administrative functions for the division.

Animal Control

Animal Control enforces County ordinances and state laws relating to animals, including impounding stray dogs, investigating livestock deaths due to animals, quarantines for animals involved in bite cases, and investigating animal cruelty. It also maintains the safety of the public as it pertains to animal ordinances and educates the public about animal laws and welfare.

Buildings and Grounds

Buildings and Grounds is responsible for the preservation of County facilities. It maintains 37 County buildings and facilities, eight recreational parks and two industrial parks, and provides general labor support for repair and remodeling projects.

Centralized Maintenance

Centralized Maintenance funds one-time projects such as emergency repairs that are not generally funded through the operational budget due to their nature.

Garage Operations

Garage Operations provides efficient repairs, services, inspections and maintenance of about 165 County vehicles, including the sheriff’s fleet.

Housekeeping

The Housekeeping department provides custodial services to ensure the cleanliness and safety of 11 County facilities, which is 441,520 square feet of space.

Inspections

Inspections is responsible for the enforcement of the Uniform Statewide Building Code to protect health, safety and welfare of citizens.

Lawns and Landscaping

Lawns & Landscaping is responsible for maintaining 106 acres of property, including landscaping services, tree trimming and grass cutting. It also assists in maintaining recreational facilities, including the Motor Mile Complex, Plum Creek ballfields, Auburn ballfields, and the new and old Shawsville elementary schools ballfields.

Litter Control

Litter Control manages the annual roadside waste clean-up, hazardous waste collection and annual latex paint GENERAL SERVICES : 197


GENERAL SERVICES exchange. It also works in conjunction with the towns of Christiansburg and Blacksburg, and Virginia Tech to maintain litter control efforts within the County.

Motor Pool

The Motor Pool provides a centralized pool of County owned vehicles for use by County divisions while conducting County business.

Solid Waste Collections

Solid Waste Collections provides 10 consolidated sites where residents may dispose of household trash, bulky items and recyclables.

Stormwater Management

This department implements and ensures regulation and permit compliance with the County’s Stormwater Management ordinance and the Municipal Separate Storm Sewer System (MS4) permits. Stormwater regulations protect water quality from harmful pollutants that can accumulate when rain and snowmelt flow over impervious surfaces (streets, parking areas, buildings, etc.). When heavy or prolonged rains saturate the ground surface, runoff is channeled into storm sewers that ultimately end up in streams, creeks, rivers and the ocean. This department also administers policies, procedures and respective fee schedules related to stormwater compliance, and reviews erosion and sediment control plans prior to issuing land disturbing permits, prepares reports for the Virginia Department of Environmental Quality, and responds to citizen concerns about stormwater drainage issues.

Thompson and Mid-County Landfills

The Thompson and Mid-County Landfills were closed in 1993 and 1997, respectively. State and federal laws and regulations required the County to perform groundwater monitoring and mitigation, in 2013 the Department of Environmental Quality required an additional 10 years of monitoring landfills.

Highlights • In response to the COVID-19 pandemic, staff facilitated and implemented the necessary disease prevention measures to help keep both citizens visiting government buildings and employees working in those buildings safe. • While Broomin’ and Bloomin’ cleanup did not occur in the traditional form as in years past due the impacts from COVID-19, 12 dedicated volunteers did individually clean up smaller portions of Montgomery County, totaling 2.5 miles.

Personnel DEPARTMENT

FY 21 Approved FTE

FY 22 Recommended FTE

Change

Administration

4

4

0

Animal Control

3.75

4.75

1

Buildings and Grounds

7

7

0

Centralized Maintenance

0

0

0

GENERAL SERVICES : 198


GENERAL SERVICES FY 21 Approved FTE

FY 22 Recommended FTE

Change

Friends of Animal Care and Control

0

0

0

Housekeeping

11

11

0

Lawns and Landscaping

4

4

0

Litter Control

1

1

0

9.8

9.8

0

Motor Pool

0

0

0

Garage Operations

2

2

0

Stormwater Management

1

1

0

Inspections

5

5

0

Mid-County Landfill

0

0

0

Soil Erosion and Sediment Control

0

0

0

Thompson Landfill

0

0

0

48.55

49.55

1

DEPARTMENT

Solid Waste Collections

TOTAL

Base Budget Discussion

The base budget is the estimated minimum cost for providing continued services/operations for each division/ department. It is based on the prior year approved budget with adjustments. This budget shows how much it would cost in the next fiscal year to operate the same programs in the current fiscal year.

• Base Salary and Fringe Benefit Adjustments – The FY 21 approved budget included a 3% compensation increase that was contained in Special Contingencies. These funds were distributed to County divisions off cycle during the budget year. In addition to the 3% compensation increase added to the base budget, the budget also includes an increase in the unemployment insurance rate from 0.23% to 0.53%. All other fringe benefits rates remain unchanged. • Animal Control Officer Position (One FTE) Added to the Base Budget – As part of the FY 2021 approved budget, $58,417 was added for an Animal Control Officer to increase services and address workload issues in the County. This position was deferred and held in Special Contingencies for the FY 21 approved budget due to revenue concerns related to the Covid-19 pandemic. As revenues stabilized in FY 21, the position was transferred from Special Contingencies to the General Services Division and has become part of the base budget for FY 22.

Addenda & Reductions Discussion Addenda consist of dollars over and above the base budget target for operating and capital outlay expenses. Recommended addenda items are often funding provided for new initiatives or expanded services but may also include normal cost increases. Addenda reductions may reflect reduced revenue and/or expense needed to equalize revenue shortfalls.

• $150,000 is Added for the Increased Cost of Tipping Fees at the Solid Waste Authority – In FY 21, GENERAL SERVICES : 199


GENERAL SERVICES the Solid Waste Authority increased the cost of tipping fees for various types of solid waste. This increase became effective after the adoption of the County’s budget in FY 21. In addition to the increase for FY 21, fees are also expected to increase for FY 22. Based on solid waste collections and actual tipping fee expenditures at the authority in FY 19, 20, and FY 21, $150,000 has been added to the budget to cover the fee increase in FY 21 and the anticipated increase for FY 22. • $34,594 is Added to Cover Minimum Wage Increases – Additional funding has been added to cover the cost of new minimum wage increases that take effect through January 1, 2022. The General Services Division has several part-time unclassified positions that are currently below the new state minimum wage. This increase provides sufficient funding to cover the new minimum wage standards through FY 22. Below are the new minimum wage changes per year in Virginia: Dates

Per hour rate

Prior to 5/1/21

$7.25

5/1/21

$9.50

1/1/22

$11.00

1/1/23

$12.00

1/1/25

$13.50

1/1/26

$15.00

GENERAL SERVICES : 200


MONTGOMERY COUNTY, VIRGINIA

Children’s Services Act

VOTERS Board of Supervisors County Administrator Assistant County Administrator/CFO

Human Services Children’s Services Act

CHILDREN’S SERVICES ACT : 201


CHILDREN’S SERVICES ACT

Budget Summary Change FY 20

FY 20

FY 21

FY 22

Revised

Actual

Approved

Base

FY 22 +

Addenda

=

FY 22

Rec. 22/

Recommended

App. 21

EXPENDITURES BY DEPARTMENT Children's Services Act

$1,651,969

$1,558,963

$1,651,969

$1,651,969

$-

$1,651,969

$-

TOTAL EXPENDITURES

$1,651,969

$1,558,963

$1,651,969

$1,651,969

$-

$1,651,969

$-

EXPENDITURES BY CLASSIFICATION Personal Services Operations & Maintenance Public Assistance Capital Outlay TOTAL EXPENDITURES

$-

$-

$-

$-

$-

$-

$-

$4,200

$416

$4,200

$4,200

$-

$4,200

$-

$1,647,769

$1,558,548

$1,647,769

$1,647,769

$-

$1,647,769

$-

$-

$-

$-

$-

$-

$-

$-

$1,651,969

$1,558,963

$1,651,969

$1,651,969

$-

$1,651,969

$-

$-

REVENUE BY CLASSIFICATION Local Recovered Costs State CSA TOTAL DESIGNATED REVENUE

TOTAL UNDESIGNATED REVENUE

TOTAL REVENUES

$-

$62,952

$-

$-

$-

$-

$1,162,784

$725,877

$1,162,784

$1,162,784

$-

$1,162,784

$-

$1,162,784

$788,828

$1,162,784

$1,162,784

$-

$1,162,784

$-

$489,185

$770,135

$489,185

$489,185

$-

$489,185

$-

$1,651,969

$1,558,963

$1,651,969

$1,651,969

$-

$1,651,969

$-

CHILDREN’S SERVICES ACT : 202


CHILDREN’S SERVICES ACT

About

The Children’s Services Act for At-Risk Youth and Families (CSA) was established by the General Assembly to improve coordination, eliminate duplication of services and ensure that costly residential care is provided only in cases where it was clearly warranted. The law requires localities to establish Community Policy and Management teams, and Family Assessment and Planning teams to administer the program. The law also mandates that certain groups of children receive services, primarily special education and foster care. The County is required to provide a local match for all expenditures.

Children’s Services Act

The Community Policy and Management Team (CPMT) is responsible for developing policies, managing funds allocated to the County, and authorizing expenditures of these funds. CPMT is comprised of at least one elected or appointed official and agency heads from the local Department of Social Services, school system, Community Services Board (mental health) and the Court Services Unit (juvenile justice), a parent and a private provider. Each CPMT must also establish and appoint at least one Family Assessment and Planning Team (FAPT) to work with families to develop an individualized family service plan or plan of care based on the strengths and needs of the family.

Highlights • In FY20, CSA served 74 at-risk children and their families through foster homes, residential facilities, IEP Private Day School placements, and community-based services to include evaluations, in-home services, and life skills training.

Base Budget Discussion

The base budget is the estimated minimum cost for providing continued services/operations for each division/ department. It is based on the prior year approved budget with adjustments. This budget shows how much it would cost in the next fiscal year to operate the same programs in the current fiscal year.

• No Notable Base Budget Adjustments

Addenda & Reductions Discussion Addenda consist of dollars over and above the base budget target for operating and capital outlay expenses. Recommended addenda items are often funding provided for new initiatives or expanded services but may also include normal cost increases. Addenda reductions may reflect reduced revenue and/or expense needed to equalize revenue shortfalls.

• No Addenda Added

CHILDREN’S SERVICES ACT : 203


MONTGOMERY COUNTY, VIRGINIA

Human Services

VOTERS Board of Supervisors County Administrator Assistant County Administrator/CFO

Human Services

Alternative Community Programs

Human Services

Retired Senior Volunteer Program

HUMAN SERVICES : 205


HUMAN SERVICES

Budget Summary Change FY 20

FY 20

FY 21

FY 22

Revised

Actual

Approved

Base

FY 22 +

Addenda

=

FY 22

Rec. 22/

Recommended

App. 21

EXPENDITURES BY DEPARTMENT Alternative Community Programs

$51,160

$49,572

$51,160

$52,048

$-

$52,048

$888

Human Services

$173,263

$150,024

$168,575

$172,882

$-

$172,882

$4,307

Retired Senior Volunteer Program

$184,086

$146,685

$158,603

$167,795

$-

$167,795

$9,192

$408,509

$346,281

$378,338

$392,725

$-

$392,725

$14,387

$329,335

$314,411

$331,030

$345,417

$-

$345,417

$14,387

$71,974

$24,561

$47,308

$47,308

$-

$47,308

$-

$7,200

$7,310

$-

$-

$-

$-

$-

$408,509

$346,281

$378,338

$392,725

$-

$392,725

$14,387

$-

$30

$-

$-

$-

$-

$-

TOTAL EXPENDITURES

EXPENDITURES BY CLASSIFICATION Personal Services Operations & Maintenance Capital Outlay TOTAL EXPENDITURES

REVENUE BY CLASSIFICATION Local User Fees Recovered Costs

$-

$-

$-

$-

$-

$-

$-

$4,152

$13,576

$-

$-

$-

$-

$-

State CSA Administration

$12,000

$-

$12,000

$12,000

$-

$12,000

$-

State VJCCCA

$49,392

$49,393

$49,392

$49,392

$-

$49,392

$-

Federal RSVP

$48,543

$57,918

$56,043

$56,043

$-

$56,043

$-

TOTAL DESIGNATED REVENUE

$114,087

$120,917

$117,435

$117,435

$-

$117,435

$-

TOTAL UNDESIGNATED REVENUE

$294,422

$225,364

$260,903

$275,290

$-

$275,290

$14,387

TOTAL REVENUES

$408,509

$346,281

$378,338

$392,725

$-

$392,725

$14,387

Donations

HUMAN SERVICES : 206


HUMAN SERVICES

About

Human Services division administers the Alternative Community Program, Human Services, Retired and Senior Volunteer Program (RSVP), Virginia Juvenile Community Crime Control Act (VJCCCA) and the Children’s Services Act (CSA).

Alternative Community Programs

This department provides court-involved youth programs that include juvenile community service, home confinement, and home electronic monitoring.

Human Services

The Human Services department keeps citizens, agencies and County government informed about services and programs in the areas of human service delivery. They also examine youth issues and administer the VJCCCA programs.

Retired Senior Volunteer Program

Retired and Senior Volunteer Program (RSVP) invites adults age 55 and over to use their life experience and skills to participate more fully in the life of their community through significant volunteer service. RSVP acts as a clearinghouse to match volunteers’ interests and skills with agencies and organizations that need assistance while providing opportunities that promote independence and an active lifestyle.

Highlights • Thirty-eight juveniles completed an online, evidence-based offender education program and received a certificate of completion. • Thirty-eight juveniles completed 573 community service hours at non-profit organizations. • Managed 11 juveniles through the Home Electronic Monitoring for a total of 470 days. • In FY20, 228 RSVP volunteers provided 37,254 hours of service to 60 different non-profit organizations. • Ten RSVP volunteers met with 808 seniors and disabled individuals throughout the New River Valley during the 2020 Medicare Part D Open Enrollment Period, saving a total of $519,443 for all clients. Five of the 10 volunteers are trained and certified Virginia Insurance and Counseling Assistance Program counselors. • RSVP volunteers raised $9,527 in 2019 (calendar year) and $6,753 in 2020 through fundraising programs, enabling the program to provide two $1,000 scholarships to students pursuing a degree in the Human Services or Medical Field; fund events for area military and veteran programs; and several other projects that benefit the non-profit organizations where volunteers serve. • In 2020, in collaboration with the New River Valley Agency on Aging, Radford-Fairlawn Daily Bread, and the Virginia Veteran and Family Support Program, 145 homebound seniors and veterans residing in Montgomery County and the City of Radford received one bag of basic household supplies and one bag of personal care items. HUMAN SERVICES : 207


HUMAN SERVICES

Personnel FY 21 Approved FTE

FY 22 Recommended FTE

Change

Alternative Community Programs

0

0

0

Human Services

2

2

0

Retired Senior Volunteer Program

2.5

2.5

0

TOTAL

4.5

4.5

0

DEPARTMENT

Base Budget Discussion

The base budget is the estimated minimum cost for providing continued services/operations for each division/ department. It is based on the prior year approved budget with adjustments. This budget shows how much it would cost in the next fiscal year to operate the same programs in the current fiscal year.

• Base Salary and Fringe Benefit Adjustments – The FY 21 approved budget included a 3% compensation increase that was contained in Special Contingencies. These funds were distributed to County divisions off cycle during the budget year. In addition to the 3% compensation increase added to the base budget, the budget also includes an increase in the unemployment insurance rate from 0.23% to 0.53%. All other fringe benefits rates remain unchanged.

Addenda & Reductions Discussion

Addenda consist of dollars over and above the base budget target for operating and capital outlay expenses. Recommended addenda items are often funding provided for new initiatives or expanded services but may also include normal cost increases. Addenda reductions may reflect reduced revenue and/or expense needed to equalize revenue shortfalls.

• No Addenda Added

HUMAN SERVICES : 208


MONTGOMERY COUNTY, VIRGINIA

New River Health District

VOTERS General Assembly

Governor Secretary of Health and Human Services State Department of Health New River Health District

NEW RIVER HEALTH DISTRICT : 209


N E W R I V E R H E A LT H D I S T R I C T

Budget Summary Change FY 20

FY 20

FY 21

FY 22

Revised

Actual

Approved

Base

FY 22 +

Addenda

=

FY 22

Rec. 22/

Recommended

App. 21

EXPENDITURES BY DEPARTMENT Public Health

$596,435

$596,435

$604,488

$604,488

$-

$604,488

$-

$596,435

$596,435

$604,488

$604,488

$-

$604,488

$-

$-

$-

$-

$-

$-

$-

$-

$596,435

$596,435

$604,488

$604,488

$-

$604,488

$-

$-

$-

$-

$-

$-

$-

$-

$596,435

$596,435

$604,488

$604,488

$-

$604,488

$-

$-

$-

$-

$-

$-

$-

$-

$-

$-

$-

$-

$-

$-

$-

TOTAL UNDESIGNATED REVENUE

$596,435

$596,435

$604,488

$604,488

$-

$604,488

$-

TOTAL REVENUES

$596,435

$596,435

$604,488

$604,488

$-

$604,488

$-

TOTAL EXPENDITURES

EXPENDITURES BY CLASSIFICATION Personal Services Direct Payment Capital Outlay TOTAL EXPENDITURES

REVENUE BY CLASSIFICATION Local Revenue Refunds TOTAL DESIGNATED REVENUE

NEW RIVER HEALTH DISTRICT : 210


N E W R I V E R H E A LT H D I S T R I C T

About

The New River Health District, one of the Virginia Department of Health’s (VDH) 35 health districts, is comprised of Floyd, Giles, Montgomery and Pulaski counties and the City of Radford. The district’s environmental health program provides site evaluation and permits for on-site sewage disposal (septic systems) and wells, inspection of restaurants, schools, day care centers, summer camps and festivals to ensure food safety, rabies investigation and follow-up, and general environmental complaint investigations.

New River Health District

The Health District provides services in local health department clinics, schools, homes and at other sites in the community to prevent and control the spread of contagious diseases, including child and adult immunizations, immunizations for overseas travel, well baby care, and family planning. Other services include provision of the Women, Infants and Children (WIC) program, distribution of free car safety seats to eligible families, Resource Mothers Program and health education services.

Highlights • The district received Project Public Health Ready (PPHR) certification from the National Association of County and City Health Officials. PPHR is a criteria-based training and recognition program that assesses local health department capacity and capability to plan for, respond to, and recover from public health emergencies. • The environmental health team achieved conformance with Standard 3 and Standard 5 of the FDA’s Voluntary National Retail Food Regulatory Food Program Standards. Standard 3 establishes an inspection program based on Hazard Analysis and Critical Control Point (HACCP) Principles while Standard 5 addresses the department’s ability to identify and respond to Foodborne Outbreaks and Food Defense. • As one of the leaders of the New River Valley COVID-19 Task Force, the health district utilized staff throughout the NRV to: • Create and continue to manage a COVID-19 call center to support the New River Valley community by answering questions, assessing personal risk factors, receiving complaints, and scheduling for testing. • Offer community testing for COVID-19 via drive-thru clinics, multiple times per week. • Maintain our relationship with Virginia Tech under the academic health department, utilizing support for COVID-19 response. • Expand and better utilize our volunteer base, the Medical Reserve Corps. • Assist the Fralin Biomedical Research Institute in transitioning from a research lab to a clinical lab to run COVID RT-PCR tests, including future preparations for saliva testing. • Collaborate with long-term care facilities for testing of residents and staff and assisted with management of COVID-19 cases and outbreaks. • Work with Virginia Tech, Radford University, New River Community College, and local public school systems on mitigation plans, exercises and containment strategies. • Facilitate testing of college student athletes and staff. • Work with localities regarding mitigation and testing plans for staff, including first responders, public NEW RIVER HEALTH DISTRICT : 211


N E W R I V E R H E A LT H D I S T R I C T works, and recreation. • Provide follow-up education and enforcement of Executive Orders regarding face coverings in public and worked with the Regional Commission’s Business Continuity Team. • Maintain regular but adjusted operations in order to ensure continuity of care for all New River Health District clients. • Continue to plan for mass COVID vaccination efforts.

Base Budget Discussion The base budget is the estimated minimum cost for providing continued services/operations for each division/ department. It is based on the prior year approved budget with adjustments. This budget shows how much it would cost in the next fiscal year to operate the same programs in the current fiscal year.

• No Notable Base Budget Adjustments

Addenda & Reductions Discussion Addenda consist of dollars over and above the base budget target for operating and capital outlay expenses. Recommended addenda items are often funding provided for new initiatives or expanded services but may also include normal cost increases. Addenda reductions may reflect reduced revenue and/or expense needed to equalize revenue shortfalls.

• No Addenda Added

NEW RIVER HEALTH DISTRICT : 212


MONTGOMERY COUNTY, VIRGINIA

Social Services

VOTERS Board of Supervisors Social Services Board Social Services

SOCIAL SERVICES : 213


SOCIAL SERVICES

Budget Summary Change FY 20

FY 20

FY 21

FY 22

Revised

Actual

Approved

Base

FY 22 +

Addenda

=

FY 22

Rec. 22/

Recommended

App. 21

EXPENDITURES BY DEPARTMENT Social Services TOTAL EXPENDITURES

$6,474,900

$6,325,349

$6,228,024

$6,364,979

$-

$6,364,979

$136,955

$6,474,900

$6,325,349

$6,228,024

$6,364,979

$-

$6,364,979

$136,955

$4,075,169

$3,924,021

$4,066,842

$4,098,310

$-

$4,098,310

$31,468

EXPENDITURES BY CLASSIFICATION Personal Services Operations & Maintenance

$333,240

$373,158

$333,240

$333,240

$-

$333,240

$-

$1,986,491

$1,955,660

$1,827,942

$1,933,429

$-

$1,933,429

$105,487

$80,000

$72,510

$-

$-

$-

$-

$-

$6,474,900

$6,325,349

$6,228,024

$6,364,979

$-

$6,364,979

$136,955

$5,032,099

$5,010,834

$4,873,550

$4,984,902

$-

$4,984,902

$111,352

Federal Pass Through

$242,350

$192,335

$242,350

$302,557

$-

$302,557

$60,207

Local Recovered Costs

$70,000

$183,615

$70,000

$70,000

$-

$70,000

$-

TOTAL DESIGNATED REVENUE

$5,344,449

$5,386,784

$5,185,900

$5,357,459

$-

$5,357,459

$171,559

TOTAL UNDESIGNATED REVENUE

$1,130,451

$938,565

$1,042,124

$1,007,520

$-

$1,007,520

$(34,604)

TOTAL REVENUES

$6,474,900

$6,325,349

$6,228,024

$6,364,979

$-

$6,364,979

$136,955

Public Assistance Capital Outlay TOTAL EXPENDITURES

REVENUE BY CLASSIFICATION State/Federal Assistance

SOCIAL SERVICES : 214


SOCIAL SERVICES

About

The Department of Social Services (DSS) division assists families and individuals in becoming socially and economically self-sufficient and independent. Benefit programs include temporary assistance for needy families, food assistance, Medicaid, energy assistance, general relief, fraud prevention and children’s medical security insurance. DSS works closely with other community agencies to promote the stability and self-sufficiency of community families through referrals to services not available in this agency. It also promotes the creation of services not currently available in the community. The agency works to avoid duplication of services provided by other agencies and to respond to needs not currently addressed in the community.

Social Services

Social Services assists in work programs including adoption, adult services/adult protective services, child protective services, day care services for children, foster care, court services and employment services. The department focuses, in the least intrusive manner, on services that individuals and families cannot provide for themselves.

Highlights • Increased efficiency for all Benefits Program Specialists through the purchase of scanners. • Hired two additional Child Protective Service Workers to meet increased caseloads. • Received additional funds to increase the Companion Program, which provides in-home support for elderly and disabled adults and increases the likelihood of the individual maintaining their independent living situation. • The Self-Sufficiency Unit facilitated multiple job fairs throughout the year and connected potential employers with those in need of work.

Personnel DEPARTMENT

FY 21 Approved FTE

FY 22 Recommended FTE

Change

Social Services

68

68

0

TOTAL

68

68

0

Base Budget Discussion

The base budget is the estimated minimum cost for providing continued services/operations for each division/ department. It is based on the prior year approved budget with adjustments. This budget shows how much it would cost in the next fiscal year to operate the same programs in the current fiscal year.

• Base Salary and Fringe Benefit Adjustments – The FY 21 approved budget included a 3% compensation increase that was contained in Special Contingencies. These funds were distributed to County divisions off cycle during the budget year. In addition to the 3% compensation increase added to SOCIAL SERVICES : 215


SOCIAL SERVICES the base budget, the budget also includes an increase in the unemployment insurance rate from 0.23% to 0.53%. All other fringe benefits rates remain unchanged. • Base Revenue and Expenditure Reconciliation Adjustments – The base budget revenue and expenditures accounts have been adjusted based on the reconciliation of state and federal funding for FY 21. Each year, following the confirmation of funding available from sources other than County dollars, the base budget for the Department of Social Services is adjusted within the fiscal year, and this adjustment becomes the base budget for the next fiscal year. The FY 21 reconciled County Budget for this Division totaled $6,544,915; $5,287,459 in state and federal dollars and $1,257,456 in County dollars. Based on the reconciliation for FY 21, a total of $171,559 is added to the base revenue budget for FY 22 and $105,487 is added to base expenditures specifically for public assistance programs.

Addenda & Reductions Discussion

Addenda consist of dollars over and above the base budget target for operating and capital outlay expenses. Recommended addenda items are often funding provided for new initiatives or expanded services but may also include normal cost increases. Addenda reductions may reflect reduced revenue and/or expense needed to equalize revenue shortfalls. • No Addenda Added

SOCIAL SERVICES : 216


MONTGOMERY COUNTY, VIRGINIA

Parks and Recreation

VOTERS Board of Supervisors County Administrator Assistant County Administrator/CFO

Parks and Recreation

Administration

Community Recreation Programs

Senior Tours and Recreation Programs

Aquatics

Outdoor Recreation

Special Programs

Athletics

Parks and Playgrounds

Summer Programs

PARKS AND RECREATION : 217


PA R K S A N D R E C R E AT I O N

Budget Summary Change FY 20

FY 20

FY 21

FY 22

Revised

Actual

Approved

Base

FY 22 +

Addenda

=

FY 22

Rec. 22/

Recommended

App. 21

EXPENDITURES BY DEPARTMENT Administration

$877,876

$783,137

$891,556

$881,230

$44,984

$926,214

$34,658

Aquatics

$83,261

$71,707

$83,261

$85,151

$-

$85,151

$1,890

Athletics

$159,729

$79,196

$159,729

$160,612

$-

$160,612

$883

Community Recreation Programs

$12,151

$1,868

$12,151

$12,151

$-

$12,151

$-

Outdoor Recreation

$11,629

$7,206

$11,629

$11,629

$-

$11,629

$-

Parks and Playgrounds

$86,350

$86,122

$25,350

$25,350

$-

$25,350

$-

Senior Tours

$13,623

$8,868

$13,623

$13,745

$-

$13,745

$122

$3,425

$1,541

$3,425

$3,425

$-

$3,425

$-

$29,725

$3,127

$19,975

$19,975

$-

$19,975

$-

Senior Recreation Program Special Programs Summer Programs

$36,002

$13,386

$37,002

$37,871

$-

$37,871

$869

$1,313,771

$1,056,160

$1,257,701

$1,251,139

$44,984

$1,296,123

$38,422

Personal Services

$928,877

$816,125

$942,557

$935,995

$44,984

$980,979

$38,422

Operations & Maintenance

$302,624

$165,028

$315,144

$315,144

$-

$315,144

$-

$82,270

$75,006

$-

$-

$-

$-

$-

$1,313,771

$1,056,160

$1,257,701

$1,251,139

$44,984

$1,296,123

$38,422

$3,830

$1,830

$3,830

$3,830

$-

$3,830

$-

TOTAL EXPENDITURES

EXPENDITURES BY CLASSIFICATION

Capital Outlay TOTAL EXPENDITURES

REVENUE BY CLASSIFICATION Local Property Rental Local Adult Rec. Fees

$-

$660

$1,000

$1,000

$-

$1,000

$-

$34,600

$22,178

$34,600

$34,600

$-

$34,600

$-

$-

$750

$-

$-

$-

$-

$-

Local Senior Tour Fees

$13,000

$7,233

$16,500

$16,500

$-

$16,500

$-

Local Senior Rec. Fees

$500

$722

$500

$500

$-

$500

$-

$12,000

$5,960

$8,000

$8,000

$-

$8,000

$-

Local Athletics Fees Local Comm. Rec. Fees

Local Outdoor Rec. Fees Local Special Event Fees

$1,000

$15

$500

$500

$-

$500

$-

Local Summer Rec. Fees

$28,700

$105

$28,700

$28,700

$-

$28,700

$-

Local Pool Fees

$72,000

$57,894

$72,000

$72,000

$-

$72,000

$-

Local Recovered Costs

$-

$1,250

$-

$-

$-

$-

$-

Local Fundraising

$-

$-

$-

$-

$-

$-

$-

Scholarship Revenue

$500

$947

$500

$500

$-

$500

$-

$166,130

$99,545

$166,130

$166,130

$-

$166,130

$-

TOTAL UNDESIGNATED REVENUE

$1,147,641

$956,615

$1,091,571

$1,085,009

$44,984

$1,129,993

$38,422

TOTAL REVENUES

$1,313,771

$1,056,160

$1,257,701

$1,251,139

$44,984

$1,296,123

$38,422

TOTAL DESIGNATED REVENUE

PARKS AND RECREATION : 218


PA R K S A N D R E C R E AT I O N

About

The Parks and Recreation division provides quality, customer-valued recreation programs and facilities that engage participants and add value to the quality of life. Programming and facilities are offered in aquatics; athletics and team sports; youth, adult and senior wellness and education; outdoor recreation; tours; special events; and summer programs.

Administration

Administration oversees the operation of all recreational programs and parks facilities. Responsibilities also include the division’s budget management, marketing, facility design, and planning for future recreational needs.

Aquatics

The Frog Pond offers a safe and fun swimming environment and quality instruction for leisure and educational swimming programs for all ages, including infants. The Stroke and Turn Clinic teaches strokes and turns with a competitive edge for those who want to join a competitive swim team.

Athletics

The Athletics department focuses on children ranging from pre-K to middle school and the approach that recreational sports should place more emphasis on educational and social benefits rather than competition. A strong focus is also placed on good sportsmanship from participants, parents and spectators. Each program is built around teaching the fundamentals and ensuring that every participant receives an enjoyable and lasting recreation experience in a safe and positive environment.

Community Recreation Programs

Community Recreation Programs offer a diverse schedule of education/recreation-based activities for youth. Activities include martial arts, cooking, drawing, painting, and holidaythemed classes.

Outdoor Recreation

This department provides diverse programming based on adventure, conservation, environmental education and experiential education with a focus on high adventure. Montgomery County was one of the first municipal departments to offer outdoor recreation programs in Southwest Virginia. PARKS AND RECREATION : 219


PA R K S A N D R E C R E AT I O N Parks and Playgrounds

Montgomery County has seven parks ranging from small pocket parks to linear biking and hiking trails to its largest 110 acre Mid-County Park. Swimming, picnicking, hiking, canoeing, kayaking, athletic ball fields, playgrounds, walking tracks and natural areas are all amenities that can be found at the parks. Private pool and shelter rentals are also available.

Senior Tours

Senior Tours are designed and selected for active travelers 50 and older who like to explore regional interests and attractions while discovering the area’s well-kept secrets and making new friends. The one day excursions are planned to nearby cities, museums, sporting events, festivals, professional theater, and dining destinations.

Senior Recreation Program

This department offers the Mountain Trekkers Hiking Club and the New River Valley Senior Games to adults 50 and older to encourage enrichment of their lives through activity and knowledge. Educational and wellness programs and health screenings/clinics promoting physical and mental health are also offered. Monthly luncheons provide an opportunity to meet socially and enjoy activities.

Special Programs

The Special Programs department provides a broad range of special events that can span from events for youth to events for the whole family, including creative Christmas themed programs and Rock the Pond summertime events held annually.

Summer Programs

This department provides a broad range of services to the community. The Frog Hoppers Camp is the most popular program, providing a safe and fun environment for children that will offer growth and education about the outdoors, swimming lessons and crafts. This camp is for children entering 1st grade to students leaving the 5th grade. Nature hikes, fun games and field trips teach children that it is fun to get out and go play!

Highlights • Athletics pulled off a record Fall Ball season in the middle of a pandemic with 10 teams and 118 kids. • In July 2019, the second annual movie night, featuring “The Little Mermaid,” was a huge success with over 475 participants. • Frog Pond utilization for the 2019 season was 16,379 swimmers, an increase of 733 swimmers over the previous years. • In October 2019, the Government Center Trick or Treat event welcomed over 900 trick or treaters, with participants receiving candy and voting on the best office costumes, door decorations and a pumpkin contest

PARKS AND RECREATION : 220


PA R K S A N D R E C R E AT I O N

Personnel DEPARTMENT

FY 21 Approved FTE

FY 22 Recommended FTE

Change

Administration

2

2

0

Aquatics/Summer/Community Programs

1

1

0

Athletics

2

2

0

Maintenance

4

4

0

Outdoor Recreation/Parks and Playgrounds

1

1

0

Senior Recreation Program/ Senior Tours

1

1

0

TOTAL

11

11

0

Base Budget Discussion

The base budget is the estimated minimum cost for providing continued services/operations for each division/ department. It is based on the prior year approved budget with adjustments. This budget shows how much it would cost in the next fiscal year to operate the same programs in the current fiscal year.

• Base Salary and Fringe Benefit Adjustments – The FY 21 approved budget included a 3% compensation increase that was contained in Special Contingencies. These funds were distributed to County divisions off cycle during the budget year. In addition to the 3% compensation increase added to the base budget, the budget also includes an increase in the unemployment insurance rate from 0.23% to 0.53%. All other fringe benefits rates remain unchanged.

Addenda & Reductions Discussion

Addenda consist of dollars over and above the base budget target for operating and capital outlay expenses. Recommended addenda items are often funding provided for new initiatives or expanded services but may also include normal cost increases. Addenda reductions may reflect reduced revenue and/or expense needed to equalize revenue shortfalls.

• $44,984 is Added to Cover Minimum Wage Increases – Additional funding has been added to cover the cost of new minimum wage increases that take effect through January 1, 2022. The Parks and Recreation Division has several part-time unclassified positions that are currently below the new state minimum wage. This increase provides sufficient funding to cover the new minimum wage standards through FY 22. Below are the new minimum wage changes per year in Virginia: Dates

Per hour rate

Prior to 5/1/21

$7.25

5/1/21

$9.50

1/1/22

$11.00

1/1/23

$12.00

1/1/25

$13.50

1/1/26

$15.00

PARKS AND RECREATION : 221


MONTGOMERY COUNTY, VIRGINIA

Regional Library System

VOTERS Board of Supervisors Library Board Regional Library System

REGIONAL LIBRARY SYSTEM : 223


REGIONAL LIBRARY SYSTEM

Budget Summary Change FY 20

FY 20

FY 21

FY 22

Revised

Actual

Approved

Base

FY 22

$2,405,234

$2,253,711

$2,246,303

$2,336,750

$10,930

$2,347,680

$101,377

$2,405,234

$2,253,711

$2,246,303

$2,336,750

$10,930

$2,347,680

$101,377

$1,770,536

$1,682,138

$1,796,655

$1,887,102

$10,930

$1,898,032

$101,377

$549,552

$495,135

$449,648

$449,648

$-

$449,648

$-

$85,146

$76,438

$-

$-

$-

$-

$-

+

Addenda

=

FY 22

Rec. 22/

Recommended

App. 21

EXPENDITURES BY DEPARTMENT Regional Library System TOTAL EXPENDITURES

EXPENDITURES BY CLASSIFICATION Personal Services Operations & Maintenance Capital Outlay Lump Sum Reduction

$-

$-

$-

$-

$-

$-

$-

$2,405,234

$2,253,711

$2,246,303

$2,336,750

$10,930

$2,347,680

$101,377

Local Photo Copy Sales

$25,000

$17,276

$25,000

$25,000

$(16,500)

$8,500

$(16,500)

Local Library Fines

$29,000

$22,203

$29,000

$29,000

$(24,700)

$4,300

$(24,700)

Local Library Fees

$2,700

$1,803

$2,700

$2,700

$(2,300)

$400

$(2,300)

Passports

$8,000

$9,955

$8,000

$8,000

$(4,000)

$4,000

$(4,000)

Floyd Contribution

$71,748

$71,748

$67,548

$67,548

$12,273

$79,821

$12,273

Blacksburg Contribution

$15,000

$15,000

$15,000

$15,000

$-

$15,000

$-

Christiansburg Contribution

$15,000

$15,000

$15,000

$15,000

$-

$15,000

$-

Local Donations

$42,991

$51,193

$-

$-

$-

$-

$-

$-

$887

$-

$-

$-

$-

$-

$220,278

$227,142

$225,285

$225,285

$22,013

$247,298

$22,013

$429,717

$432,206

$387,533

$387,533

$(13,214)

$374,319

$(13,214)

TOTAL UNDESIGNATED REVENUE

$1,975,517

$1,821,504

$1,858,770

$1,949,217

$24,144

$1,973,361

$114,591

TOTAL REVENUES

$2,405,234

$2,253,711

$2,246,303

$2,336,750

$10,930

$2,347,680

$101,377

TOTAL EXPENDITURES

REVENUE BY CLASSIFICATION

Local Recovered Costs State Aid TOTAL DESIGNATED REVENUE

REGIONAL LIBRARY SYSTEM : 224


REGIONAL LIBRARY SYSTEM

About The Montgomery-Floyd Regional Library System has branch libraries in Blacksburg, Christiansburg, Shawsville and Floyd. Reading and other materials are offered in a variety of formats, including eBooks, downloadable and streaming audiobooks, music, and movies. Public computers, wireless access, databases and office and entertainment software are available in each library. The Christiansburg and Floyd libraries maintain special sections for genealogy and local history.

Regional Library System Staff members of the regional system are trained to help citizens use the library, download material and locate information. Library services include assistance with job searching and resume building, computer classes, summer reading programs for all ages, special events, programs, book discussion groups and story times. Public meeting rooms in each library branch are available to individuals and groups to use on a first-come basis. Meadowbrook has a dedicated craft room. The Library also offers notary services and is a passport acceptance agency.

Highlights • The Montgomery-Floyd Regional Library (MFRL) welcomed over 275,000 visitors in 2019, and checked out 541,050 items. • Patrons used library computers or wireless to access the Internet over 70,000 sessions. • Library staff processed passport applications for over 350 individuals. • Created an online signup for new library cards with instant access to electronic resources and item request capability. • Added over 30 wireless hotspots to the collection, so patrons can access wireless Internet in their homes. • Enhanced the Teen Spaces at Meadowbrook and Blacksburg libraries, with new furniture, study space, and re-organized collections. • Remodeled the preschool and children’s areas at Christiansburg Library, adding improved shelving, technology, study and reading space, and materials. • Introduced “Happy or Not” customer satisfaction terminals at each branch for patrons to provide feedback on their general library experience, library materials, and programming. • Meadowbrook Library’s Summer Backpack Program – which provides meals, healthy snacks, and back-toschool supplies for families in Eastern Montgomery – was awarded a 2020 Virginia Association of Counties Achievement Award. This program resumed in the Summer of 2020, COVID-19 notwithstanding. • Re-engineered the Library Request for Purchase tool to provide speedier, more accurate and more easily scaled-up service. • Christiansburg Library met over 1,000 residents at the 2019 Downtown Halloween event. • Blacksburg Library’s PAWS to Read partners, Moose the dog and his handlers at Virginia Tech’s Cook Counseling Center, won the 2019 Virginia Veterinary Medical Association’s Animal Hero of the Year award for his dedication to the well-being of the Virginia Tech and Blacksburg community. REGIONAL LIBRARY SYSTEM : 225


REGIONAL LIBRARY SYSTEM • When confronted with the COVID-19 emergency, Montgomery-Floyd Regional Library: • Complied with the Governor’s Safe at Home and Safer at Home Executive Orders. • Rapidly developed a curbside pickup service for patrons to pick up requested material. • Created Library Picks for You to assist those who could not browse the shelves in finding new books to read. • Rolled out Princh, a service that allows patrons to print to the library printers from any mobile device or computer, and pick up the prints curbside. • Transitioned the 2020 Summer Reading Program to an online format, so kids could maintain reading skills even with operations changes at branches and with many families self-isolating. • Enhanced virtual, online, and outdoor programming, including the very popular take-and-make craft kits. • Increased use of eBooks and eAudio nearly 20% with the generous support of the MFRL Foundation.

Personnel FY 21 Approved FTE

FY 22 Recommended FTE

Change

Regional Library System

21.5

21.5

0

TOTAL

21.5

21.5

0

DEPARTMENT

Base Budget Discussion

The base budget is the estimated minimum cost for providing continued services/operations for each division/ department. It is based on the prior year approved budget with adjustments. This budget shows how much it would cost in the next fiscal year to operate the same programs in the current fiscal year.

• Base Salary and Fringe Benefit Adjustments – The FY 21 approved budget included a 3% compensation increase that was contained in Special Contingencies. These funds were distributed to County divisions off cycle during the budget year. In addition to the 3% compensation increase added to the base budget, the budget also includes an increase in the unemployment insurance rate from 0.23% to 0.53%. All other fringe benefits rates remain unchanged.

Addenda & Reductions Discussion

Addenda consist of dollars over and above the base budget target for operating and capital outlay expenses. Recommended addenda items are often funding provided for new initiatives or expanded services but may also include normal cost increases. Addenda reductions may reflect reduced revenue and/or expense needed to equalize revenue shortfalls. • ($13,214) is Reduced from the Library’s Revenue Budget – As Library’s move to more on-line and REGIONAL LIBRARY SYSTEM : 226


REGIONAL LIBRARY SYSTEM virtual material offerings, collection fees and fines are becoming more obsolete, reducing revenues that were once generated utilizing traditional library materials. Based on this changing trend and use of the library, traditional library fines and fees have been reduced by $47,500. This is based on prior year actuals and estimated revenue collections for FY 21 and FY 22. To help offset this reduction, Floyd Library’s contribution to regional salaries increased by $12,273 and the estimated state aid provided by the Library of Virginia has increased by $22,013. The Library’s total revenue budget has decreased by $13,214. • $10,930 is Added to Cover Minimum Wage Increases – Additional funding has been added to cover the cost of new minimum wage increases that take effect through January 1, 2022. The Library has several part-time unclassified positions that are currently below the new state minimum wage. This increase provides sufficient funding to cover the new minimum wage standards through FY 22. Below are the new minimum wage changes per year in Virginia: Dates

Per hour rate

Prior to 5/1/21

$7.25

5/1/21

$9.50

1/1/22

$11.00

1/1/23

$12.00

1/1/25

$13.50

1/1/26

$15.00

REGIONAL LIBRARY SYSTEM : 227


MONTGOMERY COUNTY, VIRGINIA

Planning and GIS Services

VOTERS Board of Supervisors County Administrator Planning and GIS

Planning

GIS

PLANNING AND GIS SERVICES : 229


PLANNING AND GIS SERVICES

Budget Summary Change FY 20

FY 20

FY 21

FY 22

Revised

Actual

Approved

Base

FY 22 +

Addenda

=

FY 22

Rec. 22/

Recommended

App. 21

EXPENDITURES BY DEPARTMENT Planning

$644,658

$491,701

$545,097

$539,945

$-

$539,945

$(5,152)

GIS

$384,905

$338,619

$403,653

$408,222

$-

$408,222

$4,569

$1,029,563

$830,320

$948,750

$948,167

$-

$948,167

$(583)

Personal Services

$669,935

$604,853

$681,280

$680,697

$-

$680,697

$(583)

Operations & Maintenance

$339,956

$214,850

$267,470

$267,470

$-

$267,470

$-

$19,672

$10,617

$-

$-

$-

$-

$-

$1,029,563

$830,320

$948,750

$948,167

$-

$948,167

$(583)

$18,427

$32,370

$23,427

$23,427

$-

$23,427

$-

TOTAL EXPENDITURES

EXPENDITURES BY CLASSIFICATION

Capital Outlay TOTAL EXPENDITURES

REVENUE BY CLASSIFICATION Local Rezoning/Subdivision Permits Local Site Plan Review

$2,500

$300

$7,500

$7,500

$-

$7,500

$-

Local Map/Ordinance Sales

$100

$-

$100

$100

$-

$100

$-

Local GIS Sales

$400

$977

$400

$400

$-

$400

$-

Local Technology Fees

$22,000

$18,414

$22,000

$22,000

$-

$22,000

$-

Local Recovered Costs

$1,227

$2,524

$-

$-

$-

$-

$-

$-

$3,300

$-

$-

$-

$-

$-

$44,654

$57,886

$53,427

$53,427

$-

$53,427

$-

$984,909

$772,434

$895,323

$894,740

$-

$894,740

$(583)

$1,029,563

$830,320

$948,750

$948,167

$-

$948,167

$(583)

Auto Graveyard Fees TOTAL DESIGNATED REVENUE

TOTAL UNDESIGNATED REVENUE

TOTAL REVENUES

PLANNING AND GIS SERVICES : 230


PLANNING AND GIS SERVICES

About

Planning and Geographic Information System (GIS) administers the comprehensive land use plan, zoning and subdivision ordinances, provides geographical information and mapping services and maintains official street names and addresses in the unincorporated areas of Montgomery County. Floodplain management, site plan administration and 911 addressing are also administered in this division.

Planning

The Planning department works with the Planning Commission to develop and implement the Comprehensive Plan and related small-area village plans for the six village areas; administers zoning and subdivision ordinances; prepares long and short range planning information and studies; prepares grants for hazard mitigation, enhancement, community development and other programs; implements ongoing planning education and information programs; and supports other departments in planning, land use development and zoning. The staff serves as the primary support to the Planning Commission, Board of Zoning Appeals, and Agricultural and Forrestal District Advisory Committee.

Geographic Information System (GIS)

This department administers the Geographic Information System (GIS) and iGIS map portal. Their mission is to coordinate, manage, and facilitate GIS at departmental, office and enterprise levels. Work includes creation and management of E911 site addresses and street names. Additionally, GIS is the primary custodian for GIS data, aerial imagery and LiDAR topography contours. This department also fulfills public requests for GIS data, mapping and imagery services.

Highlights • The Planning & GIS Services department continues to enhance our services with technology. • Developed a Community GIS Map Portal to host a variety of the mapping created for users now and in the future. Currently this includes mapping to assist the Director of Elections with districts and voting information as well as the Agricultural and Forestal Districts from the 2020 review cycle. • Also, included in the Community GIS Map Portal is the replacement of the County’s online GIS. This highly used service for both staff and citizens was previously dependent on an outside firm, but the new myGIS was designed by the GIS team who also maintain and update the system as needed. PLANNING AND GIS SERVICES : 231


PLANNING AND GIS SERVICES • The office enhanced services with new permitting software and other improvements such as incorporating Docusign electronic signatures to improve overall efficiency. • Continued the partnership with the New River Valley Regional Commission on Comprehensive Planning assistance for the Village Plans update.

Personnel FY 21 Approved FTE

FY 22 Recommended FTE

Change

Planning

6

6

0

GIS

2

2

0

TOTAL

8

8

0

DEPARTMENT

Base Budget Discussion

The base budget is the estimated minimum cost for providing continued services/operations for each division/ department. It is based on the prior year approved budget with adjustments. This budget shows how much it would cost in the next fiscal year to operate the same programs in the current fiscal year. • Base Salary and Fringe Benefit Adjustments – The FY 21 approved budget included a 3% compensation increase that was contained in Special Contingencies. These funds were distributed to County divisions off cycle during the budget year. In addition to the 3% compensation increase added to the base budget, the budget also includes an increase in the unemployment insurance rate from 0.23% to 0.53%. All other fringe benefits rates remain unchanged.

Addenda & Reductions Discussion

Addenda consist of dollars over and above the base budget target for operating and capital outlay expenses. Recommended addenda items are often funding provided for new initiatives or expanded services but may also include normal cost increases. Addenda reductions may reflect reduced revenue and/or expense needed to equalize revenue shortfalls. • No Addenda Added

PLANNING AND GIS SERVICES : 232


MONTGOMERY COUNTY, VIRGINIA

Economic Development

VOTERS Board of Supervisors County Administrator Economic Development

ECONOMIC DEVELOPMENT : 233


ECONOMIC DEVELOPMENT

Budget Summary Change FY 20

FY 20

FY 21

FY 22

Revised

Actual

Approved

Base

FY 22 +

FY 22

Addenda

Rec. 22/

= Recommended

App. 21

EXPENDITURES BY DEPARTMENT Economic Development

$498,868

$491,716

$434,156

$437,217

$23,758

$460,975

$26,819

$498,868

$491,716

$434,156

$437,217

$23,758

$460,975

$26,819

Personal Services

$346,422

$344,606

$348,380

$351,441

$-

$351,441

$3,061

Operations & Maintenance

$124,185

$122,963

$74,776

$74,776

$23,758

$98,534

$23,758

$19,896

$19,896

$11,000

$11,000

$-

$11,000

$-

$8,365

$4,252

$-

$-

$-

$-

$-

$498,868

$491,716

$434,156

$437,217

$23,758

$460,975

$26,819

$7,000

$-

$-

$-

$-

$-

$-

$-

$-

$-

$-

$-

$-

$-

$7,000

$-

$-

$-

$-

$-

$-

TOTAL UNDESIGNATED REVENUE

$491,868

$491,716

$434,156

$437,217

$23,758

$460,975

$26,819

TOTAL REVENUES

$498,868

$491,716

$434,156

$437,217

$23,758

$460,975

$26,819

TOTAL EXPENDITURES

EXPENDITURES BY CLASSIFICATION

Direct Payments Capital Outlay TOTAL EXPENDITURES

REVENUE BY CLASSIFICATION Local Recovered Costs Governor's Opprotunity Fund TOTAL DESIGNATED REVENUE

ECONOMIC DEVELOPMENT : 234


ECONOMIC DEVELOPMENT

About

Economic Development division serves as the primary marketing resource for the County and the towns of Blacksburg and Christiansburg to develop businesses and to generate taxable capital investments and high quality opportunities for employment. The division works closely with the Economic Development Authority, Economic Development Commission and the MBC Development Corporation to attract new investments and support the success of existing businesses.

Economic Development

The department carries out the Board of Supervisors’ Strategic Plan, which outlines: recruitment of new industry, retention and expansion of existing business and industry, market research, workforce development, and product (sites and buildings) development. Since 2009, 2,229 new jobs have been added from both new and existing businesses, resulting in more than $118 million in total investment in Montgomery County.

Highlights • Torc Robotics announced an $8.5 million expansion and 350 new jobs to expand its software development operations in Montgomery County. • Virginia broadband funding in the amount of $132,650 was provided for the Catawba Road Fiber Project. • Modea hired 20 new employees and will invest $100,000 to expand into a new office. • Completed a Federal EDA Grant to identify future industrial parks in Montgomery County.

Personnel FY 21 Approved FTE

FY 22 Recommended FTE

Change

Economic Development

3

3

0

TOTAL

3

3

0

DEPARTMENT

Base Budget Discussion

The base budget is the estimated minimum cost for providing continued services/operations for each division/ department. It is based on the prior year approved budget with adjustments. This budget shows how much it would cost in the next fiscal year to operate the same programs in the current fiscal year. ECONOMIC DEVELOPMENT : 235


ECONOMIC DEVELOPMENT • Base Salary and Fringe Benefit Adjustments – The FY 21 approved budget included a 3% compensation increase that was contained in Special Contingencies. These funds were distributed to County divisions off cycle during the budget year. In addition to the 3% compensation increase added to the base budget, the budget also includes an increase in the unemployment insurance rate from 0.23% to 0.53%. All other fringe benefits rates remain unchanged.

Addenda & Reductions Discussion

Addenda consist of dollars over and above the base budget target for operating and capital outlay expenses. Recommended addenda items are often funding provided for new initiatives or expanded services but may also include normal cost increases. Addenda reductions may reflect reduced revenue and/or expense needed to equalize revenue shortfalls.

• $23,758 is Added for Wireless-on-Wheels (WOW) Carts Maintenance Costs – Additional funding is added to cover maintenance costs of the Verizon Wireless WOW Carts and HUGHES NETWORK installation and internet service. WOW carts provide internet hot spot service to areas of the County that do not have access to the Internet.

ECONOMIC DEVELOPMENT : 236


MONTGOMERY COUNTY, VIRGINIA Other Agencies

VOTERS Board of Supervisors Other Agencies

OTHER AGENCIES : 237


OTHER AGENCIES

Budget Summary Change FY 20

FY 20

FY 21

FY 22

Revised

Actual

Approved

Base

FY 22 +

Addenda

=

FY 22

Rec. 22/

Recommended

App. 21

EXPENDITURES BY AGENCIES Human Service Agencies

$782,836

$586,056

$727,872

$727,872

$22,640

$750,512

$22,640

Public Safety Agencies

$907,040

$876,562

$967,284

$967,284

$29,560

$996,844

$29,560

Educational/Cultural Agencies

$681,440

$544,506

$606,418

$606,418

$2,619

$609,037

$2,619

Environmental Agencies

$159,032

$141,629

$154,680

$154,680

$795

$155,475

$795

Economic Development Agencies

$242,327

$230,327

$252,485

$252,485

$(1,927)

$250,558

$(1,927)

$2,772,675

$2,379,080

$2,708,739

$2,708,739

$53,687

$2,762,426

$53,687

Recovered Costs

$-

$-

$-

$-

$-

$-

$-

Wireless 911

$-

$-

$-

$-

$-

$-

$-

State Extension Office Reimbursement

$-

$-

$-

$-

$-

$-

$-

$-

$-

$-

$-

$-

$-

$-

TOTAL UNDESIGNATED REVENUE

$2,772,675

$2,379,080

$2,708,739

$2,708,739

$53,687

$2,762,426

$53,687

TOTAL REVENUES

$2,772,675

$2,379,080

$2,708,739

$2,708,739

$53,687

$2,762,426

$53,687

TOTAL EXPENDITURES

REVENUE BY CLASSIFICATION

TOTAL DESIGNATED REVENUE

OTHER AGENCIES : 238


OTHER AGENCIES

About

This Division consists of all outside agencies that are funded by County General Fund dollars. Agencies that receive funding are divided among five categories: Human Service Agencies, Public Safety Agencies, Education/Cultural Agencies, Environmental Agencies, and Economic Development Agencies.

Human Service Agencies • $255,942 is included for the New River Valley Detention Home, which is a level funding – The NRVDH’s request for FY 22 is $184,430, which is a decrease of $71,512 from the FY 21 budget. In the FY 10 request, the formula for determining operating contributions was changed to allocate costs among participant jurisdictions on the basis of days used, averaged over a three-year period. Under the revised formula, Montgomery County’s billed usage for the facility for FY 22 is $184,430 or 45.9% of the total funding. The facility is over 30 years old and requires upgrades, maintenance, and newer equipment for licensure compliance. Due to the need to address these capital issues, the County is providing $184,430 for operations based on a three-year average usage and is setting aside $71,512 in a special reserve to address future facility upgrades. By the end of FY 22, $908,787 will have accumulated in the reserve. Locality

% Usage

FY 22 Funding

Giles

20.42%

$82,054

Montgomery

45.90%

$184,430

Pulaski

25.10%

$100,832

Radford Total

8.58%

$34,468

100.00%

$401,784

• $30,994 is included for the Community Health Center of the New River Valley (Free Clinic), which is level funding – The agency received $30,994 in the FY 21 budget and the center requested level funding for this fiscal year. The center provides medical and dental care as well as pharmaceuticals to uninsured citizens of the New River Valley who live below the Federal Poverty Guidelines. Historical funding and the percentage of clients served by locality are presented in the chart below. The County also provides the building at 215 Roanoke Street which was renovated for the center. Assuming the center had to rent space equivalent to the building provided by the County, the rental costs would likely exceed $64,352 (8,044 square feet X $8.00). Community Health Center for the NRV FY 2020 Clients Served Montgomery County

Clients as % of Total

Actual Funding

FY 2021 Funding as % of Total

Clients Served

Clients as % of Total

Actual Funding

FY 2022 Funding as % of Total

Clients Served

Clients as % of Total

Rec. Funding

Funding as % of Total

2,186

46%

$30,994

57%

2,166

43%

$30,994

57%

2,200

41%

$30,994

57%

Pulaski County

924

19%

$8,000

15%

1,154

23%

$8,000

15%

1,400

26%

$8,000

15%

Floyd County

201

4%

$2,000

4%

251

5%

$2,000

4%

300

6%

$2,000

4%

Giles County

840

18%

$8,000

15%

853

17%

$8,000

15%

875

16%

$8,000

15%

Radford City

600

13%

$5,853

11%

590

12%

$5,853

11%

600

11%

$5,853

11%

4,751

100%

$54,847

100%

5,014

100%

$54,847

100%

5,375

100%

$54,847

100%

Total

* Actual

*Projected

*Projected

• $50,625 is included for New River Community Action and $30,471 is included for the OTHER AGENCIES : 239


OTHER AGENCIES Montgomery County Emergency Assistance Program, which is level funding – The New River

Community Action (NRCA) agency requested $54,680 for FY 22, which is an increase of $4,055. The agency serves low-income residents of Montgomery, Pulaski, Floyd, and Giles Counties and the City of Radford. The agency’s goal is eliminating poverty. The County funds also support a Community Service Worker position in NRCA that administers the Montgomery County Emergency Assistance Program (MCEAP). MCEAP partners with NRCA to provide emergency assistance to County residents only. MCEAP requests $31,995 for FY 22, which represents an increase of $1,524. In FY 21 MCEAP received $30,471. For FY 22, the County is providing level funding of $81,096 for both programs. With level, funding, the County is providing 42% of the funding with only 33% of the clients served. New River Community Action & MCEAP: Locality Funding & Clients Served FY 2020 Clients Served

Clients as % of Total

Funding

FY 2021 Funding as % of Total

Clients Served

Clients as % of Total

Funding

FY 2022 Funding as % of Total

Clients Served

Clients as % of Total

Funding

Funding as % of Total

Montgomery County

2,974

33%

$81,096

43%

2,617

33%

$81,096

42%

2,974

33%

$81,096

42%

Pulaski County

2,312

26%

$50,043

26%

2,035

26%

$50,043

26%

2,312

26%

$50,043

26%

Floyd County

1,285

14%

$27,146

14%

1,131

14%

$28,503

15%

1,285

14%

$28,503

15%

Giles County

1,470

16%

$15,082

8%

1,294

16%

$15,082

8%

1,470

16%

$15,082

8%

Radford City

931

10%

$16,582

9%

819

10%

$17,411

9%

931

10%

$17,411

9%

8,972

100%

$189,949

100%

7,896

100%

$192,135

100%

8,972

100%

$192,135

100%

Total

• $38,183 is included for the Women’s Resource Center, which is level funding – The agency received $38,183 in the FY 21 budget, and requested an increase of $1,909 for FY 22. Historical funding and the percentage of clients served by locality are presented below. With a budget of $38,183, the County is providing 43% of funding with 43% of clients served. The Women’s Resource Center provides services to adult and child citizens who have experienced domestic and/or sexual violence. The agency provides emergency advocacy, a live crisis hotline, an emergency and transitional shelter, emergency food and supplies, crisis counseling, legal advocacy and other services. Women's Resource Center FY 2020 Clients Served

Clients as % of Total

Funding

FY 2021 Funding as % of Total

Clients Served

Clients as % of Total

Funding

FY 2022 Funding as % of Total

Clients Served

Clients as % of Total

Funding

Funding as % of Total

Montgomery County

6,396

38%

$38,183

43%

8,147

43%

$38,183

43%

8,576

43%

$38,183

43%

Pulaski County

2,589

15%

$24,768

28%

5,285

28%

$24,768

28%

5,563

28%

$24,768

28%

Floyd County

1,811

11%

$4,855

6%

1,088

6%

$5,098

6%

1,145

6%

$5,098

6%

Giles County

2,560

15%

$5,574

6%

1,189

6%

$5,574

6%

1,252

6%

$5,574

6%

3,579

21%

$14,690

17%

3,291

17%

$15,425

17%

3,464

17%

$15,425

17%

16,935

100%

$88,070

100%

19,000

100%

$89,048

100%

20,000

100%

$89,048

100%

Radford City Total

• $5,051 is included for the New River Family Shelter, which is level funding – The agency requested $5,051 in the FY 22 budget, which represents level funding. The shelter is able to provide shelter services, through its facilities or in hotel rooms, to 30% of those seeking shelter. Others seeking shelter can receive either out-of-town shelter services or bus tickets to other lodging arrangements. Last year approximately 78% of clients residing in established shelter space moved into permanent housing upon leaving the shelter. The shelter has the potential to serve all localities in the New River Valley. Other New River Valley OTHER AGENCIES : 240


OTHER AGENCIES localities have not historically been asked to fund the shelter due to the negligible number of clients outside of Montgomery County. • $6,482 is included for the NRV Literacy Volunteers, which is an increase of $189 – The agency requested $6,482 in the FY 22 budget, which represents an increase of $189. The LVA-NRV’s request will be used to support payroll expenses for the Program Manager, Basic Literacy Coordinator and the ESOL Coordinator. With funding of $6,482, Montgomery County, without the funding from the two towns, will be providing 61.6% of the funding with 69.7% of the clients served. NRV Literacy Volunteers Locality

FY 20

FY 21

% of Total

FY 22

% of Total

Montgomery

$6,293

$6,293

43.58%

$6,482

44.31%

Pulaski

$2,295

$2,295

15.89%

$2,295

15.69%

Floyd

$515

$541

3.75%

$541

3.70%

Giles

$1,132

$566

3.92%

$566

3.87%

$511

$639

4.42%

$639

4.37%

Town of Blacksburg

$2,500

$2,500

17.31%

$2,500

17.09%

Town of Christiansburg

$1,530

$1,607

11.13%

$1,607

10.98%

$14,776

$14,441

100%

$14,630

100%

Radford

Total

*Projected

NRV Literacy Volunteers Locality

FY 22

% of Total

NRV Literacy Volunteers - Clients Served Locality

Montgomery

$6,482

61.60%

Montgomery

Pulaski

$2,295

21.81%

Floyd

$541

5.14%

Giles

$566

Radford Total

FY 20

%

FY 21

%

FY 22

%

215

73.38%

215

73.38%

230

69.70%

Pulaski

30

10.24%

30

10.24%

35

10.61%

Floyd

10

3.41%

10

3.41%

20

6.06%

5.38%

Giles

21

7.17%

21

7.17%

25

7.58%

$639

6.07%

Radford

17

5.80%

17

5.80%

20

6.06%

$10,523

100.00%

293

100.00%

293 100.00%

330

100.00%

*Actuals

*Projected

• $208,811 is included for the New River Valley Community Services, which is an increase of $18,983 – The agency requested $479,556 in the FY 22 budget, which represents an increase of $289,728. New River Valley Community Services offers community-based programs for both children and adults who are living with mental illness, developmental disabilities and/or substance abuse. Based on 73.2 509 of the Code of Virginia and State Board Policy 4010, all Community Services Boards (CSBs) in Virginia are required to request local funding to achieve a 10% local match. The 10% local match for Montgomery County is $479,556. An additional $18,983 is added to work toward a 10% local match. The following tables outline the clients served by jurisdiction and the funding by locality since FY 20.

OTHER AGENCIES : 241


OTHER AGENCIES Community Services Board - Local Funding Locality

FY 20

Montgomery

FY 21

% of Total

FY 22

% of Total

$172,571

$189,828

44.7%

$208,811

47.1%

Pulaski

$96,000

$96,000

22.6%

$96,000

21.7%

Floyd

$34,294

$37,723

8.9%

$37,723

8.5%

Giles

$54,584

$54,584

12.9%

$54,584

12.3%

Radford

$15,194

$46,280

10.9%

$46,280

10.4%

$372,643

$424,415

100.00%

$443,398

100.00%

Total

Community Services Board - Clients Served Locality

FY 20

FY 21

% of Total

FY 22

% of Total

Montgomery

4,125

4,074

39.5%

4,024

38.5%

Pulaski

2,954

3,046

29.6%

3,137

30.0%

Floyd

686

685

6.6%

684

6.5%

Giles

1,231

1,288

12.5%

1,346

12.9%

Radford

1,159

1,213

11.8%

1,266

12.1%

10,155

10,306

100.00%

10,457

100.00%

Total

• $16,652 is included for the NRV Agency on Aging for agency programs and $14,000 is included for one weekly congregate meal, which is level funding – The agency requested $16,652 for agency programs and $14,000 to continue an additional congregate meal per week for residents of Montgomery County. In FY 04, the Board of Supervisors agreed to provide 100% of local funds to cover one meal weekly, which would ensure Montgomery County residents would receive three congregate meals per week. The agency requests a total of $30,652 which is level funding for FY 22. With level funding, the County is providing 30.41% of the funding with 23.16% of the clients served in the New River Valley. New River Valley Agency on Aging - Locality Funding Locality

FY 20

FY 21

% of total

FY 22

% of total

Montgomery

$16,652

$16,652

30%

$16,652

30%

Pulaski

$18,178

$18,178

33%

$18,178

33%

Floyd

$6,345

$6,662

12%

$6,662

12%

Giles

$8,075

$8,075

15%

$8,075

15%

Radford

$4,952

$5,200

9%

$5,200

9%

$54,202

$54,767

100%

$54,767

100%

Total

New River Valley Agency on Aging - Clients Served Locality

FY 20

%

FY 21

%

FY 22

%

Montgomery

4,068

33.23%

4,070

23%

4,075

23%

Pulaski

2,857

23.34%

3,800

22%

3,805

22%

Floyd

1,499

12.25%

3,000

17%

3,005

17%

Giles

1,607

13.13%

3,000

17%

3,005

17%

Radford

2,210

18.05%

3,700

21%

3,705

21%

12,241

100.00%

17,570

100.00%

17,595

100.00%

*Actuals

*Projected

OTHER AGENCIES : 242

*Projected


OTHER AGENCIES

• $11,046 is included for the New River Valley Senior Services, Inc., which is an increase of $58 – The agency requested $14,551, which represents an increase of $3,563. The agency received $10,988 in FY 21. The agency provides transportation services for non-emergencies for sensory and physically disabled persons. With $11,046 in funding, the County will be providing 34% of the funding with 34% of clients served. New River Valley Senior Services Locality Funding

FY 20

Montgomery

%

FY 21

%

FY 22

%

$10,988

54%

$10,988

34%

$11,046

34%

Pulaski

$3,637

18%

$14,551

45%

$14,551

45%

Giles

$1,818

9%

$1,818

6%

$1,818

6%

Floyd

$455

2%

$1,818

6%

$1,818

6%

City of Radford Total

$3,464

17%

$3,464

11%

$3,464

11%

$20,361

100%

$32,639

100%

$32,697

100%

New River Valley Senior Services Clients Served

FY 20

FY 21

FY 22

%

Montgomery

100

100

125

34%

Pulaski

131

131

140

38%

Giles

21

21

40

11%

Floyd

35

35

25

7%

City of Radford

38

38

40

11%

325

325

370

100%

Total

• $10,000 is included for the Boys and Girls Club, which is level funding –The agency received $10,000 in FY 21 and requested $15,000 for FY 22. This additional $5,000 is requested to cover increased costs of the programs at the four sites at Eastern Montgomery High School, Christiansburg Middle School, Shawsville Middle School, and Eastern Montgomery Elementary School. Level funding is provided for FY 22. • $4,000 is included for Brain Injury Services of SW Virginia, which is an increase of $932 – The agency received $3,068 in FY 21 and requested $4,000 for FY 22, an increase of $932. Brain Injury Services of Southwest Virginia provides case management services for citizens who have suffered brain injuries. Brain Injury Services - Locality Funding Locality

FY 20

FY 21

% of Total

FY 22

% of Total

Montgomery

$3,037

$3,068

40.5%

$4,000

47.1%

Pulaski

$4,300

$1,800

23.8%

$1,800

21.2%

Giles

$-

$-

0.0%

$-

0.0%

Floyd

$1,000

$1,000

13.2%

$1,000

11.8%

Radford

$1,700

$1,700

22.5%

$1,700

20.0%

$10,037

$7,568

100.0%

$8,500

100.0%

Total

OTHER AGENCIES : 243


OTHER AGENCIES Brain Injury Clients Served Locality

FY 20

FY 21

FY 22

% of Total

Montgomery

31

31

32

57.1%

Pulaski

10

10

11

19.6%

Giles

1

1

1

1.8%

Floyd

4

4

4

7.1%

Radford

8

8

8

14.3%

54

54

56

100.0%

Total

• $3,500 is included for NRV CARES, which is level funding – The agency received $3,500 in the FY 21 budget and requested $3,500 for FY 22. NRV CARES is a nonprofit organization dedicated to protecting children and strengthening families through education, advocacy and community partnerships. All programs are aimed at preventing or interrupting the cycle of child abuse. Services are provided for residents in the counties of Montgomery, Pulaski, Floyd, Giles, and the City of Radford. NRV CARES - Locality Funding Locality

FY 20

Montgomery Pulaski

FY 21

% of Total

FY 22

% of Total

$3,500

$3,500

62.5%

$3,500

62.5%

$850

$850

15.2%

$850

15.2%

Giles

$-

$-

0.0%

$-

0.0%

Floyd

$150

$150

2.7%

$150

2.7%

Radford

$1,100

$1,100

19.6%

$1,100

19.6%

Total

$5,600

$5,600

100.0%

$5,600

100.0%

NRV CARES - Clients Served Locality Montgomery

FY 20

FY 21

FY 22

% of Total

1,204

862

1,200

47.6%

Pulaski

874

203

503

19.9%

Giles

362

185

275

10.9%

Floyd

82

94

94

3.7%

Radford Total

176

144

451

17.9%

2,698

1,488

2,523

100.0%

• $58,255 is included for the Fairview District Home, which is an increase of $2,478 – The agency requested $58,255 for FY 22, which is an increase of $2,478. The Fairview District Home is a 64-bed assisted living facility which provides room and board, medication administration, personal care, shopping, daily living skills, community socialization, and financial management for its residents. Locality funding provided to the home is for general operations and capital maintenance of the facility. See following charts:

OTHER AGENCIES : 244


OTHER AGENCIES Fairview District Home - Management Fee - Operating Expense by Jurisidiction Based on 5-Year Rolling Average FY16

FY17

FY18

FY19

FY20

Average

Funding

Nonownership Jurisdictions: Other

3.8

3.8

5.6

4.2

3.2

4.1

Floyd

3.5

4.1

3.1

4.0

4.4

3.8

3.0

2.2

1.8

1.0

1.0

1.8

4%

$7,651

11.4

11.5

9.2

9.3

8.6

10.0

24%

$42,548

Pulaski

15.7

14.3

12.9

14.4

12.8

14.0

34%

$59,537

Radford

16.5

17.5

16.3

14.3

11.7

15.3

37%

$64,853

53.9

53.4

48.9

47.2

41.7

49.0

100%

$177,089

$2,500

Ownership Members: Giles Montgomery

Total

Fairview District Home - Capital Expense Locality

Ownership

Fairview District Home - Total Expenses

Capital

Locality

Giles

22.80%

$10,952

Giles

Montgomery

32.70%

$15,707

Pulaski

35.60%

Radford

8.90% 100.00%

$48,036

Total

MGT Fee

Capital

Total

$7,651

$10,952

$18,603

Montgomery

$42,548

$15,707

$58,255

$17,101

Pulaski

$59,537

$17,101

$76,638

$4,275

Radford

$64,853

$4,275

$69,128

Floyd

$2,500

$-

$2,500

Total

$177,089

$48,036

$225,125

• $5,000 is included for the Children’s Trust to support the Children’s Advocacy Center of the New River Valley, which is level funding – The agency received $5,000 in FY 21 and requested level funding for FY 22. The Child Advocacy Center of the New River Valley is a program offered by the Children’s Trust that brings law enforcement professionals, child protective services investigators, prosecutors, medical and mental health personnel, and child advocates together to ensure that children are provided with the best possible services in order to discuss and heal from alleged abuse. The Children’s Advocacy Center of the New River Valley provides space for trained forensic interviewers to interview abused children in a nonthreatening environment. These funds will be used to support rent and utilities for space in Christiansburg for interviews of children throughout the New River Valley. • $1,500 is included for the Dialogue on Race, which is level funding – In FY 17, the Board of Supervisors provided $1,500 to the Dialogue on Race and asked that this become an annual budgeted amount in support of the yearly forum to discuss issues articulated by the African American community and work toward solutions.

Public Safety Agencies • $12,137 is included for State Forester, which is level funding – The agency received $12,137 in the FY 21 budget; therefore, this amount represents level funding for FY 22. Based on the invoice from the State Forester for FY 21, the amount needed to cover the fee for FY 22 is $12,137. • $15,715 is included for the Emergency Medical Services Council, which is level funding – The agency received $15,715 in the FY 21 budget and requested level funding for FY 22. The mission of the OTHER AGENCIES : 245


OTHER AGENCIES council is to facilitate regional cooperation, planning, and the implementation of an integrated emergency medical services delivery system. • $15,700 is included for the Montgomery County Public Service Authority, which is level funding – These funds are to be used to cover the PSA’s cost of maintaining fire hydrants in the County. • $1,600 is included for the Medical Examiner, which is level funding – The agency received $1,600 in the FY 21 budget; therefore, this amount represents level funding. According to §32.1-283 of the Code of Virginia, the medical examiner is paid $20 per case. This recommendation provides the fee for 80 cases. Through December 2020, $700 has been expended, representing 35 cases. • $926,692 is included for the New River Valley Emergency Communications Regional Authority, which is an increase of $29,560 – The Authority received $897,132 in FY 21, and requested an increase of $29,560 from each participating jurisdiction. Centralized operations began on July 1, 2016. The mission of the New River Valley Emergency Communications Regional Authority is to provide quality and reliable 911 dispatch and emergency communication services to the community. This increase will support the basic operations of the authority. • $25,000 is included for the Drug Court, which is level funding – In the FY 18 budget process, the Board of Supervisors agreed to support a new drug court in Montgomery County and fund up to $25,000 for housing costs for certain drug court clients.

Educational/Cultural Agencies • $45,037 is included for New River Community College, which is an increase of $2,619 – The agency requested $45,037 in the FY 22 budget. The agency received $42,418 in the FY 21 budget. The County’s funding as well as funding from other local contributing localities is based on a weighted average, local participation formula adopted when the college was established. The formula is a function of three components including: population, true property value, and student enrollment with the greatest weight attributed to student enrollment. The following table illustrates the fund allocation from Montgomery County and surrounding areas. Funds are used for site development costs for capital projects which are not funded by the state. Earmarking these monies for the local share of capital projects will preclude the College from asking localities for additional funds to cover site development costs. New River Community College Locality

Population

%

Prop. Values

%

Student Enrollment

%

Funding

%

Montgomery

98,535

53.76%

$7,918,750,500

54.89%

2,209

52.11%

$45,037

53.00%

Pulaski

34,027

18.57%

$2,710,290,550

18.79%

809

19.08%

$16,079

18.92%

Giles

16,720

9.12%

$1,202,425,800

8.33%

506

11.94%

$9,053

10.65%

Floyd

15,749

8.59%

$1,776,813,800

12.32%

311

7.34%

$7,294

8.58%

Radford

18,249

9.96%

$818,123,800

5.67%

404

9.53%

$7,516

8.84%

183,280

100.00%

$14,426,404,450

100%

4,239

100.00%

$84,979

100.00%

Total

Derived Funding % = [(Pop. %) + (PV %) + 3(SE %)] / 5

OTHER AGENCIES : 246


OTHER AGENCIES • $500,000 is Included for the Access to Community College Education (ACCE) Program Through New River Community College, which is level funding – The ACCE program is a public/ private partnership to make college available to high school graduates. The locality designates a dollar amount that is matched by donations from local industries and private sponsors. $500,000 is included for FY 22 to support this program. • $5,000 is included for The Lyric Council, Inc., which is level funding – The agency received $5,000 in the FY 21 budget and requested level funding for FY 22. The Lyric Theatre is home to many music, theatrical, and film venues. This funding equals the amount provided to the Smithfield Plantation and the Montgomery Museum. • $5,000 is included for the Montgomery Museum and Lewis Miller Regional Art Center, Inc., which is level funding – The agency received $5,000 in the FY 21 budget and requested $5,000 for FY 22. The purpose of the museum and art center is to be a repository for, and to conserve, the history of Montgomery County and its artifacts. This funding recommendation equals the amount provided to the Smithfield Plantation and the Lyric Council. • $5,000 is included for the Smithfield Plantation, which is level funding – The agency requested $5,000 for the FY 22 budget, which is level funding. This funding recommendation equals the amount provided to the Montgomery Museum and the Lyric Council. • $5,000 is included for the Rosa Peters Community Park, which is level funding – The agency received $5,000 in the FY 21 budget and requested $5,000 for FY 22. Playground facilities, basketball courts, and a swimming pool allow children and adults the opportunity for community recreation. The park also has a pavilion available for community use upon request. The funds will help maintain two positions, a lifeguard and playground supervisor, as well as offset operational and maintenance costs. • $10,000 is included for the Christiansburg Institute, which is level funding – The agency received $10,000 in FY 21 and requested $15,000 for FY 22. The additional $5,000 will support growing the organization’s budget to support and grow paid professional staff. Level funding is provided for FY 22. The mission of the Institute is to preserve its remaining facilities and archives, which for 100 years was the high school for African American students in the New River Valley. • $4,000 is Included for Mountain Valley Charitable Foundation, which is level funding – $4,000 is included to cover the cost for Mountain Valley Charitable Foundation to mow the Shawsville Middle School athletic fields. • $30,000 is included for the Mountain View Humane Spay and Neuter Clinic, which is level funding – The agency received $30,000 in FY 21 and requested $30,000 for FY 22. The agency offers a low cost, high quality option for spay/neuter of dogs and cats. Based on the success of the pilot program to subsidize the cost of the surgery for cats (nearly 50% are feral cats), funds are provided to continue this program, reducing the cost of surgeries for County residents and addressing overpopulation of feral cats.

Environmental Agencies • $42,398 is included for the New River Valley Regional Commission, which is an increase of $795 OTHER AGENCIES : 247


OTHER AGENCIES – The agency requested $42,398 for FY 22 and received $41,603 in the FY 21 budget. The NRVRC serves as a planning and coordinating body for the localities of Planning District Four. Its mission is to identify and analyze regional issues and facilitate decision-making to resolve those issues, to serve as an information resource through the regional database, and to develop local and regional plans or strategies that will strengthen local governments’ ability to serve their citizens. The requested amount is based on $1.29 per capita (based on 2019 Weldon Cooper Center annual population estimates) for the County which excludes students at Virginia Tech and the populations of the towns of Blacksburg and Christiansburg. • $13,000 is included for the Skyline Soil and Water Conservation District, which is level funding – A total of $13,650 was requested by the Skyline Soil and Water Conservation District for FY 22, which is an increase of $650. Many of the services provided by the District are to landowners and other consumers regarding general soil quality and management information and referral. The agency promotes conservation techniques and better water quality by offering an annual Grazing School throughout the New River Valley, which includes classes on plant science and grazing techniques for livestock. • $3,000 is included for the New River-Highland Resource Conservation and Development Council, which is level funding – A total of $3,000 was requested by the New River-Highland Resource Conservation and Development Council for FY 22. The Council received $3,000 in FY 21. The Council provides regional education, training, and technical assistance on conservation and sustained use of natural resources. The agency receives additional funding from 14 other cities and counties as well as 9 planning and conservation districts. Funding from each jurisdiction is based on a set rate across the board and not based on population. • $97,077 is included for the V.P.I. Cooperative Extension Services, which is level funding – A total of $97,077 was requested by the V.P.I. Cooperative Extension Services for FY 22 and represents level funding. $97,077 was included in the FY 21 budget. Each year, the County reconciles the Cooperative Extension budget to the required state match. Cooperative Extension provides research-based information to residents in the areas of Agriculture, Horticulture, Human and Family Resources and Youth Development. The County fully funds one full-time agricultural agent housed in the County, one full-time 4-H agent, 40% of funding for a part-time Master Gardner with Floyd, Pulaski, and Giles Counties each paying 20% of the cost, 50% funding for a Family and Consumer Science Agent, and 100% of a part-time 4-H technician position.

Economic Development Agencies • $1,650 is included for the Montgomery County Chamber of Commerce, which is level funding – A total of $1,650 is included for dues payable to the Montgomery County Chamber of Commerce for FY 22. The Chamber works to promote tourism and economic development to prospective newcomers. • $19,678 is included for the New River Valley Airport Commission, which is an increase of $573 – A total of $19,678 was requested by the New River Valley Airport Commission for FY 22, an increase of $573. The agency received $19,105 in the FY 21 budget. Funding requested is determined using a formula which is a function of jurisdictions’ populations, distance from the airport, and business activity generated at the Airport by industries in respective jurisdictions.

OTHER AGENCIES : 248


OTHER AGENCIES New River Valley Airport Commission - Clients Served

New River Valley Airport Commission Locality Montgomery Pulaski

FY 20

FY 21

$18,947

$19,105

% of Total 9.52%

FY 22 $19,678

% of Total 9.78%

Locality

FY 21

FY 22

% of Total

Montgomery

1,100

1,125

10.01%

Pulaski

$132,378

$138,270

68.90%

$138,270

68.70%

7,754

7,986

71.05%

Giles

$15,608

$15,656

7.80%

$15,656

7.78%

Giles

909

936

8.33%

Floyd

$-

$-

0.00%

$-

0.00%

Floyd

-

-

0.00%

Radford Total

$27,577

$27,660

13.78%

$27,660

13.74%

$194,510

$200,691

100.00%

$201,264

100.00%

Radford Total

1,158

1,193

10.61%

10,921

11,240

100.00%

• $72,369 is included for Onward NRV the NRV Economic Development Alliance, which is level funding – A total of $99,433 was requested by the Onward NRV Economic Development Alliance for FY 22, an increase of $27,064. The Alliance has a funding formula of $1 per capita for each member jurisdiction. Blacksburg and Christiansburg Town residents and the students at Virginia Tech are included in the population figure used to derive the budget request for Montgomery County; however, funding is not requested from these entities based on their populations. The recommended amount is $72,369 plus the $10,000 requested from the Towns for a total of $82,369 is provided to cover the population of Montgomery County. Of the 10 jurisdictions who fund the Alliance, Montgomery County and the Towns of Blacksburg and Christiansburg provide 48% of the local government funding, and 17% of the total operating budget. New River Valley Economic Development Alliance Funding Source Montgomery County

FY 22 Req.

FY 22 Rec.

% of Total

% of Gov't Funding

$99,433

$72,369

15.19%

41.91%

Christiansburg

$5,000

$5,000

1.05%

2.90%

Blacksburg

$5,000

$5,000

1.05%

2.90%

$109,433

$82,369

17.29%

47.70%

Total MC Pulaski County

$34,183

$34,183

7.18%

19.80%

Dublin

$1,500

$1,500

0.31%

0.87%

Town of Pulaski

$3,000

$3,000

0.63%

1.74%

$38,683

$38,683

8.12%

22.40%

$16,931

$16,931

3.55%

9.81%

$1,000

$1,000

0.21%

0.58%

$17,931

$17,931

3.76%

10.38%

$15,643

$15,643

3.28%

9.06%

$15,643

$15,643

3.28%

9.06%

$18,041

$18,041

3.79%

10.45%

$199,731

$172,667

36.24%

100.00%

$303,747

$303,747

63.76%

$503,478

$476,414

100.00%

Total Pulaski Giles County Pearisburg Total Giles Floyd County Total Floyd City of Radford Total Local Govt' Private Sector Grand Total

Assumes other jurisdictions fund requests

• $2,500 is included for the NRV Rail 2020 Initiative, which is a decrease of $2,500 – A total of $2,500 is included for Rail 2020 initiative. Initiated in 2013 by The Blacksburg Partnership, New River Valley Rail 2020 (NRV 2020) is a broad-based community initiative to bring Amtrak passenger rail service to Virginia’s New River Valley. The NRV Rail requested $2,500 for FY 22, which is a reduction of $2,500 OTHER AGENCIES : 249


OTHER AGENCIES from the FY 21 approved budget. • $1,500 is included for Membership in the Virginia Institute on Local Government, which is level funding – A total of $1,500 was requested by the Virginia Institute on Local Government for FY 22, which is level funding. The Institute, located at the University of Virginia, provides direct technical assistance and conducts specialized research projects, training, and leadership programs. Staff responds to inquiries on a wide variety of local government topics and provides in-depth research on inquiries with broad multi-jurisdictional applications. Information technology support services are also available. This recommendation provides funds necessary for membership in the Institute. Benefits of membership include priority access to Institute resources and discounts on publications and training opportunities. Membership dues will remain unchanged for FY 22. • $19,800 is included for the Metropolitan Planning Organization (MPO), which is level funding – A total of $19,800 was requested and is included for the MPO for FY 22, which includes $6,600 for the MPO and $13,200 for the Smart Way Bus. The Blacksburg, Christiansburg, Montgomery Area Metropolitan Planning Organization was established by the Board of Supervisors on January 13, 2003 to evaluate regional transportation needs and any requirements of the Clean Air Act. To receive funds from the Federal Government, a local match is required. The local match for FY 22 is $6,600 that is dedicated to MPO Planning and $13,200 that is dedicated to the Smart Way Bus. • $210 is included for the Roanoke Valley Transportation Planning Organization, which is level funding – A total of $210 is included for dues payable to the Roanoke Valley Transportation Planning Organization (RVTPO). The agency requested $210 for FY 22, which is level funding. The organization is responsible for planning and budgeting the use of Federal transportation dollars in the Roanoke region. Dues are calculated on a $0.15 per capita basis. The RVTPO organization charges based on the 2040 study boundary which has 1,398 residents. • $60,000 is included for Participation in the Virginia Tech/Montgomery Regional Airport Authority, which is level funding – A total of $60,000 was requested by the Virginia Tech/Montgomery Regional Airport Authority for FY 22. The agency received $60,000 in the FY 21 budget. The Virginia General Assembly created the Authority in 2002. Member jurisdictions include Virginia Tech, the towns of Blacksburg and Christiansburg, and Montgomery County. The Authority was created to develop a regional authority that would serve surrounding corporate and general aviation markets. Each participating member is to contribute a portion of the subsidy for the airport’s operating budget. • $12,000 is included for Tourism, which is level funding – The County’s transient occupancy rate is 3%, which generates between $35,000 to $36,000 in revenue on an annual basis. The County pays 1/3 of this or 1% of the 3% rate to the Tourism Department in accordance with the tourism agreement. • $60,851 is included for Membership dues in the Virginia’s First Regional Industrial Facility

Authority and Participation in the New River Valley Commerce Park project, which is level funding – The County pays $5,000 in annual membership dues to the Authority. In FY 16, the Virginia’s

First Regional Industrial Facility Authority restructured the NRV Commerce Park to place the management of the project under the direction of the Authority. The Commerce Park is a regional economic development project consisting of 973 acres located in Dublin that was established in October 1999. The County currently owns 20,309.06 shares or 11.47% of the project with an annual cost of $55,851. Funding for the County’s shares is mandated by the project agreement. OTHER AGENCIES : 250


MONTGOMERY COUNTY, VIRGINIA

Contingencies - General

VOTERS Board of Supervisors County Administrator Contingencies

General

CONTINGENCIES - GENERAL : 251


CONTINGENCIES - GENERAL

Budget Summary Change FY 20

FY 20

FY 21

FY 22

Revised

Actual

Approved

Base

FY 22 +

Addenda

=

FY 22

Rec. 22/

Recommended

App. 21

EXPENDITURES BY DEPARTMENT Contingencies-General

$225,741

$-

$526,307

$526,307

$10,000

$536,307

$10,000

TOTAL EXPENDITURES

$225,741

$-

$526,307

$526,307

$10,000

$536,307

$10,000

General Contingencies

$225,741

$-

$526,307

$526,307

$10,000

$536,307

$10,000

TOTAL EXPENDITURES

$225,741

$-

$526,307

$526,307

$10,000

$536,307

$10,000

$-

$-

$-

$-

$-

$-

$-

$-

$-

$-

$-

$-

$-

$-

TOTAL UNDESIGNATED REVENUE

$225,741

$-

$526,307

$526,307

$10,000

$536,307

$10,000

TOTAL REVENUES

$225,741

$-

$526,307

$526,307

$10,000

$536,307

$10,000

EXPENDITURES BY CLASSIFICATION

REVENUE BY CLASSIFICATION Local Recovered Costs TOTAL DESIGNATED REVENUE

CONTINGENCIES - GENERAL : 252


CONTINGENCIES - GENERAL

About

This division provides for contingency reserves to pay for unanticipated expenditures that arise during the year.

Contingencies – General

Contingencies – General provides for unknown and unanticipated expenditures that arise during the year but have not been included in the approved budget.

Base Budget Discussion

The base budget is the estimated minimum cost for providing continued services/operations for each division/ department. It is based on the prior year approved budget with adjustments. This budget shows how much it would cost in the next fiscal year to operate the same programs in the current fiscal year.

• No Notable Base Budget Adjustments

Addenda & Reductions Discussion Addenda consist of dollars over and above the base budget target for operating and capital outlay expenses. Recommended addenda items are often funding provided for new initiatives or expanded services but may also include normal cost increases. Addenda reductions may reflect reduced revenue and/or expense needed to equalize revenue shortfalls.

• $10,000 is Added to the General Contingency Budget – The County’s Financial Policies include retaining 1% of the County’s general government portion of the General Fund to cover contingency needs. An additional $10,000 is needed to comply with this policy.

CONTINGENCIES - GENERAL : 253


MONTGOMERY COUNTY, VIRGINIA

Contingencies - Special

VOTERS Board of Supervisors County Administrator Contingencies

Special

CONTINGENCIES - SPECIAL : 255


CONTINGENCIES - SPECIAL

Budget Summary Change FY 20

FY 20

FY 21

FY 22

Revised

Actual

Approved

Base

FY 22 +

Addenda

=

FY 22

Rec. 22/

Recommended

App. 21

EXPENDITURES BY DEPARTMENT Contingencies-Special

$48,394

$-

$7,836,404

$-

$526,000

$526,000

$(7,310,404)

TOTAL EXPENDITURES

$48,394

$-

$7,836,404

$-

$526,000

$526,000

$(7,310,404)

EXPENDITURES BY CLASSIFICATION Contingencies-Special

$48,394

$-

$7,836,404

$-

$526,000

$526,000

$(7,310,404)

TOTAL EXPENDITURES

$48,394

$-

$7,836,404

$-

$526,000

$526,000

$(7,310,404)

$-

$-

$5,375,600

$-

$-

$-

$(5,375,600)

$-

$-

$5,375,600

$-

$-

$-

$(5,375,600)

TOTAL UNDESIGNATED REVENUE

$48,394

$-

$2,460,804

$-

$526,000

$526,000

$(1,934,804)

TOTAL REVENUES

$48,394

$-

$7,836,404

$-

$526,000

$526,000

$(7,310,404)

REVENUE BY CLASSIFICATION State School Revenue (Deferred State $) TOTAL DESIGNATED REVENUE

CONTINGENCIES - SPECIAL : 256


CONTINGENCIES - SPECIAL

About

This division serves as a holding account for funds approved for a specific purpose for which the details are not finalized. For funds held in special contingencies to be expended, the Board of Supervisors must approve a resolution transferring them to the appropriate division.

Personnel FY 21 Approved FTE

FY 22 Recommended FTE

Change

Special Contingencies

2

0

-2

TOTAL

2

0

-2

DEPARTMENT

Budget Discussion

The base budget is the estimated minimum cost for providing continued services/operations for each division/ department. It is based on the prior year approved budget with adjustments. This budget shows how much it would cost in the next fiscal year to operate the same programs in the current fiscal year. • $7,836,404 and Two FTE are Removed from the FY 22 Base Budget –Due to the COVID-19 virus and the uncertainty of the national, state, and local economies, the Board of Supervisors adopted the County’s FY 21 Budget by placing $910,804 in County funded, but deferred monies, and $6,925,600 in School funded, but deferred monies in Special Contingencies. Once the economy and local and state revenues stabilized, the County transferred these funds to their respective divisions during FY 21. These funds are now located in the budget of each division for the following items: County Items: • $26,771 for Audio Equipment Upgrades in the Board Room (this item was one-time and removed for FY 22) • $58,417 for One Full-time Administrative Assistant Position in Public Information (1 FTE) • $58,417 for One Full-time Animal Control Officer Position in General Services (1 FTE) • $700,800 for a 3% Compensation Increase (July 1, 2020) • $66,399 for a 3% Increase to Part-time Non-Classified Wages (July 1, 2020) Total County Items Transferred = $884,033 ($26,771 was removed)

School Items: • $1,550,000 in County Funding Held in a School Operating County Funding Reserve • $5,375,600 in State Funding Held in a School Operating State Funding Reserve Total School Items Transferred = $6,925,600 CONTINGENCIES - SPECIAL : 257


CONTINGENCIES - SPECIAL

Addenda & Reductions Discussion

Addenda consist of dollars over and above the base budget target for operating and capital outlay expenses. Recommended addenda items are often funding provided for new initiatives or expanded services but may also include normal cost increases. Addenda reductions may reflect reduced revenue and/or expense needed to equalize revenue shortfalls.

• $526,000 is Added to Provide a 2% Compensation Increase – Additional funding has been added to cover the cost of a 2% compensation increase for classified and part-time non-classified County employees effective July 1, 2021.

CONTINGENCIES - SPECIAL : 258


MONTGOMERY COUNTY, VIRGINIA

Law Library

VOTERS General Assembly Circuit Court

Law Library

LAW LIBRARY : 259


LAW LIBRARY

Budget Summary Change FY 20

FY 20

FY 21

FY 22

Revised

Actual

Approved

Base

FY 22 +

Addenda

=

FY 22

Rec. 22/

Recommended

App. 21

EXPENDITURES BY DEPARTMENT Law Library TOTAL EXPENDITURES

$17,600

$16,845

$17,600

$17,600

$-

$17,600

$-

$17,600

$16,845

$17,600

$17,600

$-

$17,600

$-

$17,600

$16,845

$17,600

$17,600

$-

$17,600

$-

$-

$-

$-

$-

$-

$-

$-

$17,600

$16,845

$17,600

$17,600

$-

$17,600

$-

EXPENDITURES BY CLASSIFICATION Operations & Maintenance Capital Outlay TOTAL EXPENDITURES

REVENUE BY CLASSIFICATION Interest Fees Transfer To County Capital (To)/From Fund Balance TOTAL DESIGNATED REVENUE

TOTAL UNDESIGNATED REVENUE

TOTAL REVENUES

$1,000

$98

$1,000

$1,000

$-

$1,000

$-

$14,000

$9,653

$14,000

$14,000

$-

$14,000

$-

$-

$-

$-

$-

$-

$-

$-

$2,600

$-

$2,600

$2,600

$-

$2,600

$-

$17,600

$9,752

$17,600

$17,600

$-

$17,600

$-

$-

$7,093

$-

$-

$-

$-

$-

$17,600

$16,845

$17,600

$17,600

$-

$17,600

$-

LAW LIBRARY : 260


LAW LIBRARY

About

The Law Library is self-supporting from fees assessed on civil and criminal trials.

Law Library

This division provides legal information resources for attorneys and the courts.

Base Budget Discussion

The base budget is the estimated minimum cost for providing continued services/operations for each division/ department. It is based on the prior year approved budget with adjustments. This budget shows how much it would cost in the next fiscal year to operate the same programs in the current fiscal year.

• No Notable Base Budget Adjustments

Addenda & Reductions Discussion Addenda consist of dollars over and above the base budget target for operating and capital outlay expenses. Recommended addenda items are often funding provided for new initiatives or expanded services but may also include normal cost increases. Addenda reductions may reflect reduced revenue and/or expense needed to equalize revenue shortfalls.

• No Addenda Added

LAW LIBRARY : 261


MONTGOMERY COUNTY, VIRGINIA

Montgomery County Public Schools

VOTERS Board of Supervisors School Board

Public Schools

Nutrition Fund

Operating Fund

MONTGOMERY COUNTY PUBLIC SCHOOLS : 263


MONTGOMERY COUNTY PUBLIC SCHOOLS

Budget Summary Change FY 20

FY 20

FY 21

FY 22

Revised

Actual

Approved

Base

FY 22 +

FY 22

Addenda

Rec. 22/

= Recommended

App. 21

EXPENDITURES BY DEPARTMENT School Operating Fund

$123,781,540

$118,630,878

$114,153,813

$121,893,401

$500,000

$122,393,401

$8,239,588

School Nutrition Fund

$5,284,706

$5,065,078

$5,228,004

$4,633,474

$-

$4,633,474

$(594,530)

TOTAL EXPENDITURES

$129,066,246

$123,695,956

$119,381,817

$126,526,875

$500,000

$127,026,875

$7,645,058

$93,504,113

$90,089,191

$93,155,968

$96,447,851

$-

$96,447,851

$3,291,883

Admin/Attend/Health

$5,346,876

$5,155,773

$5,484,275

$5,654,898

$-

$5,654,898

$170,623

Transportation

$5,547,448

$4,671,253

$5,325,646

$6,293,786

$-

$6,293,786

$968,140

$18,604,027

$17,967,124

$16,384,830

$17,672,393

$-

$17,672,393

$1,287,563

EXPENDITURES BY CLASSIFICATION Instruction

Operations & Maintenance Non-Instruction

$370,416

$338,876

$320,034

$320,034

$-

$320,034

$-

School Nutrition

$5,284,706

$5,065,078

$5,228,004

$4,633,474

$-

$4,633,474

$(594,530)

$408,660

$408,660

$408,660

$408,660

$-

$408,660

$-

Transfer to Debt Service Unallocated Funds

$-

$-

$(6,925,600)

$(4,904,221)

$500,000

$(4,404,221)

$2,521,379

$129,066,246

$123,695,956

$119,381,817

$126,526,875

$500,000

$127,026,875

$7,645,058

Sales Taxes

$12,177,097

$12,320,605

$12,809,786

$12,075,291

$-

$12,075,291

$(734,495)

Basic Aid

$27,854,885

$27,316,246

$29,612,287

$29,109,860

$-

$29,109,860

$(502,427)

Other SOQ

$11,813,167

$11,683,336

$12,440,593

$12,063,517

$-

$12,063,517

$(377,076)

$2,379,809

$2,357,932

$2,457,480

$4,769,942

$-

$4,769,942

$2,312,462 $(128,138)

TOTAL EXPENDITURES

REVENUE BY CLASSIFICATION

Incentive Programs Categorical

$578,432

$666,886

$605,914

$477,776

$-

$477,776

Lottery Funded Programs

$5,130,945

$5,343,466

$4,027,357

$4,521,019

$-

$4,521,019

$493,662

Federal Funds

$7,479,050

$8,264,660

$7,551,770

$7,276,285

$-

$7,276,285

$(275,485)

Other Local Funds

$3,773,640

$3,727,292

$3,067,484

$2,789,369

$-

$2,789,369

$(278,115)

State Recordation

$250,000

$337,447

$250,000

$-

$-

$-

$(250,000)

Other State Funds

$51,478

$67,103

$107,473

$66,543

$-

$66,543

$(40,930)

Deferred State Revenue

$-

$-

$(5,375,600)

$-

$-

$-

$5,375,600

Fund Balance

$-

$-

$-

$-

$- .

$-

$-

Interest

$-

$16

$-

$-

$-

$-

$-

School Transfer to Debt General Fund Transfer TOTAL DESIGNATED REVENUE

TOTAL UNDESIGNATED REVENUE

TOTAL REVENUES

$-

$-

$-

$-

$-

$-

$-

$57,577,743

$51,569,666

$51,827,273

$53,377,273

$500,000

$53,877,273

$2,050,000

$129,066,246

$123,654,655

$119,381,817

$126,526,875

$500,000

$127,026,875

$7,645,058

$-

$41,301

$-

$-

$-

$-

$-

$129,066,246

$123,695,956

$119,381,817

$126,526,875

$500,000

$127,026,875

$7,645,058

MONTGOMERY COUNTY PUBLIC SCHOOLS : 264


MONTGOMERY COUNTY PUBLIC SCHOOLS

About

Montgomery County Public Schools (MCPS) serves around 9,487 students through 11 elementary schools (grades K-5), four middle schools (grades 6-8), four high schools (grades 9-12), and central administrative offices. MCPS also provides one alternative education school. In addition to the regular education and special education programs other programs include: Title I; elementary art, music, and physical education; elementary, middle, and high school guidance; comprehensive career and technical education; gifted education; programs for at risk students; and extensive extracurricular activities in athletics, fine arts, and academic competitions. The seven elected members of the School Board and the Superintendent of Schools provide leadership and management for the school division.

School Operating Fund

The School Operating Budget provides the funds as required to comply with the State Standards of Quality (SOQ) and to meet the Federal requirements under the No Child Left Behind (NCLB) legislation. The budget also incorporates local programs as requested by the community.

School Nutrition Fund

The School Nutrition program operates as a separate fund and is self-sustaining for the cost of labor, food supplies, expendable supplies, and equipment repair. Major capital expenditures, utilities, and liability insurance are provided through the school division’s operating budget. Revenues are received from the sale of breakfast, lunch, ala-carte items, catering, and reimbursements from Federal nutrition programs.

Highlights • • • • • • • • • • • • • •

16,106 learning packets were delivered to PK-2 students. 655,963 meals were delivered to students via the meal delivery bus. 2,000 library books were distributed via the meal delivery bus. 515 calls to the chromebook helpline were answered for technical assistance. 450 mi-fi units were deployed to provide students with internet access at home. More than 700 high school seniors walked across the graduation stage to receive their diplomas, with their family members sitting front row to honk car horns and wave signs to celebrate the graduates. Schools opened on a hybrid in-person and online schedule on Tuesday, September 8, 2020. 100% of all K-12 students were issued a chromebook to assist with online learning modules and online work. MCPS obtained an additional 400 mi-fi units to deploy to families without internet connection. MCPS was one of the founding members of the New River Valley Public Health Task Force. In addition to educating students and providing supports to families, MCPS has served as a key partner in the Task Force efforts. Hosted 23 drive thru COVID-19 testing centers in seven months. Hosted three drive-thru flu vaccine clinics, vaccinating more than 700 residents. Hosted Feeding America food delivery, providing meals to 500 residents. Assisted with the Task Force live, virtual town halls. MONTGOMERY COUNTY PUBLIC SCHOOLS : 265


MONTGOMERY COUNTY PUBLIC SCHOOLS • Supported Task Force communication and marketing efforts. • MCPS continues to work to meet the needs of students and families throughout the pandemic.

Budget Discussion

Due to the COVID-19 virus and the uncertainty of the national, state, and local economies in the near term, the Board of Supervisors adopted the County’s FY 21 Budget by deferring $1,550,000 in County funding and $5,375,600 in state designated funding for the schools. This $6,925,600 in funding was held in the County General Fund. As revenues stabilized, these funds were moved during FY 21 and are now part of the base budget for FY 22 for Montgomery County Public Schools. As a result, it appears that the school budget increased dramatically and the County General Fund decreased dramatically. However, in reality, it was just a shift of resources of $6,925,600 between the funds. Below is a breakdown of funding as contained in the School Operating Budget: • $122,393,401 is Provided for the School Operating Fund – $122,393,401 in total funding is provided for the School Operating Fund. This represents an increase of $8,239,588 over the FY 21 approved budget. Taking into consideration the $6,925,600 that was shifted between funds and discussed above, the net total increase in funding for FY 22 is $1,313,988. Of this amount, $813,988 is from new state designated resources and $500,000 is from new County dollars. • $4,633,474 is Provided for the School Nutrition Fund – $4,633,474 in total funding is provided for the School Nutrition Fund, which is a decrease of $594,530 for the FY 22 Budget.

MONTGOMERY COUNTY PUBLIC SCHOOLS : 266


MONTGOMERY COUNTY, VIRGINIA

Montgomery County Public Schools Capital

VOTERS Board of Supervisors School Board

Public Schools

School Capital

MONTGOMERY COUNTY PUBLIC SCHOOLS - CAPITAL : 267


MONTGOMERY COUNTY PUBLIC SCHOOLS -

C A P I TA L

Budget Summary Change FY 20

FY 20

FY 21

FY 22

Revised

Actual

Approved

Base

FY 22 +

Addenda

=

FY 22

Rec. 22/

Recommended

App. 21

EXPENDITURES BY DEPARTMENT School Capital Construction TOTAL EXPENDITURES

$7,111,523

$-

$2,146,173

$2,195,645

$-

$2,195,645

$49,472

$7,111,523

$-

$2,146,173

$2,195,645

$-

$2,195,645

$49,472

$-

$-

$-

$-

$-

$-

$-

EXPENDITURES BY CLASSIFICATION Personal Services Operations & Maintenance

$-

$-

$-

$-

$-

$-

$-

$7,111,523

$-

$2,146,173

$2,195,645

$-

$2,195,645

$49,472

$7,111,523

$-

$2,146,173

$2,195,645

$-

$2,195,645

$49,472

General Fund Transfer

$6,756,523

$6,756,523

$2,146,173

$2,195,645

$-

$2,195,645

$49,472

Debt Service Transfer

Capital Outlay TOTAL EXPENDITURES

REVENUE BY CLASSIFICATION

$355,000

$355,000

$-

$-

$-

$-

$-

Recovered Costs

$-

$-

$-

$-

$-

$-

$-

Interest

$-

$-

$-

$-

$-

$-

$-

Fund Balance/Other Revenue

$-

$-

$-

$-

$-

$-

$-

TOTAL DESIGNATED REVENUE

$7,111,523

$7,111,523

$2,146,173

$2,195,645

$-

$2,195,645

$49,472

$-

$(7,111,523)

$-

$-

$-

$-

$-

$7,111,523

$-

$2,146,173

$2,195,645

$-

$2,195,645

$49,472

TOTAL UNDESIGNATED REVENUE

TOTAL REVENUES

MONTGOMERY COUNTY PUBLIC SCHOOLS - CAPITAL : 268


MONTGOMERY COUNTY PUBLIC SCHOOLS -

C A P I TA L

About

Montgomery County Public Schools Capital Fund dollars are earmarked to be used in the future for new school capital projects.

Schools Capital Fund

The School Capital Fund is used to fund future school capital projects.

Budget Discussion • $2,195,645 is Provided for the School Capital Fund – $2,195,645 or 2.5 cents of the real estate tax rate has been earmarked for future school capital needs. These funds are held in a special Capital Fund account separate from the School Operating Fund. These funds may be used only with future Board of Supervisors approval.

MONTGOMERY COUNTY PUBLIC SCHOOLS - CAPITAL : 269


MONTGOMERY COUNTY, VIRGINIA

General Government Debt Services

VOTERS Board of Supervisors County Administrator General Government Debt Services

County Debt Service

School Debt Service

GENERAL GOVERNMENT DEBT SERVICES : 271


GENERAL GOVERNMENT DEBT SERVICES

Budget Summary Change FY 20

FY 20

FY 21

FY 22

Revised

Actual

Approved

Base

FY 22 +

Addenda

=

FY 22

Rec. 22/

Recommended

App. 21

EXPENDITURES BY DEPARTMENT County Debt Service

$5,056,573

$4,134,962

$5,056,573

$4,256,082

$-

$4,256,082

$(800,491)

School Debt Service

$18,575,873

$18,558,850

$19,666,152

$20,466,643

$-

$20,466,643

$800,491

$578,049

$578,049

$-

$-

$-

$-

$24,210,495

$23,271,861

$24,722,725

$24,722,725

$-

$24,722,725

Principal

$15,692,625

$15,692,625

$16,540,461

$17,056,984

$-

$17,056,984

$516,523

Interest

$6,987,283

$6,986,765

$7,158,027

$6,543,424

$-

$6,543,424

$(614,603)

Transfers to Other Funds TOTAL EXPENDITURES

$-

EXPENDITURES BY CLASSIFICATION

Administrative Costs

$35,000

$14,423

$35,000

$35,000

$-

$35,000

$-

Transfer to County Capital

$223,049

$223,049

$-

$-

$-

$-

$-

Transfer to School Capital

$355,000

$355,000

$-

$-

$-

$-

$-

Reserve Funds TOTAL EXPENDITURES

$917,538

$-

$989,237

$1,087,317

$-

$1,087,317

$98,080

$24,210,495

$23,271,861

$24,722,725

$24,722,725

$-

$24,722,725

$-

REVENUE BY CLASSIFICATION General Fund Transfer

$21,609,886

$22,341,104

$22,700,165

$22,700,165

$-

$22,700,165

$-

School Capital Fund Transfer

$-

$-

$-

$-

$-

$-

$-

School Energy Bond Savings

$408,660

$408,660

$408,660

$408,660

$-

$408,660

$-

$79,982

$41,135

$79,982

$79,982

$-

$79,982

$-

$-

$-

$-

$-

$-

$-

$-

Courthouse Maintenance School Operating Transfer County Capital Transfer Lease Revenue Debt Service Fund Balance

$-

$-

$-

$-

$-

$-

$-

$186,471

$186,480

$186,471

$186,471

$-

$186,471

$-

$-

$-

$-

$-

$-

$-

$-

$1,347,447

$633,974

$1,347,447

$1,347,447

$-

$1,347,447

$-

$578,049

$-

$-

$-

$-

$-

$-

Interest/Freed Up Debt Service Reserve

$-

$-

$-

$-

$-

$-

$-

TOTAL DESIGNATED REVENUE

$24,210,495

$23,611,353

$24,722,725

$24,722,725

$-

$24,722,725

$-

$-

$(339,492)

$-

$-

$-

$-

$-

$24,210,495

$23,271,861

$24,722,725

$24,722,725

$-

$24,722,725

$-

QSCB Interest Subsidy Fund Balance

TOTAL UNDESIGNATED REVENUE

TOTAL REVENUES

GENERAL GOVERNMENT DEBT SERVICES : 272


GENERAL GOVERNMENT DEBT SERVICES

About

General Government Debt Service division includes principal, interest and administrative fees on long-term outstanding debt. Debt service accounts are required for the issuance of the bonds to fund new county buildings and schools, building improvements and renovations and other capital improvements.

County Debt Service

This includes principal, interest and administrative fees for all County long-term outstanding debt.

School Debt Service

School Debt Service includes principal, interest and administrative fees for all school long-term outstanding debt.

Base Budget Discussion

The base budget is the estimated minimum cost for providing continued services/operations for each division/ department. Debt service has been funded from various sources: monies from the School Operating fund, courthouse maintenance fees, revenue from the New River Valley Emergency Communications Regional Authority lease, and the General Fund. The debt service budget includes funds for principal, interest and debt administration costs, as well as, savings retained from decreases in prior year debt service. Retaining these one-time monies in the base budget sets them aside to accomplish two objectives: • Fund future capital projects, and • Provide capacity to offset future non-recurring peaks in debt service costs.

Reallocation of Base Debt Service Resources - The base budget includes funds needed to cover the costs

for both County and School debt. Generally, debt issuances are structured to balance total debt service costs from year to year; however, the individual components of debt service often change. Total Funds for debt service do not change for FY 22; however, the County decreased its debt service capacity within the debt service fund by $800,491 and reallocated those funds to the School System to cover school debt service needs. This action increased the amount of funding dedicated to the Schools in the Debt Service Fund from the County transfer from the General Fund by $800,491 and decreased the County’s portion by $800,491.

Reduction in County Debt Service

($800,491)

Increase in School Debt Service

$800,491

Net Change in the Debt Service Fund

$

0

Increase in Principal $516,523 Decrease in Interest ($614,603) Increase in Funds Retained Net change

$98,080 $

0

GENERAL GOVERNMENT DEBT SERVICES : 273


GENERAL GOVERNMENT DEBT SERVICES

Addenda & Reductions Discussion

Addenda consist of dollars over and above the base budget target for operating and capital outlay expenses. Recommended addenda items are often funding provided for new initiatives or expanded services but may also include normal cost increases. Addenda reductions may reflect reduced revenue and/or expense needed to equalize revenue shortfalls.

• No Addenda Added

GENERAL GOVERNMENT DEBT SERVICES : 274


MONTGOMERY COUNTY, VIRGINIA

Montgomery County Capital

VOTERS Board of Supervisors County Capital

MONTGOMERY COUNTY CAPITAL : 275


M O N T G O M E R Y C O U N T Y C A P I TA L

Budget Summary Change FY 20

FY 20

FY 21

FY 22

Revised

Actual

Approved

Base

FY 22 +

Addenda

=

FY 22

Rec. 22/

Recommended

App. 21

EXPENDITURES BY DEPARTMENT County Capital TOTAL EXPENDITURES

$5,588,201

$447,652

$3,531,173

$3,580,645

$-

$3,580,645

$49,472

$5,588,201

$447,652

$3,531,173

$3,580,645

$-

$3,580,645

$49,472

$-

$-

$-

$-

$-

$-

$-

EXPENDITURES BY CLASSIFICATION Personal Services Operations & Maintenance

$-

$-

$-

$-

$-

$-

$-

$5,588,201

$447,652

$3,531,173

$3,580,645

$-

$3,580,645

$49,472

$5,588,201

$447,652

$3,531,173

$3,580,645

$-

$3,580,645

$49,472

Transfer from General Fund

$5,365,152

$5,365,152

$3,531,173

$3,580,645

$-

$3,580,645

$49,472

Transfer from Debt Service

Capital Outlay TOTAL EXPENDITURES

REVENUE BY CLASSIFICATION

$223,049

$223,049

$-

$-

$-

$-

$-

Recovered Costs

$-

$-

$-

$-

$-

$-

$-

Fund Balance/Other Revenue

$-

$-

$-

$-

$-

$-

$-

Transfer to Debt Service

$-

$-

$-

$-

$-

$-

$-

$5,588,201

$5,588,201

$3,531,173

$3,580,645

$-

$3,580,645

$49,472

$-

$(5,140,549)

$-

$-

$-

$-

$-

$5,588,201

$447,652

$3,531,173

$3,580,645

$-

$3,580,645

$49,472

TOTAL DESIGNATED REVENUE

TOTAL UNDESIGNATED REVENUE

TOTAL REVENUES

MONTGOMERY COUNTY CAPITAL : 276


M O N T G O M E R Y C O U N T Y C A P I TA L

About

The County Capital division is used to fund the costs of future County capital project needs.

County Capital

Dollars earmarked in this division will be used in future years for County capital needs.

Base Budget Discussion

The base budget is the estimated minimum cost for providing continued services/operations for each division/ department. It is based on the prior year approved budget with adjustments. This budget shows how much it would cost in the next fiscal year to operate the same programs in the current fiscal year. • $1,317,387 is Included for Fire and Rescue Capital – The base budget includes $1,317,387 or 1.5 pennies of the real estate tax rate for Fire and Rescue capital needs. • $750,000 is Included for County Capital Maintenance Projects – $750,000 is included in the County Capital budget to provide an ongoing source of capital maintenance funding to cover the County’s existing buildings and infrastructure. The County’s Capital Maintenance program, funded in the Capital Fund Budget, is a proactive program of preventative maintenance designed to address major repairs and/ or replace large scale components that cannot be addressed within the County’s centralized maintenance program contained within the County’s operating budget. The purpose of this program is to invest in existing capital assets to maintain the County’s building and structures and to extend their useful life. Ongoing projects include roofing replacements, Heating Ventilation and Air Conditioning (HVAC) upgrades, carpeting, paving, and other major systems’ maintenance. • $425,000 is Included for the Parks and Recreation Projects – $425,000 is included for Parks and Recreation capital projects and includes $35,000 that was previously set aside in FY 16. This funding is earmarked for the Auburn Parks Project. • $210,000 is Included to Address Information Technology Infrastructure Improvements Within County Facilities –$210,000 has been set aside to address future information technology infrastructure needs. • $878,258 is Included for County Capital Needs – $878,258 or 1 cent of the real estate tax rate has been earmarked for future County capital needs. Of this amount, $100,000 is earmarked for the Valley to Valley Trail project.

Addenda & Reductions Discussion Addenda consist of dollars over and above the base budget target for operating and capital outlay expenses. Recommended addenda items are often funding provided for new initiatives or expanded services but may also include normal cost increases. Addenda reductions may reflect reduced revenue and/or expense needed to equalize revenue shortfalls.

• No Addenda Added

MONTGOMERY COUNTY CAPITAL : 277


Profile for Montgomery County, Va

Montgomery County, Va. FY 22 Proposed Budget