Adopted Operating Capital Budget FY 2015/16

ADOPTED OPERATING &CAPITAL BUDGETFY 2015-2016

CITY OF SUFFOLKVIRGINIA

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The Government Finance Officers Association of the United States and Canada (GFOA) presented a

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Distinguished Budget Presentation Award to the City of Suffolk, Virginia for its annual budget for the fiscal year beginning July 1, 2014. In order to receive this award, a government unit must publish a budget document that meets program criteria as a policy document, as an operation guide, as a Financial plan, and as a communication device. The award is valid for a period of one year only. We believe our current budget continues to conform to the program requirements and we are submitting it to GFOA to determine its eligibility for another award.

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FY 2015-2016 Operating & Capital Budget

Table of Contents

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

II. Budget Document Overview

How to Read the Budget Document .................................................................................................. 5

Our City Council ............................................................................................................................... 6

City Council Guiding Principles ....................................................................................................... 7

Administrative Working Goals and Objectives ............................................................................... .8

City Organization Chart ................................................................................................................... .9

Strategic Planning and Budget Development Process .................................................................... 10

Budget Development Calendar ....................................................................................................... 13

City Financial Structure .................................................................................................................. 14

Summary of Financial and Budget Policy Compliance .................................................................. 19

III. Fund Summaries and Details

Executive Summary By Fund .......................................................................................................... 37

All Funds Revenues and Expenditures Summary ........................................................................... 58

Revenue Analysis ............................................................................................................................ 64

General Fund Revenue Summary .................................................................................................... 75

General Fund Expenditure Summary .............................................................................................. 78

General Fund Specific Revenue and Appropriation Details

City Council ............................................................................................................................ 80

City Manager ........................................................................................................................... 82

Budget and Strategic Planning ................................................................................................ 84

City Attorney ........................................................................................................................... 86

Human Resources .................................................................................................................... 88

Commissioner of the Revenue ................................................................................................ 90

City Assessor ........................................................................................................................... 92

City Treasurer .......................................................................................................................... 94

Finance .................................................................................................................................... 96

Purchasing ............................................................................................................................... 98

Registrar ................................................................................................................................ 100


Circuit Court - Judges ............................................................................................................ 102

General District Court ........................................................................................................... 104

Magistrate’s Office ................................................................................................................ 106

Juvenile and Domestic Relations District Court ................................................................... 108

Court Service Unit ................................................................................................................. 110

Clerk of the Circuit Court ...................................................................................................... 112

Sheriff .................................................................................................................................... 114

Commonwealth’s Attorney ................................................................................................... 116

Police .................................................................................................................................... 118

Police –Emergency Communications.................................................................................... 120

Police Department – Animal Shelter Management ............................................................... 122

Community Development Services ....................................................................................... 124

Fire & Rescue ........................................................................................................................ 126

Fire & Rescue – Emergency Management ............................................................................ 128

Western Tidewater Regional Jail Authority .......................................................................... 130

Public Works ......................................................................................................................... 132

Capital Programs and Facilities ............................................................................................. 135

Social Services ...................................................................................................................... 137

Social Services – Comprehensive Services Act .................................................................... 139

Suffolk Health Department ................................................................................................... 141

Western Tidewater Community Services Board ................................................................... 143

School Support ...................................................................................................................... 145

Parks and Recreation ............................................................................................................. 147

Library ................................................................................................................................... 154

Planning and Community Development ............................................................................... 156

Economic Development ........................................................................................................ 158

Tourism ................................................................................................................................ 160

Media and Community Relations .......................................................................................... 162

Virginia Cooperative Extension ............................................................................................ 164

Local and Regional Organizations ........................................................................................ 166

Non-Departmental General Fund .......................................................................................... 168


Capital Projects Fund Specific Revenue and Appropriation Details .................................................. 170

Debt Service Fund Specific Revenue and Appropriation Details ................................................. 174

Special Revenue Fund Specific Revenue and Appropriation Details

Aviation Facilities Fund ........................................................................................................ 177

Downtown Business Overlay Taxing District Fund .............................................................. 180

Road Maintenance Fund ........................................................................................................ 183

Consolidated Grants Fund ..................................................................................................... 187

Transit System Fund .............................................................................................................. 190

Law Library Fund .................................................................................................................. 193

Route 17 Special Taxing District Fund ................................................................................. 196

Enterprise Fund Specific Revenue and Appropriation Details

Public Utilities Fund .............................................................................................................. 199

Refuse Fund ........................................................................................................................... 208

Stormwater Management Fund ............................................................................................. 211

Internal Service Fund Specific Revenue and Appropriation Details

Information Technology Fund ............................................................................................... 215

Fleet Fund .............................................................................................................................. 218

Risk Management Fund ......................................................................................................... 221

School Board Component Unit Specific Revenue and Appropriation Detail

School Operating Fund .......................................................................................................... 224

IV. Appendices of Supporting Budget Documents

Personnel Summary By Fund ....................................................................................................... 227

Capital Improvements Plan (CIP) ................................................................................................ 230

Long Range Budget Projections ................................................................................................... 286

Debt Service …………………………………………………………………………………....287

City Government, History and Community Attractions ............................................................... 291

City Demographics and Statistics ................................................................................................. 296

Budget Adoption Ordinance ......................................................................................................... 304

Fee Schedule ................................................................................................................................. 308

Glossary of Terms ........................................................................................................................ 332

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City Manager’s Message

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Budget Document Overview

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HOW TO READ THE BUDGET DOCUMENT __________________________________________________________________ The Operating and Capital Budget Document consists of four sections detailed below. Comparative historical data, projections, explanatory notes and highlighted information have been included to assist the reader. I. City Manager’s Message - includes budget highlights and significant changes from the

prior year, priorities, goals, short and long term initiatives, and policy guidelines for the Operating and Capital Budget.

II. Budget Document Overview - includes general and high level information to address:

How to Read the Budget Document City Council City Council Guiding Principles Administrative Working Goals and Objectives City Organization Chart Strategic Planning and Budget Development Process Budget Development Calendar City Financial Structure Summary of Financial and Budget Policy Compliance

III. Fund Summaries and Details – includes a summary of significant issues and changes

by Fund as well as detailed revenue estimates and appropriations for each Fund. Executive Summary By Fund All Funds Revenues and Expenditures Summary Revenue Analysis General Fund Revenue Summary General Fund Expenditure Summary Fund Specific Revenue and Appropriation Details

IV. Appendices of Supporting Budget Documents – includes important statistics, details,

and definitions supporting the Operating and Capital Budget. Personnel Summary by Fund Capital Improvements Plan (CIP) Long Range Budget Projections Debt Service City Government, History and Community Attractions City Demographics and Statistics Budget Adoption Ordinance Fee Schedule Glossary of Terms

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CITY COUNCIL OF THE CITY OF SUFFOLK

Linda T. Johnson Leroy Bennett Mayor Vice Mayor

At Large Cypress Borough Term Expires: 12/31/2016 Term Expires: 12/31/2018

Michael D. Duman Timothy J. Johnson Lue R. Ward, Jr. Councilman Councilman Councilman Chuckatuck Borough Holy Neck Borough Nansemond Borough Term Expires: 12/31/2018 Term Expires: 12/31/2018 Term Expires: 12/31/2016

Roger W. Fawcett Donald Z. Goldberg Curtis R. Milteer, Sr. Councilman Councilman Councilman Sleepy Hole Borough Suffolk Borough Whaleyville Borough Term Expires: 12/31/2016 Term Expires: 12/31/2018 Term Expires: 12/31/2016

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GUIDING PRINCIPLES

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

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

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

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

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GOALS & OBJECTIVES

VISION MISSION

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

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

It’s a Good Time to be in Suffolk

GOALS & OBJECTIVES• PromoteStrongFinancialManagementandFiscalAccountability -Maintain policy compliance and debt management -Attain the highest bond rating (AAA) -Maintain accuracy and integrity in our financial reporting• ProvideEffectiveandEfficientProgramsandServicesthatareAccountableandCustomerFocused -Provide exceptional customer service -Maintain a well-trained and engaged workforce now and in the future -Enhance efficiency and effectiveness of programs and services • PromoteaSafe,Healthy,andDiverseCommunityinwhichtoLive,Work,Learn,andPlay -Promote investment and renewal opportunities -Increase the number and diversity of cultural, entertainment, and recreational opportunities -Implement programs and services designed to improve the health, economic, and social well-being of individuals -Maintain and enhance Public Safety -Enhance Lifelong Learning Opportunities• DiversifyandEnhancetheLocalEconomy -Grow a vibrant downtown and Main Street corridor -Cultivate a skilled and diverse workforce, and promote entrepreneurship -Facilitate public and privately owned properties -Collaborate with federal, state and regional partners on transportation projects of regional significance• ProvideSafeandQualityTransportationOptions -Explore options for funding transportation priorities -Improve safety and efficiency of roadways -Increase capacity and connectivity of our major roadways and public transportation systems • PromoteCitizenEngagement -Increase opportunities to receive feedback from citizens regarding program/service needs as well as input on Suffolk’s vision -Implement community events and create opportunities designed to instill community pride and citizen engagement

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Citizens

City Attorney

Clerk of the Circuit Court

Sheriff

Assessor

City of Suffolk FY 2015-2016 Operating and Capital Budget

Organizational Chart

Director of Human

Resources

Chief of PoliceFire Chief

City ManagerOther Authorities,

Boards, and Commissions

Budget Officer

Planning Commission

Director of Finance

City Clerk

School BoardTreasurerCommissioner

of the RevenueCommonwealth’s

Attorney

Deputy City Manager

Director of Public Works

Director of Economic

Development

Director of Planning & Community

Development

Director of Public Utilities

Director of Parks & Recreation

Director of Capital Programs &

Facilities

Tourism Development

Manager

Fleet Manager

Purchasing AgentChief of Staff

Director of Social Services

Health Department

Library Director

City Council

Director of Information Technology

Risk Benefits & Wellness

Manager

Airport Manager

Director of Media & Community

Relations/FOIA

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STRATEGIC PLANNING AND BUDGET DEVELOPMENT PROCESS __________________________________________________________________ The City of Suffolk’s Annual Capital Planning and Annual Operating and Capital Budget processes begin each year in October and conclude after the final adoption by City Council, prior to June 30th of the following year. The budget process is designed to include an analysis of each department’s budget and to allocate resources across departmental programs based on the strategic plans, goals and directions provided by City Council and a thorough examination of programs and justifications. Each activity that is funded is reviewed by the City’s Director of Finance, the City Manager, and the City Council. Long and Short Term Strategic Planning: The annual Council retreat focuses on the City’s goals, visioning, land use, and important financial matters. Topics include issues associated with the City’s Ten Year Comprehensive Development Plan, and significant service issues from staff and Council. Council develops its vision and a list of priorities and staff provides Council with recommended strategic initiatives to be addressed in the short and long term future of the City. Short and long term strategic initiatives are developed and updated for use in the development of the City’s ten year Capital Improvements Plan (CIP) and Annual Operating and Capital Budget. Long Range Budget Forecast: The Division of Budget and Strategic Planning produces a Long Range Budget Forecast annually to evaluate the total amount of available resources and anticipated costs over a four to five year period. It incorporates levels of anticipated revenues over the next four to five years, the projected levels of operating costs, the anticipated levels of debt service for the Capital Improvements Plan, and the anticipated operating costs associated with all new capital facilities. In turn, the first year of the Long Range Budget Forecast is used as a framework from which to develop the guidelines and targets for the Operating Budget. The Long Range Forecast is used to determine the level of funding the City will have to support its Capital Improvement Plan within the debt policy constraints adopted by the City. Development of the Annual Capital Improvements Plan (CIP): The City of Suffolk begins the development of its Annual Capital Improvements Plan (CIP) in October to address in detail the five year plan and additional five year horizon for needed City capital improvements. A recommended CIP is developed by the City Manager with input from the various departments of the City. The City Manager’s recommended plan is reviewed by a CIP Committee consisting of the two Council elected representatives on the City’s Finance Committee and two designated members of the City Planning Commission. The CIP Committee reviews the proposal and specific projects with the City Manager and directs adjustments and forwards its recommended plan to the full Planning Commission. The Planning Commission reviews, directs, edits, and recommends the

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document to the City Council who receives the plan, holds a public hearing, edits as necessary and adopts the plan. The CIP process is concluded in February prior to the development of the Annual Operating and Capital Budget. The first year of the adopted CIP is incorporated into the City Manager’s Proposed Annual Operating and Capital Budget. Development of the Annual Revenue Estimates and Operating and Capital Budget: The development of the Annual Operating and Capital Budget begins in November with the assembly of a budget development committee comprised of appointees by the City Manager. The City Manager’s budget committee holds a planning meeting in November to create the budget work plan and calendar with oversight responsibility assigned to the Director of Finance. This work plan is designed to incorporate a rigorous internal review of service areas, work processes, and cost centers in need of strategic analysis to address the efficiency and effectiveness of the City. Community budget meetings are held in January to gather public input, suggestions, and comments for the development of the City Manager’s proposed budget. These comments are documented and shared with City Council. Budget requests for each activity of the City are submitted electronically to the Division of Budget and Strategic Planning for compilation and review by the City’s budget committee. Accountability exists to support every dollar requested with detailed support and explanations. Meetings are held with each department to review their submission and programs and address questions and possible solutions to improve efficiency and effectiveness. Follow-up meetings are later held to review the City Manager’s recommended budget with each department and address any remaining issues. Revenue estimates and projections are developed through a cooperative review by the City’s Treasurer, Commissioner of the Revenue, Assessor, and the Director of Finance. Estimates are derived at the line item level projecting the current year’s revenue and estimating anticipated revenues for the following fiscal year based on both historic trend information and other known revenue factors such as actions of the State General Assembly and City Council, as well as impacts of the current economy on local and State revenue receipts. The City Manager submits a budget message and proposed operating and capital budget to the City Council at least sixty (60) days prior to the beginning of each budget year or July 1st. This budget includes all proposed revenue sources and estimates with recommended expenditures for all funds required to support the City’s operations and capital projects. In accordance with the City Charter, the budget transmitted by the City Manager to the City Council must be balanced, meaning that expenditures recommended by the City Manager must not exceed estimated revenues.

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Public information meetings are held to review the contents of the City Manager’s proposed operating and capital budget with interested residents of the City. Work sessions are conducted with City Council to review the contents of the proposed budget and receive comments and changes as directed by Council. A public hearing is held for Council to receive public comment on the proposed Operating and Capital Budget. Prior to July 1, the City Council makes its final revisions to the proposed budget and adopts the budget by ordinance. Funds are appropriated at the Fund level through an appropriations ordinance. Budgets for all funds are adopted on a basis consistent with generally accepted accounting principles applicable to governmental units. Budgeted amounts reflected in the financial statements are as originally adopted, unless amended by the City Manager or City Council. Appropriations for all funds lapse at the fiscal year end with exception to outstanding encumbrances stated in a “not-to-exceed” amount in the adopted appropriations ordinance for all ongoing projects and programs. The City Manager is authorized to amend appropriations by transferring unencumbered amounts within the appropriated funds. Otherwise, amendments that alter the total appropriation of any fund must be approved by the City Council. During the year, the City Council may approve amendments to original appropriations, primarily as a result of various Federal and State grant awards. The City Manager is authorized to reallocate funding sources for capital projects, including bond interest earnings to minimize arbitrage rebates and penalties.

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CITY OF SUFFOLK, VIRGINIA BUDGET DEVELOPMENT CALENDAR

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October – February Capital Improvement Plan development and adoption

November

Budget Development Planning – Senior Management Team December

Budget Packages Distributed to Departments / Agencies January

Budget Requests Due from Departments/Agencies February

Budget Development Committee – Meetings with Requesting Departments / Agents March

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

April

City Manager’s Proposed Budget Presented to City Council City Council Budget Work Sessions Budget Public Information Meetings Public Hearing Advertisement for Proposed Budget City Council Public Hearing on Proposed Budget & Tax Rate Ordinance

May

Adoption of City and School Budget & Tax Rates by City Council

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CITY FINANCIAL STRUCTURE ________________________________________________________________ Description of Account Structure Accounts of the City are organized on the basis of funds or account groups, each of which is considered a separate accounting entity. The operations of each fund are accounted for with a separate set of self-balancing accounts that comprise its assets, liabilities, fund balances/retained earnings, revenues and expenditures/expenses. The following fund types are used by the City of Suffolk: Governmental Funds Governmental Funds are those through which most governmental functions of the City are financed. The City presents the following major governmental funds: General Fund – The General Fund is the primary operating fund of the City. This fund is used to account for all financial transactions and resources except those required to be accounted for in another fund. Revenues are derived primarily from property and other local taxes, state and federal distributions, licenses, permits, charges for services, and interest income. A significant part of the General Fund’s revenues is transferred to other funds and component units, principally to finance the operations of the City of Suffolk Public Schools. Capital Projects Fund – The Capital Projects Fund is used to account for financial resources to be used for the acquisition or construction of major capital facilities (other than those financed by proprietary fund types). Debt Service Fund – The Debt Service Fund is used to account for the accumulation of resources for, and the payment of, general long-term debt principal, interest and related costs. The City presents the following non-major governmental funds: Special Revenue Funds The Special Revenue Funds account for revenue derived from specific sources (other than major capital projects) that are restricted by legal and regulatory provisions to finance specific activities. Aviation Facilities Fund – The Aviation Facilities Fund accounts for the revenues and expenditures related to the City’s airport. Revenues are derived from fuel sales, the rental of airport hangars and facilities, and the transfer of funding support from the General Fund. Downtown Business Overlay District Fund – The Downtown Business Overlay District accounts for revenues and expenditures related to services provided in the Downtown Business Overlay District. Most revenues are derived from a specific percentage of the annual real estate tax assessments in the Downtown Business Overlay District.

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

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Refuse Fund – The Refuse Fund accounts for the provision of solid waste disposal and recycling services to City residents, as well as landfill post closure requirements. Stormwater Utility Fund – The Stormwater Utility Fund accounts for the maintenance and improvements to the City’s stormwater infrastructure. Internal Service Funds The Internal Service Funds account for the financing of goods or services provided by one department to other departments or agencies of the City on a cost-reimbursement basis. The Internal Service Funds are included in governmental activities for government-wide reporting purposes. The excess revenue or expenses of the funds are allocated to the appropriate functional activity. Information Technology Fund – The Information Technology Fund accounts for the City’s technology infrastructure and allocates costs to the various departments or agencies using the service. Fleet Management Fund – The Fleet Management Fund accounts for the financing of vehicles and the related maintenance, repairs and fuel costs of the City and allocates operating costs to the various departments or agencies using the equipment. Risk Management Fund – The Risk Management Fund accounts for the funding and payment of auto, personal liability, general liability, health insurance, and workers’ compensation claims against the City exclusive of the School Board employees. Charges to other funds are based on estimated claims for the year. Fiduciary Funds Fiduciary Funds are used to account for assets held by the City as an agent for individuals, private organizations, and other governments. Fiduciary funds are not included in the government-wide financial statements. OPEB Trust Fund – The OPEB Trust Fund accounts for activities of the City’s other post-employment benefits (OPEB). This fund accumulates resources for health insurance for retired employees. Agency Funds Agency funds are custodial in nature (assets equal liabilities) and do not involve measurement of the results of operations. Special Welfare Fund – The Special Welfare Fund accounts for receipt of welfare checks and foster children support checks from the state and payments made on behalf of individuals. Commonwealth Fund – The Commonwealth Fund accounts for monies collected by the City on behalf of the Commonwealth of Virginia.

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School Funds – The School Funds are used to account for the activities of the City of Suffolk Public School System. The appropriation by the City consolidates the funding for the existing three School funds. The School Operating Fund is the general accounting fund of the School System. It is used to account for all financial resources except those required to be accounted for in another fund. Revenues of this fund are derived from State and Federal funds and an annual appropriation from the local government. The School Food Service Fund accounts for the revenues and expenditures relating to the operation of school cafeterias. Revenues are derived from state and federal funds and the sale of commodities. The School Grant Fund accounts for revenues and expenditures relating to grants received by the School System directly from the state and federal government. Basis of Accounting The accounting and financial reporting treatment applied to a fund is determined by its measurement focus. All governmental funds are accounted for using the current financial resources measurement focus. With this measurement focus, only current assets and current liabilities generally are included on the balance sheet in the funds statements. Long-term assets and long-term liabilities are included in the government-wide statements. Operating statements of the governmental funds present increases (i.e., revenues and other financing sources) and decreases (i.e., expenditures and other financing uses) in net current assets.

The government-wide statements of net assets and statements of activities, and proprietary funds, are accounted for on a flow of economic resources measurement focus. With this measurement focus, all assets and all liabilities associated with the operation of these activities are either included on the statement of net assets or on the statement of fiduciary net assets. Proprietary fund-type operating statements present increases (e.g., revenues) and decreases (e.g., expenses) in net total assets.

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

The budget is prepared on a “zero base”.

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

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

The City Manager submits the proposed budget to City Council, and recommends an

appropriation ordinance and an ordinance levying the tax rates for the ensuing year.

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

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

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

Formal budgetary integration is employed as a management control device. Annual operating budgets are adopted by ordinance passed by City Council for the General Fund, Capital Projects Fund, the Debt Service Fund; Special Revenue Funds (Aviation Facilities, Consolidated Grants Fund, Downtown Business Overlay District, Law Library, Road Maintenance, Route 17 Taxing District, Transit System); Enterprise Funds (Utility, Refuse, and Stormwater); Internal Service Funds (Fleet Management, Technology and General Services, and Risk Management). Annual operating budgets are also adopted for the School Operating, School Food Service and School Grants funds. The General, Special Revenue, Internal Service and Debt Service Funds’ budgets are adopted on a basis consistent with accounting principles generally accepted in the United States of America. Budgets for proprietary fund types are prepared on the accrual basis of accounting. Beginning fund balances for budgetary basis presentation purposes are adjusted for the carry-forward or prior year encumbrances. According to City Code, unexpended and unencumbered appropriations lapse at June 30 of each year. Appropriations that have not been expended or lawfully obligated or encumbered at June 30 are carried forward into the following year’s appropriations to allow for liquidation of the encumbrances. Continuation of previously authorized projects and grants by the City Council not completed as of June 30 of each year are authorized by ordinance to be reappropriated to the following year to allow for completion. Individual grants and projects included in the Consolidated Grants Fund and Capital Projects Fund are budgeted separately from the operating budget. These project authorizations do not parallel the City’s fiscal year and the accounting, encumbering and controlling of the funds are managed and monitored upon the length of each individual grant or project, which may be more than one year.

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Summary of Financial and Budget Policy Compliance _____________________________________________________________________________ The City of Suffolk has established financial policies to ensure prudent financial practices and accountability of public funds managed by the City. The financial policies include guidelines for Revenues, Budget, Capital Improvements Planning, and Debt. A Finance Committee created by the Suffolk City Council meets on a regular basis to review and monitor compliance. As demonstrated in the attached copy of the City’s financial policies and compliance summary, the City of Suffolk is achieving compliance with its financial policies. Highlights of each major compliance area include: Revenues City fees and charges have been reviewed and updated in the FY 16 Operating & Capital Budget. Revenue collections are strong with collection rates between 96% to 99%.

Budget The FY 16 Operating & Capital Budget is balanced with current revenues supporting all current

expenditures. A long range projection of revenues and expenditures is included in the FY 16 Operating & Capital

Budget. The City has met the Unassigned General Fund balance policy goal of 12% of Governmental Fund

Expenditures. The City’s Unassigned General Fund balance is 14.3% of Governmental Fund Expenditures.

The projected balance in the Risk Fund is anticipated to be sufficient to provide the required support in

the FY 16 Operating and Capital Budget. Capital Improvements Planning A 10 year Capital Improvements Plan has been prepared and adopted for use in the FY 16 budget year. The FY 16 Operating and Capital Budget includes 3% of General Fund departmental expenditures in

cash funding to achieve the policy goal of a 3% pay-as-you-go capital funding level. Debt Debt as a percentage of assessed value is 2.21% for FY 16, below the 4% policy ceiling. Debt as a percentage of general government expenditures is 9.61% for FY 16, below the 10% policy

ceiling.

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CITY OF SUFFOLK

Financial Policies

Adopted: December 5, 2007

Revised: April 1, 2015

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

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CITY OF SUFFOLK, VIRGINIA FINANCIAL POLICIES

POLICY PURPOSE The City of Suffolk (the “City”) and its governing body, the City Council (the “Council”), is responsible to the City's citizens to carefully account for all public funds, to manage City finances wisely and to plan for the adequate funding of services desired by the public, including the provision and maintenance of facilities. The following financial policies and guidelines establish the framework for the City’s overall fiscal planning and management. 1.01 Policy Goals This fiscal policy is a statement of the guidelines and goals that will influence and guide the financial management practices of the City. A fiscal policy that is adopted, adhered to, and regularly reviewed is recognized as the cornerstone of sound financial management. Effective fiscal policy:

Contributes significantly to the City's ability to insulate itself from fiscal crisis, Enhances short term and long term financial credit ability by helping to achieve the highest

credit and bond ratings possible, Promotes long term financial stability by establishing clear and consistent guidelines, Directs attention to the total financial picture of the City rather than single issue areas, Promotes the view of linking long term financial planning with day to day operations, and Provides the Council and the citizens a framework for measuring the fiscal impact of

government services against established fiscal parameters and guidelines. 1.02 Policy Implementation and Coordination The City has established a Finance Committee that meets approximately monthly to collectively review financial matters of the City, including the monitoring of financial activity cash and investment management, and compliance with certain policies outlined herein. Members of the Finance Committee include those individuals stipulated by ordinance adopted by City Council. 1.03 Review and Revision These polices will be reviewed for appropriateness and comparability with AAA rated jurisdictions every three years or more frequently if a need for review is identified.

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REVENUES 2.01 Revenue Diversification The City will strive to maintain diversified and stable revenue streams to protect the government from problematic fluctuations in any single revenue source and provide stability to ongoing services. Current revenues will fund current expenditures and a diversified and stable revenue system will be maintained to protect programs. FY’16 Budget Status: Local revenues are diversified and projected to increase 3.9% in FY’16. The increase is primarily due to the proposed $.04 increase in the real estate tax from $1.03 to $1.07 per $100 of assessed value. 2.02 Fees and Charges All fees established by the City for licenses, permits, fines, services, applications and other miscellaneous charges shall be set to recover all or a portion of the City’s expense in providing the attendant service. These fees shall be reviewed annually with the development of the annual operating budget. FY’16 Budget Status: All city fees and charges are reviewed annually with revisions provided to recoup a fair portion of the City’s expenses associated with the service provision. Various fee increases and adjustments are recommended in FY’16 to include the increases to the Police local record check, accident report, incident report, fingerprinting, and concealed weapon permit; Public Utility water and sewer rates and meter service charges. New fees are recommended including a fee for Parks and Recreation volunteer background check; Airport tow tug; and Transit fare fees. 2.03 Revenue Collections The City will strive to achieve an overall property tax collection rate of 100%. FY’16 Budget Status: The City continues to maintain strong local collection rates ranging from 96% to 99% for local taxes and fees with collection rates documented annually in the Comprehensive Annual Financial Report. 2.04 Use of Fund Balance The City’s General Fund equity balance will be utilized to provide sufficient working capital in anticipation of current budgeted revenues and to finance unforeseen emergencies without borrowing. The General Fund equity of the City (Unassigned Fund Balance) will not be used to finance current operations.

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FY’16 Budget Status: The City’s budget has been balanced with current General Fund revenues supporting all current General Fund expenditures for FY’16. 2.05 Restricted Revenue Restricted revenue (such as Medicaid or Asset Forfeiture funds) shall only be used for the purpose intended and in a fiscally responsible manner.

FY’16 Budget Status: The City’s budget utilizes restricted revenues strictly for the designated purpose.

BUDGET

3.01 Balanced Budget The provisions of the Code of Virginia shall control the preparation, consideration, adoption and execution of the budget of the City. In addition, the City Charter requires the budget to be balanced with planned expenditures equal to estimated revenues. The City will annually adopt and execute a budget for such funds as may be required by law or by sound financial practices and generally accepted accounting principles. The budget shall control the levy of taxes and the expenditure of money for all City purposes during the ensuing fiscal year. The City budget shall be balanced within all available operating revenues, including the fund balance, and adopted by the City Council. FY’16 Budget Status: The FY’16 budget is balanced for all funds operated by the City denoting appropriate tax rates where applicable to sustain operations. Budget and tax rate ordinances have been appropriately prepared authorizing the appropriation of all required funds. 3.02 Use of Current Revenues to Support Current Expenditures Ongoing and stable revenues will be used to support ongoing operating costs. FY’16 Budget Status: The budget is dependent on stable revenues and conservative revenue projections to support operations. 3.03 Use of One-time Revenue and One-time Expenditure Savings The use of one-time revenues and one-time expenditure savings (excess cash balances) will be used for non-recurring expenditures. FY’16 Budget Status: All one-time revenues are designated to support one-time expenditures.

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3.04 Review of Fees and Charges Fees established by the City for licenses, permits, fines, services, applications and other miscellaneous charges shall be set to recover all or a portion of the City’s expense in providing the attendant service and reviewed annually with the development of the annual operating budget. FY’16 Budget Status: All City fees and charges are reviewed annually with revisions provided to recover a portion of the City’s expenses associated with the service provision. 3.05 Revenue and Expenditure Projections The City will prepare and annually update a long range (5 year) financial forecast model utilizing trend indicators and projections of annual operating revenues, expenditures, capital improvements and related debt service and operating costs, and fund balance levels. FY’16 Budget Status: A 5 year projection of revenues and expenditures has been prepared using conservative assumptions. This plan includes planned capital improvements, related debt service, operating costs, projected fund balance levels and required real estate tax rate adjustments. This report is provided as an appendix to the budget. 3.06 Budget Performance Monitoring The Finance Budget Division will maintain ongoing contact with the departmental fiscal officers during the process of the budget execution. Expenditure and revenue projections will be developed quarterly and reviewed with Departmental Directors, the Finance Committee of the City Council, the City Manager, and the City Council. The City Manager through the Budget Division of Finance will exercise appropriate fiscal management as necessary to live within the limits of the adopted budget. FY’16 Budget Status: Quarterly revenue and expenditure projections are provided to Departmental Directors, the Finance Committee, the City Manager, and City Council. All required budget adjustments are reviewed and approved by the City Manager or designee to comply with budget requirements. 3.07 Maintenance of Capital Assets The budget should provide sufficient funds for regular repair and maintenance of capital assets. FY’16 Budget Status: The operating and capital budget provides adequate repair and maintenance funds to support City capital assets. 3.08 Fund Balance Levels The City will employ sound financial management principles to include the establishment of an unassigned fund balance sufficient to maintain required working capital and provide a reserve for unanticipated expenditures or emergencies, revenue shortfalls, and other non-recurring uses.

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The ratio of Unassigned General Fund balance as a percentage of Budgeted Governmental Funds Expenditures (net of the General Fund Contribution to Schools, transfer to other Governmental Funds, and Capital Projects Fund Expenditures) plus budgeted expenditures in the School Operating and Food Service Funds indicates the ability of the City to cope with unexpected financial problems or emergencies. The larger the Unassigned General Fund balance, the greater the City’s ability to cope with financial emergencies and fluctuations in revenue cycles. The City has established a target rate of 12% at the close of each fiscal year as computed on the upcoming budget year. Once the Unassigned general fund balance target is achieved by the City, it is intended to be maintained for the upcoming fiscal year from prior year surpluses and budgeted additions as available before any other needs are addressed. In the event Unassigned Fund Balance is required to be drawn below the 12% target rate due to an emergency (such as a natural disaster) or due to severe economic circumstances, the City will develop a plan to restore the Unassigned Fund Balance over the ensuing two to three years. Compliance with fund balance policy will be reviewed and reported to City Council at least annually in conjunction with the development of the operating budget and with any significant budget amendments made during the fiscal year. FY’16 Budget Status: The FY’16 Unassigned General Fund balance is projected to exceed the targeted 12% by the close of the fiscal year at 14.3%. 3.09 Self-Insurance Rate Stabilization Fund The City will strive to maintain a rate stabilization fund for its insured risks in an amount equal to 20% of anticipated annual premium costs. This rate stabilization fund may be reduced or increased by management based on professional judgment and anticipated claims cost estimates. FY’16 Budget Status: The projected balance in the Risk Fund at June 30, 2015 is anticipated to be sufficient to provide the required $2,000,000 in rate stabilization funds to support the FY’16 budget.

CAPITAL IMPROVEMENTS PLANNING 4.01 Capital Improvement Program In order to prepare and plan for upcoming capital needs, comply with debt ratio targets, schedule debt issuance, and systematically improve capital infrastructure, the City will annually prepare and adopt a minimum five-year Capital Improvements Plan. The adopted Capital Improvements Plan will include major capital improvements and identify estimated revenue sources and annual operational costs for facilities to include anticipated debt service requirements. Capital improvements do not include routine maintenance on existing capital assets.

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FY’16 Budget Status: A 10 year Capital Improvements Plan (CIP) is prepared and updated annually providing 5 years of detailed projects, revenue sources, debt requirements and annual operating costs. This plan is prepared by the City Manager and reviewed by a committee to include members of the Planning Commission and the City’s elected Finance Committee members. The Plan is reviewed, edited, and recommended by the Planning Commission to the City Council who in turn, reviews, edits and adopts the Plan for consideration of year one projects in the upcoming operating budget proposal. A current CIP was adopted by City Council in March 2015 for use in the FY’16 budget. 4.02 Pay-As-You-Go Capital Improvement Funding The City will develop an escalation plan to accomplish an annual allocation of an amount equal to 3% of the General Fund departmental expenditures (excluding transfers out, grants, fund balance and reserve allocations, debt service, and respective flow-through expenditures) to pay-as-you-go-capital improvements annually. The escalation plan will begin with the FY 08 adopted budget and shall be increased annually for the ensuing five (5) year period until the 3% target is achieved. FY’16 Budget Status: The budget includes $3,386,409 in cash funded projects or 3% of General Fund departmental expenditures for FY’16.

DEBT The City Council generally follows the guidelines listed below in making financial decisions on debt issuance. Adherence to these guidelines allows the City to plan for the necessary financing of capital projects while maintaining credit worthiness. In addition, continued adherence to these policies will ensure the City’s strong financial position. The City shall use an objective analytical approach to determine whether it can afford new or additional general purpose debt. This process shall use the City’s standards of affordability. These standards include the measures of debt service payments as a percent of current expenditures and debt as a percent of taxable real estate value. 5.01 Revenue Anticipation Notes (RANS) The City does not intend to issue tax or revenue anticipation notes (RANS) to fund government operations but rather to manage cash in a fashion that will prevent any borrowing to meet working capital needs. The City may issue RANS in an extreme emergency beyond the City’s control or ability to forecast when the revenue source will be received subsequent to the timing of funds needed. Such issuances will be for a period not to exceed a one year period.

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5.02 Bond Anticipation Notes (BANS) The City may issue Bond Anticipation Notes (BANS) in expectation of General Obligation or Revenue Bonds when cash is required in order to initiate or continue a capital project or when long-term markets do not appear appropriate but have a clear potential for improvement within the designated BAN time frame. The City will not issue Bond Anticipation Notes (BANS) for a period beyond two years. If the City issues a bond anticipation note for a capital project, the BAN will be converted to a long-term bond or redeemed at its expiration. 5.03 Letters of Credit The City may enter into a letter-of-credit (LOC) agreement when such an agreement is deemed prudent and advantageous. The City will prepare and distribute a request for proposals to qualified banks which includes terms and conditions that are acceptable to the City. 5.04 Lease Purchase Obligations Lease purchase and master lease obligations, including certificates of participation or lease revenue bonds, shall be considered as an alternative to long-term vendor leases. Such debt shall be subject to annual appropriation. 5.05 Public Private Partnerships The City recognizes the value of developing public-private partnerships. As such, public-private partnerships financings that require the City to provide capital or credit enhancement to a project will be considered in light of the following: The project is multi-faceted requiring coordinated and/or accelerated development; The project is non-traditional with mixed use of public and private components; The project calls for the bundling of design, construction and operation phases; or There is an urgent need to construct multiple facilities or other public infrastructure

simultaneously to keep pace with a rapidly growing population. The project has undergone a rigorous cost-benefit analysis by City Staff (or agents employed by

the City for such purpose). If the project ultimately requires City credit enhancement, such obligations will be treated as if debt by the City.

5.06 Compliance with Legal Requirements Pursuant to the Constitution of Virginia (the Constitution), the City is authorized to issue bonds secured by a pledge of its full faith and credit and unlimited taxing power. There is no requirement in the Constitution, the Virginia Code or the City Charter that the issuance of general obligation bonds be subject to the approval of voters of the City at referendum. The issuance of general obligation bonds is subject to a constitutional limitation of ten percent (10%) of the assessed value of taxable real property. The City’s Charter further limits the issuance of general obligation bonds to seven percent (7%) of the assessed value of taxable property.

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5.07 Debt Ratio Policies Ceiling FY’16 Status Debt as a Percentage of Assessed Value 4% 2.21% This ratio indicates the relationship between the City’s

debt and the total taxable value of real and personal property in the City. It is an important indicator of the City’s ability to repay debt, because property taxes are the source of the City’s revenues used to repay debt. A small ratio is an indication that the City will be better able to withstand possible future economic downturns and continue to meet its debt obligations.

Debt as a Percentage of General Government Expenditures 10% 9.61% This ratio is a measure of the City’s ability to repay debt

without hampering other City services. A smaller ratio indicates a lesser burden on the City’s operating budget. The numerator shall include debt that is not self-supporting from a user fee revenue stream. A self-supporting revenue stream is defined as a revenue stream that provides coverage of all debt service obligations without general fund support (to include tax assessment districts and funds supported by committed state revenues in support of such debt). Any long term financing lease obligations which may be subject to annual appropriation by the City will also be included in the calculations of tax-supported debt service. General governmental expenditures are expenditures reported in the City’s governmental funds (excluding the General Fund Contribution to Schools and the Capital Projects Fund) and expenditures reported in the School Operating and Food Service Funds.

Compliance with the above debt policy ratios will be calculated each fiscal year in conjunction with the budget development process and provided to Council with the proposed annual budget. 5.08 Long Term Debt Policy The City will use debt financing for capital improvement projects and unusual equipment purchases under the following circumstances:

A. When the project is included in the City’s capital improvement program and/or is generally in conformance with the City’s Comprehensive Plan.

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B. When the project is not included in the City’s Capital Improvement Program, but it is an emerging critical need whose timing was not anticipated in the Capital Improvement Program, or it is a project mandated immediately by state or federal requirements.

C. When the project’s useful life, or the projected service life of the equipment, will be equal to or exceed the term of the financing.

D. When there are designated revenues sufficient to service the debt, whether from project revenues, other specified and reserved resources, or infrastructure cost sharing revenues.

The following criteria will be used to evaluate funding options for capital improvements:

A. Factors that favor pay-as-you-go: 1. Current revenues and adequate fund balances are available. 2. Project phasing is feasible. 3. Debt levels would adversely affect the City’s credit rating. 4. Financial market conditions are unstable or present difficulties in marketing the sale of

long-term financing investments. B. Factors that favor long-term financing:

1. Revenues available for debt service are considered sufficient and reliable so that long-term financing can be marketed with the highest possible credit rating.

2. The project for which financing is being considered is of the type that will allow the City to maintain the highest possible credit rating.

3. Market conditions present favorable interest rates and demand for municipal financings. 4. A project is mandated by state or federal requirements and current revenues and fund

balances are insufficient to pay project costs. 5. A project is immediately required to meet or relieve capacity needs.

There are many different types of long-term debt instruments available. Depending on the specific circumstances, the City will consider using the following types of financing instruments:

General Obligation Bonds General Obligation Bonds sold to Virginia Public School Authority for School Capital

Projects Revenue Bonds Certificates of Participation Lease Revenue Bonds Selected State Pooled-Borrowing Programs for Utility Revenue Bonds, Including Those of

the Virginia Resources Authority. 5.09 Bond Structure The City shall establish all terms and conditions relating to the issuance of bonds, and will invest all bond proceeds pursuant to the terms of the City’s Investment Policy. Unless otherwise authorized by the City, the following shall serve as bond requirements:

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1. Term. All capital improvements financed through the issuance of debt will be financed for a period not to exceed the useful life of the improvements, but in no event will the term exceed thirty (30) years.

2. Capitalized Interest. From time to time certain financings may require the use of capitalized interest from the issuance date until the City has beneficial use and/or occupancy of the financed project. Interest shall not be funded (capitalized) beyond three years or a shorter period if further restricted by law. Interest earnings may, at the City’s discretion, be applied to extend the term of capitalized interest but in no event beyond the term allowed by law.

3. Debt Service Structure. Debt issuance shall be planned to achieve relatively equal payment of principal (declining debt service) while matching debt service to the useful life of facilities. The City shall avoid the use of bullet or balloon maturities except in those instances where these maturities serve to make existing overall debt service level. The City may elect a less rapid or other debt service structure, such as level debt service at its discretion.

4. Call Provisions. In general, the City’s debt will include an early redemption (or “call”) feature, which is no later than 10 years from the date of delivery of the bonds. The City will avoid the sale of non-callable bonds absent careful, documented evaluation by the City in conjunction with its financial advisor with respect to the value of the call option.

5. Original Issue Discount. An original issue discount will be permitted if the City determines that such discount results in a lower true interest cost on the bonds and that the use of an original issue discount will not adversely affect the project funding.

6. Deep Discount Bonds. Deep discount bonds may provide a lower cost of borrowing in certain markets. The City will carefully consider their value and effect on any future refinancings as a result of the lower-than-market coupon associated with deep discount bonds.

7. Derivative Structures. Alternative, non-traditional financing structures such as derivatives are becoming more common in the municipal market. Structured properly, these products frequently provide a means for the City to achieve its goals in a cost effective manner.

The City will consider the use of derivatives as a hedge against future interest rate risk or to create “synthetic” fixed rate or variable rate debt, when appropriate. The City will not use derivative structures for speculative or investment purposes. The City will consider the use of derivative structures when it is able to gain a comparative borrowing advantage, and is able to quantify and understand potential risks. Prior to the use of such structures, the City will consider the adoption of a comprehensive Swap and Derivative Management Plan that is consistent and does not conflict in principle with this governing policy. Prior to use of a derivative structure, the City will provide written communication to City Council describing potential risks associated with each proposed derivative structure.

5.10 Variable Rate Debt To maintain a predictable debt service burden, the City may give preference to debt that carries a fixed interest rate. The City, however, may consider variable rate debt. The percentage of variable rate debt outstanding (excluding debt which has been converted to synthetic fixed rate debt) shall not exceed 20% of the City’s total outstanding debt and will take into consideration the amount and investment strategy of the City’s operating cash. The City will consider issuing variable rate debt to:

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a) Match Asset and Liabilities: By issuing variable rate debt the City matches variable interest rates to its short-term investment assets.

b) Potentially Lower Debt Service Costs: Historically variable interest rates are less than fixed

rate cost of capital.

c) Add Flexibility and Diversity to the City’s Debt Structure: Variable rate bonds are traditionally callable every 30 days and can generally be refunded on a fixed rate basis to take advantage of low fixed rates and open up variable rate capacity for higher rate environments.

In determining its use of variable rate debt, the City will utilize an analysis from the City’s Financial Advisor evaluating and quantifying the risks and returns involved in the variable rate financing. 5.11 Refinanced Outstanding Debt The Director of Finance with assistance from the City’s Financial Advisor will have the responsibility to analyze outstanding bond issues for refunding opportunities. The City will consider the following issues when analyzing possible refunding opportunities:

1. Refunding Policy. The City establishes a minimum aggregate present value savings threshold of 3% of the refunding bond principal amount. The present value savings will be net of all costs related to the refinancing. Debt service savings may be taken in equal amounts over time or on an upfront or deferred basis, at the City’s discretion.

2. Restructuring. The City will refund debt when it is in the best financial interest of the City

to do so. Such refundings will be limited to restructuring to meet unanticipated revenue expectations, achieve costs savings, mitigate irregular debt service payments release reserve funds or remove unduly restrictive bond covenants.

3. Term of Refunding Issues. The City will refund bonds within the term of the originally

issued debt. However, the City may consider maturity extension, when necessary to achieve a desired outcome, provided that such extension is legally permissible. The City may also consider shortening the term of the originally issued debt to realize greater savings. The remaining useful life of the financed facility and the concept of inter-generational equity should guide this decision.

4. Escrow Structuring. The City shall utilize the least costly securities available in structuring

refunding escrows. A certificate will be provided by a third party agent stating that the securities were procured through an arms-length, competitive bid process (in the case of open market securities), and that the price paid for the securities was reasonable within Federal guidelines. Under no circumstances shall an underwriter, agent or financial advisor sell escrow securities to the City from its own account.

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5. Arbitrage. The City shall take all necessary steps to optimize escrows and to avoid negative arbitrage in its refundings. Any resulting positive arbitrage will be rebated as necessary according to Federal guidelines.

5.12 Methods of Issuance The City will determine the method of issuance on a case-by-case basis.

1. Competitive Sale. In a competitive sale, the City’s bonds shall be awarded to the bidder providing the lowest true interest cost as long as the bid adheres to the requirements set forth in the official note of sale.

2. Negotiated Sale. The City recognizes that some securities are best sold through negotiation.

In its consideration of a negotiated sale, the City shall assess the following circumstances:

a. Bonds issued as variable rate demand obligations b. A structure which may require a strong pre-marketing effort such as a complex

transaction or a “story” bond c. Size of the issue which may limit the number of potential bidders d. Market volatility is such that the City would be better served by flexibility in timing a

sale in a changing interest rate environment

3. Private Placement. From time to time the City may elect to privately place its debt. Such placement shall be considered if other methods are not viable.

5.13 Bond Insurance The City may purchase bond insurance when such purchase is deemed prudent and advantageous. Use of bond insurance shall be based on such insurance being less costly than the present value of the difference between the interest on insured bonds versus uninsured bonds. In the case of a competitive sale, the City may permit bidders for its bonds to purchase bond insurance if such insurance will enhance the market reception and lower the interest rate on the City’s bonds. The City will submit an application for pre-qualification for insurance to facilitate bidders’ ability to purchase bond insurance. The winning bidder in a competitive sale will bear any associated cost with such enhancement. In the instance of a negotiated sale, the City will solicit quotes for bond insurance from interested providers. The City will select a provider whose bid is most cost effective and whose terms and conditions governing the guarantee are satisfactory to the City. 5.14 Use of Special Districts The City may consider using special districts such as Tax Increment Financing Districts, Community Development Authorities and special taxing districts to finance projects that: Strengthen the employment and economic base of the City;

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

The firm’s ability and experience in managing transactions similar to that contemplated by the City

Prior knowledge and experience with the City The firm’s ability and willingness to risk capital and demonstration of such risk and capital

availability Quality and experience of personnel assigned to the City’s engagement Financing plan presented Underwriting fees

Co-Manager Selection. Co-managers may be selected on the same basis as the senior manager. In addition to their qualifications, co-managers appointed to specific transactions will be a function of transaction size and the necessity to ensure maximum distribution of the City’s bonds. Selling Groups. The City may establish selling groups in certain transactions. To the extent that selling groups are used, the Director of Finance at his or her discretion, may make appointments to selling groups from within the pool of underwriters or from outside the pool, as the transaction dictates. Underwriter’s Counsel. In any negotiated sale of City debt in which legal counsel is required to represent the underwriter, the appointment will be made by the Senior Manager with input from the City. Underwriter’s Discount. The Director of Finance with assistance from the City’s financial advisor will evaluate the proposed underwriter’s discount against comparable issues in the market. If there

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are multiple underwriters in the transaction, the Director of Finance will determine the allocation of underwriting liability and management fees. The allocation of fees will be determined prior to the sale date; a cap on management fee, expenses and underwriter’s counsel will be established and communicated to all parties by the Director of Finance. The senior manager shall submit an itemized list of expenses charged to members of the underwriting group. Any additional expenses must be substantiated. Evaluation of Underwriter Performance. The City will evaluate each bond sale after completion to assess the following: costs of issuance including underwriters’ compensation, pricing of the bonds in terms of the overall interest cost and on a maturity-by-maturity basis, and the distribution of bonds and sales credits. Following each sale, the Director of Finance shall provide a report to the City Manager and City Council on the results of the sale. Syndicate Policies. For each negotiated transaction, the Director of Finance will prepare syndicate policies that will describe the designation policies governing the upcoming sale. The Director of Finance shall ensure receipt of each member’s acknowledgement of the syndicate policies for the upcoming sale prior to the sale date. Designation Policies. To encourage the pre-marketing efforts of each member of the underwriting team, orders for the City’s bonds will be net designated, unless otherwise expressly stated. The City shall require the senior manager to:

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

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

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

Conflicts of Interest. The City requires that its consultants and advisors provide objective advice and analysis, maintain the confidentiality of City financial plans, and be free from any conflicts of interest.

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

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UTILITY FUND It is the intent to reflect the financial policies of the Utility Fund to provide for adequate cash management and bond coverage for the operation of the system. 6.01 Independence The Utility Fund will maintain financial independence from the General Fund by:

a. Continuing the funding of all Utility Enterprise Fund revenue requirements from the Utility Enterprise Fund, thereby receiving no financial support from the General Fund.

b. Issuing self-supporting debt payable solely from the Utility Enterprise Fund. 6.02 Unrestricted Cash and Long Term Investments Balance It is the intent of the Utility Enterprise Fund to have adequate cash reserves to provide for ninety days of operating activity including debt service. Current unrestricted cash and cash equivalent balances plus operating long term investments will be at a target percentage rate of 25% of the operating expenses less depreciation expense plus current debt expenses (principal and interest). If the Unrestricted Cash and Long Term Investments Balance fall below the target level, the utility system will have twenty four months to bring the balance back in line with the target level. 6.03 Amortization The Utility Fund will continue to amortize bond issues so the useful life of the project being financed is not exceeded. 6.04 Debt Service Coverage Ratio Net Revenues should be at least 1.15 times the annual debt service requirement. Net Revenues shall be defined as operating revenues plus availability charges plus interest income plus contributions from Western Tidewater Water Authority less operating expenses plus depreciation and amortization. Excess revenues will be available to first build and maintain the Utility enterprise Cash and Cash Equivalents plus Long Term Investments then secondly to provide equity funding for future capital projects. Over time adherence to this policy will reduce the overall amount of debt issued by the City for various utility projects. 6.05 Asset Replacement and System Extension After the completion of the City’s new water treatment facility (estimated completion is 2015), the City will review the amount of funds being set aside for replacement and/or extension of all Utility system assets such that new assets will not be 100 percent debt financed.

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Fund Summaries and Details

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CITY OF SUFFOLK, VIRGINIAFY 2015-16 OPERATING AND CAPITAL BUDGET

Annual Operating and Capital Budget by Fund

Adopted Prior Yr.Budget Budget Budget Budget %

Fund 2012-2013 2013-2014 2014-2015 2015-2016 Change

General Fund $ 173,573,360 $ 179,336,375 $ 180,198,458 $ 188,925,129 5%

Capital Projects Fund 54,348,975 44,423,000 56,380,000 47,226,414 -16%

Debt Service Fund 25,650,824 26,446,338 27,436,032 28,252,717 3%

Downtown Business Overlay District 220,000 200,000 170,000 170,000 0%

Route 17 Special Taxing District 1,947,196 2,482,441 1,300,000 1,400,000 8%

Grants Fund 1,096,843 683,980 674,215 664,410 -1%

Transit System Fund 845,770 865,808 1,053,621 1,037,454 -2%

Aviation Facilities Fund 1,274,384 1,070,758 1,053,814 1,094,116 4%

Law Library Fund 48,012 38,960 41,460 44,562 7%

Road Maintenance Fund 21,403,945 22,292,941 25,005,775 28,542,592 14%

Fleet Management Fund 12,884,946 14,318,220 14,898,056 11,623,704 -22%

Information Technology Fund 4,803,949 5,476,959 5,452,162 6,055,406 11%

Risk Management Fund 18,208,430 17,393,813 17,253,728 19,357,600 12%

Utility Fund 42,958,759 45,274,613 46,716,280 46,474,656 -1%

Stormwater Fund 5,305,000 4,580,000 6,139,840 7,223,975 18%

Refuse Services Fund 5,912,350 6,042,350 6,817,756 5,957,441 -13%

School Fund 138,314,412 142,810,562 148,125,620 151,431,945 2%

Total Funds Budget $ 508,797,157 $ 513,737,119 $ 538,716,817 $ 545,482,122

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Education & Related Debt

50%

Debt Service4%

45%

Where Is It Going …Judicial2%

Public Safety16%

Public Works14%

Health & Welfare4%

General Gov’t.3%

Parks, Recreation & Cultural3%

Community Development

1%

Aviation & Regional Orgs.

1%

Cash Funded “Pay Go” & Non‐Dept.

1%

General Property Taxes35%

Other Local Taxes11%

Fees and Charges for Services

2%

Use of Money and Property

7%Revenue from the Commonwealth

37%

Revenue from the Federal Gov't

5%

All Other3%

Where Is It Coming From …

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SUMMARY CHART TOTAL EXPENDITURES

Operating & Capital Budget

$545,482,122

Governmental Funds

Special Revenue Funds

Enterprise Funds

Internal Service Funds

Aviation Fund $1,094,116

Downtown Business Overlay District

$170,000

Road Maint. Fund $28,542,592

Grants Fund $664,410

Law Library Fund $44,562

Debt Service Fund $28,252,717

General Fund $188,925,129

Capital Projects Fund

$47,226,414

Stormwater Fund $7,223,975

Route 17 Taxing District Fund $1,400,000

Transit System Fund $1,037,454

Refuse Services Fund

$5,957,441

Utility Fund $46,474,656

Risk Management Fund

$19,357,600

Fleet Management Fund

$11,623,704

Information Technology Fund

$6,055,406

Component Unit

School Funds $151,431,945

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

39

Current R.E. Tax Rate: 1.03$ %Adopted R.E. Tax Rate: 1.07$ General Fund Change

Adopted Tax Rate Adjustment: 0.04$ Reassessment Tax Rate Impact to Citizens: -$

Adopted Revenues: 188,925,129$ 4.8%

Adopted Expenditures: 188,925,129$ 4.8%

Unfunded Gap: (0)$

PRIMARY BUDGET GOALS:1 Promote Strong Financial Management and Fiscal Accountability2 Provide Effective and Efficient Programs and Services that are Accountable and Customer Focused3 Promote a Safe, Healthy, and Diverse Community in which to Live, Work, Learn, and Play4 Diversify and Enhance the Local Economy5 Provide Safe and Quality Transportation Options6 Promote Citizen Engagement

OTHER IMPORTANT BUDGET ITEMS TO NOTE: Transfers an additional 1% of retirement contribution to employees (4th year of 5 year phase in) and provides 1% pay increase per State mandate. Includes NO layoffs, furloughs, or pay reductions to existing personnel Freezes 8 vacant positions to address increased costs and balance budget.

FINANCIAL POLICY COMPLIANCE STATUS: Undesignated Fund Balance as % of Govtl' Funds - 12% minimum 14.3% Projected Capital Cash "Pay-Go" - 3% min. of General Fund Expenses 3% Projected Debt as % of Assessed Value - 4% maximum 2.21% Projected Debt as % of General Govt. Expense - 10% maximum 9.61% Projected

City of SuffolkAdopted FY 15-16' Operating and Capital Budget

General Fund - Executive Summary

40

SUMMARY OF BUDGETED REVENUE CHANGES FROM PRIOR YEAR: 8,726,671$ 5% Revenue Gains / (Losses) :

- Local Tax 9,442,737$ - Miscellaneous/Fees (353,031) - State Revenue & Aid (303,072) - Federal Revenue & Aid - - Other (59,963)

SUMMARY OF BUDGETED EXPENDITURE CHANGES FROM PRIOR YEAR: 8,726,671$ 5% Expenditure Increases / (Decreases):

- Local Contribution to Schools (increase due to lease payment) 3,902,886$ - Personnel & Benefits 1,616,667 - Debt Payments 849,926 - Information Technology Software, Support, and Equipment 649,196 - Fleet & Fuels (701,425) - Risk Insurances (OPEB, Workers Comp, Health, Property, Line of Duty) (418,212) - Health & Welfare - Social Services (64,039) - Utilities 574 - Telecommunications - - Lease of Equipment 348,145 - Copying - - Marketing 72,500 - Printing (13,235) - Travel & Training 13,731 - Office Supplies 51,777 - Postage 19,881 - Special Programs - Fee Based (Tourism, Parks) (145,911) - Uniforms 1,360 - Lease of Buildings (800) - Organizational Dues 11,147 - Economic Development Incentive Investments (EDIP) - - Juvenile Detention Services - - Advertising 230 - Regional Jail Detention Costs 1,836,400 - Repairs and Maintenance (eliminated outside vendor for custodial service to part time employment) 312,640 - Equipment Replacements and Additions (86,490) - Local Organization Contributions (44,735) - Transfer to Other Funds (Aviation, Transit) 185,109 - Regional Organization Memberships 45,011 - Professional Services 287,588 - Books & Subscriptions (3,250)

TOTAL INCREASED SERVICE REQUIREMENTS: 8,726,671$

41

%Capital Projects Change

Adopted Revenues: 47,226,414$ -16%

Adopted Expenditures: 47,226,414$ -16%

Unfunded Gap: -$

Increase / (Decrease) from Prior Fiscal Year: (9,153,586)$

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

$4.5M in Refuse bond funding for recommended project.

Includes GO Bonded Projects of the following: % Education: 2016 Bond $ Grant $ Grant HVAC/Chiller Replacements 1,000,000$ New Middle School 9,057,408 New Elementary School 9,669,697

19,727,105$ -$

Cash Pay-Go Funding to leverage significant grant support of the following projects:Transportation Safety: Cash Pay-Go Grant $ Shoulders Hill Rd Sidewalk Improvement 70,000$ 280,000$ 80%Aviation: Airport Parallel Taxiway 21,000 1,029,000 98% Parking Expansion & Entrance Improvements 100,000 400,000 80% Taxi Rehab Construction 80,000 320,000 80% Runway 4-22 Obstruction Removal 8,000 392,000 98% Runway 4-22 Rehabilitation 1,600 78,400 98%

280,600$ 2,499,400$

FINANCIAL POLICY COMPLIANCE STATUS:

Capital Cash "Pay-Go" - 3% min. of General Fund Expenses 3% Projected


Capital Projects Fund - Executive Summary

42

%Aviation Change

Adopted Revenues: 1,094,116$ 4%

Adopted Expenditures: 1,094,116$ 4%

Unfunded Gap: -$

Increase / (Decrease) from Prior Fiscal Year: 40,302$

Includes:

Administrative and operational services and facilities to the general aviation community. Division maintains and operates the Suffolk Executive Airport to include runways, taxiways, hangar facilities, apron and tie down facilities, fueling facilities, required navigational equipment, and the airport café.

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

Aviation Facilities Fund- Executive Summary

Adopted FY 15-16' Operating and Capital BudgetCity of Suffolk

43

%Current Tax Rate: 0.105$ DBOD ChangeAdopted Tax Rate: 0.105$

Adopted Tax Rate Adjustment: -$ Reassessment Tax Rate Impact to Citizens: 0.00$

Adopted Revenues: 170,000$ 0%

Adopted Expenditures: 170,000$ 0%

Unfunded Gap: -$

Increase / (Decrease) from Prior Fiscal Year: -$

Includes:

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

Adopted FY 15-16' Operating and Capital Budget

Downtown Business Overlay Tax District Fund - Executive Summary

City of Suffolk

44

%Law Library Change

Adopted Revenues: 44,562$ 7%

Adopted Expenditures: 44,562$ 7%

Unfunded Gap: 0$


Includes:

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


Law Library Fund - Executive Summary

45

%Current Tax Rate: 0.24$ RT. 17 Tax District ChangeAdopted R.E. Tax Rate: 0.24$

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



Unfunded Gap: -$


Includes:

Funding for purposes of the taxing district to foster economic development in the northern region of the City to promote economic development and business attraction in the district.

Transfer of debt service for payment of financed transportation improvements in the taxing district.


RT. 17 Tax District Fund - Executive Summary

46

%Road Maintenance Change



Unfunded Gap: (0)$

Increase / (Decrease) from Prior Fiscal Year: 3,536,818$

Includes:

State Road Maintenance revenue based on City lane miles of : 1,227

Addition of 2 FTE's - Paint Technician and Engineering Technician to address work load increases.

Road Maintenance Fund - Executive Summary


47

%Debt Change



Unfunded Gap: (0)$


Includes:

Current annual debt service for General Government and Rt. 17 Taxing District Projects.

Includes GO Bond Revenue for the following projects: Education: HVAC/Chiller Replacements 1,000,000 New Middle School 9,057,408 New Elementary School 9,669,697

FY 16' New Bond Issuance: 19,727,105$


Debt as % of Assessed Value - 4% maximum 2.21% Projected Debt as % of General Govt. Expense - 10% maximum 9.61% Projected


Debt Fund - Executive Summary

48

%Public Utilities Change



Unfunded Gap: (0)$

Increase / (Decrease) from Prior Fiscal Year: (241,624)$

Includes:

New customer revenue projection of 375 ERU's (Equivalent Residential Units) Addition of 2 FTE's - Utility System Worker and Skilled Laborer Elimination of 1 FTE - Meter Services Supervisor The following rate structure adjustments are proposed effective July 1 :

FY 15' FY 16' % ChangeWater per 100 cubic feet 8.29$ 8.86$ 6.9%Sewer per 100 cubic feet 6.47$ 6.74$ 4.2%Water Availability Charge - Single Family 5,520$ 5,520$ 0%Sewer Availability Charge - Single Family 6,000$ 6,000$ 0%

FINANCIAL POLICY COMPLIANCE STATUS: Utility Fund Financial Independence of the General Fund Yes Unrestricted Cash and Long Term Investments Balance at 25% of operations 53.0% Bond amortization not to exceed useful life of projects financed Yes Debt Service Coverage Ratio of 1.15 or greater 1.37 Asset Replacement and System Extension shall not be 100% debt financed upon On Target

completion of the City's new water treatment facility (2015)

Public Utilities - Executive Summary


49

%Current Monthly Fee per ERU: 6.00$ Stormwater ChangeAdopted Monthly Fee per ERU: 6.00$



Unfunded Gap: 0$


Includes:

Mandated provision of Stormwater management services citywide to include mosquito control services.

Stormwater Fund - Executive Summary


50

%Transit Change



Unfunded Gap: -$


Includes:

Outsource of service delivery Virginia Regional Transit Authority.

Additional hour of service on the Gold connector line.

Capital acquisition of (1) 19 passenger body bus.


Transit Fund - Executive Summary

51

%Current Monthly Fee per Household: 16.50$ Refuse ChangeAdopted Monthly Fee per Household: 16.50$



Unfunded Gap: (0)$


Includes:

Provides for Citywide Refuse, Recycling, Bulk Refuse pick up and Landfill post closure planning and management.

Provides for Citywide residential refuse and recycling pick-up to an estimated 29,100 households.

Compliance plan for State 25% citywide recycling requirement.


Refuse Fund - Executive Summary

City of Suffolk

52

%Grants Change

Adopted Revenues: 664,410$ -1%

Adopted Expenditures: 664,410$ -1%

Unfunded Gap: -$


Includes:

$350,000 in local cash match funds to leverage State and Federal grant opportunities for the City.

Reduced Annual Allocations for CDBG and HOME funds are anticipated from the Federal Government, therefore, budget only includes portion of receipts to Section 108 loan of $314,410.


Grants Fund - Executive Summary

City of Suffolk

53

%Fleet Change



Unfunded Gap: (0)$

Increase / (Decrease) from Prior Fiscal Year: (3,274,352)$

Includes:

Decreased cost estimate for fuel of $2.86 per gallon from $3.39 per gallon (govt. secured rate).

Replacement of fleet equipment exceeding standards for replacement due to cost and safety factors.

Fleet Fund - Executive Summary


54

%Information Technology Change



Unfunded Gap: (0)$


Includes:

Funding to provide for technology support services citywide for: - information technology disaster recovery - website maintenance - telecommunications, radio and tower services - network infrastructure - internet services - numerous and varied hardware and software program support

Information Technology Fund - Executive Summary


55

%Risk Change



Unfunded Gap: (0)$


Includes:

Mandated coverage of workman's compensation, public safety "line of duty" benefits, and employee drug and alcohol screenings.

Mandated provision of health insurance benefits to employees with employer/employee cost sharing formula.

Mandated funding of required contribution to retiree benefits per GASB 45 OPEB ruling.


Projected compliance for Risk Stabilization Reserve of 20% of anticipated claims. Yes


Risk Fund - Executive Summary

56

%Schools Change

Adopted Revenues: 151,431,945$ 2.23%

Adopted Expenditures: 151,431,945$ 2.23%

Unfunded Gap: -$


Includes:

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

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

Adopted FY 15' Requested FY 16' Recommended FY 16' % ChangeOperating Fund 129.0$ 131.9$ 131.9$ 2.25%

Lease of Building 0.5$ 0.5$ 0.5$ 0.00%

Grant Fund 11.6$ 11.6$ 11.6$ 0.00%

Food Services Fund 7.0$ 7.4$ 7.4$ 5.71%

Operating Request: 148.1$ 151.4$ 151.4$ 2.23%

School Debt Service: 13.5$ 11.8$ 11.8$ -12.59%

Total School Funding: 161.6$ 163.2$ 163.2$ 0.99%

Student Population:September Enrollment: 14,420 14,420 14,420 0%

Average Daily Membership: 13,800 13,749 13,749 0%

* Spending Per Pupil: 11,710 11,870 11,870 1.36%

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

School Operating Fund - Executive Summary


Year to Year Comparative Data

57

Summary of Revenues and Expenditures for All FundsFY 2014 - FY 2016

*FY 2014 FY 2015 FY 2016Actual Budget Budget

REVENUESGeneral Property Taxes 110,056,592$ 109,670,000$ 117,337,737$ Other Local Taxes 36,077,720$ 36,040,000$ 37,915,000$ Permits, Fees, and Regulatory Licenses 1,282,637$ 1,235,750$ 1,195,800$ Fines and Forfeitures 1,067,296$ 1,060,000$ 1,030,000$ Use of Money and Property 1,080,877$ 3,568,466$ 2,266,975$ Charges for Services 88,161,649$ 96,954,165$ 96,832,344$ Miscellaneous Revenue 3,818,750$ 7,036,586$ 4,194,647$ Recovered Costs 770,725$ 569,467$ 602,286$ Revenue from the Commonwealth 117,926,060$ 128,088,787$ 126,821,221$ Revenue from the Federal Government 19,075,635$ 18,358,247$ 20,633,442$ Fund Transfers In 87,489,904$ 87,935,349$ 92,268,065$ Long Term Debt Issuance 43,623,968$ 44,800,000$ 32,459,605$ Retained Earnings/Fund Balance -$ 3,400,000$ 11,925,000$ TOTAL REVENUES 510,431,813$ 538,716,817$ 545,482,122$

EXPENDITURES - by FunctionGeneral Government 30,469,880$ 32,774,969$ 37,300,618$ Judicial 7,985,843$ 7,536,768$ 8,000,218$ Public Safety 58,902,586$ 50,346,182$ 52,064,665$ Public Works 68,847,719$ 87,070,021$ 67,558,867$ Public Utilities 18,836,734$ 33,529,516$ 28,033,768$ Health & Welfare 12,995,884$ 14,505,982$ 14,425,431$ Education 149,643,954$ 150,700,620$ 171,234,050$ Parks, Recreation & Cultural 10,506,534$ 11,851,177$ 9,783,123$ Community Development 6,479,236$ 3,349,645$ 4,271,885$ Other Public Services 5,208,541$ 3,389,028$ 5,485,655$ Non-Departmental: 10,986,263$ 7,339,318$ 5,161,222$ Fringe Benefits & Insurances 853,152$ 657,148$ 922,269$ Debt 45,733,143$ 47,731,093$ 49,032,287$ Fund Transfers Out 88,389,530$ 87,935,349$ 92,208,065$ TOTAL EXPENDITURES 515,838,999$ 538,716,817$ 545,482,122$

Projected Unassigned Fund Balance - June 30, 2015 71,015,057$

Projected Unassigned Fund Balance - June 30, 2016 71,015,057$

*FY 2014 Actual amounts are tied to the City's Comprehensive Annual Financial Report (CAFR) and do not reflect receipts carried forward from prior years or unexpended funds for future years.

58

City of SuffolkAll Funds Revenues and Expenditures Summary

FY 2015 - 2016Operating and Capital Budget

Downtown BusinessOverlay Taxing

REVENUES General Fund Aviation Fund District Fund Transit FundGeneral Property Taxes 115,767,737$ -$ 170,000$ -$ Other Local Taxes 37,915,000 - - - Permits, Fees, and Regulatory Licenses 1,000,800 - - - Fines and Forfeitures 830,000 - - - Use of Money and Property 654,000 238,000 - - Charges for Services 3,614,887 - - 50,000 Miscellaneous Revenue 566,000 700,000 - 6,000 Recovered Costs 456,017 - - - Revenue from Commonwealth 20,844,065 - - 186,059 Revenue from Federal Government 4,931,032 - - - Fund Transfers In 2,345,591 156,116 - 795,395 Long Term Debt Issuance - - - - Retained Earnings/Fund Balance - - - - TOTAL REVENUES 188,925,129$ 1,094,116$ 170,000$ 1,037,454$

EXPENDITURES - by FunctionGeneral Government 10,306,179$ -$ -$ -$ Judicial 7,955,656 - - - Public Safety 51,386,034 - - - Public Works 4,403,191 - 170,000 - Public Utilities - - - - Health & Welfare 14,425,431 - - - Education - - - - Parks, Recreation & Cultural 9,358,123 - - - Community Development 3,521,885 - - - Other Public Services 976,945 1,041,256 - 1,037,454 Non-Departmental: 60,000 - - - Fringe Benefits & Insurances 566,977 - - - Debt - - - - Fund Transfers Out 85,964,710 52,860 - - TOTAL EXPENDITURES 188,925,129$ 1,094,116$ 170,000$ 1,037,454$

Unassigned Fund Balance June 30, 2014 45,575,368 - - -

Restatement of Beginning Fund Balance: - - - -

Estimated Operating Surplus/(Deficit) FY 15': 863,587 36,232 219 -

Appropriations from the Unassigned Fund Balance during the year - FY 15' (1,200,000) - - -

Projected Unassigned Fund Balance - June 30, 2015 45,238,955$ 36,232$ 219$ -$

Projected Unassigned Fund Balance - June 30, 2016 45,238,955$ 36,232$ 219$ -$

59



REVENUESGeneral Property TaxesOther Local TaxesPermits, Fees, and Regulatory LicensesFines and ForfeituresUse of Money and PropertyCharges for ServicesMiscellaneous RevenueRecovered CostsRevenue from CommonwealthRevenue from Federal GovernmentFund Transfers InLong Term Debt IssuanceRetained Earnings/Fund BalanceTOTAL REVENUES

EXPENDITURES - by FunctionGeneral GovernmentJudicialPublic SafetyPublic WorksPublic UtilitiesHealth & WelfareEducationParks, Recreation & CulturalCommunity DevelopmentOther Public ServicesNon-Departmental: Fringe Benefits & Insurances Debt Fund Transfers OutTOTAL EXPENDITURES

Unassigned Fund Balance June 30, 2014

Restatement of Beginning Fund Balance:

Estimated Operating Surplus/(Deficit) FY 15':

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

Projected Unassigned Fund Balance - June 30, 2015


Law Library Debt Service Utility Fleet Mgmt.Fund Fund Fund Fund

-$ -$ -$ -$ - - - - - - - - - - - - - - 1,374,975 -

44,562 - 43,598,131 10,123,704 - - 501,550 - - - - - - - - - - - - - - 28,252,717 - - - - - - - - 1,000,000 1,500,000

44,562$ 28,252,717$ 46,474,656$ 11,623,704$

-$ -$ -$ -$ 44,562 - - -

- - - - - - - 11,155,810 - - 20,701,268 - - - - - - - - - - - - - - - - - - - 50,000 - - - 3,470,678 12,679 - - 355,292 - - 28,252,717 20,287,165 226,863 - - 1,610,253 228,352

44,562$ 28,252,717$ 46,474,656$ 11,623,704$

- - 8,437,375 3,522,479

- - - -

- - - -

- - - -

-$ -$ 8,437,375$ 3,522,479$

-$ -$ 8,437,375$ 3,522,479$

60











Technology & General Risk Mgmt. Route 17 Taxing RefuseServices Fund Fund District Fund Fund

-$ -$ 1,400,000$ -$ - - - - - - - - - - - - - - - -

6,055,406 16,557,600 - 5,813,172 - - - - - - - 144,269 - - - - - - - - - - - - - - - - - 2,800,000 - -

6,055,406$ 19,357,600$ 1,400,000$ 5,957,441$

5,638,617$ 19,260,821$ -$ -$ - - - - - - - - - - - 5,130,447 - - - - - - - - - - - - - - - - - - - - - - - -

101,867 8,419 441,645 407,369 - - - -

102,164 - - 163,378 212,758 88,360 958,355 256,247

6,055,406$ 19,357,600$ 1,400,000$ 5,957,441$

931,180 9,117,787 - 2,675,568

- - - -

5,888 664,461 113,185 416,726

- (1,800,000) - (900,000)

937,068$ 7,982,248$ 113,185$ 2,192,294$

937,068$ 7,982,248$ 113,185$ 2,192,294$

61











Road Maintenance Stormwater Capital Projects GrantsFund Mgmt. Fund Fund Fund

-$ -$ -$ -$ - - - -

195,000 - - - 200,000 - - -

- - - - 1,408,000 5,598,975 - -

32,500 - - - 2,000 - - -

21,705,092 - 5,883,400 - - - 2,612,000 314,410 - - 6,271,409 350,000 - - 32,459,605 -

5,000,000 1,625,000 - - 28,542,592$ 7,223,975$ 47,226,414$ 664,410$

-$ -$ 1,745,000$ 350,000$ - - - - - - 678,631 -

27,801,078 4,785,163 14,113,178 - - - 7,332,500 - - - - - - - 19,802,105 - - - 425,000 - - - 750,000 - - - 2,380,000 -

188,663 469,902 - - - - - - - - - -

552,851 1,968,910 - 314,410 28,542,592$ 7,223,975$ 47,226,414$ 664,410$

- 2,298,604 - -

- - - -

137,981 618,417 - -

- (500,000) - -

137,981$ 2,417,021$ -$ -$

137,981$ 2,417,021$ -$ -$

62











SchoolsFund Grand Total

-$ 117,337,737$ - 37,915,000$ - 1,195,800$ - 1,030,000$ - 2,266,975$

3,967,906 96,832,344$ 2,388,597 4,194,647$

- 602,286$ 78,202,605 126,821,221$ 12,776,000 20,633,442$ 54,096,837 92,268,065$

- 32,459,605$ - 11,925,000$

151,431,945$ 545,482,122$

-$ 37,300,618$ - 8,000,218$ - 52,064,665$ - 67,558,867$ - 28,033,768$ - 14,425,431$

151,431,945 171,234,050$ - 9,783,123$ - 4,271,885$ - 5,485,655$ - 5,161,222$ - 922,269$ - 49,032,287$ - 92,208,065$

151,431,945$ 545,482,122$

- 72,558,361

- -

- 2,856,696

- (4,400,000)

-$ 71,015,057$

-$ 71,015,057$

63

REVENUE ANALYSIS ___________________________________________________________________________ As part of the budget development process, the City projects the revenues that will be available during the fiscal year to provide services to Suffolk’s citizens. This section of the operating and capital budget provides an overview of the methods that are used to project revenue, the primary sources of City revenues, the economic conditions impacting local revenues, and a detailed analysis of local revenue projections for FY 2015-2016. Revenue Projection Methods The task of analyzing and projecting revenues is a year-long process performed throughout the fiscal year by the City’s Division of Budget and Strategic Planning. As part of this process, the Division monitors and evaluates revenues each month to ensure that enough revenue is available for city departments to meet service demands and carryout the directives of City Council and the City Manager. Detailed quarterly projection reports are provided to the City Manager and City Council. In addition to quarterly revenue projections, the Division analyzes historic trends and monthly/year-over-year revenue collections; evaluates changes in real estate assessed values and tax exemption programs; compiles direct estimates from city departments and state/federal agencies; reviews state and federal legislation that may have an impact on local governments; consults with local officials and department heads to include the City Assessor, the Commissioner of the Revenue, the Treasurer, the Director of Finance, and others on budget related matters of impact, and coordinates the preparation of a five year growth model with the City’s financial consultant.

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

State, Federal & Other

45%Local Taxes47%

Fees & Charges

8%

Revenue Sources for Citywide ServicesExcludingCapital and Utility

FY 2015‐2016

64

State and federal funding has declined as a percentage of citywide revenue in recent years. As a result, the City relies more heavily on local taxes and fees and charges as a revenue source to provide for citywide services. Economic Outlook The City’s dependency on revenue from state and federal sources requires the Division of Budget and Strategic Planning to closely monitor national and state economic conditions and trends, as well as the local economy. Summarized below is the national, state, and local economic outlook. The National Economy The national economy is continuing to slowly recover from the economic recession. Economic growth has been modest and far less robust than periods following previous recessions. Although the recession officially ended in June 2009, the economy is still not back to pre-recession levels. The economy grew by 2.4% in 2014, but ended the year 2.6% growth in the fourth quarter.

Budgeted Citywide Revenue SourcesExcluding Capital & Utility

FY 2009 – FY 2016

Local Taxes Fees & Charges State, Federal, & Other

FY 2009 44% 5% 51%

FY 2010 44% 4% 52%

FY 2011 45% 4% 51%

FY 2012 45% 7% 48%

FY 2013 47% 7% 46% FY 2014 47% 7% 46% FY 2015 45% 8% 47% FY 2016 47% 8% 45%

65

However, the GDP growth rate shrank to a 0.2% growth in the first quarter of 2015 due to harsh winter weather that hindered housing starts and sapped consumer spending. Looking ahead most economists are in agreement that businesses are poised for growth and expect the economy to exceed growth at an annualized pace of 2.6% to 3% in 2015. Continuing job gains and growth in consumer incomes will spur purchase of homes, cars and other products and services. Lower gas prices in 2014 also helped to boost the economy. Due to increase in jobs and income, the housing market is expected to have a solid year. The State Economy The state economy is performing slightly ahead of projections. Virginia’s unemployment of 4.9% is below the national average of 5.6%. State revenue collections continue to increase. The housing market is also improving statewide. The impact of the federal sequestration is expected to continue to impact Virginia in the years to come due to Virginia’s sizeable federal workforce and federal contractors. The Local Economy The local economy continues to grow and diversify with strong growth in various sectors including food and beverage processing, manufacturing, and retail. In 2014, $59.5M was invested in expanding businesses and $56.3M was invested in new businesses creating 448 new jobs. New and expanding business investments were an impressive $115.9M resulting in more than one million square feet impacted. The newly acquired ICE designation for the Port of Virginia opened opportunities for the expansion of the coffee import, roasting and distribution business which created the nickname “Virginia’s Caffeine Capital” for the city. Suffolk also achieved AAA credit rating by Standard & Poor’s in 2014. Harbour View in Northern Suffolk continues to be one of the key locations in Hampton Roads to live, work and play. Downtown Suffolk continues to grow with revitalization of buildings along West Washington Street and the new City Hall opened in 2014 consolidating services in a central location for the citizens of Suffolk. Suffolk’s unemployment rate is 5.6%, slightly higher than the state average (4.9%).

Source: Virginia Employment Commission

66

Real Estate assessments are projected to only slightly increase in 2016, but new construction assessments are expected to increase by 1.28%. FY 16 Revenue Projections Local Revenue Local tax revenue is comprised of general property taxes (real property, public service corporation taxes, personal property, and penalties and interest) and other local taxes (sales, public facilities rebate, communications sales, utility taxes, business license, motor vehicle license, bank stock, recordation and probate, tobacco, admissions, lodging, and meals). These revenue sources account for approximately 81% of all General Fund revenues. Local tax revenue is projected to increase 7% in FY 16’ to $153.6M, led by tobacco tax (46%), lodging tax (16%), personal property (10%), and business license tax (8%) revenue.

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

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Other Local Taxes Other Local Tax revenue is projected to increase 5% or $1,875,000 in FY 16’. The primary drivers of the increase include tobacco tax (46%), lodging tax (16%), business license tax (8%), meals tax (4%), and sales and use tax (4%) revenue. Revenue from Fees and Charges Revenue from fees and charges account for 4% of all General Fund revenue and consist of permits, privilege fees, and regulatory licenses; fines & forfeitures; revenue from the use of money and property; charges for services; miscellaneous revenue; and recovered costs. Revenue from fees and charges is projected to decrease 5% in FY 16’ based on current trends.

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Permits, Privilege Fees, and Regulatory Licenses Revenue from permits, privilege fees, and regulatory licenses consists of revenue from animal licenses, land use applications, land transfers, zoning, use and ordinances, building and weapons permits, borrow pit fees, and fishing and other miscellaneous permits. This revenue source decreased 45% between FY 07’ and FY 11’ as a result of the housing market decline. Based on current trends revenue from permit, privilege feeds and regulatory licenses are projected to remain flat in FY16’. Fines & Forfeitures Revenue from fines and forfeitures is comprised of General District Court fines, parking fines and violation fees, and false alarm violation fees. Revenue from fines and forfeitures is projected to decrease 3% in FY 16’ based on current trends. Revenue from Use of Money and Property Revenue from the use of money and property consists of interest earned on investments, bond proceeds, and the rental of city facilities. A decrease of 11% is anticipated in FY 16’. Charges for Services Charges for Services includes fees and charges for emergency medical service, court security, animal adoptions, recreation and special events, grave openings, and sale of service revenue to other City funds. Slight decrease is projected in FY 16’ based on current trends. Miscellaneous Revenue Miscellaneous revenue is comprised of delinquent tax collection fees; tourism gift shop sales; gifts, donations, and contributions and payments in lieu of taxes from the Suffolk Redevelopment and Housing Authority. Total miscellaneous revenue is projected to decrease 30% in FY 16’ based on current trends. Recovered Costs Recovered costs include reimbursements from other localities, the Suffolk School Board, and the Department of Social Services. Recovered cost revenue is projected to increase 8% in FY 16’. State Revenue Revenue from the Commonwealth of Virginia represents 11% of all General Fund revenue and includes non-categorical aid, shared expenses, and categorical aid. State revenue is projected to slightly decrease to $20.1M in FY 16’. Non-Categorical Aid The City receives various sources of non-categorical aid from the Commonwealth of Virginia including motor vehicle carrier, mobile home titling, rolling stock, deeds/grantors, and vehicle rental tax revenue, as well as House Bill 599 (police operational aid) and personal property tax relief funding. Non-categorical aid is projected to slightly decrease to $13.6M in FY 16’.

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

Other Funds In addition to the General Fund, the City also has 16 other funds which account for the proceeds of revenue sources that are legally restricted to expenditures for specified purposes. These funds include the Capital Projects Fund, the Debt Service Fund, seven special revenue funds (Aviation, Consolidated Grants, Downtown Business Overlay Taxing District, Road Maintenance, Law Library, Route 17 Special Taxing District, and Transit), three enterprise funds (Utility, Stormwater Utility, and Refuse), three internal service funds (Fleet Management, Information Technology, and Risk Management), and one discreetly presented component unit, the Schools Fund.

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

Debt Service Fund The Debt Service Fund is used to account for the payment of general long term debt principal, interest, and related costs associated with projects that are debt financed. Revenues in this fund are derived through the transfer of funds from the General Fund, Route 17 Special Taxing District Fund, and the Consolidated Grants Fund. The Debt Service Fund budget will increase 3% in FY 16’ to $28.2M.

Public Utility Revenue Bonds

13%

General Obligation Bonds55%

State/Federal18%

General Fund Cash7%

Transfer FromOther Funds

7%

Capital Projects Fund Revenue SourcesFY 2015‐2016

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Special Revenue Funds Special Revenue Funds provide for revenue derived from specific sources other than major capital projects that are restricted by legal and regulatory provisions to finance specific activities. Downtown Business Overlay Taxing District The Downtown Business Overlay Taxing District (DBOD) provides for revenues and expenditures related to enhanced services provided in a specifically designated area of downtown Suffolk. Revenues are derived from an additional real estate tax levy assessed on properties located within the district’s boundaries. The DBOD budget for FY 16’ remains at $170,000. Road Maintenance Fund The Road Maintenance Fund accounts for revenues and expenditures related to the maintenance of roads and bridges. Revenues are derived primarily from the State Urban Street Maintenance Program. The Road Maintenance Fund budget for FY 16’ is $28.5M, a 14% increase over FY 15’ based on the State funding formula which accounts for additional roadway miles in the City. Consolidated Grants Fund The Consolidated Grants Fund is used to account for revenues and expenditures involving governmental grant program operating expenditures. Revenue budgeted in the Consolidated Grants Fund is derived from a transfer of funds from the General Fund which are used to provide required local matches to state and federal grants received throughout the fiscal year, as well as a portion of federal Community Development Block Grant (CDBG) entitlement funds used for debt payments against a HUD Section 108 loan acquired by the City in previous years to revitalize the Fairgrounds section of downtown. The Consolidated Grants Fund budget for FY 16’ is $664,410, a 1% decrease over FY 15’. CDBG and HOME grant funds anticipated to be received in FY 16’ will be accepted and appropriated at a later date upon receipt of a final award letter from HUD. Law Library Fund The Law Library Fund provides for the operation, maintenance, and purchase of legal materials for the Suffolk Law Library. Revenues are obtained through the collection of fees on court cases processed in the Circuit and General District courts. The Law Library Fund budget for FY 16’ is $44,562, a 7% increase over FY 15’. Route 17 Special Taxing District Fund The Route 17 Special Taxing District Fund provides for revenues and expenditures related to enhanced economic development and transportation services provided in a specifically designated area of northern Suffolk. Revenues are derived from an additional real estate tax levy assessed on properties located within the district’s boundaries. The Route 17 Special Taxing District Fund budget for FY 16’ is approximately $1.4M, an 8% decrease over FY 15’. Aviation Facilities Fund The Aviation Facilities Fund accounts for the revenues and expenditures of the Suffolk Executive Airport. The Fund’s revenues are comprised of fuel sales (63%), rental of facilities such as airport hangars (22%), miscellaneous revenue to include an airport usage fee (1%), and the transfer of funding support from the General Fund (14%). The Aviation Facilities Fund budget for FY 16’ is approximately $1.1M, a 4% increase over FY 15’.

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Transit Fund The Transit Fund accounts for the revenues and expenditures of Suffolk’s transit service which is outsourced to the Virginia Regional Transit Authority (VRTA) and includes six bus routes and ADA service. The Transit Fund derives revenues from the General Fund transfer (76%), operating and capital funding from the VRTA via state and federal grant funding (19%), and fare collections (5%). The Transit Fund budget for FY 16’ is approximately $1M, a 2% decrease over FY 15’. Enterprise Funds Enterprise funds are used to account for operations that are financed and operated in a manner similar to private business enterprises. The intent of enterprise funds is for the costs of providing goods or services to the general public to be financed or recovered primarily through user charges. Utility Fund The Utility Fund accounts for the provision of water and sewer services to City residents. All activities necessary to provide such services are accounted for in this fund, including, but not limited to, administration, operation, maintenance, billing, collections, capital financing and related debt service and fixed assets of the water and sewer systems. The Utility Fund is designed to be self-sustaining. The Utility Fund budget for FY 16’ is approximately $46.4M, a 1% decrease over FY 15’. The Utility Fund derives revenues through charges for water and sewer service, water and sewer availability charges, bulk water sales, meter service charges, hydrant rentals, capital contributions from development, capitalized interest, bond rebates, special fees, sale of services, and miscellaneous revenue. Water and sewer rates will increase $.57 (water) and $.27 (sewer) monthly per 100 cubic feet in FY 15’ to address state and federal regulatory mandates and system growth. Stormwater Utility Fund The Stormwater Utility Fund provides for the operation, management, construction and maintenance of stormwater facilities, as well as mosquito control services. A stormwater fee of $6.00 per month is assessed on all residential units. Commercial businesses pay a multiple of the equivalent residential unit. The stormwater fee is a result of the Federal Clean Water Act of 1972 and amendments thereafter which require cities to make improvements to reduce the amount of pollution from stormwater runoff. No federal or state funding is provided to offset the cost of the water quality measures. The Fund earns additional revenue through permit and inspection fees paid by developers based on a percentage of hard surface coverage required for development and the sale of services such as engineering services to other City funds. The Stormwater Utility Fund budget for FY 16’ is approximately $7.2M, an 18% increase over FY 15’. The increase is due to a one-time $1,625,000 draw from the Stormwater Fund Balance which was needed for capital improvements in FY 16’. Refuse Fund The Refuse Fund accounts for the revenues and expenditures of the City’s refuse collection and recycling services which include citywide refuse, recycling, and bulk refuse pickup and landfill post closure planning and management. The Fund is designed to be self-sustaining through revenue generated by fees for refuse collection, the sale of trash cans, and sale of service to other City funds. The refuse collected fee is $16.50 per month in FY16’. The Refuse Fund budget for FY 16’ is approximately $5.9M, a 13% decrease over FY 15’.

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Internal Service Funds Internal service funds are used to account for the operational cost of services provided to other city departments. Revenue is derived from charges on a cost reimbursement basis. The internal service funds include the Fleet Management Fund, Information Technology Fund, and Risk Management Fund. Information Technology Fund The Information Technology Fund accounts for the City’s technology infrastructure including central computer and telephone systems. The cost of operating these systems is allocated to the various city departments and agencies on a cost reimbursement basis. The Information Technology Fund budget for FY 16’ is approximately $6M, an 11% increase over FY 15’. Fleet Management Fund The Fleet Management Fund provides for the financing of vehicles and the maintenance, repairs, and fuel costs of the City. Operating costs are allocated to the various city departments and agencies including the Western Tidewater Community Services Board, Suffolk Health Department, Western Tidewater Regional Jail, and Suffolk Public Schools, who use fleet equipment on a cost reimbursement basis. The Fleet Management Fund budget for FY 16’ is approximately $11.6M, a 22% decrease over FY 15’. Risk Management Fund The Risk Management Fund provides for the funding and payment of auto, police liability, general liability, health and worker’s compensation claims against the City, exclusive of the Suffolk Public Schools’ employees. Charges to other funds are based on estimated claims for the year. The Risk Management Fund budget for FY 16’ is approximately $19.3M, a 12% increase over FY 15’. Discretely Presented Component Unit Discretely presented component units are reported separate from the primary government to emphasize that they are legally separate from the City. The Schools Fund is a discretely presented component unit. Schools Fund The Schools Fund provides for the activities of the Suffolk Public School System. The appropriation by the City consolidates the funding for the existing three School funds including the School Operating Fund, School Food Service Fund, and School Grants Fund. Revenues are derived from local, state, federal, and other sources. The School Operating Fund budget for FY 16’ is approximately $151.3M, a 2.23% increase over FY 15’ due to an increase of $3.8M in local contributions.

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General Operating Fund

_____________________________________________________________________________________



Budget2012-2013 2013-2014 2014-2015 2015-2016 %

Revenue Type Actual Actual Budget Adopted Change

GENERAL PROPERTY TAXES

Real Property $ 82,096,459 $ 85,609,240 $ 87,500,000 $ 93,167,737 6%Public Service Corporation Taxes 3,210,399 3,378,776 3,200,000 3,400,000 6%Personal Property 16,726,107 18,241,022 16,500,000 18,200,000 10%Penalties and Interest on Taxes 1,012,265 1,060,176 1,000,000 1,000,000 0%

Total General Property Taxes $ 103,045,231 $ 108,289,214 $ 108,200,000 $ 115,767,737 7%

OTHER LOCAL TAXES

Sales and Use Tax 8,050,484 8,473,872 8,100,000 8,400,000 4%Public Facilities Tax Rebate 83,949 100,099 100,000 100,000 0%Communications Sales Tax 3,602,321 3,535,356 3,600,000 3,600,000 0%Utility Taxes ( Electric / Gas) 4,390,438 4,430,346 4,300,000 4,300,000 0%Business License Tax 6,277,297 5,158,825 6,200,000 6,700,000 8%Motor Vehicle License Tax / Fee 2,247,870 2,240,157 2,200,000 2,200,000 0%Bank Stock Tax 486,092 505,550 490,000 490,000 0%Recordation & Probate Tax 1,165,979 1,269,043 1,100,000 1,100,000 0%Tobacco Tax 1,313,533 1,354,757 1,300,000 1,900,000 46%Admissions Tax 237,060 243,203 250,000 250,000 0%Lodging Tax 1,071,900 1,119,678 1,100,000 1,275,000 16%Meals Tax 7,436,836 7,646,834 7,300,000 7,600,000 4%

Total Other Local Taxes $ 36,363,760 $ 36,077,720 $ 36,040,000 $ 37,915,000 5%TOTAL LOCAL TAX REVENUE $ 139,408,991 $ 144,366,934 $ 144,240,000 $ 153,682,737 7%

PERMITS, PRIVILEGE FEES, AND REGULATORY LICENSES

Animal License 35,169 39,076 35,000 35,000 0%Land Use Application Fee 17,020 14,350 15,000 15,000 0%Land Transfer Fee 2,709 2,838 2,500 2,500 0%Zoning, Use and Ordinance Fee 203,044 170,387 200,000 200,000 0%Building Permits 671,540 638,139 650,000 650,000 0%Weapons Permits 49,775 38,537 30,000 30,000 0%Borrow Pit Fees 82,824 110,754 65,000 65,000 0%Fishing Permits 367 3,055 3,000 3,000 0%Miscellaneous Permits 270 490 250 300 20%

Total Permits, Privilege Fees, and Regulatory Licenses $ 1,062,718 $ 1,017,625 $ 1,000,750 $ 1,000,800 0%

FINES & FORFEITURES

General District Court Fines 674,232 658,737 600,000 600,000 0%Parking Fines and Violation Fees 211,939 107,143 90,000 100,000 11%False Alarm Violation Fees 162,105 136,281 170,000 130,000 -24%

Total Fines & Forfeitures $ 1,048,276 $ 902,161 $ 860,000 $ 830,000 -3%

REVENUE FROM USE OF MONEY AND PROPERTY

Interest on Investments 172,319 162,539 250,000 250,000 0%Interest on Bond Proceeds 113,454 98,557 100,000 100,000 0%Human Resources Building Rent 108,618 110,807 200,000 - -100%Municipal Center Building Rent - - - 150,000 -Park Facility Use Fees 19,245 19,525 15,000 18,000 20%Recreational Building Rental 65,788 90,162 65,000 65,000 0%Antenna Space Rental 81,122 82,007 80,000 50,000 -38%Vending Machine Commission 15,007 13,560 - - -Other Rentals (VEC etc.) 32,653 28,979 21,000 21,000 0%

Total Revenue from Use of Money and Property $ 608,207 $ 606,136 $ 731,000 $ 654,000 -11%

GENERAL FUNDRevenue Summary

75


Budget2012-2013 2013-2014 2014-2015 2015-2016 %



CHARGES FOR SERVICES

Excess Fees - Circuit Court Clerk 152,477 51,191 150,000 50,000 -67%Sheriff's Fees (Serving Court Papers) 5,787 5,787 5,787 5,787 0%Court Appointed Attorney Fees 19,519 18,359 18,000 18,000 0%Court Security Fee 111,191 123,134 110,000 110,000 0%Commonwealth Attorney's Fees 11,285 10,655 9,000 9,000 0%Police Reports 22,432 23,379 20,000 22,000 10%Public Safety 22,567 13,881 - 5,000 -EMS Fee 3,079,632 1,819,445 1,800,000 1,900,000 6%Animal Control Fees 70,238 85,582 80,000 80,000 0%Recreation & Special Event Fees 753,653 779,433 800,000 800,000 0%Library Fines and Charges 20,584 21,259 20,000 20,000 0%Tourism Special Event Fees 29,777 23,935 35,000 32,000 -9%Charges for Planning & Community Development 156 287 - 100 -Sale of Service - Capital Projects Administration 341,000 341,000 341,000 350,000 3%Sale of Service - Road Maintenance (Police Weights & Measures) 134,383 141,763 150,000 100,000 -33%Sale of Service - Road Maintenance Fund (Landscape by P&R) 25,893 7,489 28,000 28,000 0%Grave Openings 101,920 70,600 85,000 85,000 0%

Total Charges for Services $ 4,902,494 $ 3,537,179 $ 3,651,787 $ 3,614,887 -1%

MISCELLANEOUS REVENUE

SRHA - Payment in Lieu of Taxes 11,914 15,192 3,000 3,000 0%Gifts, Donations, Contributions 170 - 10,000 - -100%Contributions-Library Patrons 255 31 5,000 - -100%Sale of Salvage/Surplus Property 15,773 2,330 2,000 2,000 0%Sale of Real Estate 8,266 6,133 5,000 5,000 0%Delinquent Tax Collection Fee 418,353 385,678 650,000 350,000 -46%Miscellaneous Revenue 344,378 279,091 125,000 200,000 60%Sales - Tourism 8,215 7,793 8,000 6,000 -25%

Total Miscellaneous Revenue $ 807,325 $ 696,247 $ 808,000 $ 566,000 -30%

RECOVERED COSTS

Reimbursement - Other Localities 5,670 - 5,000 5,000 0%Reimbursement - School Board 400,333 382,688 418,198 425,517 2%Reimbursement - Jury Duty Compensation 1,060 1,148 - 500 -Reimbursement - Social Services 22,642 98,288 - 25,000 -

Total Recovered Costs $ 429,705 $ 482,123 $ 423,198 $ 456,017 8%TOTAL REVENUE FROM FEES / CHARGES $ 8,858,724 $ 7,241,472 $ 7,474,735 $ 7,121,704 -5%

REVENUE FROM THE COMMONWEALTH - NON CATEGORICAL AID

Motor Vehicle Carrier Tax 1,992 - - - -Mobile Home Titling Tax 27,541 17,816 20,000 15,000 -25%Tax on Deeds - Grantors Tax 711,107 371,217 550,000 350,000 -36%Rolling Stock Tax 131,260 147,445 130,000 130,000 0%Police House Bill 599 2,764,801 2,764,800 2,860,000 2,764,800 -3%Personal Property Tax Relief 10,169,730 10,169,730 10,169,729 10,169,729 0%Vehicle Rental Tax 132,794 138,369 120,000 130,000 8%Local Aid Commonwealth Contra Rev (314,740) - - - -

Total Non-Categorical Aid $ 13,624,485 $ 13,609,376 $ 13,849,729 $ 13,559,529 -2%

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Budget2012-2013 2013-2014 2014-2015 2015-2016 %



SHARED EXPENSES

Commonwealth Attorney 910,011 951,430 960,000 1,005,689 5%Sheriff 860,309 886,539 878,000 906,687 3%Commissioner of the Revenue 156,120 161,742 160,000 164,150 3%Treasurer 190,438 202,661 202,000 207,469 3%Registrar 69,658 46,531 45,000 45,000 0%Circuit Court Clerk 492,977 575,369 566,408 479,781 -15%

Total Shared Expenses $ 2,679,514 $ 2,824,272 $ 2,811,408 $ 2,808,776 0%

CATEGORICAL AID

Asset Forfeiture Funds 12,636 14,807 - - -Jurors' Fees 23,665 21,309 30,000 20,000 -33%Courthouse Maintenance Fees 41,960 41,903 45,000 40,000 -11%Public Assistance Grants 2,265,162 2,060,196 2,700,000 2,700,000 0%Comprehensive Services Act 1,085,860 716,878 1,070,000 1,040,000 -3%Property Seizure Program - Police 40,554 40,311 - - -Wireless E911 Grant 172,257 189,132 200,000 190,000 -5%Miscellaneous Grants 1,525 1,508 - - -Four for Life Grant - EMS 75,765 108,600 73,000 76,260 4%Fire Programs Fund 241,243 254,034 213,000 254,034 19%Economic Development Incentive Program 300,000 - - - -Library Aid 114,681 156,755 155,000 155,466 0%

Total Categorical Aid $ 4,375,308 $ 3,605,432 $ 4,486,000 $ 4,475,760 0%TOTAL STATE REVENUE $ 20,679,307 $ 20,039,080 $ 21,147,137 $ 20,844,065 -1.4%

REVENUE FROM THE FEDERAL GOVERNMENT - NON CATEGORICAL AID

Criminal Justice Services Grants 10,346 15,946 - - -Emergency Services Grant 10,681 - 11,032 11,032 0%Property Seizure Program - Police 36,699 23,157 - - -Commonwealth Atty - Federal Asset Forfeiture - 27,064 - - -Public Assistance Grants 4,771,723 4,889,814 4,900,000 4,900,000 0%Refuge Revenue Sharing (Dismal Swamp) 37,817 21,378 20,000 20,000 0%

TOTAL FEDERAL REVENUE $ 4,867,266 $ 4,977,358 $ 4,931,032 $ 4,931,032 0%

FUND TRANSFERS

Indirect Cost Return: Transfer from Road Maintenance Fund 589,407 631,697 705,009 552,851 -22% Transfer from Aviation Fund 104,083 122,976 40,311 52,860 31% Transfer from Debt - - - - - Transfer from Utility Fund 540,001 596,320 576,133 610,253 6% Transfer from Stormwater Fund 231,339 173,526 322,327 343,910 7% Transfer from Refuse Fund 173,389 156,279 208,427 256,247 23% Transfer from Fleet Management Fund 321,144 429,043 222,378 228,352 3% Transfer from Information Technology Fund 201,111 266,140 237,993 212,758 -11% Transfer from Risk Management Fund 86,404 110,370 92,976 88,360 -5%

TOTAL OTHER REVENUE $ 2,246,878 $ 2,486,351 $ 2,405,554 $ 2,345,591 -2%

TOTAL REVENUES $ 176,061,165 $ 179,111,196 $ 180,198,458 $ 188,925,129 4.8%

77


Budget

2012-2013 2013-2014 2014-2015 2015-2016 % 2015-2016 %

Actual Actual Budget Request Incr Adopted Change

GENERAL GOVERNMENT

City Council $ 410,743 $ 419,619 $ 453,264 $ 469,763 4% $ 444,947 -2%

City Manager 1,363,589 1,267,578 1,116,511 1,048,490 -6% 1,112,360 0%

Budget & Strategic Planning 480,881 277,465 346,910 346,910 0% 297,215 -14%

City Attorney 963,327 965,178 981,581 985,613 0% 1,025,765 5%

Human Resources 1,016,312 995,770 1,085,127 930,036 -14% 1,034,474 -5%

Commissioner of the Revenue 951,228 936,112 973,436 966,011 -1% 983,168 1%

Assessor 1,383,729 1,383,190 1,526,975 1,561,025 2% 1,498,054 -2%

Treasurer 1,394,875 1,523,196 1,427,818 1,652,375 16% 1,474,348 3%

Finance 1,141,100 1,262,323 1,504,888 1,568,658 4% 1,644,247 9%

Purchasing 261,444 307,295 323,743 376,715 16% 327,980 1%

Registrar 419,318 325,407 381,412 664,128 74% 463,622 22%

Total General Government $ 9,786,546 $ 9,663,131 $ 10,121,665 $ 10,569,724 4% $ 10,306,179 2%

JUDICIAL

Circuit Court Judges 177,633 180,097 188,414 188,270 0% 187,278 -1%

General District Court 44,395 40,395 60,772 87,772 44% 60,449 -1%

Magistrate's Office 14,124 14,565 18,043 24,443 35% 20,896 16%

Juvenile & Domestic Relations Court 10,721 10,648 24,049 24,049 0% 23,196 -4%

Court Services Unit 948,041 879,094 910,624 910,624 0% 910,183 0%

Clerk of the Circuit Court 1,346,956 1,271,669 1,270,353 1,296,231 2% 1,438,166 13%

Sheriff 2,143,701 2,179,800 2,222,313 2,483,508 12% 2,336,851 5%

Commonwealth's Attorney 2,690,603 2,695,943 2,800,742 2,924,411 4% 2,978,639 6%

Total Judicial $ 7,376,176 $ 7,272,211 $ 7,495,309 $ 7,939,308 6% $ 7,955,656 6%

PUBLIC SAFETY

Police 18,720,361 19,788,383 19,578,081 20,980,109 7% 19,384,529 -1%

Police - Emergency Communications 1,479,868 1,458,649 1,595,302 1,830,442 15% 1,638,051 3%

Animal Shelter Management 740,013 834,446 826,101 960,592 16% 801,771 -3%

Community Development Services 2,935,346 2,254,036 2,345,004 2,395,920 2% 2,343,046 0%

Fire and Rescue 22,562,635 24,208,567 22,569,051 23,082,412 2% 22,756,350 1%

Fire and Rescue - Emergency Management 51,397 5,150 19,151 19,151 0% 37,396 95%

Western Tidewater Regional Jail 2,588,491 2,588,491 2,588,491 4,424,891 71% 4,424,891 71%

Total Public Safety $ 49,078,110 $ 51,137,723 $ 49,521,182 $ 53,693,517 8% $ 51,386,034 4%

PUBLIC WORKS

Public Works - Administration 722,542 800,383 844,963 954,962 13% 878,649 4%

Public Works - Grounds Maintenance 1,027,342 534,744 - - - - -

Capital Programs & Facilities 2,877,681 2,705,560 2,896,753 3,615,272 25% 3,524,542 22%

Total Public Works $ 4,627,565 $ 4,040,687 $ 3,741,715 $ 4,570,234 22% $ 4,403,191 18%

GENERAL FUNDExpenditure Summary

78


Budget

2012-2013 2013-2014 2014-2015 2015-2016 % 2015-2016 %

Actual Actual Budget Request Incr Adopted Change

GENERAL FUNDExpenditure Summary

HEALTH & WELFARE

Social Services 10,277,464 10,468,268 11,574,689 11,605,937 0% 11,557,275 0%

Comprehensive Services Act 1,445,927 1,328,541 1,810,142 1,745,667 -4% 1,747,004 -3%

Western Tidewater Health District 840,000 840,000 840,000 840,000 0% 840,000 0%

Western Tidewater Community Service Board 281,152 281,152 281,152 309,267 10% 281,152 0%

Total Health & Welfare $ 12,844,543 $ 12,917,961 $ 14,505,982 $ 14,500,871 0% $ 14,425,431 -1%

EDUCATION

Transfer to School Operating - Local Support 49,163,443 50,176,881 50,193,952 54,096,837 8% 54,096,837 8%

Total Education $ 49,163,443 $ 50,176,881 $ 50,193,952 $ 54,096,837 8% $ 54,096,837 8%

PARKS, RECREATION & CULTURAL

Parks and Recreation - Administration 1,185,956 1,311,917 1,380,440 1,380,440 0% 1,449,928 5%

Parks and Recreation - Office on Youth - - 132,454 157,953 19% 151,865 15%

Parks and Recreation - Parks, Gateways & Maint. 1,692,146 1,678,328 1,847,546 1,936,684 5% 1,918,305 4%

Parks and Recreation - Grounds Maintenance - - 560,687 591,823 6% 547,947 -2%

Parks and Recreation - Support Services 460,494 438,052 466,828 471,280 1% 470,519 1%

Parks and Recreation - Recreation 1,689,049 1,865,710 2,015,533 2,081,272 3% 2,065,516 2%

Library 2,514,581 2,474,991 2,697,690 2,799,805 4% 2,754,043 2%

Total Parks, Recreation & Cultural $ 7,542,226 $ 7,768,997 $ 9,101,177 $ 9,419,257 3% $ 9,358,123 3%

COMMUNITY DEVELOPMENT

Planning and Community Development 1,376,987 1,384,413 1,312,326 1,334,572 2% 1,420,683 8%

Economic Development 1,648,225 2,448,829 823,652 1,875,327 128% 814,774 -1%

Tourism 442,658 572,749 553,274 626,650 13% 556,869 1%

Media and Community Relations 548,747 592,181 586,541 671,621 15% 654,848 12%

Virginia Cooperative Extension Service 42,063 50,501 73,853 76,703 4% 74,712 1%

Total Community Development $ 4,058,680 $ 5,048,673 $ 3,349,645 $ 4,584,873 37% $ 3,521,885 5%

OTHER PUBLIC SERVICES

Local and Regional Organizations 985,949 996,489 971,905 1,592,403 64% 976,945 1%

Total Other Public Services $ 985,949 $ 996,489 $ 971,905 $ 1,592,403 64% $ 976,945 1%

NON-DEPARTMENTAL

Non-departmental 474,542 531,083 303,089 482,950 59% 566,977 87%

Transfer to Funds (Capital, Debt, Transit, Aviation) 28,506,012 29,393,878 30,892,837 32,000,477 4% 31,927,872 3%

Total Non-departmental $ 28,980,554 $ 29,924,961 $ 31,195,926 $ 32,483,427 4% $ 32,494,849 4%

Total General Fund Expenditures $ 174,443,792 $ 178,947,712 $ 180,198,458 $ 193,450,451 7% $ 188,925,129 4.8%

79

_____________________________________________________________________________________


CITY COUNCIL DESCRIPTIONDESCRIPTION The City Council is the legislative and policy making body of the City Government. It establishes policies, sets goals and priorities, and interprets and represents the needs of the community to ensure the economic, social, educational, and physical quality of the City. The City Council is supported by the City Clerk whose office is responsible for the preservation and maintenance of the legislative record; recording and publishing City Council minutes; serving as an information center to address inquiries from citizens, municipal departments, and agencies; the management of boards and commissions; and fulfilling research requests. FY 2015 ACCOMPLISHMENTS

Prepared 100% of City Council retreat, regular

meeting, special meeting, and work session minutes in accordance with the Code of Virginia.

Complied with 100% of Freedom of Information Act (FOIA) requests within five working days as prescribed by the Code of Virginia.

Prepared and disseminated 100% of City Council ordinances and resolutions within five days of approval.

Expanded the availability of electronic records internally and externally.

To prepare all boards and commissions records accurately and to prepare all ceremonial items as requested and approved by City Council.

FY 2016 OBJECTIVES To prepare 100% of City Council meeting minutes in accordance with the Code of Virginia.

To comply with 100% of Freedom of Information Act requests within five working days as prescribed by the Code of Virginia.

To disseminate 100% of City Council ordinances and resolutions within five days of approval.

To prepare all boards and commissions records accurately and to prepare all ceremonial items as requested and approved by City Council.

To expand the availability of electronic records both internally and externally

STATISTICS/PERFORMANCE MEASURES FY 14

Actual FY 15

Projected FY 16

Estimate Number of City Council meetings held Average time to post Council actions to City website Percentage Council Member attendance at public meetings Number of public inquiries received Average response time to public inquiries

46 2 days 100% 1,600 2 days

48 2 days 100% 1,700 2 days

48 2 days 100% 1,800 2 days

80

Department: City Council

Budget Detail

2012-2013 2013-2014 2014-2015 2015-2016 % 2015-2016 %Account Number: 100-11110- Actual Actual Budget Requested Change Adopted Change

51100.02 Salaries and Wages $ 233,640 $ 235,118 $ 236,617 $ 236,617 0% $ 239,286 1%52100 FICA 17,550 17,638 18,101 18,101 0% 18,305 1%52210 VRS Retirement 19,428 18,567 16,861 16,861 0% 16,094 -5%52400 Group Life 1,317 1,334 1,500 1,500 0% 1,535 2%53100 Professional Services - - - 5,000 - - -53500 Printing and Binding 3,185 - - 500 - - -53600 Advertising 637 188 1,000 1,000 0% 1,000 0%54100 Information Technology 10,787 22,406 20,907 20,907 0% 13,610 -35%54500 Risk Management 92,139 95,610 91,111 91,111 0% 87,450 -4%55210 Postal Services 515 350 500 1,000 100% 1,000 100%55230 Telecommunications 3,988 4,341 7,266 7,266 0% 7,266 0%55500 Travel and Training 4,101 5,237 10,000 15,000 50% 10,000 0%55810 Dues & Association Memberships 275 335 500 500 0% 500 0%55840 Code Expense 2,305 1,843 15,000 20,000 33% 20,000 33%56001 Office Supplies 1,598 3,549 4,000 5,000 25% 4,500 13%56012 Books and Subscriptions 245 - 500 - -100% - -100%56017 Copier Costs 10,631 6,111 14,400 14,400 0% 14,400 0%56026 Special Events 7,600 6,990 15,000 15,000 0% 10,000 -33%58200 Capital Outlay 802 - - - - - -

Total Operating Expenditures $ 410,743 $ 419,619 $ 453,264 $ 469,763 4% $ 444,947 -2%

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

Personnel Summary

2012-2013 2013-2014 2014-2015 2015-2016 2015-2016 Range Class Actual Actual Budget Requested Adopted

Mayor 1 1 1 1 1Councilman 7 7 7 7 7City Clerk 1 1 1 1 1

16 Deputy City Clerk 1 1 1 1 1

Number of Full-Time Positions 10 10 10 10 10

81

CITY MANAGER DESCRIPTION The City Manager is the Chief Executive Officer of the City of Suffolk and is responsible for the day-to-day administration of the City Government. The City Manager recommends policy alternatives to the City Council and implements the policies and priorities established by the governing body in accordance with the City Charter, City Code and Ordinances, and State and Federal regulations. Other essential activities and duties include oversight of operating departments, coordination of legislative affairs with state and congressional leaders, and serving as a liaison to businesses, community organizations, and various local and regional boards and commissions. FY 2015 ACCOMPLISHMENTS

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

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

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

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

FY 2016 OBJECTIVES To improve the overall efficiency and effectiveness of City Government by continuing to refine the

City’s administrative and business practices. (Goal 2: Provide Effective and Efficient Programs and Services that are Accountable and Customer Focused)

To continue strengthening the City’s financial position by adhering to adopted financial policies and best financial management practices and encouraging job growth and capital investment in the community. (Goal 1: Promote Strong Financial Management and Fiscal Accountability)

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

STATISTICS/PERFORMANCE MEASURES FY 14 Actual

FY 15 Projected

FY 16 Estimate

Bond Rating: Moody’s Standard & Poor’s Fitch Fund Balance at/above 12% per City Financial Policies GFOA Certificate of Excellence in Financial Reporting GFOA Distinguished Budget Presentation Award AGA Award of Excellence in Citizen-Centric Reporting *Number of jobs created *Capital Investment

Aa2 AA+ AA+

14.3%

650 $44M

Aa1 AAA AA+

14.3%

750 $56M

Aa1

AAA AA+

14.3%

750 $49M

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

82

Department: City Manager

Budget Detail


51100.02 Salaries and Wages $ 691,331 $ 709,637 $ 728,998 $ 634,101 -13% $ 681,880 -6%51100.04 Salaries and Wages - Overtime 426 38 - - - - -51100.14 Transportation Expense 15,000 17,100 15,000 19,800 32% 19,800 32%

52100 FICA 47,986 48,601 55,768 48,509 -13% 52,164 -6%52210 VRS Retirement 110,458 117,041 108,183 94,101 -13% 92,799 -14%52400 Group Life 8,142 8,411 9,623 8,370 -13% 9,001 -6%53100 Professional Services 292,088 102,641 - 48,000 - 48,000 -53200 Temporary Help Service Fees - 4,101 - - - - -54100 Information Technology 46,560 36,217 32,469 32,469 0% 48,471 49%54200 Fleet 9,672 7,865 17,600 4,000 -77% 4,000 -77%54500 Risk Management 57,201 67,652 64,450 64,450 0% 61,826 -4%55210 Postal Services 139 330 1,000 1,000 0% 1,000 0%55230 Telecommunications 8,035 8,665 13,505 13,505 0% 13,505 0%55410 Rental/Lease of Equipment 1,029 1,029 1,000 1,000 0% 1,000 0%55500 Travel and Training 19,760 24,066 10,000 20,000 100% 20,000 100%55810 Dues and Association Memberships 2,089 2,301 2,883 2,883 0% 2,883 0%56001 Office Supplies 2,742 4,398 2,500 2,500 0% 2,500 0%56012 Books and Subscriptions 198 238 1,500 1,500 0% 1,500 0%56014 Other Operating Supplies 273 - - - - - -56017 Copier Costs 45,177 25,283 52,032 52,302 1% 52,032 0%58200 Capital Outlay 5,282 81,963 - - - - -

Total Operating Expenditures $ 1,363,589 $ 1,267,578 $ 1,116,511 $ 1,048,490 -6% $ 1,112,360 0%

53100 - Professional Services: Legislative Services

Personnel Summary


City Manager 1 1 1 1 1 50 Deputy City Manager 1 1 1 1 1 46 Chief of Staff 1 1 1 1 1 38 Intergovernmental Relations and Special Projects M 1 1 1 - - 23 Administrative Analyst - 1 1 1 2 16 Administrative Assistant 1 1 1 1 1 14 Executive Secretary 2 1 1 1 1


83

BUDGET AND STRATEGIC PLANNING

DESCRIPTION The Division of Budget and Strategic Planning provides financial and management information, control, and guidance to the City Council, City Manager, and city departments. The primary responsibilities of the division include the development and execution of the Annual Financial Plan and multi-year Capital Improvement Program; oversight of city department budgets and funds; debt management, planning, and coordination of financings and bond referenda in conjunction with the Department of Finance; strategic planning and performance measurement; and fiscal impact analysis. FY 2015 ACCOMPLISHMENTS Coordinated the issuance of $49.8M in general obligation bonds to

provide for citywide capital improvements.

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

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

FY 2016 OBJECTIVES To develop a balanced budget in compliance with the City Charter and within local and State

mandated timeframes for financial plan development. (Goal 2: Provide Effective and Efficient Programs and Services that are Accountable and Customer Focused)

To provide quarterly budget status reports to the City Manager, City Council, City Departments, and citizens of Suffolk within 30 days of the end of each quarter. (Goal 2: Provide Effective and Efficient Programs and Services that are Accountable and Customer Focused)

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


FY 15 Projected

FY 16 Estimate

Balanced Budget prepared within prescribed timeframes GFOA Distinguished Budget Award received Financial Policies: Budgeted capital projects meet 3% “Pay Go” policy Debt as a percentage of assessed value at/below 4% Debt as a percentage of general gov’t expenditures at/below 10% Fund Balance at/above 12% per City Financial Policies Variance in actual to projected General Fund revenue % Budget Adjustment requests reviewed/processed within 48 hours

3.0% 2.02% 9.35% 12.2%

3% 100%

3.0% 2.13% 9.48% 14.3%

.5% 100%

3.0% 2.21% 9.60% 14.3% 3.92%

100%

84

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


51100.02 Salaries and Wages $ 324,735 $ 160,349 $ 222,744 $ 222,744 0% $ 190,097 -15%52100 FICA 23,873 11,782 17,040 17,040 0% 14,542 -15%52210 VRS Retirement 49,866 26,654 33,055 33,055 0% 25,660 -22%52400 Group Life 3,533 2,408 2,940 2,940 0% 2,509 -15%53600 Advertising 1,671 1,532 2,000 2,000 0% 2,000 0%54100 Information Technology 16,859 18,113 16,864 16,864 0% 11,114 -34%54500 Risk Management 37,143 38,441 36,609 36,609 0% 35,134 -4%55210 Postal Services 108 49 100 100 0% 100 0%55230 Telecommunications 2,127 1,496 3,958 3,958 0% 3,958 0%55500 Travel and Training 888 26 1,000 1,000 0% 2,000 100%55810 Dues and Association Memberships 923 888 1,200 1,200 0% 1,200 0%56001 Office Supplies 1,078 912 2,000 2,000 0% 1,500 -25%56012 Books and Subscriptions 31 31 200 200 0% 200 0%56017 Copier Costs 18,046 12,548 7,200 7,200 0% 7,200 0%58200 Capital Outlay - 2,236 - - - - -


Personnel Summary


44 Director of Budget & Strategic Planning 1 - - - - 34 Budget Officer - 1 1 1 131 Budget & Strategic Planning Manager 1 - - - - 29 Budget Analyst 1 2 2 2 218 Budget Associate 1 1 1 1 -


85

CITY ATTORNEY

DESCRIPTION

The City Attorney is the head of the Department of Law and chief legal advisor of the City Council, the City Manager, and all departments, boards, commissions, and agencies of the City including the Economic Development Authority. The Department of Law institutes and defends all legal proceedings which it deems necessary and proper to protect the interests of the City of Suffolk.

FY 2015 ACCOMPLISHMENTS Completed various project acquisitions for the City Land

Transfer to Housing Hampton Roads, Portsmouth Boulevard Parking Lot, Route 17/Lee Farm Lane Intersection Project, and the Route 17/Bridge Road Intersection Project

Reviewed 135 Invitation for Bids, Requests for Proposals and Contracts including the revamped process to execute DSS contracts with vendors which will include going through the Purchasing Department, the EDA Land Transfer to Continental Terminals, finalized EDIP agreements for new and expanding Suffolk companies, the Finalized Kenyon Court Connector Development Agreement, and the Finalized Exchange Agreement between the Army and the City

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

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

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

FY 2016 OBJECTIVES To refrain from the use of outside counsel unless there is no attorney in the office with the legal

proficiency required to provide the service or if a conflict of interest exists. (Goal 1: Promote strong financial management and fiscal accountability)

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

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


Actual FY 15

Projected FY 16

Estimate Number of requests for legal services Number of contract reviews Number of court appearances Number of real estate matters handled: Deeds Easements Closings

1,218 351 91

1 5 25

1,564 270 150

4 4

28

1,650 300 100

5 5 30

86

Department: City Attorney

Budget Detail


51100.02 Salaries and Wages $ 646,812 $ 644,614 $ 661,568 $ 661,568 0% $ 686,186 4%52100 FICA 47,445 46,073 50,610 50,610 0% 52,493 4%52210 VRS Retirement 112,752 106,649 98,177 98,177 0% 94,968 -3%52400 Group Life 7,647 7,493 8,733 8,733 0% 9,058 4%53100 Professional Services 859 3,146 5,000 5,000 0% 5,000 0%

53100.11 Legal Services 3,044 2,992 3,400 3,432 1% 3,432 1%53500 Printing and Binding 214 - - - - - -53600 Advertising - - - 1,000 - 1,000 -54100 Information Technology 34,435 35,132 32,633 32,633 0% 52,564 61%54500 Risk Management 83,302 87,610 83,443 83,443 0% 80,046 -4%55210 Postal Services 1,067 916 1,200 1,200 0% 1,200 0%55230 Telecommunications 4,575 5,802 9,496 9,496 0% 9,496 0%55500 Travel and Training 7,055 9,871 7,000 10,000 43% 10,000 43%55810 Dues and Association Memberships 2,780 3,429 5,633 5,633 0% 5,633 0%56001 Office Supplies 3,788 3,297 5,000 5,000 0% 5,000 0%56012 Books and Subscriptions 3,298 4,319 4,000 4,000 0% 4,000 0%56017 Copier Costs 4,253 3,835 5,688 5,688 0% 5,688 0%58200 Capital Outlay - - - - - - -

Total Operating Expenditures $ 963,327 $ 965,178 $ 981,581 $ 985,613 0% $ 1,025,765 5%

Personnel Summary


City Attorney 1 1 1 1 144 Deputy City Attorney 1 1 1 1 1

30/36/38 Assistant City Attorney I - III 3 3 3 3 323 Paralegal Administrator 1 1 1 1 120 Legal Services Coordinator 1 1 1 1 116 Legal Assistant I 1 1 1 1 110 Legal Office Assistant II 1 1 1 1 1


87

HUMAN RESOURCES

DESCRIPTION The Department of Human Resources provides support to the City Manager and city departments in the recruitment, hiring, development, and retention of employees. These services are provided through data collection, needs projection, recruitment, selection, retention, general training, advice to management, and review of human resources policies and procedures. The Department oversees ongoing programs related to employee health and welfare, employee recognition, and employee relations with internal and external customers.

FY 2015 ACCOMPLISHMENTS

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

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

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

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

FY 2016 OBJECTIVES

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

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

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

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

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

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


FY 15 Projected

FY 16 Estimate

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

10% 300 9%

6

322

10% 250 10%

12

440

9% 250 10%

15

600 88

Department: Human Resources

Budget Detail


51100.02 Salaries and Wages $ 527,279 $ 592,005 $ 611,107 $ 481,926 -21% $ 470,083 -23%51100.04 Salaries and Wages - Overtime 676 869 - - - - -51100.06 Salaries and Wages - Part-time 24,808 21,900 30,117 30,117 0% 30,117 0%

52100 FICA 38,909 45,300 49,054 39,171 -20% 38,265 -22%52210 VRS Retirement 73,696 91,885 85,840 71,518 -17% 63,076 -27%52400 Group Life 6,062 7,119 8,067 6,361 -21% 6,205 -23%52820 Tuition Assistance - - - - - - -53100 Professional Services 104,493 18,848 59,794 59,794 0% 59,794 0%53500 Printing and Binding 1,219 1,849 5,000 5,000 0% 5,000 0%53600 Advertising 10,079 10,350 10,000 10,000 0% 10,000 0%54100 Information Technology 67,658 50,898 53,612 53,612 0% 183,079 241%54500 Risk Management 83,963 86,423 91,420 91,420 0% 87,737 -4%55210 Postal Services 6,277 5,698 7,000 7,000 0% 7,000 0%55230 Telecommunications 5,052 4,205 10,720 10,720 0% 10,720 0%55500 Travel & Training 21,391 15,966 18,000 18,000 0% 18,000 0%55810 Dues and Association Memberships 2,082 2,269 980 980 0% 980 0%55841 Service Awards 22,318 25,250 25,000 25,000 0% 25,000 0%56001 Office Supplies 8,542 6,406 6,000 6,000 0% 6,000 0%56012 Books and Subscriptions 678 756 3,000 3,000 0% 3,000 0%56017 Copier Costs 11,130 6,847 10,417 10,417 0% 10,417 0%58200 Capital Outlay - 926 - - - - -

Total Operating Expenditures $ 1,016,312 $ 995,770 $ 1,085,127 $ 930,036 -14% $ 1,034,474 -5%

55500 - Travel & Training: City wide training.

Personnel Summary


44 Director of Human Resources 1 1 1 1 136 Assistant Director of Human Resources 1 1 1 1 130 Human Resources Manager 2 2 2 1 130 Human Resources Training Manager 1 1 1 1 123 Administrative Analyst - 1 1 - - 19 Human Resources Generalist 2 2 2 1 114 Human Resources Assistant 2 2 2 3 2


89

COMMISSIONER OF THE REVENUE DESCRIPTION The Office of the Commissioner of the Revenue is required by Section 15.2-1600 of the Code of Virginia. The Commissioner of the Revenue is an elected official whose responsibilities are to assess individual personal property, business personal property, and machinery and tools for taxation and issue City business licenses and administer special taxes on meals, lodging, cigarettes, and admissions. The Office also processes state income and estimated tax returns, assesses public service corporations, maintains the City’s personal property record and assessment books, enforces City business license codes, and assists individuals and businesses with tax and license inquiries, as well as with income and estimated tax inquiries. FY 2015 ACCOMPLISHMENTS Assessed all personal property and other local taxes in accordance with the Code of Virginia and

Suffolk City Code.

Achieved 100% compliance with the state income tax audit

Responded to all customer inquiries within one business day or less

Initiated resolutions to problems within one business day

Enrolled all eligible Deputies in the Career Development Program

FY 2016 OBJECTIVES To assess all personal property and other local taxes in accordance with the Code of Virginia and

Suffolk City Code. (Goal 1: Promote strong financial management and fiscal accountability)

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

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

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

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


Actual FY 13 Actual

FY 14 Actual

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

331 18 4

5,183 130,450

350 17 4

5,079 129,377

348 15 8

5,345 131,889

90

Department: Commissioner of the Revenue

Budget Detail


51100.02 Salaries and Wages $ 546,666 $ 542,563 $ 571,794 $ 571,794 0% $ 567,944 -1%51100.04 Salaries and Wages - Overtime 20,936 630 - - - - -51100.06 Salaries and Wages - Part-time 25,666 26,090 29,344 29,344 0% 29,344 0%

52100 FICA 41,693 40,525 45,987 45,987 0% 45,693 -1%52210 VRS Retirement 85,170 88,456 84,854 84,854 0% 77,053 -9%52400 Group Life 6,505 6,411 7,548 7,548 0% 7,497 -1%53500 Printing and Binding 4,293 4,330 4,600 5,075 10% 4,600 0%53600 Advertising 289 289 350 350 0% 350 0%54100 Information Technology 51,263 56,329 51,582 51,582 0% 85,622 66%54500 Risk Management 111,072 115,065 109,613 109,613 0% 105,202 -4%55210 Postal Services 12,679 12,156 14,000 14,000 0% 14,000 0%55230 Telecommunications 4,144 3,894 11,013 11,013 0% 11,013 0%55500 Travel and Training 4,557 6,324 5,000 6,000 20% 6,000 20%55810 Dues and Association Memberships 1,095 1,095 1,130 1,130 0% 1,130 0%56001 Office Supplies 23,080 20,803 26,500 17,600 -34% 17,600 -34%56012 Books and Subscriptions 1,212 1,328 1,500 1,500 0% 1,500 0%56017 Copier Costs 8,638 9,824 8,621 8,621 0% 8,621 0%58200 Capital Outlay 2,270 - - - - - -

Total Operating Expenditures $ 951,228 $ 936,112 $ 973,436 $ 966,011 -1% $ 983,168 1%

Personnel Summary


Commissioner of the Revenue 1 1 1 1 1 34 Chief Deputy Commissioner of the Revenue 1 1 1 1 1 25 Business Tax Specialist 1 1 1 1 1 18 Business Tax Investigator 1 1 1 1 1 18 Deputy Comm. of the Revenue IV 1 1 1 1 1 16 Deputy Comm. of the Revenue III 1 1 1 1 1 14 Deputy Comm. of the Revenue II 3 3 3 3 3 12 Deputy Comm. of the Revenue I 2 2 2 2 2 10 Customer Service Representative 1 1 1 1 1


NOTE: Comp Board provides partial salary reimbursement for 9 of 12 full time positions with reimbursement by the State and contribution by the City for the balance for operations.

91

CITY ASSESSOR DESCRIPTION The purpose of the City Assessor’s Office is to discover, list, and value all real property in the City of Suffolk. Real estate values are based on local market conditions and governed by Section 58.1-3200 of the Code of Virginia, which requires assessments to reflect one hundred percent of market value.

FY 2015 ACCOMPLISHMENTS Refined reporting methodology and electronic

approval process for exonerations, supplements and assessment updates.

Established initial commercial neighborhood structure

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

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

FY 2016 OBJECTIVES

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

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

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


FY 15 Projected

FY 16 Estimate

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

105 42

2,633 31,257

68 2,468 1,305 420

3,834 889

$255,000 346

1,713

$2,615,236 195

$505,196

58 45

2,631 31,580

66 2,455 1,294 420

3,156 830

$251,000 270

1,708

$2,245,952 231

$615,032

75 50

2,665

31,700 68

2,487 1,297 420

2,800 775

$257,000 350

1,710

$2,250,000 230

$615,000 92

Department: City Assessor

Budget Detail


51100.02 Salaries and Wages $ 770,631 $ 739,599 $ 857,256 $ 857,256 0% $ 864,398 1%51100.04 Salaries and Wages - Overtime 63 - - - - - -51100.06 Salaries and Wages - Part-time - - - 28,000 - - -51100.27 Special Compensation 959 906 2,100 2,100 0% 2,100 0%

52100 FICA 55,673 53,572 65,741 67,722 3% 66,287 1%52210 VRS Retirement 133,204 119,865 125,509 127,217 1% 117,099 -7%52400 Group Life 9,199 8,805 11,316 11,316 0% 11,410 1%

53000.16 Purchased Services - Refuse Collection - 162 165 165 0% - -100%53300 Repair and Maintenance 162 - - - - - -53500 Printing and Binding 5,669 4,037 7,500 7,500 0% 7,000 -7%53600 Advertising 826 707 600 780 30% 780 30%54100 Information Technology 189,362 224,774 220,526 220,526 0% 184,735 -16%54200 Fleet 11,276 11,785 17,033 17,033 0% 26,497 56%54500 Risk Management 148,489 157,056 151,442 151,442 0% 153,959 2%55100 Utilities 6,517 6,053 5,000 - -100% - -100%55210 Postal Services 16,660 16,318 20,000 20,180 1% 20,000 0%55230 Telecommunications 5,476 4,529 11,521 11,521 0% 11,521 0%55500 Travel and Training 12,135 15,314 15,000 20,000 33% 15,000 0%55810 Dues and Association Memberships 2,627 2,395 2,000 3,000 50% 3,000 50%56001 Office Supplies 4,613 4,194 5,500 5,500 0% 5,500 0%56011 Uniforms & Wearing Apparel - 1,625 2,500 1,500 -40% 1,500 -40%56012 Books and Subscriptions 3,336 3,657 2,000 4,000 100% 3,000 50%56017 Copier Costs 4,640 6,353 4,267 4,267 0% 4,267 0%58200 Capital Outlay 2,213 1,485 - - - - -

Total Operating Expenditures $ 1,383,729 $ 1,383,190 $ 1,526,975 $ 1,561,025 2% $ 1,498,054 -2%

53500 - Printing and Binding: Assessment notices.

Personnel Summary

2012-2013 2013-2014 2014-2015 2015-2016 % 2015-2016 Range Class Actual Actual Budget Requested Change Adopted

Assessor 1 1 1 1 127 Deputy Assessor 1 1 1 1 125 System Analyst 1 1 1 1 124 Commercial Appraiser I 2 2 2 2 224 Residential Appraiser Supervisor 1 1 1 1 1

17/19/21 Appraiser I - III 5 5 6 6 616 Senior Land Records Technician 1 1 1 1 115 Land Use Compliance Coordinator 1 1 1 1 114 Land Records Technician 1 1 1 1 114 Executive Secretary 1 1 1 1 110 Office Assistant II 1 1 1 1 1


93

CITY TREASURER DESCRIPTION

The scope of the Treasurer's Office includes the collection of State and local funds, the disbursements and investment of local funds, and the accounting of those funds. The Treasurer is responsible for all activities related to the receipt, deposit, investment, reconciliation, and disbursements of funds. The integrity of the operation of the Treasurer's Office revolves around the proper use of government accounting. This ensures that the public funds entrusted to the Treasurer's care are monitored in a fiscally responsible manner. The Treasurer is personally responsible for the locality's funds. The legal authority for the Treasurer's duties is grounded in the Constitution of Virginia, the Code of Virginia, Local Ordinances and Charter Provisions, case law from court decisions, and opinions of the Attorney General. FY 2015 ACCOMPLISHMENTS Successfully facilitated the receipt of real estate tax payments 45 days prior to the due date from all

major mortgage lending institutions for the City of Suffolk.

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

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

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

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

FY 2016 OBJECTIVES

(GOAL: Promote strong financial management and fiscal accountability)

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

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

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

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


FY 15 Projected

FY 16 Estimate

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

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

25,229 $9.7M

$826,000

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

26,000 $10M

$900,000

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

26,000 $10M

$900,000 94

Department: City Treasurer

Budget Detail


51100.02 Salaries and Wages $ 733,979 $ 754,581 $ 764,634 $ 870,233 14% $ 793,243 4%51100.04 Salaries and Wages - Overtime 23,463 866 - - - - -51100.06 Salaries and Wages - Part-time 20,717 22,128 29,571 29,571 0% 29,571 0%

52100 FICA 55,710 56,000 60,757 68,835 13% 62,945 4%52210 VRS Retirement 117,951 124,952 113,472 129,143 14% 109,785 -3%52400 Group Life 8,648 8,979 10,093 11,487 14% 10,471 4%53300 Repair and Maintenance 600 156 600 1,530 155% 1,000 67%53500 Printing and Binding - - 4,000 4,000 0% 3,000 -25%53600 Advertising 887 1,550 1,550 1,600 3% 1,600 3%54100 Information Technology 98,968 173,252 166,948 166,948 0% 104,780 -37%54200 Fleet - 381 6,700 6,700 0% 6,700 0%54500 Risk Management 148,076 153,406 137,035 137,035 0% 131,520 -4%55210 Postal Services 76,058 79,807 80,000 102,000 28% 100,000 25%55230 Telecommunications 7,015 6,775 14,612 14,612 0% 14,612 0%55410 Lease/Rent of Equipment 943 931 550 650 18% 650 18%55500 Travel and Training 8,631 4,451 5,000 7,100 42% 5,000 0%55810 Dues and Association Memberships 1,369 1,439 1,825 2,360 29% 2,000 10%56001 Office Supplies 13,493 14,525 13,000 16,100 24% 15,000 15%56012 Books and Subscriptions 595 1,022 1,330 1,330 0% 1,330 0%56015 Merchandise for Resale 63,251 60,905 1,600 66,600 4063% 66,600 4063%56017 Copier Costs 14,520 12,177 14,541 14,541 0% 14,541 0%58200 Capital Outlay - 44,912 - - - - -

Total Operating Expenditures $ 1,394,875 $ 1,523,196 $ 1,427,818 $ 1,652,375 16% $ 1,474,348 3%

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

Personnel Summary


Treasurer 1 1 1 1 134 Chief Deputy Treasurer II - Operations 1 1 1 1 127 Chief Deputy Treasurer I - Bookkeeping 1 1 1 1 125 Compliance Manager 1 1 1 1 120 Deputy Treasurer IV- Accounting 1 - - 1 - 20 Deputy Treasurer IV 1 1 1 4 214 Deputy Treasurer II 4 4 4 2 412 Deputy Treasurer I 5 5 5 7 514 Executive Secretary 1 1 1 - 1


95

FINANCE DESCRIPTION

The Department of Finance provides for the general accounting, payroll, accounts payable, accounts receivable, and timely and accurate financial reporting of City funding. The Department is responsible for the issuance of general obligation and revenue bonds and other structure debt, as well as the administration of debt.


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

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

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

The Finance Department personnel prepared the CAFR and APA reports.

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

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

FY 2016 OBJECTIVES

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

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

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


FY 15 Projected

FY 16 Estimate

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

38,240 24

$166M $60.9M

34,004 24

$150M $64.9M

34,004 24

$150M

$64.9M

96

Department: Finance - Administration and Accounting

Budget Detail


51100.02 Salaries and Wages $ 572,492 $ 709,665 $ 862,831 $ 918,360 6% $ 961,214 11%51100.04 Salaries and Wages - Overtime 1,191 385 - - - - 0%51100.06 Salaries and Wages - Part-time 357 - - - - - -

52100 FICA 40,242 51,624 66,007 70,255 6% 73,533 11%52210 VRS Retirement 60,455 104,821 116,800 134,448 15% 126,146 8%52400 Group Life 6,515 8,031 11,389 12,122 6% 12,688 11%53100 Professional Services 35,532 24,477 56,000 35,000 -38% 35,000 -38%

53100.02 Accounting and Auditing Services 125,919 100,425 130,700 135,700 4% 135,700 4%53200 Temporary Help Service Fees 71,527 4,792 - - - - -53500 Printing and Binding 5,790 5,464 5,800 8,100 40% 8,100 40%54100 Information Technology 63,381 85,061 80,564 80,564 0% 106,485 32%54500 Risk Management 120,321 134,202 127,848 127,848 0% 140,180 10%55210 Postal Services 9,643 8,528 9,643 8,528 -12% 8,528 -12%55230 Telecommunications 3,480 3,251 10,218 10,218 0% 10,218 0%55500 Travel and Training 4,346 4,631 6,500 5,631 -13% 5,631 -13%55810 Dues and Association Memberships 1,180 1,443 3,200 3,400 6% 3,400 6%56001 Office Supplies 8,697 8,872 8,000 8,872 11% 8,037 0%56012 Books and Subscriptions 451 - 410 635 55% 410 0%56017 Copier Costs 7,751 6,650 8,977 8,977 0% 8,977 0%58200 Capital Outlay - Additions 1,831 - - - - - -


Personnel Summary


44 Director of Finance 1 1 1 1 136 Financial Services Comptroller - 1 1 1 136 Assistant Director of Finance 1 - - - - 30 Financial Reporting and Compliance Manager - 1 1 1 130 Accounting Manager 1 1 1 1 129 Senior Administrative Assistant - - - 1 123 Senior Accountant 3 3 3 3 322 Payroll Administrator 1 1 1 1 119 Accountant 2 2 2 2 216 Payroll Technician 1 1 3 3 315 Senior Accounting Technician 3 2 2 2 214 Executive Secretary 1 1 1 1 1


97

PURCHASING DESCRIPTION The Division of Purchasing provides a centralized system for the management of public funds expended for the procurement of materials, supplies, equipment, professional consulting and other services, and construction via competitive pricing of the appropriate product quality for timely delivery. The Division also provides for the transfer or disposal of surplus property and administers the City’s purchasing card program. FY 2015 ACCOMPLISHMENTS Developed (in conjunction with the City Attorney’s office) a revised Conflict of Interest policy along

with training for the Police Department.

Created Standard Operating Procedures for several purchasing processes.

Updated Purchasing Brochure for use by vendors and the public.

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

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

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

FY 2016 OBJECTIVES Continue to conduct P-card training along with New World Training on the Requisition Module and

City of Suffolk Procurement Policy Training. (Goal 1: Promote strong financial management and fiscal accountability)

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

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

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


FY 15 Projected

FY 16 Estimate

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

3

57 15

$28M 1593

$82.4M 18,413 $5.8M

2

25 70 20

$20M 2058

$117.2M 15,740 $5.4M

1

30 80 20

$22M 2260

$128.9M 17,314 $5.9M

1 98

Division: Purchasing (Department of Finance)

Budget Detail


51100.02 Salaries and Wages $ 144,213 $ 166,284 $ 197,298 $ 235,985 20% $ 200,055 1%51100.04 Salaries and Wages - Overtime 38 6 - - - - -51100.06 Salaries and Wages - Part-time 49,731 30,860 - - - - -

52100 FICA 12,929 15,732 15,093 18,053 20% 15,304 1%52210 VRS Retirement (7,279) 24,913 26,495 35,020 32% 26,282 -1%52400 Group Life 1,716 1,976 2,604 3,115 20% 2,641 1%53200 Temporary Help Service Fees - 2,970 - - - - -53600 Advertising 791 351 3,000 3,000 0% 3,000 0%54100 Information Technology 18,553 20,632 18,383 18,383 0% 19,010 3%54500 Risk Management 27,825 28,810 36,544 36,544 0% 35,073 -4%55210 Postal Services 259 208 500 500 0% 500 0%55230 Telecommunications 1,583 1,646 5,505 5,505 0% 5,505 0%55500 Travel and Training 532 2,958 4,500 4,500 0% 4,500 0%55810 Dues and Association Memberships 3,217 3,492 4,450 6,740 51% 6,740 51%56001 Office Supplies 1,768 2,131 2,500 2,500 0% 2,500 0%56012 Books and Subscriptions - - 300 300 0% 300 0%56017 Copier Costs 5,569 4,326 6,570 6,570 0% 6,570 0%58200 Capital Outlay - - - - - - -

Total Operating Expenditures $ 261,444 $ 307,295 $ 323,743 $ 376,715 16% $ 327,980 1%

Personnel Summary


30 Purchasing Agent 1 1 1 1 123 Senior Buyer 1 1 1 1 117 Buyer I 1 1 1 2 113 Purchasing Technician - 1 1 1 1


99

REGISTRAR DESCRIPTION The Registrar is appointed by the City of Suffolk Electoral Board whose three members are appointed by the Circuit Court Judges. The Registrar is responsible for carrying out directives from the State Board of Elections and the Suffolk Electoral Board to ensure all eligible citizens the right to vote. The duties of the Registrar’s Office include arranging and supervising primary, general, and special elections at the local, state, and federal levels, registering voters, and maintaining registration records that reflect up to date information. FY 2015 ACCOMPLISHMENTS Implement outreach mobile voter photo identification to the citizens of the City of Suffolk.

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

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

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

FY 2016 OBJECTIVES To maintain the integrity of the election process and make sure that the citizens of the City of Suffolk

continue to receive their election information in a timely manner. (Goal 2: Provide effective and efficient programs and services that are accountable and customer focused)

To conduct elections under the guidance of the Electoral Board in accordance with Federal and State laws in an efficient and equitable manner to ensure fairness, and accuracy in all elections. (Goal 2: Provide effective and efficient programs and services that are accountable and customer focused)

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

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


Actual FY15

Projected FY 16

Estimate Number of registered voters Number of polling precincts Percent of election results certified within 3 days of an election

58,000 28

100%

58,500 28

100%

59,000 28

100%

100

Department: Registrar

Budget Detail


51100.02 Salaries and Wages $ 85,850 $ 88,092 $ 89,319 $ 116,147 30% $ 92,552 4%51100.04 Salaries and Wages - Overtime 2,904 2,037 - 4,350 - - -51100.06 Salaries and Wages - Part-time 25,377 33,704 45,500 25,000 -45% 45,500 0%51100.27 Special Compensation 125,936 55,151 70,000 113,185 62% 113,185 62%

52100 FICA 6,667 9,290 15,669 19,789 26% 19,220 23%52210 VRS Retirement (16,660) 14,588 13,255 17,236 30% 12,809 -3%52400 Group Life 1,022 1,048 1,179 1,533 30% 1,222 4%53200 Temporary Help Service Fees - - - - - - -53300 Repair and Maintenance 55,304 53,102 60,000 109,029 82% 80,000 33%53600 Advertising 386 811 1,400 1,400 0% 1,400 0%54100 Information Technology 24,953 14,535 12,786 12,786 0% 26,808 110%54500 Risk Management 18,552 19,289 18,459 18,459 0% 17,681 -4%55210 Postal Services 20,216 11,241 15,000 15,000 0% 15,000 0%55230 Telecommunications 3,547 2,381 3,127 3,127 0% 3,127 0%55410 Lease/Rent of Equipment 4,655 2,463 4,500 4,500 0% 4,500 0%55420 Lease/Rent of Building 2,400 1,777 3,200 5,400 69% 5,400 69%55500 Travel and Training 2,613 2,400 2,500 3,700 48% 3,700 48%55810 Dues and Association Memberships 200 200 200 325 63% 200 0%56001 Office Supplies 5,129 5,037 10,000 10,000 0% 6,000 -40%56017 Copier Charges 10,267 8,260 15,319 15,319 0% 15,319 0%58200 Capital Outlay 40,000 - - 167,843 - - -


Personnel Summary


General Registrar 1 1 1 1 114 Deputy Registrar - 1 1 1 111 Deputy Registrar 1 - - - - 11 Assistant Registrar - - - 1 -


101

CIRCUIT COURT - JUDGES

DESCRIPTION The Circuit Court is the trial court of general jurisdiction in the Commonwealth of Virginia. The Circuit Court has jurisdiction over: 1) Civil Actions involving monetary claims over $4,500, by appeals from the General District Court, by original jurisdiction, and contesting the validity of a City or municipal ordinance or corporate bylaw, and involving equitable proceedings; 2) Criminal Cases including all felonies punishable by confinement in the penitentiary and misdemeanor charges originating from a grand jury indictment or appeal from the General District Court or Juvenile and Domestic Relations District Court, or from State and local administrative agencies or boards. The Circuit Court also handles any case for which jurisdiction is not specified in the Code of Virginia. Additionally, the Circuit Court convenes grand juries to consider bills of indictment, charging people with serious crimes. The Circuit Court may also convene special grand juries to investigate criminal activity in the community or malfeasance of governmental agencies or officials. The City of Suffolk provides additional local funding support for this State function. FY 2015 ACCOMPLISHMENTS Full utilization of technology provided by the

Supreme Court of Virginia to improve the management of civil and criminal case loads.

Improved utilization of Fifth Judicial Circuit procedures and staff in order to improve rate of case closure within Supreme Court of Virginia guidelines.

FY 2016 OBJECTIVES To leverage technology to provide for the efficient management and pace of caseloads. (Goal 2:

Provide effective and efficient programs and services that are accountable and customer focused)

To observe the highest standards of conduct to ensure the integrity of the courts are preserved and that the duties performed by court staff reflect a devotion to serving the public. Goal 2: Provide effective and efficient programs and services that are accountable and customer focused)

To continue to improve on the efficiency of concluding civil and criminal case filings with the time guidelines established by the Supreme Court of Virginia. (Goal 2: Provide effective and efficient programs and services that are accountable and customer focused)

STATISTICS/PERFORMANCE MEASURES CY 2012

Actual CY 2013 Actual

CY 2014 Actual

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

940 989

100%

2,937 2,787 39.6% 37.2%

1043 991 95%

2,874 2,795 16% 34%

N/A N/A N/A

N/A N/A N/A N/A

102

Department: Circuit Court - Judges

Budget Detail


51100.02 Salaries and Wages $ 122,233 $ 123,866 $ 125,523 $ 125,523 0% $ 128,471 2%51100.06 Salaries and Wages - Part-time - - - - - - -

52100 FICA 9,376 9,499 9,603 9,603 0% 9,828 2%52210 VRS Retirement 21,464 20,512 18,628 18,628 0% 17,780 -5%52400 Group Life 1,455 1,474 1,657 1,657 0% 1,696 2%53300 Repair and Maintenance - - 440 440 0% 440 0%54100 Information Technology - - 2,621 2,621 0% - -100%54500 Risk Management 18,547 19,203 18,290 18,290 0% 17,554 -4%55210 Postal Services 1,276 728 1,200 1,200 0% 1,200 0%55230 Telecommunications 1,582 1,515 7,440 7,440 0% 7,440 0%55810 Dues and Association Memberships - - 144 - -100% - -100%56001 Office Supplies 2,349 2,416 2,000 2,000 0% 2,000 0%56012 Books & Subscriptions - 16 - - - - -56017 Copier (649) 868 868 868 0% 868 0%


Personnel Summary


Court Administrator - Civil 1 1 1 1 1Court Administrator - Criminal 1 1 1 1 1


103

GENERAL DISTRICT COURT DESCRIPTION The General District Court is responsible for the trial of misdemeanor cases, traffic infractions, preliminary hearings in felony matters, and civil cases and suits up to $15,000. The General District Court has three divisions (criminal, traffic, and civil) and is responsible for maintaining the records and accounts of each of these divisions. The City of Suffolk provides additional local funding support for this State function. FY 2015ACCOMPLISHMENTS Managed case flows in an efficient manner by

conferring with judges, attorneys, and public and private agencies to ensure adequate service levels are provided to the public.

Effectively managed resources to ensure adequate response to service demands.

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

FY 2016OBJECTIVES To provide safe and secure court facilities and a customer friendly court system. (Goal 3: Promote a

safe, healthy and diverse community in which to live, work and play)

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

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

STATISTICS/PERFORMANCE MEASURES CY 2012 Actual

CY 2013 Actual

CY 2014 Actual

Civil Cases: Number of Civil cases Continuance Rate Traffic Cases: Number of Traffic cases

14,440 24%

25,271

13,829 26%

25,068

9,620 26%

20,812

Continuance Rate (Traffic) Criminal Cases: Number of Criminal cases Continuance Rate (Criminal)

42%

11,860 66%

42%

11,222 65%

45%

7,826 65%

104

Department: General District Court

Budget Detail


53100 Professional Services $ 1,824 $ 4,017 $ 5,000 $ 5,000 0% $ 5,000 0%53100.10 Court Appointed Attorney Fees 26,432 20,917 30,000 40,000 33% 30,000 0%

53300 Repair & Maintenance - - - 5,000 - - -54100 Information Technology - 323 323 323 0% - -100%55230 Telecommunications 1,243 1,191 10,768 10,768 0% 10,768 0%55410 Lease/Rent of Equipment 473 1,811 1,000 1,500 50% 1,000 0%55810 Dues and Association Memberships 370 545 500 1,500 200% 500 0%56001 Office Supplies 1,940 2,194 3,000 3,000 0% 3,000 0%56012 Books and Subscriptions 5,454 3,647 3,500 4,000 14% 3,500 0%56017 Copier 6,661 5,750 6,681 6,681 0% 6,681 0%58200 Capital Outlay - - - 10,000 - - -


105

MAGISTRATE’S OFFICE DESCRIPTION The Magistrate’s Office serves as an immediate buffer between law enforcement and citizens and can authorize or deny law enforcement the ability to detain individuals suspected of crimes. In addition, the Magistrate provides services in disputes involving citizens versus citizens. These functions are available 24 hours per day. The Magistrate conducts hearings as the first step in the legal process to determine whether there is probable cause to move forward in one of the following statutory procedures: to issue arrest or search warrants in criminal cases; to issue a temporary detention order in either civil, medical, or criminal cases; or to authorize pretrial seizures in civil matters. Where individuals have been arrested, Magistrates are called upon to conduct bail hearings to determine whether they should be committed to jail or released, and, if released, the conditions of release. Magistrates preside over hearings, maintain order and proper decorum, administer oaths, define issues, interpret and explain pertinent laws, take testimony, question parties, and issue or decline to issue the legal process requested. The City of Suffolk provides additional local funding support for this State function. FY 2015ACCOMPLISHMENTS Engaged in training of local law enforcement

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

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

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

FY 2016OBJECTIVES To construct two separate hearing rooms for citizens who seek assistance from the Magistrate’s Office

to allow for the privacy, safety and security of both the magistrates and the citizens. (Goal 2: Provide effective and efficient programs and services that are accountable and customer focused)

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

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



CY 2014 Actual

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

7,800 285 342 45

467 899

11,031 20,869

6,843 296 386 81

464 905

10,185 19,160

6,551 332 415 40

482 1,031 9,657

18,508

106

Department: Magistrate

Budget Detail


53300 Repair and Maintenance $ - $ 349 $ - $ 400 - $ - -54100 Information Technology - 147 147 147 0% - -100%55230 Telecommunications 683 541 3,799 3,799 0% 3,799 0%55420 Lease/Rent of Building 9,000 9,000 9,000 9,000 0% 9,000 0%55810 Dues and Association Memberships - - 600 600 0% 600 0%56001 Office Supplies 1,467 1,531 1,500 2,000 33% 1,500 0%56017 Copier Costs 2,975 2,997 2,997 2,997 0% 2,997 0%58200 Capital Outlay - - - 5,500 - 3,000 -


107

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

FY 2015 ACCOMPLISHMENTS Continued implementation of the JDR Best

Practice Team to provide new initiatives and resources to families and children before the court as well as at-risk families and children.

FY 2016 OBJECTIVES To continue working efficiently and effectively to maintain a high level of service to the public. (Goal

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

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

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


CY 2013 Actual

CY 2014 Actual

Juvenile Cases: Number of new Juvenile cases Number of Juvenile cases concluded Average number of hearings per Juvenile case Juvenile Case Continuance Rate

2,546 2,372 2.18

57.2%

2,662 2,728 2.37

98.4%

1,693 1,602 2.26

94.6% Domestic Cases: Number of new Domestic cases commenced Number of Domestic cases concluded Average number of hearings per Domestic case Domestic Case Continuance Rate

3,158 3,349 2.46

56.8%

1,051 924 2.76

87.9%

1,380 405 3.08

88.4% 108

Department: Juvenile and Domestic Relations District Court

Budget Detail


53100.10 Court Appointed Attorney Fees $ 257 $ - $ 600 $ 600 0% $ 600 0%53300 Repair and Maintenance - - - - - - -54100 Information Technology - 853 853 853 0% - -100%55230 Telecommunications 3,788 3,140 15,796 15,796 0% 15,796 0%55410 Lease/Rent of Equipment 94 - 400 400 0% 400 0%55810 Dues and Association Memberships 200 420 400 400 0% 400 0%56001 Office Supplies 1,426 1,885 1,500 1,500 0% 1,500 0%56012 Books and Subscriptions 235 - 150 150 0% 150 0%56017 Copier Costs 4,722 4,350 4,350 4,350 0% 4,350 0%


109

COURT SERVICE UNIT DESCRIPTION The Fifth District Court Service Unit is a local organizational unit of the Virginia Department of Juvenile Justice which aims to protect the public through a balanced approach of accountability and comprehensive services that prevent and reduce delinquency through partnerships with families, schools, communities, law enforcement, and others, while providing opportunities for delinquency youth to become responsible and productive citizens. The City of Suffolk provides local funding to support the operation and detention costs associated with this State function. FY 2015 ACCOMPLISHMENTS Partnered with the Tidewater Youth Services Commission to offer a variety of programs and services

to persons on probation and parole, including substance abuse assessments and treatment, group home placements and crisis care.

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

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

FY 2016 OBJECTIVES To divert a minimum of 27% of all juvenile delinquency/status offense intakes to an in-house

diversion program or to the Juvenile Conference Committee (JCC). (Goal 2: Provide effective and efficient programs and services that are accountable and customer focused)

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

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

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

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


FY 2015 Projected

FY 2016 Estimate

Number of Juveniles receiving services Number of Juveniles placed in Secure Detention Average Length of Stay in Secure Detention Average Cost per Day for Secure Detention Percent of Juvenile Intakes diverted to In-House Diversion Program or Juvenile Conference Committee

550 119

19.3 days $190 23%

560 120 19 days $190 26%

575 125 19 days $190 27%

Percent of petitions seeking violations of probation/parole to delinquency intakes

1.6% 2.5% 2.5%

Detention Assessment Instrument (DAI) Override Percentage 29% 25% 25% 110

Department: Court Services Unit

Budget Detail


53845 Juvenile Detention Costs $ 946,347 $ 874,771 $ 902,500 $ 902,500 0% $ 902,500 0%54100 Information Technology - 441 441 441 0% - -100%55230 Telecommunications 1,695 1,623 7,683 7,683 0% 7,683 0%58200 Capital Outlay-Additions - 2,259 - - - - -


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

111

CLERK OF THE CIRCUIT COURT DESCRIPTION The Clerk of the Circuit Court is required by 15.2-1600 of the Code of Virginia and the Rules of the Supreme Court of Virginia. The Clerk of Court is charged with the custody, safekeeping, and proper indexing of legal and quasi-legal papers deposited in the Clerk’s Office. The Clerk's Office is responsible for the filing of civil suits; docketing and filing of criminal actions; filing divorce suits; and filing adoption petitions. Additional services provided by the Clerk's Office include recording land records and plats; probating wills; administering various oaths' of office; issuing marriage licenses; recording military discharge forms (DD-214's) and recording assumed business names. The Clerk is also an acceptance agent for the U.S. Department of State and accepts passports applications on its behalf. FY 2015 ACCOMPLISHMENTS Achieved compliance with internal control and

operations in accordance with the Commonwealth of Virginia Auditor of Public Accounts standards and State laws, regulations, and policies.

Collected taxes and fees associated with the legal recordation of land records and completed turnaround of documents within 24 hours of presentation.

FY 2016 OBJECTIVES To provide direct administrative support to the judges in court proceedings with 100% accuracy.

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

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

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

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



CY 2014 Actual

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

2,931 1,273 346

6,030 18,981

258 342 441 295

1,108 1,012

2,972 1,248 378

6,148 17,538

259 370 432 300

1,422 1,196

2,862 1,096 328

6,073 13,374

225 321 519 291

1,218 1,136

112

Department: Clerk of the Circuit Court

Budget Detail


51100.02 Salaries and Wages $ 687,175 $ 685,428 $ 702,071 $ 702,071 0% $ 732,483 4%51100.04 Salaries and Wages - Overtime 25,219 - - - - - -51100.06 Salaries and Wages - Part-time 38,679 39,957 41,891 63,065 51% 41,891 0%

52100 FICA 51,902 50,143 56,913 58,533 3% 59,240 4%52210 VRS Retirement 88,123 113,613 104,187 104,187 0% 101,053 -3%52400 Group Life 8,177 8,193 9,267 9,267 0% 9,669 4%53100 Professional Services 8,898 650 9,000 8,800 -2% 8,800 -2%

53100.10 Legal Services - Court Appointed 5,387 4,108 5,000 5,000 0% 5,000 0%53100.16 Legal Services - Jurors and Public Defenders 55,474 41,955 59,000 59,000 0% 59,000 0%

53300 Repair and Maintenance 2,280 14,444 36,870 59,937 63% 59,937 63%53500 Printing and Binding 18,382 19,029 18,382 - -100% - -100%54100 Information Technology 61,430 37,019 25,775 25,775 0% 165,781 543%54500 Risk Management 129,941 134,454 128,127 128,127 0% 122,942 -4%55210 Postal Services 11,000 11,000 11,000 11,000 0% 11,000 0%55230 Telecommunications 5,632 5,417 17,080 17,080 0% 17,080 0%55410 Lease/Rent of Equipment 2,664 2,868 3,072 3,072 0% 3,072 0%55500 Travel and Training 2,269 1,478 2,000 2,000 0% 2,000 0%55810 Dues and Association Memberships 500 500 750 750 0% 750 0%56001 Office Supplies 13,383 9,962 15,000 15,000 0% 15,000 0%56012 Books and Subscriptions 7,906 593 622 722 16% 622 0%56017 Copier Costs 13,512 9,769 19,345 19,345 0% 19,345 0%58110 Capital Outlay-TTF 94,546 81,089 - - - - -58200 Capital Outlay 14,477 - 5,000 3,500 -30% 3,500 -30%


53100 - Professional Services: APA Audit Costs.

53300 - Repair & Maintenance: Web host maintenance (to be covered by TTF reimbursement from State if available).

Personnel Summary


Clerk 1 1 1 1 1 36 Chief Deputy Clerk - - - 1 - 34 Chief Deputy Clerk 1 1 1 - 1

14/17/20 Deputy Clerk I-IV 10 10 10 10 10 18 Senior Deputy Clerk 2 2 2 2 2


NOTE: Comp Board provides partial salary reimbursement for 12 of 14 full time positions with reimbursement by the State and contribution by the City of the balance annually for operations.

113

SHERIFF DESCRIPTION

The Sheriff’s Department performs the duties for civil process ordered by the Courts and provides security for the Courthouse and all courts while in session. The Sheriff’s Department may provide transportation for certain juvenile prisoners awaiting trial or commitment to State facilities and adult citizens under temporary detention orders or civil commitment to a State hospital. FY 2015 ACCOMPLISHMENTS Provided a safe and secure

environment for all persons utilizing the Mills E. Godwin, Jr. Courts Building.

Remained efficient stewards of taxpayer funds.

Continued to support other law enforcement agencies and city departments.

In 2014, the Suffolk Sheriff’s Office

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

FY 2016 OBJECTIVES To serve all civil summons and other court notices and requests within the specific dated guidelines set

forth on each individual summons to 100% of the court’s request. (Goal 2: Provide effective and efficient programs and services that are accountable and customer focused)

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

To provide a safe and secure environment for all persons conducting business or visiting the Mills E. Godwin, Jr. Courts Building by searching 100% of persons entering the courts building during hours of operation. (Goal 3: Promote a safe, healthy and diverse community in which to live, work and play)

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


CY2014 Actual

CY 2015 Estimate

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

106,092 187,287

3,301 736 41

107,201 186,482

3,409 430 38

108,201 187,482

3,618 475 40

170,000

180,000

190,000

200,000

210,000

220,000

2010 2011 2012 2013 2014

Courthouse Visitors

2009‐2014

114

Department: Sheriff

Budget Detail


51100.02 Salaries and Wages $ 1,102,097 $ 1,114,836 $ 1,143,988 $ 1,280,089 12% $ 1,276,775 12%51100.04 Salaries and Wages - Overtime 27,150 15,339 - - - - 51100.06 Salaries and Wages - Part-time 257,160 261,089 273,620 300,000 10% 204,622 -25%

52100 FICA 99,618 102,737 108,447 120,877 11% 113,327 4%52210 VRS Retirement 148,512 183,668 169,768 189,965 12% 175,997 4%52400 Group Life 13,169 13,274 15,101 16,897 12% 16,853 12%53100 Professional Services - - 750 5,000 567% 1,000 33%53500 Printing & Binding - - - 750 - - -53300 Repair and Maintenance 85 269 200 500 150% 250 25%53600 Advertising - - - 500 - 500 -54100 Information Technology 63,722 84,628 75,133 75,133 0% 121,781 62%54200 Fleet 115,583 102,461 133,500 133,500 0% 114,288 -14%54500 Risk Management 276,368 256,032 245,751 245,751 0% 236,611 -4%55210 Postal Services 5,103 5,590 5,700 6,000 5% 5,700 0%55230 Telecommunications 8,071 6,925 17,780 17,780 0% 17,780 0%55410 Lease/Rent of Equipment 1,224 714 1,356 1,356 0% 1,356 0%55500 Travel and Training 1,688 2,480 2,500 20,000 700% 3,000 20%55810 Dues and Association Memberships 1,793 1,907 1,860 3,000 61% 3,000 61%56001 Office Supplies 7,175 6,474 6,050 7,000 16% 6,000 -1%56011 Uniforms & Wearing Apparel 9,882 10,077 8,200 16,400 100% 10,000 22%56012 Books and Subscriptions - 13 100 2,500 2400% 500 400%56014 Other Operating Supplies - - - 25,000 - 15,000 -56017 Copier Costs 4,763 7,214 12,510 12,510 0% 12,510 0%56026 Special Events - - - 3,000 - - -58200 Capital Outlay 539 4,075 - - - - -


NOTE: Comp Board provides partial salary reimbursement for 21 of 25 full time positions with reimbursement from the State and contribution by the City of the balance annually for operations.

Personnel Summary


Sheriff 1 1 1 1 136 Chief Deputy Sheriff 1 1 1 1 130 Deputy Sheriff - Lieutenant 1 1 1 1 120 Deputy Sheriff - Sergeant 4 5 5 5 518 Deputy Sheriff - Captain - - - 1 1 16 Deputy Sheriff 16 15 15 14 1414 Executive Secretary 1 1 1 1 113 Secretary II 1 1 1 1 1


115

COMMONWEALTH’S ATTORNEY DESCRIPTION The Office of the Commonwealth’s Attorney prosecutes criminal offenses in the City of Suffolk. The Office prosecutes cases in the Juvenile and Domestic Relations Court, the General District Court, and the Circuit Court. It also prepares briefs for the Virginia Court of Appeals and the Virginia Supreme Court. In addition, the Office investigates cases and advises other City law enforcement personnel during investigations as to the substance and procedure of the criminal law. The Office also issues opinions on conflict of interest matters and is responsible for the collection of unpaid fines and court costs. In addition to prosecuting felony cases, the Office also prosecutes all misdemeanor cases in which a crime victim requests assistance, all drunk driving cases, certain domestic violence cases, all crimes that occur in schools, and all misdemeanor and traffic appeals to Circuit Court including violations of local ordinances.

FY 2015 ACCOMPLISHMENTS Achieved continued success in the aggressive prevention, education,

and prosecution of gang violence.

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

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

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

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

FY 2016 OBJECTIVES To present the Commonwealth’s Attorney’s gang deterrence presentation to all Suffolk middle and

high schools. (Goal 1: Promote a safe, healthy and diverse community in which to live, work and play)

To attain a 95% approval rating from victims and/or witnesses involved in cases assisted by attorneys and victim witness staff of the Commonwealth’s Attorney’s office. (Goal 2: Provide effective and efficient programs and services that are accountable and customer focused)

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

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


Actual FY 2015

Projected FY 2016 Estimate

Circuit Court defendants prosecuted Circuit Court indictments prosecuted Victims and Witnesses assisted Community Outreach events attended Hours of instruction provided to local law enforcement

662 1,512 5,305 125

37.5 hrs.

682 1,557 5,464 128

40 hrs.

703 1,602 5,627 130

42 hrs.

116

Department: Commonwealth's Attorney

Budget Detail


51100.02 Salaries and Wages $ 1,763,561 $ 1,779,185 $ 1,842,646 $ 1,924,488 4% $ 1,922,203 4%51100.04 Salaries and Wages - Overtime 30,843 304 - - - - -51100.06 Salaries & Wages - Part-time 93,942 98,402 88,707 105,163 19% 88,707 0%

52100 FICA 133,761 133,706 147,748 155,268 5% 153,835 4%52210 VRS Retirement 275,263 291,376 271,899 285,594 5% 264,422 -3%52400 Group Life 20,441 20,521 24,323 25,403 4% 25,373 4%53100 Professional Services 79 20 3,500 3,500 0% 3,500 0%53300 Repair and Maintenance 3,388 1,308 3,120 3,120 0% 3,120 0%53600 Advertising 140 85 500 500 0% 500 0%54100 Information Technology 85,703 72,607 59,614 59,614 0% 161,760 171%54200 Fleet 15,505 20,576 20,633 20,633 0% 22,866 11%54500 Risk Management 213,007 229,254 218,488 218,488 0% 209,714 -4%55210 Postal Services 4,250 6,410 6,500 6,500 0% 6,500 0%55230 Telecommunications 7,787 6,614 22,341 22,341 0% 22,341 0%55420 Lease/Rent of Building 765 765 1,530 1,530 0% 1,530 0%55500 Travel and Training 7,839 3,534 7,230 7,230 0% 7,230 0%55810 Dues and Association Memberships 7,080 7,555 7,500 10,575 41% 10,575 41%56001 Office Supplies 23,068 21,822 21,000 21,000 0% 21,000 0%56012 Books and Subscriptions 2,642 1,900 3,500 3,500 0% 3,500 0%56017 Copier - - 49,964 49,964 0% 49,964 0%58200 Capital Outlay 1,542 - - - - - -


NOTE: Comp Board provides partial salary reimbursement for 17 of 24 full time positions with reimbursement from the State and contribution by the City of the balance annually for operations.

Personnel Summary


Commonwealth's Attorney 1 1 1 1 144 Deputy Commonwealth's Attorney 3 3 3 3 3

36/40 Assistant Commonwealth's Attorney II-III 9 9 9 9 934 Chief Administrative Manager 1 1 1 1 131 Chief Investigator 1 1 1 1 119 Community Outreach Coordinator 1 1 1 1 116 Legal Assistant I 8 8 8 8 8


117

POLICE

DESCRIPTION

The Suffolk Police Department is committed to law enforcement excellence and public service through partnership with the community. The Department seeks to improve the quality of life for citizens by focusing on the primary responsibilities of suppression of crime, apprehension of criminal offenders, and recovery of property, while providing proactive crime prevention and community policing services.


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

Completed HQ expansion

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

Initiated and implemented a new body camera program.

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

Implemented a civic league liaison program utilizing volunteers.

FY 2016 OBJECTIVES

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

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

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

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

Increase traffic enforcement along high crash corridors. (Goal 5: Provide safe and quality transportation options)

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


Actual FY 2015

Projected FY 2016 Estimate

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

5:70

10:80 20:71

29%

13,357

283 2,009

14

5:80 10:90 21:10

26%

13,867

334 2,158

14

5:80 10:85 21:00

24%

14,460

357 2,201

15 118

Department: Police

Budget Detail


51100.02 Salaries and Wages $ 9,013,762 $ 9,136,368 $ 9,696,358 $ 10,095,477 4% $ 10,026,723 3%51100.04 Salaries and Wages - Overtime 844,442 1,298,038 620,228 1,231,464 99% 620,228 0%51100.06 Salaries and Wages - Part-time 104,640 102,166 - 103,279 - - -

52100 FICA 720,313 770,642 789,219 874,412 11% 814,492 3%52210 VRS Retirement 1,500,408 1,478,353 1,400,061 1,498,169 7% 1,358,699 -3%52400 Group Life 106,973 108,028 127,992 133,260 4% 132,353 3%

53000.16 Purchased Services - Refuse Collection - 324 324 324 0% 284 -12%53100 Professional Services 166,958 177,360 247,336 165,986 -33% 165,986 -33%53300 Repair and Maintenance 10,719 11,594 11,625 14,000 20% 12,000 3%53500 Printing and Binding 6,815 8,172 11,703 11,703 0% 11,000 -6%54100 Information Technology 1,092,889 1,277,564 1,120,935 1,120,935 0% 1,106,329 -1%54200 Fleet 1,966,717 1,874,709 2,481,280 2,481,280 0% 2,120,096 -15%54500 Risk Management 2,348,983 2,408,942 2,285,518 2,285,518 0% 2,181,998 -5%55100 Utilities 109,423 115,349 154,400 180,400 17% 175,000 13%55210 Postal Services 7,640 8,088 7,000 8,200 17% 8,000 14%55230 Telecommunications 158,342 162,010 170,039 170,039 0% 170,039 0%55410 Lease/Rent of Equipment 52,254 49,174 49,342 49,342 0% 49,342 0%55420 Lease/Rent of Building 2,400 14,400 - - - - -55500 Travel and Training 54,180 52,891 97,558 104,248 7% 97,558 0%55810 Dues and Association Memberships 2,479 4,866 4,692 4,692 0% 4,692 0%55842 Rewards 16,000 18,000 16,000 16,000 0% 16,000 0%56001 Office Supplies 40,987 36,014 30,000 35,000 17% 30,000 0%

31700-56007 Property Seizure 1,928 32,993 - - - - -31710-56007 Confiscation Program 107 1,090 - - - - -

56011 Uniforms & Wearing Apparel 98,878 112,470 111,897 111,897 0% 111,897 0%56012 Books and Subscriptions 2,157 2,422 3,032 2,800 -8% 2,800 -8%56014 Other Operating Supplies 84,616 150,803 75,249 121,847 62% 100,000 33%

31715-56014 DARE 1,325 - - - - - -56017 Copier Costs 42,523 47,417 58,794 58,974 0% 58,794 0%56026 Special Events 4,627 8,273 7,500 10,220 36% 10,220 36%58100 Capital Outlay - Replacements - - - 86,543 - - -58200 Capital Outlay - Additions 156,875 319,865 - 4,100 - - -59170 Repayment of Cops Grant - - - - - - -

Total Operating Expenditures $ 18,720,361 $ 19,788,383 $ 19,578,081 $ 20,980,109 7% $ 19,384,529 -1%

53100 - Professional Services: Promotional assessment, polygraph, medical/psych./fitness for duty Evals; false alarm billing services; PPE testing; CALEA Accred.; vet services; biohazard disp

53300 - Repair & Maintenance: Software/Hardware system maintenance and radar repairs.

55500 - Travel & Training: HRCJA training of new officers; recertification's of officers; specialized training for officers

56014 - Other Operating Supplies: ammunition, dog food, recruiting and safety supplies, crime scene processing materials.

56026 - Special Events: Yth Public Sfty Academy

Department: Police

Personnel Summary


44 Police Chief 1 1 1 1 138 Police Major, Deputy Chief 2 2 3 3 336 Police Captain 4 4 4 4 431 Police Lieutenant 10 10 10 10 1025 Police Sergeant 24 24 23 23 2323 Administrative Analyst 1 1 1 1 1

16/17/18/19/22

Police Officer I/Police Officer II/Senior Police Officer/Detective/Master Police Officer 147 147 147 157 147

20 Evidence Technician Supervisor 1 1 1 1 117 Evidence Technician 4 4 4 4 417 Records Management Supervisor 1 1 1 1 114 Property and Evidence Clerk - - - 1 - 14 Crime Analyst 2 2 2 2 214 Executive Secretary 1 1 1 1 113 Accounting Technician - 1 1 1 113 Secretary II 1 1 1 1 112 Staff Coordinator 1 - - - - 11 Timekeeper - 1 - - - 10 Police Records Technician 14 13 13 13 13


119

POLICE – EMERGENCY COMMUNICATIONS

DESCRIPTION

The Police – Emergency Communications Division is the Public Safety Answering Point (PSAP) for all landline and wireless non-emergency and 911 calls. The Division receives and dispatches all Police and Fire & Rescue related calls, monitors and dispatches on-call city agencies, State Police, and State Game Commission Agencies. In addition, the Division furnishes information from the National Crime Information Center and Virginia Criminal Information Network relating to wanted persons, license checks, and general broadcasts from all criminal justice agencies across the nation.


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

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

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

Completed construction and moved in to the new 911 center.

FY 2016 OBJECTIVES

Complete CALEA Accreditation of the Communications Center. (Goal 2: Provide effective and

efficient programs and services that are accountable and customer focused)

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

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

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


FY 2015 Projected

FY 2016 Estimate

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

105,274 52,836 1,380 100%

104,246 54,185 1,300 100%

103,218 55,568 1,440 100%

120

Division: Police Emergency Communications (Department of Police)

Budget Detail


51100.02 Salaries and Wages $ 940,658 $ 869,312 $ 1,007,736 $ 1,117,007 11% $ 1,055,416 5%51100.04 Salaries and Wages - Overtime 66,072 93,241 24,857 93,321 275% - -100%51100.06 Salaries and Wages - Part-time - 4,998 - - - 24,857 -

52100 FICA 70,881 69,907 78,993 92,590 17% 80,739 2%52210 VRS Retirement 132,084 139,310 143,997 165,764 15% 142,259 -1%52400 Group Life 11,236 11,821 13,302 14,744 11% 13,931 5%53100 Professional Services 130 408 500 8,850 1670% 8,850 1670%53300 Repair and Maintenance 662 - 2,500 2,500 0% 2,500 0%54500 Risk Management 249,779 258,787 246,538 258,787 5% 236,619 -4%55230 Telecommunications 1,803 - 59,679 59,679 0% 59,679 0%55500 Travel and Training 3,098 4,680 7,000 7,000 0% 5,000 -29%55810 Dues and Association Memberships 92 200 200 200 0% 200 0%56011 Uniforms & Wearing Apparel 2,684 5,000 5,000 5,000 0% 4,000 -20%56014 Other Operating Supplies 688 984 5,000 5,000 0% 4,000 -20%58200 Capital Outlay - - - - - - -


Personnel Summary


25 Police Sergeant 1 1 1 1 118 Communications Supervisor 3 3 3 3 315 Communications Operator 20 20 20 21 2010 Call Taker 3 3 3 4 3


121

POLICE DEPARTMENT - ANIMAL SHELTER MANAGEMENT

DESCRIPTION

The Animal Shelter Management Division of the Suffolk Police Department investigates all reports concerning domestic animals within the City, provides 24 hour services for emergency situations involving animals, houses and cares for all animals coming into the facility in accordance with the Code of Virginia, implements an adoptive and redemptive services program, and educates citizens regarding domestic animal laws and regulations.


Adopt out 475 dogs and 521cats from the shelter.

218 dogs and 12 cats reclaimed from the shelter.

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

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

FY 2016 OBJECTIVES Develop and implement two educational initiatives that will increase citizen knowledge regarding

companion and/or nuisance animals. (Goal 2: Provide effective and efficient programs and services that are accountable and customer focused)

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

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

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

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

STATISTICS/PERFORMANCE MEASURES

FY 2014 Actual

FY 2015 Projected

FY 2016 Estimate

Number of animal adoptions Percent of adoptions to the number of adoptable animals received Number of animal foster homes Number of redemptions

894 51.5%

47 244

996 67.9%

50 232

1205 67%

55 255

122

Division: Animal Shelter Management (Department of Police)Budget Detail


51100.02 Salaries and Wages $ 314,567 $ 331,541 $ 346,095 $ 427,338 23% $ 337,102 -3%51100.04 Salaries and Wages - Overtime 17,583 28,850 3,222 28,200 775% 3,222 0%

52100 FICA 22,204 26,136 26,723 34,849 30% 26,035 -3%52210 VRS Retirement 23,485 45,172 49,263 63,417 29% 45,596 -7%52400 Group Life 3,749 3,356 4,568 5,641 23% 4,450 -3%

53000.02 Purchased Services - Road Maintenance (incinerat 5,000 5,000 5,000 5,000 0% 5,000 0%53000.16 Purchased Services - Refuse Collection - 927 909 1,000 10% 1,000 10%

53100 Professional Services 105,927 116,549 110,000 111,000 1% 111,000 1%53300 Repair and Maintenance 945 - 1,000 1,000 0% 1,000 0%54200 Fleet 71,995 81,680 99,748 88,249 -12% 86,165 -14%54500 Risk Management 95,428 99,958 95,455 99,958 5% 91,445 -4%55100 Utilities 30,802 37,341 34,500 34,500 0% 34,500 0%55230 Telecommunications - - 1,952 1,952 0% 1,952 0%55410 Lease/Rent of Equipment 19,166 19,166 19,166 19,166 0% 19,166 0%55500 Travel and Training 598 1,268 1,000 1,000 0% 1,000 0%55810 Dues and Association Memberships 140 300 300 300 0% 300 0%56001 Office Supplies 814 1,312 1,200 1,500 25% 1,300 8%56011 Uniforms & Wearing Apparel 1,452 3,000 3,000 3,000 0% 3,000 0%56014 Other Operating Supplies 23,391 27,480 20,000 25,539 28% 25,539 28%56015 Merchandise for Resale - 2,933 3,000 3,000 0% 3,000 0%56017 Copier Costs 2,769 2,478 - 2,769 - - -58200 Capital Outlay - - - 2,214 - - -


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

Personnel Summary


19 Animal Shelter Manager 1 1 1 1 119 Chief Animal Control Officer 1 1 1 1 114 Animal Control Officer 5 5 5 5 5

8 Animal Caretaker 3 3 3 6 3


123

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

FY 2015 ACCOMPLISHMENTS Completed 14 demolitions of dilapidated and

derelict properties for blight abatement.

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

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

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

FY 2016 OBJECTIVES

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

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

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


FY 2014 Actual

FY 2015

Projected

FY 2016 Estimate

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

286 48

307 24

121

7,520 79%

16,880 99%

289 49

310 25

122

7,595 79%

17,049 99%

292 50

313 26

123

7,671 79%

17,219 99% 124

Division: Community Development (Department of Planning and Community Development)

Budget Detail


51100.02 Salaries and Wages $ 1,220,399 $ 1,251,308 $ 1,273,053 $ 1,273,053 0% $ 1,313,034 3%51100.04 Salaries and Wages - Overtime 107 35 - - - - -51100.06 Salaries and Wages - Part-time - - - - - - -

52100 FICA 88,962 90,833 97,389 97,389 0% 100,447 3%52210 VRS Retirement 213,531 204,083 186,918 188,921 1% 180,688 -3%52400 Group Life 14,998 15,312 16,804 16,804 0% 17,332 3%53100 Professional Services - - 1,000 1,000 0% 1,000 0%

53100.30 Professional Service - Demolition 687,322 132,822 150,000 200,000 33% 150,000 0%53175 Neighborhood Improvements 46,251 33,803 60,000 60,000 0% 60,000 0%53600 Advertising 1,390 3,708 3,000 3,000 0% 3,000 0%54100 Information Technology 221,735 111,714 102,969 102,969 0% 127,807 24%54200 Fleet 95,271 97,111 134,908 134,908 0% 83,800 -38%54500 Risk Management 264,402 264,202 245,108 245,108 0% 235,170 -4%55210 Postal Services 13,505 15,337 13,505 15,336 14% 15,336 14%55230 Telecommunications 9,004 10,372 23,058 23,058 0% 23,058 0%55500 Travel and Training 5,717 5,430 8,000 8,000 0% 8,000 0%55810 Dues and Association Memberships 1,277 1,159 1,400 1,400 0% 1,400 0%56001 Office Supplies 9,379 6,357 10,000 10,000 0% 9,000 -10%56012 Books and Subscriptions 992 1,310 4,918 2,000 -59% 1,000 -80%56014 Other Operating Supplies 835 732 1,000 1,000 0% 1,000 0%56017 Copier Costs 9,936 8,409 11,974 11,974 0% 11,974 0%58200 Capital Outlay 30,332 - - - - - -


53170 - Professional Service - Demolition: Demo of unsafe structures and public nuisance.53175 - Neighborhood Improvements: Removal of trash, debris, weeds, grass, inoperable vehicles and nuisances in violation of City ordinances.56014 - Other Operating Supplies: Protective clothing for inspectors.

Personnel Summary2012-2013 2013-2014 2014-2015 2015-2016 2015-2016

Range Class Actual Actual Budget Requested Adopted

36 Assistant Director of Community Development 1 1 1 1 130 Zoning Administration & Enforcement Manager 1 1 1 1 129 Building Official 1 1 1 1 129 Property Maintenance & Housing Official 1 1 1 1 120 Development Coordinator 1 1 1 1 120 Customer Services Manager 1 1 1 1 118 Plans Reviewer 1 1 1 1 1

18/19 Building Inspector I-II 7 7 7 7 717/18 Zoning Inspector I-II 2 2 2 2 217/18 Housing/Property Maintenance Inspector I-II 4 4 4 4 4

17 Special Events Coordinator 1 - - - - 17 Senior Permit Technician 1 1 1 1 1 15 Permit Technician 3 3 3 3 312 Secretary I 1 1 1 1 110 Office Assistant II 1 1 1 1 1


125

FIRE & RESCUE

DESCRIPTION

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


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

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

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

FY 2016 OBJECTIVES To improve response times to Priority 1 incidents by 2% in FY 2016. (Goal 3: Promote a safe,

healthy, and diverse community in which to live, work, and play)

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

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

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


FY 2015 Projected

FY 2016 Estimate

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

11,377 6:59 361

1 8,634

175 841 90

23

3 28 37

11,605 6:59 354

0 8,807

180 851 95

23 4

28 39

11,873 6:59 347 0

8,983

185 860 95

23 4 30 45 126

Department: Fire and Rescue

Budget Detail


51100.02 Salaries and Wages $ 11,157,569 $ 11,396,446 $ 11,929,295 $ 12,235,619 3% $ 12,477,127 5%51100.04 Salaries and Wages - Overtime 1,660,599 2,647,708 987,449 987,449 0% 987,449 0%51100.06 Salaries and Wages - Part-time 593,919 524,900 - - - - -

52100 FICA 965,827 1,062,316 988,131 1,011,565 2% 1,030,040 4%52210 VRS Retirement 1,859,724 1,886,576 1,764,291 1,815,766 3% 1,720,480 -2%52400 Group Life 132,055 136,114 157,467 161,510 3% 164,698 5%

53000.16 Purchased Services - Refuse Collection - 5,366 5,320 6,000 13% 4,879 -8%53100 Professional Services 112,791 153,513 189,745 216,000 14% 216,000 14%

53100.22 Medical Services 30,358 33,888 35,900 35,900 0% 35,900 0%53200.00 Temporary Help Service Fees - - - - - - -

53300 Repair and Maintenance 13,215 8,030 12,300 12,300 0% 12,000 -2%53320 Maintenance Service Contracts 47,992 45,309 49,350 57,335 16% 49,350 0%53500 Printing and Binding 705 872 950 1,060 12% 1,000 5%54100 Information Technology 635,781 859,305 833,070 833,070 0% 789,583 -5%54200 Fleet 1,231,063 1,330,809 1,397,650 1,397,650 0% 1,162,213 -17%54500 Risk Management 3,047,561 3,099,343 3,014,485 3,014,485 0% 2,865,229 -5%55100 Utilities 183,778 185,458 214,200 214,200 0% 200,000 -7%55210 Postal Services 615 548 850 850 0% 850 0%55230 Telecommunications 36,287 36,105 79,714 79,714 0% 79,714 0%55410 Lease/Rent of Equipment 174,117 178,014 175,000 178,014 2% 178,014 2%55440 Fire Hydrant Rental 117,000 117,000 117,000 117,000 0% 117,000 0%55500 Travel and Training 20,787 21,021 26,650 27,250 2% 26,650 0%55645 Four for Life - EMS Support * 113,882 89,240 73,000 76,260 4% 76,260 4%55700 VFD Operations 94,000 104,000 104,000 107,500 3% 107,500 3%55810 Dues and Association Memberships 17,371 18,188 19,269 19,416 1% 19,416 1%55843 Fire Programs Fund Expense * 179,389 120,684 213,000 254,034 19% 254,034 19%55844 Project Life Saver 157 - - - - - -56001 Office Supplies 3,877 3,663 4,600 4,600 0% 4,600 0%56007 Repair and Maintenance Supplies 9,188 7,643 15,000 15,000 0% 15,000 0%

56007.12 Educational Supplies 2,978 2,973 3,000 4,500 50% 3,000 0%56011 Uniforms & Wearing Apparel 81,040 81,226 105,000 145,000 38% 105,000 0%56012 Books and Subscriptions 853 2,176 1,639 1,639 0% 1,639 0%56014 Other Operating Supplies 29,732 29,810 41,000 41,000 0% 41,000 0%56017 Copier Costs 6,123 13,182 10,726 10,726 0% 10,726 0%58200 Capital Outlay - Additions 2,303 7,141 - - - - -


53100 - Professional Services: Dept. of Forestry contracts for forest fire prevention & suppression; independent ladder testing services & EMS billing; firefighter entrance testing.

53110 - Medical Services: OSHA required annual medical eval.'s & medical director services.

55440 - Fire Hydrant Rental: Fire hydrant rentals and maintenance charges from Public Utilities.

56007 - Repair & Maintenance Supplies: Supplies to maintain building facilities, tools and equipment.

56014 - Other Operating Supplies: Medical supplies, emergency food supplies, & janitorial supplies for facilities.

* Amounts for Four for Life and Fire Programs are estimates of grant funds to be received and are offset by anticipated revenues in the General Fund.

**Above includes supplemental funding for volunteer organizations of approximately $339,620 annually.

Department: Fire and Rescue

Personnel Summary


44 Fire Chief 1 1 1 1 136 Deputy Fire Chief 2 2 2 3 234 Battalion Chief 7 7 7 7 729 Fire Captain (1 position @ Fire Captain or Fire and EMS Training Coordinator) 18 18 19 19 1925 Fire Lieutenant 30 30 30 31 3123 Administrative Analyst - - 1 1 119 Public Education Specialist/Investigator 1 1 1 1 1

16/17/18/20/22 Firefighter I-II/Senior Firefighter/ Firefighter-Medic I-II/Master Firefighter Program/Fire Inspector 190 190 188 187 187

14 Executive Secretary 1 1 1 1 112 Staff Coordinator 1 - - - - 11 Timekeeper - 1 - - - 11 Accounting Clerk - - - 1 - 10 Office Assistant II 2 2 2 2 2


127

FIRE & RESCUE – EMERGENCY MANAGEMENT

DESCRIPTION The Emergency Management Division of the Suffolk Department of Fire & Rescue is responsible for disaster preparedness and seeks to lesson the impact of natural and man-made disasters on the Suffolk community through effective mitigation, planning, emergency response, and recovery. This is accomplished through a comprehensive all hazards emergency management program aimed at coordinating local, state, and federal resources during a disaster. FY 2015 ACCOMPLISHMENTS Conducted 11 emergency planning activities.

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

Provided emergency planning assistance to three local businesses.

Participated in six regional emergency management exercises.

FY 2016 OBJECTIVES To make available the most current disaster preparedness information to all citizens through the EM

web page and face to face information exchange. (Goal 2: Provide effective and efficient programs and services that are accountable and customer focused)

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

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

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

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


FY 2015 Projected

FY 2016 Estimate

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

100%

100%

7

100%

100%

7

100%

100%

2

128

Division: Emergency Management (Department of Fire & Rescue)Budget Detail


54100 Information Technology $ 44,238 $ - $ 4,685 $ 4,685 0% $ 23,130 394%54200 Fleet - - - - - - -55210 Postal Services 1 3 50 50 0% 50 0%55230 Telecommunications 2,838 2,165 9,244 9,244 0% 9,244 0%55500 Travel and Training 993 359 1,000 1,000 0% 900 -10%55810 Dues and Association Memberships 75 75 75 75 0% 75 0%56001 Office Supplies 1,145 1,244 1,250 1,250 0% 1,250 0%56012 Books and Subscriptions 95 140 - - - - -56014 Other Operating Supplies - 742 1,500 1,500 0% 1,400 -7%56017 Copier Costs 1,347 424 1,347 1,347 0% 1,347 0%58200 Capital Outlay 665 - - - - - -


129

WESTERN TIDEWATER REGIONAL JAIL AUTHORITY

DESCRIPTION The Western Tidewater Regional Jail Authority is a regional partnership of the cities of Suffolk and Franklin, and the counties of Isle of Wight and Southampton, which provides incarceration services to enhance the safety and security of the residents of these localities. The City of Suffolk supports the regional jail’s operations through a local funding contribution based on inmate population served.

130

Department: Western Tidewater Regional Jail

Budget Detail

2012-2013 2013-2014 2014-2015 2015-2016 % 2015-2016 %

Account Number: 100-33200- Actual Actual Budget Requested Change Adopted Change

57001 Required Jurisdiction Contribution $ 2,588,491 $ 2,588,491 $ 2,588,491 $ 4,424,891 71% $ 4,424,891 71%


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

131

PUBLIC WORKS

DESCRIPTION

The Department of Public Works provides a wide range of services in support of the economic vitality and quality of life of the City of Suffolk and its citizens including fleet management, refuse collection, stormwater management, mosquito control, roadway maintenance, traffic engineering, and transit services.


Completed Established a railroad quiet zone for Olde Mill Creek.

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

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

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

FY 2016 OBJECTIVES To continue to provide sound oversight in spending of all funds administered by the department, with

special attention to ensuring that Utility and Special Revenue funds are utilized for the express purpose that they are identified. (Goal 1: Promote strong financial management and fiscal accountability)

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

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


FY 2014 Actual

FY 2015

Projected

FY 2016 Estimate

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

30 72 hours 110,000 100% 5,713

35 72 hours 150,000 100% 5,500

40 72 hours 150,000 100% 5,700

132

Department: Public Works - Administration

Budget Detail


51100.02 Salaries and Wages $ 154,642 $ 159,837 $ 161,974 $ 161,974 0% $ 172,035 6%51100.04 Salaries and Wages - Overtime - 88 - - - - 51100.06 Salaries and Wages - Part-time - - - - - - -


53000.02 Purchased Services - RM Dirt Roads 30,000 30,000 30,000 60,000 100% 60,000 100%53000.06 Purchased Services - Stormwater - Engineering 295,124 340,000 340,000 400,000 18% 400,000 18%53000.43 Purchased Services - RM Salary Allocation - - 45,000 45,000 0% 45,000 0%53000.44 Purchased Services - RM Streetlight Installation - - 20,000 20,000 0% 20,000 0%53000.45 Purchased Services - RM Impact Analysis - - 15,000 15,000 0% 15,000 0%

53100 Professional Services 349 3,750 15,000 65,000 333% 15,000 0%53130 Landfill Closure Monitoring 143,940 146,872 83,600 53,600 -36% 53,600 -36%53600 Advertising 681 93 400 400 0% 400 0%54100 Information Technology 13,462 46,716 47,674 47,674 0% 16,841 -65%54200 Fleet 9,527 4,231 9,200 9,200 0% 6,100 -34%54500 Risk Management 19,049 22,175 21,353 21,353 0% 18,236 -15%55210 Postal Services 545 333 700 700 0% 700 0%55230 Telecommunications 1,544 1,585 5,876 5,876 0% 5,876 0%55500 Travel and Training 626 258 1,700 1,700 0% 1,700 0%55810 Dues and Association Memberships 570 341 1,000 1,000 0% 1,000 0%56001 Office Supplies 1,220 1,095 1,500 1,500 0% 1,500 0%56012 Books and Subscriptions - 139 500 500 0% 500 0%56017 Copier Costs 4,358 2,275 5,919 5,919 0% 5,919 0%58200 Capital Outlay 6,672 780 - - - - -


53000 - Purchased Services: To cover misc. local transportation needs outside VDOT reimbursement regulations and engineering services.53100 - Professional Services: Surveying / Engineering services.

Personnel Summary


44 Director of Public Works 1 1 1 1 114 Executive Secretary 1 1 1 1 1


133

Department: Public Works - Grounds Maintenance

Budget Detail


51100.02 Salaries and Wages $ 133,659 $ 130,253 $ - $ - - $ - -51100.04 Salaries and Wages - Overtime 14,026 13,493 - - - - -

52100 FICA 8,436 10,621 - - - - -52210 VRS Retirement (7,469) 21,611 - - - - -52400 Group Life 1,590 1,534 - - - - -

53000.02 Purchased Services - Road Maintenance Fund 37,376 28,041 - - - - -53000.16 Purchased Services - Refuse Fund 6,700 6,700 - - - - -

53300 Repair and Maintenance 16,250 13,800 - - - - -53300.60 Repair and Maintenance - Sleepy Hole Improveme 474,863 - - - - - -

53320 Maintenance Service Contracts 206,494 208,400 - - - - -54100 Information Technology 25,228 10,130 - - - - -54200 Fleet 41,627 25,844 - - - - -54500 Risk Management 40,486 38,660 - - - - -55100 Utilities 1,081 370 - - - - -55210 Postal Services 86 51 - - - - -55230 Telecommunications 234 645 - - - - -56001 Office Supplies 483 496 - - - - -56011 Uniforms & Wearing Apparel 1,156 1,174 - - - - -56014 Other Operating Supplies 23,981 22,187 - - - - -56017 Copier Costs 1,054 731 - - - - -

Total Operating Expenditures $ 1,027,342 $ 534,744 $ 0 $ 0 - $ 0 -

Personnel Summary


22 Superintendent of Cemeteries - 1 - - - 22 Grounds Maintenance Superintendent 1 - - - - 11 Skilled Laborer 1 1 - - -

8 Laborer 2 2 - - -

Number of Full-Time Positions 4 4 - - -

134

_____________________________________________________________________________________


CAPITAL PROGRAMS AND FACILITIES DESCRIPTION

The Department of Capital Programs and Facilities is responsible for the administration and management of capital projects, building maintenance, and custodial functions. As part of its capital project management functions, the Department coordinates with city departments, user groups, and approval agencies; develops project plans and budgets; oversees land acquisition, consultant selection, contract negotiation and monitoring, architectural and engineering consultants and contractors; and manages contract payments, fees, and project expenditures. The Department’s building maintenance and custodial functions include the provision of general building maintenance and custodial services, HVAC systems maintenance, and the repair of electrical, plumbing, and other building systems. FY 2015 ACCOMPLISHMENTS

Complete Phase II construction of New E-911/Municipal Center

Complete construction of the new Whaleyville Community Center

Initiate design for the new Central Library project

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

Complete construction of Police administration Expansion

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

FY 2016 OBJECTIVES

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

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


FY 15 Projected

FY 16 Estimate

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

44

865,000

865 520

1.5 days

$.92 $.50

8-10%

5 $65,000 100%

44

865,000

925 550

1.25 days

$.92 $.50

8-10%

5 per project $170,000

100%

43

1,013,000

1250 720

1.0 days

$.90 $.50

8-10%

5 per project $250,000

100%

135

Department: Capital Programs & FacilitiesBudget Detail

2012-2013 2013-2014 2014-2015 2015-2016 % 2015-2016 %Account Number: 100-43250 Actual Actual Budget Requested Change Adopted Change

51100.02 Salaries and Wages $ 827,399 $ 864,173 $ 906,470 $ 937,352 3% $ 956,207 5%51100.04 Salaries and Wages - Overtime 6,204 17,787 - - - - -51100.06 Salaries and Wages - Part-time 53,465 150,528 190,872 290,872 52% 190,872 0%

52100 FICA 63,522 76,708 83,947 93,959 12% 87,752 5%52210 VRS Retirement 113,398 140,171 132,968 139,103 5% 131,050 -1%52400 Group Life 9,844 10,244 11,965 12,373 3% 12,622 5%53000 Purchased Services - Refuse Collection - 3,507 3,416 - -100% 6,896 102%53100 Professional Services - 2,145 - - - - -53200 Temporary Help Service Fees 25,490 - - - - - -53300 Repair and Maintenance 74,607 78,921 75,000 75,000 0% 75,000 0%53320 Maintenance Service Contracts 383,238 52,019 153,000 360,000 135% 360,000 135%54100 Information Technology 34,429 35,589 33,090 35,589 8% 92,968 181%54200 Fleet 46,273 40,827 44,363 100,153 126% 58,581 32%54500 Risk Management 270,988 300,069 299,606 300,069 0% 282,660 -6%55100 Utilities 555,696 491,972 568,800 568,800 0% 568,800 0%55210 Postal Services 57 48 100 100 0% 100 0%55230 Telecommunications 6,385 6,076 9,578 8,946 -7% 9,578 0%55410 Lease/Rent of Equipment 294,024 294,024 294,024 570,043 94% 570,043 94%55500 Travel and Training 1,384 1,240 1,000 1,000 0% 1,000 0%55810 Dues & Association Memberships - 1,592 - - - - -56001 Office Supplies 1,575 1,759 2,000 3,000 50% 2,000 0%56011 Uniforms & Wearing Apparel 18,116 11,214 10,140 12,500 23% 12,000 18%56014 Other Operating Supplies 85,172 120,297 70,000 100,000 43% 100,000 43%56017 Copier Costs 6,413 4,651 6,413 6,413 0% 6,413 0%58200 Capital Outlay - - - - - - -


Personnel Summary

2012-2013 2013-2014 2014-2015 2015-2016 % 2015-2016 % Range Class Actual Actual Budget Requested Change Adopted Change

44 Director of Capital Programs & Facilities 1 1 1 1 1 31 Assistant Director of Capital Programs & Facilitie 1 1 1 1 1 23 Capital Projects & Facilities Superintendent 1 1 1 1 1 22 Facilities Maintenance Manager 1 1 1 1 1 17 General Services Supervisor 1 1 1 1 1 15 Building Maintenance Technician 2 3 3 3 3 14 Executive Secretary 1 1 1 1 1 12 Secretary I - 1 1 1 1 11 Skilled Laborer 1 - - - - 10 Custodial Supervisor 2 2 2 2 2

8 Office Assistant I 1 - - - - 8 Custodial Worker 12 12 12 12 12


136

SOCIAL SERVICES

DESCRIPTION

The Department of Social Services administers a variety of Federal and local financial assistance and human services programs. The Department’s services are categorized into five broad service areas: Financial Services, Employment Services, Foster Care Services, Child/Adult Prevention/Protection Services, and Community Corrections.

FY 2015 ACCOMPLISHMENTS Maintained an overall timeliness of processing standard of 99.12% which exceeded the state

processing standard of 97%.

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

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

FY 2016 OBJECTIVES To protect vulnerable children and the elderly from abuse/neglect by responding to 98% of valid

investigative reports within state mandated guidelines. (Goal 3: Promote a safe, healthy, and diverse community in which to live, work and play)

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

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


FY 2014 Actual

FY 2015

Projected

FY 2016 Estimate

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

6,695 96% $246

822 87

10,672

29

57% 67%

33,724

1,127

6,365 93% $243

77530

85

10,675

16

57% 59%

26,292

1,100

6,300 95% $247

725 85

10,653

20

58% 58%

26,500

1,150

137

Department: Social Services

Budget Detail


51100.02 Salaries and Wages $ 4,415,693 $ 4,551,071 $ 4,771,548 $ 4,771,548 0% $ 4,791,099 0%51100.04 Salaries and Wages - Overtime - 844 - - - - -51100.06 Salaries and Wages - Part-time 236,984 228,457 259,064 259,064 0% 259,064 0%51100.27 Leave Compensation 40,647 17,218 100,000 100,000 0% 100,000 0%

52100 FICA 337,056 350,351 384,842 384,842 0% 386,337 0%52210 VRS Retirement 724,270 743,289 696,320 708,098 2% 657,580 -6%52400 Group Life 52,550 54,233 62,984 62,984 0% 63,243 0%52600 Unemployment 6,462 13,902 6,462 6,462 0% 6,462 0%53100 Professional Services 78,187 29,425 25,410 34,365 35% 34,365 35%53300 Repair and Maintenance 1,080 1,080 1,080 11,128 930% 11,128 930%54100 Information Technology 199,569 265,435 235,435 235,435 0% 279,894 19%54200 Fleet 45,532 48,812 85,486 85,486 0% 60,000 -30%54500 Risk Management 986,107 1,003,278 949,387 949,387 0% 910,964 -4%55210 Postal Services 48,929 56,731 50,709 49,974 -1% 49,974 -1%55230 Telecommunications 30,162 24,218 81,951 81,951 0% 81,951 0%55300 Insurance and Bonds 1,989 2,136 2,886 2,886 0% 2,886 0%55420 Lease/Rent of Building 1,013,540 1,092,821 1,184,041 1,184,041 0% 1,184,041 0%55500 Travel and Training 19,742 12,370 21,812 21,812 0% 21,812 0%55667 Early Childhood Development Commission 60,000 60,000 60,000 60,000 0% 60,000 0%55676 Summer Youth Program 105,542 111,896 109,452 109,452 0% 109,452 0%55677 Suffolk Workforce Development (lease) 98,015 115,256 85,968 85,968 0% 85,968 0%55701 Public Assistance 6,050 - - - - - -

55701.02 Auxiliary Assistance - Blind, Aged & Disabled 316,250 251,849 309,550 309,550 0% 309,550 0%55701.04 Aid to Dependent Children (8,749) 2,678 2,500 2,500 0% 2,500 0%55701.06 Aid to Dependent Children - Foster Care 326,906 260,903 604,213 605,416 0% 605,416 0%55701.08 Fuel Assistance - 728 500 500 0% 500 0%55701.10 Healthy Families - - 93,507 93,507 0% 93,507 0%55701.12 Other Local Only 500 500 - - - - -55701.14 Title XX Purchased Services 283,757 314,048 289,844 289,844 0% 289,844 0%55701.16 Adoption Payments 468,438 447,385 619,252 619,252 0% 619,252 0%55701.18 Employment Services Program 223,542 171,817 258,784 258,784 0% 258,784 0%55701.22 Quality Initiative Program 17,846 64,588 17,188 17,188 0% 17,188 0%55701.24 General Relief - 14,680 12,000 12,000 0% 12,000 0%

55810 Dues and Association Memberships 794 1,519 1,525 1,525 0% 1,525 0%56001 Office Supplies 93,898 83,693 82,453 82,453 0% 82,453 0%56017 Copier Costs 46,177 71,057 108,535 108,535 0% 108,535 0%58200 Capital Outlay - - - - - - -


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

Personnel Summary


44 Director of Social Services 1 1 1 1 1 36 Assistant Director of Social Services 2 2 2 2 2 30 Financial Manager 1 1 1 1 1 25 Family Services Worker Supervisor II - 4 4 4 4 25 Social Worker Supervisor II 4 - - - - 25 Programmer/Analyst III 1 1 1 1 1 23 Financial Services Coordinator 5 5 5 5 5 23 Administrative Analyst 1 1 1 1 1 23 Family Services Worker III - 2 2 2 2 23 Social Worker III 2 - - - - 22 Workforce Center Coordinator 1 1 1 1 1 21 Family Services Worker II - 14 14 14 14 21 Social Worker II 14 - - - - 21 ECDC Coordinator 1 1 1 1 1 20 Self Sufficiency Worker II 6 6 6 4 4 18 Financial Services Case Manager II 17 17 18 19 19 18 Family Services Worker I - 12 12 12 12 18 Social Worker I 13 - - - - 16 Clerical Support Supervisor 1 1 1 1 1 16 Financial Services Case Manager I 15 15 14 15 15 15 Senior Accounting Technician 1 1 1 1 1 13 Accounting Technician 3 3 3 3 3 12 Screening Clerk 14 14 14 14 14 10 Office Assistant II 1 1 1 1 1


138

050

100150200

FY06

FY07

FY08

FY09

FY10

FY11

FY12

FY13

FY14

Comprehensive Services ActNumber of Children Served

FY 2006 ‐ FY 2014

SOCIAL SERVICES – COMPREHENSIVE SERVICES ACT DESCRIPTION

The Comprehensive Services Act (CSA) was implemented by State legislation in Fiscal Year 1995 as a collaborative system of services and funding that is to be child-centered, family-focused, and community-based when addressing the strengths and needs of troubled and at-risk youth and their families. The CSA is administered by a City Council appointed board comprised of representatives from Social Services, Juvenile Court Services, the Community Services Board, the Health Department, Public Schools, Police, a Private and Public Provider, and Parent Representative. The Department of Social Services serves as the fiscal agent and supervises the CSA Division’s staff. FY 2015 ACCOMPLISHMENTS

Maintained the average cost per service for CSA cases at approximately $81 per day.

Actively participated in the Hampton Roads CSA Resource/Vendor Fair, the Court Appointed Special Advocates Training Workshop, and the New Family Assessment and Planning Team Members Orientation Training to assure jurisdictions receive proper training in CSA policies and information on available resources.

Served forty at-risk youth while working diligently to assure that only services needed were rendered.

FY 2016 OBJECTIVES To provide rehabilitative services to 80% of the CSA population in a non-residential setting. (Goal 3:

Promote a safe, healthy, and diverse community in which to live, work and play)

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

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


FY 2014 Actual

FY 2015

Projected

FY 2016 Estimate

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

40 $81

31 $63

35 $70

139

Department: Comprehensive Services Act

Budget Detail


51100.02 Salaries and Wages $ 71,816 $ 102,158 $ 103,753 $ 103,753 0% $ 106,597 3%51100.06 Salaries and Wages - Part-time 25,010 26,589 34,930 34,930 0% 34,930 0%

52100 FICA 5,569 9,608 10,609 10,609 0% 10,827 2%52210 VRS Retirement (19,684) 15,888 14,630 15,397 5% 14,366 -2%52400 Group Life 809 1,224 1,370 1,370 0% 1,407 3%

53000.08 CSA Purchased Services 1,317,371 1,124,428 1,626,643 1,561,401 -4% 1,561,401 -4%54500 Risk Management 9,201 9,552 18,207 18,207 0% 17,476 -4%

55701.10 Healthy Families 35,836 39,094 - - - - -

Total Operating Expenditures $ 1,445,927 $ 1,328,541 $ 1,810,142 $ 1,745,667 -4% $ 1,747,004 -3%

Personnel Summary


23 CSA Coordinator 1 1 1 1 118 CSA Management Specialist - 1 1 1 1


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

140

SUFFOLK HEALTH DEPARTMENT

DESCRIPTION The Suffolk Health Department is part of the Western Tidewater Health District which includes Isle of Wight County, Southampton County, the City of Franklin, and the City of Suffolk. The Health Department aims to achieve and maintain personal and community health by emphasizing health promotion, disease prevention, and environmental protection. The City of Suffolk provides local funding to support the operation of the Suffolk Health Department as well as matching funds for the Healthy Families Grant program.

FY 2015 ACCOMPLISHMENTS Provided Immunization services to 784 Suffolk citizens in FY2014. This resulted in 896 visits for

immunization services. Thus far, in FY2015, we have served 547 clients with a total of 596 visits.

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

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

FY 2016 OBJECTIVES

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

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

To continue to enter 100% of immunization records for children less than 6 years of age into the Commonwealth’s Web Vision Immunization Registry System. (Goal 3: Promote a safe, healthy, and diverse community in which to live, work and play)

To ensure that 100% of children in the Healthy Families program have a primary health care provider within two months of enrolling in the program. (Goal 2: Provide effective and efficient programs and services that are accountable and customer focused)

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


FY 2014 Actual

FY 2015

Projected

FY 2016 Estimate

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

271 357

100% 100%

95%

274 361

100% 100%

100%

277 365

100% 100%

100%

141

Department: Support of Western Tidewater Health DistrictBudget Detail


55610 Transfer to Western Tidewater Health District $ 840,000 $ 840,000 $ 840,000 $ 840,000 0% $ 840,000 0%


142

WESTERN TIDEWATER COMMUNITY SERVICES BOARD DESCRIPTION The Western Tidewater Community Services Board provides ongoing mental health, substance abuse, and mental retardation related services to the children and families of the City of Suffolk. Treatment services include ongoing medical, counseling, and support services. Most of the Western Tidewater Community Services Board’s consumers are underinsured families with children and adult members suffering from chronic and pervasive disabilities. The City of Suffolk provides local funding to support the operation of the Western Tidewater Community Services Board. FY 2015 ACCOMPLISHMENTS WTCSB was one of only eight out of forty Boards in the state to receive a grant that will fund the

creation of a Coordinated Specialty Care Team to treat first episode psychosis and potentially early onset mental illness.

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

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

FY 2016 OBJECTIVES To extend telepsychiatry services by providing a secure virtual platform for the appointments or

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

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

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

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


FY 2014 Actual

FY 2015

Projected

FY 2016 Estimate

Number of individuals receiving mental health services Number of individuals receiving intellectual disabilities services Number of individuals receiving substance abuse services

2,650 644 854

2,818 672 856

2,903 692 882

143

Department: Support of Western Tidewater Community Service BoardBudget Detail


55620 Transfer to Western Tidewater CSB $ 281,152 $ 281,152 $ 281,152 $ 309,267 10% $ 281,152 0%


144

SCHOOL SUPPORT

DESCRIPTION

Each year, the Suffolk City School Board adopts and presents the School Operating Budget to the Suffolk City Council. City Council appropriates the total amount of revenues the School Board expects to receive in order for those funds to be expended by the School Board. Education expenditures are funded primarily through State, Federal, and local funding. Suffolk Public Schools operates 12 elementary schools, 4 middle schools, 3 high schools, 1 alternative school, and the Pruden Center for Industry & Technology. The overall student/teacher ratio is 25 to 1. Approximately 74% of students move on to post-secondary education. The vision of Suffolk Public Schools is that all students will become lifelong learners equipped with the skills, knowledge, and attitudes to succeed as productive citizens in a local, national, and global society. GOALS

The Suffolk School Board has adopted goals for Suffolk Public Schools that are aligned with the statutory requirements of the Standards of Quality 22.1-253.13:6. Standard 6. Planning and Public Involvement and the priorities of the Virginia Board of Education. The goals are as follows:

To improve student achievement and close the academic achievement gaps.

To provide a safe and nurturing environment.

To provide strong leadership for effective and efficient operations.

To advance academic achievement through enhanced instructional delivery gained by professional development.

To strengthen collaboration with stakeholders and increase parent and community satisfaction.


SY 2012 Actual

SY 2013 Actual

SY 2014 Actual

School Enrollment (Fall Membership) Accreditation High School Graduation Rate (Four Year Cohort) Percent of students receiving Advanced Diploma Percent of students enrolled in Advanced Placement courses Percent of students enrolled in Dual Enrollment courses Total SAT Scores High School Dropout Rate (Four Year Cohort)

13,923 100% 84.1% 45.3% 7.4% .43% 1,355 9.9%

13,930 100% 87.2% 40.7% 8.8% 1.35% 1,360 8.1%

14,420 100% 86.4% 46% 10% 3% 1,350 8.8%

145

Department: Support of Schools

Budget Detail


55420 Local Support for Lease/Rent of Building $ 479,390 $ 492,828 $ 509,899 $ 526,784 3% $ 526,784 3%55640 Support of Schools 48,684,053 49,684,053 49,684,053 53,570,053 8% 53,570,053 8%


Total School Fund Revenues:

State / Federal / Other $ 97,335,108 -1% $ 97,335,108 -1%

Transfer from General Fund - Local Support 54,096,837 8% 54,096,837 8%

Total Operating Revenues: $ 151,431,945 2% $ 151,431,945 2%

Total School Fund Expenditures:

Instruction $ 112,198,606 2% $ 112,198,606 2%

Administration and Attendance 3,374,342 -3% 3,374,342 -3%

Health and Psychology 1,898,356 0% 1,898,356 0%

Pupil Transportation 7,651,738 -3% 7,651,738 -3%

Operation and Maintenance 12,504,050 -6% 12,504,050 -6%

Food Services 7,440,301 -1% 7,440,301 -1%

Technology 5,837,768 -3% 5,837,768 -3%

- 0% - 0%

Local Support - Lease / Rent of Building 526,784 3% 526,784 3%

Local Support Reduction to REQUEST: - - - -

Total Operating Expenses: $ 151,431,945 2% 151,431,945 2%

146

PARKS AND RECREATION

DESCRIPTION The Department of Parks and Recreation provides a variety of high quality recreational and leisure programs to enhance the quality of life for the citizens of Suffolk. The Department is responsible for maintaining over 1,800 acres of parkland including 4 regional parks, 21 community parks, 14 athletic fields, and 60 city gateways; administration of the East Suffolk Recreation Center and 6 joint-use recreational facilities; the Office on Youth; and the Suffolk Art Gallery. The Department is organized into the Divisions of Administration; Parks, Gateways, and Facilities Maintenance; Support Services; Grounds Maintenance; Office on Youth and Recreation. FY 2015 ACCOMPLISHMENTS

Secured $190,354 in grant funds for the Lake Meade Trail and USDA Summer Feeding Program.

In accordance with the Suffolk Initiative on Youth Crime Prevention Program, provided 7,500 hours of recreation to disadvantaged youth in summer programs and 13,000 hours of on the job training for individuals 16-21 years old in the Suffolk Summer Work Success Program.

Provided athletic programs to 600 youth.

FY 2016 OBJECTIVES

Promote, implement and evaluate department programs and facilities that are being offered to the community to ensure that the three pillars of parks and recreation are being addressed: social equity, conservation education, and health and wellness. (Goal 3: Promote a safe, healthy, and diverse community to live, work, learn, and play)

Maximize partnerships to provide transportation options for citizens utilizing parks and recreation facilities i.e. Senior Services, VRT. (Goal 5: Provide safe and quality transportation options)

Expand citywide opportunities for volunteerism. (Goal 6: Promote citizen engagement)


FY 2014 Actual

FY 2015

Projected

FY 2016 Estimate

Parks: Number of Regional Parks Number of Regional Park Visitors Neighborhood Parks Total Park Acres maintained Recreation Programs Number of Recreation Center Members Youth Athletic Programs offered Youth Athletic Program participants Adult Athletic Programs offered Adult Athletic Program participants Senior Programs offered Senior Program participants Suffolk Initiative on Youth (SIY): Youth Prevention Programs offered Youth Prevention Program participants Suffolk Art Gallery: Adult Classes/Programs offered Youth Classes/Programs offered Number of exhibitions

5

137,645 16

1,875

2,923 12

3,474 9

603 10

4,603

12 579

137 48 36

5

130,000 15

2,030

3,000 15

3,500 9

865 12

4,600

15 275

95 63 12

5

135,000 15

2,030

3,000 15

3,600 10

865 13

4,650

15 300

100 63 15

147

Department: Parks and Recreation - Administration

Budget Detail


51100.02 Salaries and Wages $ 337,545 $ 342,802 $ 298,682 $ 298,682 0% $ 328,188 10%52100 FICA 25,060 25,596 22,849 22,849 0% 25,106 10%52210 VRS Retirement 59,276 56,768 44,324 44,324 0% 45,421 2%52400 Group Life 3,545 3,122 3,943 3,943 0% 4,332 10%54100 Information Technology 197,993 282,681 277,819 277,819 0% 338,861 22%54200 Fleet 8,341 11,338 57,266 57,266 0% 19,800 -65%54500 Risk Management 494,999 525,418 568,413 568,413 0% 581,076 2%55100 Utilities 13,280 10,982 11,000 11,000 0% 11,000 0%55210 Postal Services 1,628 1,840 3,500 3,500 0% 3,500 0%55230 Telecommunications 21,994 29,402 57,601 57,601 0% 57,601 0%55500 Travel and Training 1,737 2,241 2,000 2,000 0% 2,000 0%55810 Dues and Association Memberships 1,545 2,958 1,600 1,600 0% 1,600 0%56001 Office Supplies 5,336 4,211 5,000 5,000 0% 5,000 0%56012 Books and Subscriptions 155 543 500 500 0% 500 0%56014 Other Operating Supplies - 7 - - - - -56017 Copier Costs 13,522 12,007 25,943 25,943 0% 25,943 0%


Personnel Summary


44 Director of Parks and Recreation 1 1 1 1 136 Assistant Director of Parks and Recreation 1 1 1 1 127 Principal Planner 1 1 1 1 122 Youth Outreach Coordinator 1 1 - - - 14 Executive Secretary 1 1 1 1 1


148

Department: Parks and Recreation - Office on YouthBudget Detail


51100.02 Salaries and Wages $ - $ - $ 89,495 $ 89,495 - $ 92,187 -52100 FICA - - 6,846 6,846 - 7,052 -52210 VRS Retirement - - 13,281 13,281 - 12,759 -52400 Group Life - - 1,181 1,181 - 1,217 -53100 Professional Services - - 4,750 4,750 - 4,750 -53500 Printing and Binding - - 1,000 1,000 - 1,000 -53600 Advertising - - 600 600 - 600 -55420 Lease/Rent of Building - - 3,000 - - - -55500 Travel and Training - - 1,200 1,200 - 1,200 -56001 Office Supplies - - 350 350 - 350 -56011 Uniforms & Wearing Apparel - - 750 750 - 750 -56014 Other Operating Supplies - - 10,000 10,000 - 5,000 -56026 Special Programs - - - 28,500 - 25,000 -

Total Operating Expenditures $ - $ - $ 132,454 $ 157,953 - $ 151,865 -

56026 - Special Events: Special events supported by sponsorships and fees of $5,000

Personnel Summary


22 Youth Outreach Coordinator - - 1 1 1 17 Recreation Specialist II - - 1 1 1

Number of Full-Time Positions - - 2 2 2

149

Department: Parks and Recreation - Support Services

Budget Detail


51100.02 Salaries and Wages $ 219,463 $ 232,086 $ 236,860 $ 236,860 0% $ 242,566 2%51100.04 Salaries and Wages - Overtime 5,627 (349) - - - - -51100.06 Salaries and Wages - Part- time - - 5,340 5,340 0% 5,340 0%51100.10 Salaries and Wages - Seasonal - - - - - - -

52100 FICA 16,430 17,017 18,528 18,528 0% 18,965 2%52210 VRS Retirement 37,875 37,522 33,914 35,150 4% 32,947 -3%52400 Group Life 2,234 1,931 3,127 3,127 0% 3,202 2%53300 Repairs and Maintenance 849 - 4,000 4,000 0% 4,000 0%53500 Printing and Binding 13,400 8,668 10,000 10,000 0% 10,000 0%53600 Advertising 1,335 6,333 10,500 10,500 0% 10,000 -5%55500 Travel and Training 9,898 9,557 1,000 1,000 0% 1,000 0%56001 Office Supplies 2,666 1,279 1,500 1,500 0% 1,500 0%56011 Uniforms & Wearing Apparel 991 10 1,000 1,000 0% 1,000 0%56014 Other Operating Supplies 7,983 6,231 10,000 10,000 0% 10,000 0%56026 Special Events 141,742 117,766 131,060 134,275 2% 130,000 -1%


53600 - Advertising: Marketing for classes, exhibits, and special events.56014 - Other Operating Supplies: Supplies for exhibits and programs.56026 - Special Events: Special events supported by sponsorships and fees of $33,000.

Personnel Summary


25 Business Manager 1 1 1 1 1 22 Recreation Supervisor - 1 1 1 1 17 Special Event Coordinator 1 2 2 2 2 15 Volunteer Coordinator 1 - - - - 13 Accounting Technician 1 1 1 1 1 10 Office Assistant II 1 1 1 1 1


150

Department: Parks and Recreation - Parks, Gateways, and Facility Maintenance

Budget Detail


51100.02 Salaries and Wages $ 593,523 $ 614,163 $ 635,540 $ 665,833 5% $ 672,655 6%51100.04 Salaries and Wages - Overtime 9,471 8,510 - - - - -51100.06 Salaries and Wages - Part- time 104,984 105,497 125,290 150,290 20% 125,290 0%


53000.16 Purchased Services - Refuse Collection - 19,529 10,000 28,000 180% 31,543 215%53000.46 Purchased Services - RM Banners - - 5,000 5,000 0% 5,000 0%

53100 Professional Services 5,287 1,759 10,000 10,000 0% 9,000 -10%53300 Repair and Maintenance 91,736 45,296 73,000 73,000 0% 70,000 -4%53320 Maintenance Service Contracts 146,277 178,980 180,000 180,000 0% 180,000 0%53500 Printing and Binding - - - - - - -54200 Fleet 271,974 276,169 384,779 384,779 0% 398,792 4%55100 Utilities 222,279 169,299 150,000 150,000 0% 150,000 0%55410 Lease/Rent of Equipment 5,066 9,218 6,000 6,000 0% 6,000 0%55500 Travel and Training 2,168 2,348 2,000 2,000 0% 2,000 0%56001 Office Supplies 2,328 1,435 2,000 2,000 0% 1,500 -25%56011 Uniforms & Wearing Apparel 11,826 15,150 13,000 13,750 6% 13,000 0%56014 Other Operating Supplies 102,190 70,744 91,000 91,000 0% 86,000 -5%56026 Special Programs - - - 5,000 - 5,000 -58200 Capital Outlay - - - - - - -


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

56026 - Special Events: Special events supported by sponsorships and fees of $500

Personnel Summary


25 Parks Manager 1 1 1 1 1 23 Grounds Maintenance Superintendent - - 1 1 1 18 Park Ranger Sergeant 1 1 1 1 1 18 Parks Maintenance Coordinator 1 1 1 1 1 17 Landscape Supervisor 1 1 - - - 14 Recreation Facilities Supervisor 1 1 1 1 1 13 Park Ranger /Dock Master 4 4 4 5 4 11 Ground Maintenance Worker II 2 2 2 2 2

8 Ground Maintenance Worker I 5 5 5 5 5 8 Recreation Facilities Technician 3 3 3 3 3


151

Department: Parks and Recreation - Grounds MaintenanceBudget Detail

2012-2013 2013-2014 2014-2015 2015-2016 % 2015-2016 %Account Number: 100-71250- Actual Actual Budget Requested Change Adopted -

51100.02 Salaries and Wages $ - $ - $ 138,888 $ 160,532 16% $ 145,363 5%51100.04 Salaries and Wages - Overtime - - 17,389 17,389 0% 17,389 0%51100.06 Salaries and Wages - Part- time - - - 21,644 - - -

52100 FICA - - 11,955 15,267 28% 12,451 4%52210 VRS Retirement - - 20,611 23,823 16% 20,118 -2%52400 Group Life - - 1,833 2,119 16% 1,919 5%

53000.02 Purchased Services - Road Maintenance Fund - - 35,000 35,000 0% 35,000 0%53300 Repair and Maintenance - - 25,000 25,000 0% 20,000 -20%53320 Maintenance Service Contracts - - 198,400 198,400 0% 198,400 0%54200 Fleet - - 48,049 48,049 0% 70,708 47%54500 Risk Management - - 36,862 - -100% - -100%55100 Utilities - - 1,100 1,100 0% 1,100 0%55210 Postal Services - - 100 - -100% - -100%56001 Office Supplies - - 500 500 0% 500 0%56011 Uniforms & Wearing Apparel - - 2,000 20,000 900% 2,000 0%56014 Other Operating Supplies - - 23,000 23,000 0% 23,000 0%

Total Operating Expenditures $ 0 $ 0 $ 560,687 $ 591,823 6% $ 547,947 -2%

Personnel Summary


22 Superintendent of Cemeteries - - 1 1 1 11 Skilled Laborer - - 1 1 1

8 Grounds Maintenance Worker I - - - 1 - 8 Laborer - - 2 2 2


152

Department: Parks and Recreation - Recreation

Budget Detail


51100.02 Salaries and Wages $ 577,164 $ 606,167 $ 768,472 $ 775,262 1% $ 773,988 1%51100.04 Salaries and Wages - Overtime 217 5,068 - - - - -51100.06 Salaries and Wages - Part-time 442,875 465,510 493,409 493,409 0% 493,409 0%51100.10 Salaries and Wages - Seasonal 85,847 118,461 - - - - -

52100 FICA 78,119 91,828 96,534 97,053 1% 96,956 0%52210 VRS Retirement 35,073 96,794 108,855 115,049 6% 103,847 -5%52400 Group Life 7,376 8,546 10,144 10,233 1% 10,217 1%53100 Professional Services 33,899 8,929 9,550 9,550 0% 9,000 -6%53300 Repair and Maintenance 50,872 55,544 62,700 62,700 0% 62,700 0%53500 Printing and Binding 2,000 1,860 2,000 2,000 0% 2,000 0%54200 Fleet 76,484 69,928 96,949 96,949 0% 95,557 -1%55100 Utilities - 38,025 44,825 44,825 0% 44,000 -2%55410 Lease/Rent of Equipment 3,790 742 3,000 72,012 2300% 72,012 2300%55420 Lease/Rent of Building 8,178 1,800 5,100 5,100 0% 5,100 0%55500 Travel and Training 3,881 5,887 4,200 4,200 0% 4,200 0%55810 Dues and Association Memberships 985 1,384 655 655 0% 655 0%55845 Expenses Related to Fee Activities 202,350 199,906 215,000 215,000 0% 215,000 0%56001 Office Supplies 4,325 4,781 5,100 5,100 0% 5,000 -2%56011 Uniforms & Wearing Apparel 2,391 7,234 8,300 8,300 0% 8,000 -4%56014 Other Operating Supplies 44,636 37,173 32,500 32,500 0% 32,500 0%56017 Copier Costs 9,029 16,493 - - - - -56026 Special Events 19,560 23,652 48,240 31,375 -35% 31,375 -35%58200 Capital Outlay - - - - - - -


53300 - Repair & Maintenance - Pool contract for Cypress Park, misc.

55420 - Lease of Buildings: School facility rental, Joyner Park, and Elk's Lodge for American Legion meetings.

55845 - Expenses Related to Fee Activities: Instructors, officials, and supply costs.

56014 - Other Operating Supplies: Equipment and supplies for programs.

56026 - Special Events: Supported by sponsorships and fees of $16,150.

Personnel Summary


25 Recreation Manager 1 1 1 1 122 Recreation Supervisor 2 2 2 2 221 Athletic Supervisor - - - 1 - 20 Recreation Center Supervisor - 1 1 1 117 Recreation Specialist II 4 4 3 2 316 Fitness Specialist 1 2 2 2 215 Recreation Specialist 6 8 8 8 8

8 Recreation Facilities Technician - 1 1 1 18/10 Office Assistant I / II 2 3 3 3 3


153

_____________________________________________________________________________________


LIBRARY DESCRIPTION The Suffolk Library System offers access to a comprehensive collection of materials and works to encourage social, economic, cultural, and intellectual growth. The Library System is comprised of the Morgan Memorial Library, North Suffolk Library, Chuckatuck Library Branch, and the Bookmobile. Additionally, the Library System manages the City’s records management functions. FY 2015 ACCOMPLISHMENTS Implemented Libraries Transforming Communities

initiative by hosting Community Conversations in different areas of the city with a diverse audience.

Developed Library Strategic Plan which guides the library in moving forward in a comprehensive, efficient, and effective way.

Implemented Printer On service to allow any computer or mobile device from anywhere to use the print services at any of the three locations

Reorganized Morgan Memorial Library to provide a more effective and efficient experience for the community.

FY 2016 OBJECTIVES Develop a regular schedule for and then implement community wide surveys, focus groups, and other

methods to obtain community feedback and information to provide more targeted services and programs. (Goal 2: Provide effective and efficient programs and services that are accountable and customer focused)

Continue to update and implement the Marketing Plan to effectively and efficiently promote the services, programs, and resources offered to the entire community. (Goal 3: Promote a safe, healthy, and diverse community to live, work, and play)

Continue to expand programs, classes and events for the community to promote lifelong learning and recreation. (Goal 3: Promote a safe, healthy, and diverse community to live, work, and play)

Continue to market and offer print and online resources that help citizens start, grow, and expand their careers and businesses. (Goal 4: Diversify and enhance the local economy)

Continue the implementation of the Libraries Transforming Communities initiative to gather people together to communicate and provide their aspirations, solutions, and then sharing that information. (Goal 6: Promote citizen engagement)


FY 2014 Actual

FY 2015

Projected

FY 2016 Estimate

Registered Borrowers Circulation Reference questions answered Number of computer sessions Number of outreach events (Pop-up Library/Bookmobile) Adult Programs offered Adult Program participants Youth Programs offered Children’s Program participants Teen Programs offered Teen Program participants

34,531 327,446 95,878 20,982

181 83

404 552

11,396 14 84

37,000 330,000 96,000 22,000

200 90

500 600

15,000 28

100

39,000 335,000 97,000 24,000

220 100 550 700

17,000 35

125 154

Department: Library

Budget Detail


51100.02 Salaries and Wages $ 1,108,419 $ 1,115,599 $ 1,205,257 $ 1,295,932 8% $ 1,287,556 7%51100.04 Salaries and Wages - Overtime 7,406 2,608 - - - - -51100.06 Salaries and Wages - Part-time 245,926 223,477 257,792 266,870 4% 257,792 0%

52100 FICA 98,589 99,711 111,923 119,554 7% 118,219 6%52210 VRS Retirement 150,972 178,074 172,421 192,316 12% 173,831 1%52400 Group Life 12,980 13,388 15,909 17,106 8% 16,996 7%

53000.16 Purchased Services - Refuse - 3,707 3,500 3,500 0% 3,352 -4%53100 Professional Services 9,119 19,270 4,500 4,500 0% 4,500 0%53200 Temporary Help Service - 12,668 - - - - -53300 Repair and Maintenance 49,317 48,475 52,500 95,500 82% 95,500 82%53500 Printing and Binding 1,707 2,816 1,000 1,000 0% 1,000 0%54100 Information Technology 179,123 109,987 98,494 98,494 0% 108,719 10%54200 Fleet 17,727 18,340 35,700 35,700 0% 36,600 3%54500 Risk Management 293,052 299,205 286,526 286,526 0% 274,810 -4%55100 Utilities 54,543 56,538 61,452 61,451 0% 61,451 0%55210 Postal Services 2,499 3,445 5,700 5,700 0% 5,700 0%55230 Telecommunications 7,137 5,958 24,762 24,762 0% 24,762 0%55420 Lease/Rent of Buildings 17,400 18,126 17,400 17,400 0% 17,400 0%55500 Travel and Training 6,697 14,963 7,000 7,000 0% 7,000 0%55810 Dues and Association Memberships 1,064 719 900 900 0% 900 0%55846 Marketing - - - 4,000 - - -56001 Office Supplies 33,711 38,574 26,000 26,000 0% 26,000 0%56012 Books and Subscriptions 187,069 155,743 200,000 204,000 2% 200,000 0%56017 Copier Costs 22,639 22,127 26,954 26,594 -1% 26,954 0%58200 Capital Outlay 7,485 11,473 82,000 5,000 -94% 5,000 -94%


Personnel Summary


44 Library Director 1 1 1 - - 44 Director of Libraries - - - 1 1 36 Assistant Director of Libraries - - - 1 1 27 Librarian IV 1 1 1 3 1

19/20/24 Librarian I, II, & III 10 11 11 9 11 17 Library Associate - - 1 1 1 14 Executive Secretary 1 1 1 1 1 13 Library Assistant III 5 5 4 4 4 12 Secretary I 1 1 1 1 1 11 Library Assistant II 4 4 4 4 4

9 Library Assistant I 8 7 7 6 6


155

PLANNING AND COMMUNITY DEVELOPMENT

DESCRIPTION The Department of Planning and Community Development is responsible for the City’s overall land planning program and building permit, inspections, enforcement, and zoning administration. The Department also manages the Community Development Block Grant (CDBG) and HOME Investment Partnership (HOME) grant programs and staffs the Suffolk Planning Commission, Board of Zoning Appeals, Wetlands Board, and Historic Landmark Commission. The Department is comprised of the divisions of Planning and Community Development. FY 2015 ACCOMPLISHMENTS Successfully completed the approval of the Conditional

Use Permit for the construction of a new 17,000 square foot Funeral Home on East Washington Street.

Reviewed and approved the plans to construct the Harbour View Station West mixed-use development in the strategic growth area of Harbourview.

In joint corporation with FEMA and State Agencies, conducted an outreach for citizens regarding changes to the Flood Insurance Rate Maps for the City, including a well-attended Open House at King’s Fork Middle School.

FY 2016OBJECTIVES Provide coordination and plan of development review

services for all land Use applications that are focused on results and are accountable to our internal and external customers. (Goal 2: Provide effective and efficient programs and services that are accountable and customer focused)

Update provisions of the Unified Development Ordinance in support of Goals and Policies upon the adoption of the 2035 Comprehensive Plan. (Goal 3: Promote a safe, healthy, and diverse community to live, work, learn, and play)

Through the Master Transportation Plan component of the Comprehensive Plan as well as the Street Improvements Standards of the Unified Development Ordinance will provide policies and standards that promote and enhance safe and quality transportation options. (Goal 5: Provide safe and quality transportation options)

Through community meetings, public hearings, and other outreach mechanisms, such as the departmental web page, will provide and encourage citizens and other interested parties to participate in dialogue on important land use matters that affect the City and its quality of life. (Goal 6: Promote citizen engagement)


FY 2014 Actual

FY 2015

Projected

FY 2016 Estimate

Number of applications processed: Major Subdivisions Minor Subdivisions Family Transfers Site Plan Reviews Rezoning & Conditional Rezoning Requests Conditional Use Permits Other Reviews (Variance, HLC, Wetlands, Street Vacation, etc.) Percent of Site/Subdivision Plans reviewed within 30 days

31 50 3

109 10 29 70

90%

35 40 4

115 11 30 80

90%

40 38 4

105 12 32 85

90%

156

Department: Planning and Community Development

Budget Detail


51100.02 Salaries and Wages $ 781,750 $ 741,540 $ 806,589 $ 822,647 2% $ 805,380 0%51100.04 Salaries and Wages - Overtime 6 22 - - - - -

52100 FICA 57,192 53,734 61,704 62,932 2% 61,612 0%52210 VRS Retirement 135,921 120,644 118,638 121,021 2% 109,800 -7%52400 Group Life 9,340 8,824 10,647 10,859 2% 10,631 0%53100 Compensation of Planning Commission 24,400 25,130 29,400 29,400 0% 29,400 0%

53100.06 Consulting Services 88,127 172,110 57,000 57,000 0% 57,000 0%53500 Printing and Binding - - - - - - -53600 Advertising 12,009 24,380 16,000 16,000 0% 16,000 0%54100 Information Technology 89,027 68,259 30,633 30,633 0% 149,501 388%54200 Fleet 1,924 1,641 4,650 4,650 0% 10,548 127%54500 Risk Management 142,156 135,180 129,526 129,526 0% 124,272 -4%55210 Postal Services 2,594 4,308 7,000 7,000 0% 6,000 -14%55230 Telecommunications 2,883 2,350 8,774 8,774 0% 8,774 0%55500 Travel and Training 4,824 3,532 4,675 5,940 27% 4,675 0%55810 Dues and Association Memberships 2,745 3,285 4,120 4,620 12% 4,120 0%56001 Office Supplies 9,863 8,558 11,000 11,500 5% 11,000 0%56012 Books and Subscriptions 641 830 1,295 1,395 8% 1,295 0%56017 Copier Costs 11,583 9,730 10,675 10,675 0% 10,675 0%58200 Capital Outlay - 357 - - - - -


Personnel Summary


44 Director of Planning and Community Developmen 1 1 1 1 136 Assistant Director of Planning 1 1 1 1 130 Comprehensive Planning Manager 1 1 1 1 129 Current Planning Manager - - 1 1 1 29 Principal Planner 4 4 3 2 3

20/22 Planner I - II 2 2 2 3 217 Senior Graphics Technician 1 1 1 1 114 Executive Secretary 1 1 1 1 113 Planning Technician 2 2 2 3 210 Office Assistant II 1 1 1 1 1


157

ECONOMIC DEVELOPMENT DESCRIPTION The Department of Economic Development promotes enhanced job opportunities and broadens the tax base of the City of Suffolk through the recruitment and retention of business and industry, maintains and encourages the continuation of a favorable business environment for businesses to locate and expand within the City, and attracts and encourages new national and international businesses to locate and invest in Suffolk. The Department provides staff support to the Economic Development Authority (EDA) and oversees the Divisions of Aviation Facilities and Tourism. CY 2014 ACCOMPLISHMENTS Participated in 169 Marketing Activity

Events and met with 67 new and expanding prospects for the City of Suffolk.

Developed the Downtown Distinctly Downtown Marketing initiative, and developed a Love Local Social Media Campaign to promote small business Saturday.

Promoted the Birdsong Peanuts 100 years of operation celebration.

Executed a sales agreement for residential development and submitted the rezoning package for the Obici Site.

Hosted the First Hampton Roads LogistiXGames in Suffolk.

CY 2015 OBJECTIVES

Develop a special initiative for Cyber technology growth. (Goal 4: Diversify and enhance the local economy)

Host the second Hampton Roads LogistiX Games in Suffolk. (Goal 3: Promote a safe, healthy, and diverse community in which to live, work and play)

Begin construction on infrastructure improvements for the development of The Point at Harbour View site. (Goal 4: Diversify and enhance the local economy)

Continue regular speaking opportunities with Suffolk Schools, Civic and Business organizations, and continue to post new business announcement information on YesSuffolk.com and distribute the Suffolk monthly e-newsletter. (Goal 6: Promote citizen engagement)


CY 2013 Actual

CY 2014 Actual

CY 2015 Estimate

Number of Jobs Created Amount of Capital Investment Square Footage of Capital Investment Existing Industry Visits Marketing Missions undertaken

1,924 $93.8M 979,005

426 9

350 $101M 687,000

511 12

500 $90M

600,000 500 12

158

Department: Economic Development

Budget Detail


51100.02 Salaries and Wages $ 349,015 $ 360,229 $ 365,046 $ 365,046 0% $ 386,722 6%51100.04 Salaries and Wages - Overtime - - - - - - -51100.14 Transportation Expense 3,996 3,996 4,000 4,000 0% 4,000 0%

52100 FICA 26,146 26,625 27,926 27,926 0% 29,584 6%52210 VRS Retirement 61,287 59,654 54,173 54,173 0% 53,522 -1%52400 Group Life 4,153 4,286 4,819 4,819 0% 5,105 6%53100 Professional Services 22,767 23,221 29,325 30,000 2% 30,000 2%53500 Printing and Binding 2,502 1,893 4,000 5,000 25% 4,000 0%54100 Information Technology 27,814 29,443 56,387 56,387 0% 25,698 -54%54500 Risk Management 51,471 60,741 45,611 45,611 0% 43,777 -4%55210 Postal Services 1,161 1,723 3,000 3,000 0% 3,000 0%55230 Telecommunications 3,734 3,608 8,444 8,444 0% 8,444 0%55500 Travel and Training 26,035 16,697 27,000 40,000 48% 27,000 0%55671 Economic Development Investment Program 880,750 1,661,061 - 1,000,000 - - -55810 Dues and Association Memberships 83,441 84,394 85,675 85,675 0% 85,675 0%55846 Marketing 93,544 101,868 98,000 135,000 38% 98,000 0%56001 Office Supplies 2,166 2,091 1,750 1,750 0% 1,750 0%56012 Books and Subscriptions 98 98 350 350 0% 350 0%56017 Copier Costs 8,146 7,200 8,146 8,146 0% 8,146 0%

Total Operating Expenditures $ 1,648,225 $ 2,448,829 $ 823,652 $ 1,875,327 128% $ 814,774 -1%

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

Personnel Summary


44 Director of Economic Development 1 1 1 1 131 Assistant Director of Economic Development 1 1 1 1 129 Economic Development Manager 1 1 1 1 119 Business Development Analyst 1 1 1 1 118 Economic Development Associate 1 1 1 1 1


159

DIVISION OF TOURISM DESCRIPTION The Division of Tourism is the destination marketing organization (“DMO”) of record for the City of Suffolk. The Division works with public and private hospitality industry sectors to develop and implement programs that encourage “More People, Staying Longer, Spending More Money.” The Division operates the visitor center and gift shop seven days a week; distributes collateral to statewide visitor and welcome centers; fulfills daily consumer orders for travel information; oversees group tour operations; manages advertising, marketing, and special events; and promotes product development. CY 2014 ACCOMPLISHMENTS

Annual visitor center attendance surpassed the 12,000 visitors mark.

Conceptualized, coordinated and produced the First Annual Suffolk Mystery Authors Festival in partnership with the Suffolk Public Library and the Suffolk Center for Cultural Arts.

Received Virginia Association of Convention and Visitors Bureau’s Virgo Award for Visitor Center Manager of the Year.

Provided conference services to 50 citywide conferences, reunions, retreats, and weddings.

Continued to operate the popular Suffolk Farmers’ Market at the Visitor Center Pavilion, attracting 30 vendors, over 5,600 patrons and featuring family-friendly programming throughout the season, including four family movie nights at the Pavilion and one at the Suffolk Center for Cultural Arts.

CY 2015 OBJECTIVES

To increase visitor traffic through the City’s State-certified visitor center and gift shop by 3%. (Goal 3: Promote a safe, healthy and diverse community in which to live, work, and play)

To coordinate and enhance narrated bus and walking tours to attract customers and promote Suffolk’s amenities. (Goal 3: Promote a safe, healthy and diverse community in which to live, work, and play)

To promote Suffolk’s existing and expanding meeting and conference facilities and increase visitation via sales missions, conferences and tradeshows, and partnering with citywide hospitality entities. (Goal 1: Diversify and Increase the Tax Base)

To enhance online promotional tools to expand advertising and marketing components of current efforts. (Goal 6: Promote citizen engagement)

To oversee the function and promotion of the Suffolk Farmers’ Market. (Goal 3: Promote a safe, healthy, and diverse community in which to live, work, and play)


CY 2014 Actual

CY 2015 Projected

CY 2016 Estimate

Number of walk-in customers served Number of interpretive tour customers Number of collaborative meetings hosted Number of sales missions, conferences/tradeshows/hospitality training attended Number of conferences/reunions/weddings serviced

12,500 523 80 20

50

13,000 550 90 23

60

13,250 575 100 25

75 160

Division: Tourism (Department of Economic Development)

Budget Detail


51100.02 Salaries and Wages $ 140,673 $ 155,323 $ 159,013 $ 195,735 23% $ 164,448 3%51100.04 Salaries and Wages - Overtime - - - - - - -51100.06 Salaries and Wages - Part-time 53,333 59,473 69,222 72,392 5% 69,222 0%

52100 FICA 12,770 16,323 17,460 23,563 35% 17,876 2%52210 VRS Retirement (8,419) 25,722 23,598 34,967 48% 22,760 -4%52400 Group Life 1,674 1,848 2,099 3,110 48% 2,171 3%

53000.16 Purchases Services - Refuse Collection - 1,858 590 2,090 254% 142 -76%53300 Repair and Maintenance 162 - - - - - -53500 Printing and Binding 1,912 1,555 2,000 2,000 0% 2,000 0%53600 Advertising 18,575 20,466 19,500 19,500 0% 19,500 0%54100 Information Technology 16,857 40,514 38,515 38,515 0% 36,146 -6%54200 Fleet 2,282 3,601 16,100 16,100 0% 10,033 -38%54500 Risk Management 27,852 28,821 27,450 27,450 0% 26,344 -4%55100 Utilities 18,253 18,948 18,900 18,900 0% 18,900 0%55210 Postal Services 4,769 3,801 6,000 6,000 0% 6,000 0%55230 Telecommunications 1,986 2,340 5,585 5,585 0% 5,585 0%55500 Travel and Training 7,173 5,958 4,800 4,800 0% 4,800 0%55810 Dues and Association Memberships 1,780 1,650 2,200 2,200 0% 2,200 0%55846 Marketing 41,258 40,846 40,000 40,000 0% 40,000 0%56001 Office Supplies 3,123 2,852 4,000 4,000 0% 4,000 0%56015 Merchandise for Resale 5,308 47,750 6,000 6,500 8% 6,500 8%56017 Copier Costs 12,657 13,041 14,243 14,243 0% 14,243 0%56026 Special Events 78,681 80,057 76,000 89,000 17% 84,000 11%


56026 - Special Events: Costs offset by sponsorships and fees of: $32,000

Personnel Summary


30 Tourism Development Manager 1 1 1 1 1 22 Tourism Development Specialist 1 1 1 1 1 17 Tourism Special Events Coordinator - - - 1 - 16 Visitor Center Supervisor - - 1 1 1 12 Visitor Center Coordinator 1 1 - - -


161

MEDIA AND COMMUNITY RELATIONS

DESCRIPTION The Department of Media and Community Relations provides communication and public information advice to the City Manager, City Council, and city departments; serves as the City’s spokesperson with news and media outlets; oversees the City’s Freedom of Information Act (FOIA) Office, Municipal Access Channel 8, and the City’s website; disseminates information regarding City activities, programs, and services; and coordinates public meetings and forums. FY 2015 ACCOMPLISHMENTS

Continued to provide quality programming and have enhanced the overall “look” of Municipal

Channel 190 with specialized graphics and station Ids.

The Department has been the recipient of numerous national awards, including the 20th Annual Communicator Award, the Gold Award in the 2014 Association of Marketing and Communication Professionals International AVA Digital Awards competition, and more.

Our in-house complete coordination of all aspects of State of the City events including speech, video, décor, venue, etc., have resulted in annual savings averaging $30,000 compared to expenditures prior to 2008.

Coordinated all aspects of the citywide National Night Out event, resulting in the City of Suffolk receiving the first place national award for our population category for the third time.

Reconfigured the City’s Facebook page to include easy access to a regularly updated City events calendar, City directory, as well as Public Works and Economic Development updates. This has led to a large increase in Facebook followers; in fact, we’ve reached a milestone with over 5,000 “likes” on City of Suffolk Facebook page.

FY 2016 OBJECTIVES Provide timely and accurate FOIA responses to requests to the City of Suffolk. (Goal 2: Provide

effective and efficient programs and services that are accountable and customer focused)

Continue to work to bring attention to Suffolk’s national award winning National Night Out events throughout the year. (Goal 3: Promote a safe, healthy, and diverse community in which to live, work, and play)

Continue with informative City E-Newsletter, which now has over 1280 active contacts. (Goal 6: Promote citizen engagement)

Increase social media presence to provide for better communications with citizens and involvement in city-sponsored events. (Goal 6: Promote citizen engagement)


FY 2014 Actual

FY 2015

Projected

FY 2016 Estimate

Public Service Announcements Programs produced on Municipal Channel 190 Followers, Fans, or Subscribers - City Social Media Websites Freedom of Information Act (FOIA) requests received Percent of FOIA requests responded to within mandatory timeframes prescribed by State law

96 122

8,390 651

100%

110 125

9,240 700

100%

110 125

9,960 700

100%

162

Department: Media and Community Relations

Budget Detail


51100.02 Salaries and Wages $ 334,082 $ 344,474 $ 348,519 $ 348,519 0% $ 360,116 3%51100.04 Salaries and Wages - Overtime (251) 8,244 - 10,000 - 10,000 -51100.06 Salaries and Wages - Part-time - - - 50,170 - 20,000 -51100.14 Transportation Expense 3,500 3,500 - 3,500 - 3,500 -

52100 FICA 23,795 26,873 26,662 31,265 17% 29,844 12%52210 VRS Retirement 16,021 55,669 50,632 51,720 2% 48,965 -3%52400 Group Life 3,305 3,677 4,600 4,600 0% 4,754 3%53100 Professional Services - - 2,000 2,000 0% - -100%53200 Temporary Help Service Fees - - - 1,500 - - -53300 Repair and Maintenance - 40 9,358 15,000 60% 9,358 0%53320 Maintenance Service Contracts - - - 18,067 - 17,000 -53500 Printing and Binding - 1,137 1,500 2,000 33% 1,500 0%53600 Advertising - - 1,000 1,000 0% - -100%54100 Information Technology 31,738 29,134 26,386 26,386 0% 46,835 77%54200 Fleet 4,095 5,079 5,825 5,825 0% 2,650 -55%54500 Risk Management 64,817 57,692 54,945 54,945 0% 52,703 -4%55210 Postal Services 647 728 2,000 2,000 0% 1,500 -25%55230 Telecommunications 3,860 4,734 7,876 7,876 0% 7,876 0%55500 Travel and Training 2,030 1,304 3,000 3,000 0% 3,000 0%55810 Dues and Association Memberships 160 745 1,000 1,000 0% 1,000 0%55846 Marketing 45,513 36,393 12,000 13,000 8% 19,000 58%56001 Office Supplies 6,770 3,525 3,000 3,000 0% 3,000 0%56012 Books and Subscriptions 580 202 750 750 0% 750 0%56015 Neighborhood College/Leadership Academy - - 3,000 3,000 0% - -100%56017 Copier Costs 8,085 9,032 11,498 11,498 0% 11,498 0%58200 Capital Outlay - - 10,990 - -100% - -100%


Personnel Summary


44 Director of Media & Community Relations 1 1 1 1 1 31 Media & Community Relations Manager 1 1 1 1 1 27 Media & Community Relations Coordinator 1 1 1 1 1 27 Video Production Coordinator 1 1 1 1 1 14 Executive Secretary 1 1 1 1 1 13 Video Web Production Assistant 1 1 1 1 1


163

VIRGINIA COOPERATIVE EXTENSION DESCRIPTION The Virginia Cooperative Extension Service is a division of Virginia Polytechnic and State University responsible for providing technical information, educational programs, and problem solving consultation in the area of agriculture, 4-H and youth, home economics, natural resources, and community resource development for all citizens. The City of Suffolk provides local funding support for this State function. FY 2015 ACCOMPLISHMENTS Continued the training and implementation of the Suffolk Master Gardener Program.

Continued to conduct and promote 4-H Youth Development programs and projects to assist youth in becoming successful adult citizens.

Continued to implement programs from the input from Farmers, general public and Extension Leadership Council.

FY 2016 OBJECTIVES

To enhance and increase Extension programming provided in the community. (Goal 2: Provide effective and efficient programs and services that are accountable and customer focused)

To enhance the City of Suffolk Master Gardener Program by involving participants in the Master Gardener College, training, and volunteerism in which the whole program and community would benefit. Goal 6: Promote citizen engagement)

Continue to provide 4-H Educational Programs, Seminars, Camps, and meetings for Urban and Rural areas of the City of Suffolk with a 90% attendance rate. (Goal 2: Provide effective and efficient programs and services that are accountable and customer focused)


FY 2014 Actual

FY 2015

Projected

FY 2016 Estimate

Agriculture and Natural Resources: Number of programs offered Number of citizens participating in programs Number of requests for services Youth Programs: Number of youth participating in the 4-H club Number of youth programs provided Number of youth participating in programs

8

437 112

1,126

8 2,612

9

450 125

1,500

9 2,700

10

500 140

2,000

10 2,800

164

Department: Virginia Cooperative Extension

Budget Detail


53100 Professional Services $ 30,734 $ 39,796 $ 54,700 $ 56,000 2% $ 56,000 2%54100 Information Technology - 441 441 441 0% - -100%55210 Postal Services 972 713 1,100 1,500 36% 1,100 0%55230 Telecommunications 2,048 1,623 8,659 8,659 0% 8,659 0%55500 Travel and Training 513 90 1,000 2,000 100% 1,000 0%55810 Dues and Association Memberships 300 230 350 400 14% 350 0%56001 Office Supplies 1,427 885 1,500 1,600 7% 1,500 0%56017 Copier Costs 6,070 6,723 6,103 6,103 0% 6,103 0%


165

LOCAL AND REGIONAL ORGANIZATIONS

DESCRIPTION The City of Suffolk provides financial assistance to a number of non-profit organizations which provide services on both a local and regional basis. Many of the organizations receive matching grants or support from other localities allowing for more extensive and comprehensive services for Suffolk citizens than the City could afford by acting on its own due to economies of scale.

166

Department: Local and Regional OrganizationsBudget Detail


Regional Membership Organizations:55661 Hampton Roads Planning District Commission 64,332 65,218 69,170 70,265 2% 70,265 2%55672 Hampton Roads Partnership 15,210 - - - - - -55680 Hampton Roads Military and Fed Fac. Alliance 40,683 42,293 43,235 43,916 2% 43,916 2%55810 City Wide Dues/ Memberships 39,691 41,389 43,000 46,264 8% 46,264 8%

Local Organization Partnerships:55655 SRHA 150,000 150,000 150,000 236,275 58% 150,000 0%55674 Suffolk Center for the Cultural Arts 350,000 350,000 350,000 550,000 57% 350,000 0%

Local Nonprofit Organization Contributions:55648 Suffolk Nansemond Historic Society 10,000 10,000 10,000 10,000 0% 10,000 0%55651 Senior Services of Southeastern Virginia 10,000 10,000 10,000 10,000 0% 10,000 0%55652 ForKids 26,790 26,790 23,000 30,000 30% 23,000 0%55653 Food Bank of Southeastern Virginia 20,000 20,000 20,000 25,000 25% 20,000 0%55654 The Genieve Shelter 26,790 26,790 23,000 46,370 102% 23,000 0%55656 Endependence Center, Inc. 7,500 7,500 7,500 15,000 100% 7,500 0%55657 Eastern Virginia Medical School - - - 15,300 - - -55658 Riddick's Folly 20,000 20,000 20,000 35,000 75% 20,000 0%55659 Suffolk Fine Arts Commission 5,000 5,000 5,000 20,000 300% 5,000 0%55660 Suffolk Clean Community Commission 14,953 13,509 15,000 20,000 33% 15,000 0%55664 Sister Cities Commission 5,000 5,000 5,000 10,000 100% 5,000 0%55665 Peanut Soil and Water Conservation District 2,000 - - 15,000 - - -55668 The Children's Center 20,000 20,000 20,000 32,000 60% 20,000 0%55670 Tidewater Builders Association - 25,000 - - - - -55675 Suffolk Festivals, Inc. 30,000 30,000 30,000 50,000 67% 30,000 0%55679 Virginia Legal Aid Society 8,000 8,000 8,000 15,000 88% 8,000 0%55681 Western Tidewater Free Clinic 80,000 80,000 80,000 120,000 50% 80,000 0%55685 Nansemond Suffolk Vol. Rescue Squad 40,000 40,000 40,000 40,000 0% 40,000 0%

The Healing Place of Hampton Rds - - - 4,813 - - -CHKD Child Abuse Program - - - 15,000 - - -Virginia Housing and Comm. Dev. - - - 116,200 - - -Square One - - - 1,000 - - -

Total Operating Expenditures $ 985,949 $ 996,489 $ 971,905 $ 1,592,403 64% $ 976,945 1%

167

NON-DEPARTMENTAL GENERAL FUND

DESCRIPTION The Non-Departmental General Fund includes expenditures that cover the costs associated with a number of City departments including anticipated costs for leave compensation, unemployment payments, and transfers to other funds.

168

Department: Non-Departmental - General FundBudget Detail


Fringe Benefits & Insurances:51100.27 Leave Compensation $ 338,102 $ 271,319 $ 300,000 $ 300,000 0% $ 384,027 28%

52100 Leave Compensation - FICA 25,778 18,997 23,000 22,950 0% 22,950 0%Compensation Vacancy Savings Estimate - - (179,911) - -100% - -100%

52210 VRS 230 - - - - - -52600 Unemployment Payments 83,249 41,943 100,000 100,000 0% 100,000 0%53100 Professional Services - - - - - - -55230 Telecommunications 12,080 8,875 - - - -55821 Employee Funds Expense 15,103 15,000 - - - - -58200 Capital Outlay - 174,950 - - - -

Transfer to Other Funds / Designations:59902 Contingency $ - $ - $ 60,000 $ 60,000 0% $ 60,000 0%

Sub-Total: $ 474,542 $ 531,083 $ 303,089 $ 482,950 59% $ 566,977 87%

50000.211 Transfer to Grants (Local Cash Match) 272,550 206,244 350,000 350,000 0% 350,000 0%50000.212 Transfer to Transit Fund (Operating Support) 599,479 598,779 677,935 866,586 28% 795,395 17%50000.220 Transfer to Aviation Fund (Operating Support) 132,803 227,266 135,276 157,530 16% 156,116 15%50000.310 Transfer to Capital Projects (Cash Fund Projects) 3,611,000 3,539,000 3,339,600 3,386,409 1% 3,386,409 1%50000.401 Transfer to Debt Service Fund 23,890,180 24,822,588 26,390,026 27,239,952 3% 27,239,952 3%

Sub-Total: $ 28,506,012 $ 29,393,878 $ 30,892,837 $ 32,000,477 4% $ 31,927,872 3%


169

Capital Projects Fund

_____________________________________________________________________________________


CAPITAL PROJECTS FUND

DESCRIPTION The Capital Projects Fund provides funding for nonrecurring capital expenditures which are primarily financed through transfers from both the General Fund and the sale of General Obligation and Utility Revenue bonds. Supplementing the General Fund and General Obligation and Utility Revenue bond monies are additional funding sources including Federal and State grants, and enterprise fund transfers. In accordance with the City Council’s guiding principles, capital projects are planned and funded by incorporating the total funding requirements for completion, inflation, and operations into future construction costs.

FY 2015-2016 Capital Projects

Parks and Recreation - Capital Maintenance -

Public Buildings - Public Building Capital Maintenance - Airport Parallel Taxiway - Airport Parking Expansion & Entrance Improvements - Airport Taxi Rehab-Construction - Airport Runway 4-22 Obstruction Renewal - Airport Runway 4-22 Rehabilitation

Public Safety

- Aerial Ladder Truck

Public Schools - Hazardous Materials Management - HVAC/Chiller Replacements - New Middle School - New Elementary School

Village & Neighborhood

- Village & Neighborhood Improvements - Open Space Improvments

Transportation

- Oak Ridge/Colonial Ave. Connector - Harbour View Area Signal Improvements - Lake View Pkwy/College Dr Sidewalk - Public Utilities Pavement Projects - Operations & Maintenance Facility - Shoulders Hill Rd/Rt 17 Intersection - Shoulders Hill Rd Sidewalk Improvements - Local Urban Intersection Construction - Comprehensive Plan

Stormwater - Pughsville Drainage Improvements - Rural Stormwater Improvements - Old College Drive Ditch Piping - Downtown St. Upgrades & Drainage Improvements

Refuse

- MSW Transfer Station

Rt. 17 Taxing District - Harbour Town Pkwy Connector & Wetlands Crossing

Public Utilities

- Water Source Development & Treatment Plant Expansion - Water System Upgrades - Sanitary Sewer System Upgrades

170

CAPITAL PROJECTS FUNDRevenue

2012-2013 2013-2014 2014-2015 2015-2016 % 2015-2016 %Actual Actual Budget Requested Chng Adopted Chng

Transfer from General Fund (Pay-Go) $ (1,707,517) $ 3,539,000 $ 3,339,600 $ 3,386,409 1% $ 3,386,409 1%Transfer from Public Utility Fund (Pay-Go) - - - 3,650,000 - 1,000,000 -General Revenue Based Financing - - 18,000,000 - -100% - -100%General Obligation Bonds 16,318,517 36,017,000 13,075,000 19,727,105 51% 19,727,105 51%RT17 - Obilgation Bonds - - - 1,900,000 - 1,900,000 -Refuse - Obligation Bonds - - - 4,500,000 - 4,500,000 -Public Utility - Obligation Bonds - 900,000 13,725,000 5,332,500 -61% 6,332,500 -54%State/Federal Aviation Grants 1,358,492 150,229 285,400 2,170,400 660% 2,170,400 660%State/Federal Parks & Recreation 51,132 - 25,000 - -100% - -100%State/Federal Transportation - - 280,000 1,280,000 357% 1,280,000 357%State/Federal Stormwater - - 500,000 - -100% - -100%State/Federal VDOT Revenue Sharing 4,186,683 1,364,305 6,400,000 5,045,000 -21% 5,045,000 -21%Federal CDBG - (141,490) - - - - -Federal Stimulus ARRA - - - - - - -Private Contributions 175,204 - - - - - -Miscellaneous Revenue 821 8,757 - - - - -Miscellaneous Revenue - Public Utilities - (2,608) - - - - -Transfer from Aviation - - - - - - -Transfer from Suffolk Taxing District - - - - - - -Transfer from Fleet - - - - - - -Transfer from Rt 17 Tax District - GF 1,000,000 850,000 250,000 260,000 4% 260,000 4%Transfer from Rt 17 Tax District - PU 200,000 - - - - - -Transfer from Road Maintenance Fund 100,000 600,000 - - - - -Transfer from Risk Fund 1,174,975 - - - - - -Transfer from Debt - - - - - - -Transfer from Stormwater Fund 1,245,000 425,000 500,000 1,625,000 225% 1,625,000 225%

Total Revenue $ 24,103,306 $ 43,710,193 $ 56,380,000 $ 48,876,414 -13% $ 47,226,414 -16%

Expenditure Summary


Capital Projects Expenditures $ 21,184,368 $ 48,247,595 $ 56,380,000 $ 48,876,414 -13% $ 47,226,414 -16%

Total Expenditures $ 21,184,368 $ 48,247,595 $ 56,380,000 $ 48,876,414 -13% $ 47,226,414 -16%

171

CAPITAL PROJECTS FUND

2012-2013 2013-2014 2014-2015 2015-2016 % 2015-2016 %Account Number: Actual Actual Budget Requested Chng Adopted Chng

Parks Bennett's Creek Recreation Center $ 2,869 $ 52,169 $ 1,500,000 $ - -100% $ - -100%Kidzone 9,783 5,805 - - - - -Parks & Rec - Capital Maintenance 303,122 292,841 400,000 425,000 6% 425,000 6%Planters Club Improvements 60,569 153,290 - - - - -Whaleyville Community Center 252,729 2,064,083 450,000 - -100% - -100%Sleepy Hole Park Renovation 34,900 38,591 100,000 - -100% - -100%Lake Meade Park Trail 5,243 1,003 - - - - -Parks Maintenance & Storage Facility - - 250,000 - -100% - -100%Trail Enhancements - - 50,000 - -100% - -100%Suffolk Seaboard Trails (Tea21 Grant) 131,897 41,115 - - - - -Bennett's Creek Park Pier Replacement 8,749 - - - - - -

Public Public Building Capital Maintenance 505,557 1,073,978 750,000 860,000 15% 860,000 15%Buildings New Municipal Building 2,602,645 18,863,004 - - - - -

Municipal Building Stabilization 40,740 - - - - - -Municipal Property Acquisition 24,304 2,974 - - - - -Municipal Channel Upgrades 39,435 34,398 - - - - -Godwin Courthouse Security System 162,593 10,537 - - - - -Police Headquarters Expansion 316,876 639,743 1,300,000 - -100% - -100%Downtown Police Precinct Security - 100,000 - - - - -Central Library/W. Washington Street P - 1,757,521 2,000,000 - -100% - -100%Operations Maintenance Facility 784,825 510,622 18,000,000 885,000 -95% 885,000 -95%Riddick's Folly Structural Rep 7,158 - - - - - -Great Dismal Swamp Int Center 13,164 3,970 - - - - -Geographic Information Systems 12,621 - - - - - -ARRA Energy Eff Window Replacemen 99,632 - - - - - -Airport Security Improvements - 14,060 - - - - -Airport Runway Safety Area Extension 789,520 - - - - - -Airport Corporate Hanger Access Rd 58,941 99,933 - - - - -Airport Weather System Replacement - 53,886 - - - - -Airport Parallel Taxiway 22,794 10,772 150,000 1,050,000 600% 1,050,000 600%Airport Parking Expansion & Entrance I - - 75,000 500,000 567% 500,000 567%Airport Taxi Rehab Construction - - - 400,000 - 400,000 -Airport Runway 4-22 Obstruction Remo - - 80,000 400,000 400% 400,000 400%Airport Runway 4-22 Rehabilitation - - - 30,000 - 30,000 -

Public Ambulance 1,287 734,433 - - - - -Safety Fire Engines 16,781 - - - - - -

Breathing Air System 499,788 - - - - - -Fire Rescue Truck 2,224 - - - - - -Aerial Ladder Truck - - 425,000 678,631 60% 678,631 60%Fire Station 1 Renovations - 35,026 - - - - -Lake Kilby Addition - - 400,000 - -100% - -100%E-911 Equipment Upgrade & Tower 467,504 5,873,059 - - - - -Specialized Public Safety Storage Buildi 773,030 167,062 - - - - -Animal Shelter 285,594 - - - - - -

Schools Pioneer Elem Replacement 4,068,974 10,392,534 - - - - -Multiple Campus Land Acquisition - - 2,000,000 - -100% - -100%New Middle School - - 500,000 9,057,408 1711% 9,057,408 1711%New Elementary School - - - 9,669,697 - 9,669,697 -Hazardous Material Management 11,732 28,914 75,000 75,000 0% 75,000 0%HVAC/Chiller Replacements - - - 1,000,000 - 1,000,000 -

Villages Village & Neighborhood Improvements 802,025 742,476 - 500,000 - 500,000 -Open Space Improvements - - - 250,000 - 250,000 -

Budget Detail

172

Transprtn Boston Community Street 70,892 - - - - - -Suff ITS MasPlan 62,797 216,993 - - - - -College Drive/Harbourview Blvd (Rt. 17 1,000,000 70,339 500,000 - -100% - -100%Local Urban Intrsctn Const-Comp Plan Godwin Blvd/Kings Hwy Interesectio - - 300,000 - -100% - -100% Nansemond Pkwy/Wilroy Rd Intersec - 10,920 - - - - - Pender/Washingtion Intersection - 152,891 - - - - - N Pkwy/Bennetts Pasture Rd Intersec - - - 300,000 - 300,000 - RT17/Bennetts Pasture Rd Intersectio - - - 7,100 - 7,100 - RT17/Lee Farm Lane Intersection - - - 5,200 - 5,200 -Kimberly Bridge Replacement Feasibilit 24,803 61,915 - - - - -Downtown Connector Rd Improvements 210,124 2,982 - - - - -E Washington Streetscape 10,648 - - - - - -Railroad Crossing Upgrade - 125,345 - - - - -HSIP Proactive Safety Project 32,614 84,823 - - - - -Channel Dredging 105,000 222,382 - - - - -North Division Street 114,372 185,870 - - - - -Duke Street 34,340 - - - - - -Lewis Avenue - 166,026 - - - - -CMAQ Improvements 372,313 282,359 - - - - -Local Urban Rdway Constrn-Comp Plan Holland Rd Improvements 20,295 210,518 10,000,000 - -100% - -100%Rt 58 Signal Retiming/Connector - - - - - - -Fairgrounds Revitalization Plan 21,306 - - - - - -Nansemond Pkwy/Shoulders Hill Rd 5,176,346 1,003,248 - - - - -Chuckatuck Village 1,541 - - - - - -W Washington/Henley Pl Improvements 276,940 43,284 - - - - -Kenyon Road Connector - 38,375 2,000,000 - -100% - -100%Godwin/RT 58 Ramp Improvements - 25,907 - - - - -College Dr/Hampton Rds Crossing Conn - 8,088 - - - - -Harbour Towne Pkwy/Habour View Blv - 204,691 - - - - -Shoulders Hill Rd Sidewalk Improvemen - - 350,000 350,000 0% 350,000 0%Shoulders Hill Rd/RT17 Intersection - - - 5,878 - 5,878 -Harbour View Area Signal Improvement - - - 1,000,000 - 1,000,000 -Lake View Pkwy/College Dr Sidewalk - - - 520,000 - 520,000 -Public Utilities Pavement Projects - - - 3,300,000 - 1,650,000 -Oak Ridge/Colonial Ave Connector - - - 300,000 - 300,000 -

RT17 Harbour Towne Pkwy Connector & Wet - - - 1,900,000 - 1,900,000 -Refuse MSW Transfer Station - - - 4,500,000 - 4,500,000 -Stormwater Bay TMDL Implementation Projects - - 1,000,000 - -100% - -100%

EPA Phase II Stormwater 31,820 27,756 - - - - -Chenango Court Reconstruction 151,021 - - - - - -Pughsville Drainage 14,576 - - 250,000 - 250,000 -Rural Stormwater Improvements - - - 1,000,000 - 1,000,000 -Old College Dr Ditch Piping - - - 325,000 - 325,000 -Downtown St Upgrades & Drainage Imp - - - 2,000,000 - 2,000,000 -Sadler Pond Improvements - 7,414 - - - - -

Utilities Water Source Development & Treatmen 204,282 - 3,925,000 2,532,500 -35% 2,532,500 -35%Water Distribution and Transmission Sy 23,466 4,090 2,500,000 - -100% - -100%Water System Upgrades - 1,291,354 900,000 1,800,000 100% 1,800,000 100%Operations Maintenance Facility - - - - - - -Sanitary Sewer Extensions - - 2,000,000 - -100% - -100%Sanitary Sewer System Upgrades 5,270 - 4,400,000 3,000,000 -32% 3,000,000 -32%Non-Residential Sewer Extensions - 2,226 - - - - -

Non-DepartmentaTransfer to Grants Funds - - - - - - -

Total Operating Expenses $ 21,184,368 $ 48,247,595 $ 56,380,000 $ 48,876,414 - $ 47,226,414 -

173

Debt Service Fund

_____________________________________________________________________________________


DEBT SERVICE FUND

DESCRIPTION The Debt Service Fund is used to account for the accumulation of resources for and the payment of general long term debt principal, interest, and related costs. Revenues in this fund consist primarily of an allocation of the citywide real estate tax revenue.

174

DEBT SERVICE FUNDRevenue


Interest on Investments $ 41 $ 1,764 $ - $ - - $ - -2011 VPSA Interest Refund 304,884 295,800 - - - - -Miscellaneous 14,177 - - - - - -Local Bond Issues 13,732,503 6,706,968 - - - - -Transfer from General Fund 23,890,180 24,822,588 26,390,026 27,239,952 3% 27,239,952 3%Transfer from Grant Fund (CDBG 108 loan) 343,707 333,980 324,215 314,410 -3% 314,410 -3%Transfer from Rt 17 Special Taxing District 747,196 732,441 721,791 698,355 -3% 698,355 -3%

Total Revenue $ 39,032,688 $ 32,893,541 $ 27,436,032 $ 28,252,717 3% $ 28,252,717 3%

Expenditure Summary


Consolidated Debt $ 38,951,078 $ 32,806,362 $ 27,436,032 $ 28,252,717 3% $ 28,252,717 3%

Total Expenditures $ 38,951,078 $ 32,806,362 $ 27,436,032 $ 28,252,717 3% $ 28,252,717 3%

175

DEBT SERVICE FUND

2012-2013 2013-2014 2014-2015 2015-2016 % 2015-2016 %Account Number: 401-95100 Actual Actual Budget Requested Chng Adopted Chng

59110 Bond Principal $ 29,080,625 $ 22,077,996 $ 16,635,462 $ 16,760,462 1% $ 16,760,462 1%59120 Interest on Bonded Debt 9,687,059 10,194,993 10,300,570 10,992,255 7% 10,992,255 7%

59130/59140 Bond Issuance and Coupon Handling 183,394 533,372 500,000 500,000 0% 500,000 0%Transfer to General Fund - - - - - - -Transfer to Capital Fund - - - - - - -


Budget Detail

176

_____________________________________________________________________________________


Special Revenue Funds

_____________________________________________________________________________________


AVIATION FACILITIES FUND DESCRIPTION The Aviation Facilities Fund is a special revenue fund designed to account for and manage the Suffolk Executive Airport. The fund is supported by revenue generated by airport operations including fuel sales, hangar leases, tie downs, and other services provided to users of the airport as well as State and Federal grant funding. The Department of Economic Development’s Division of Aviation Facilities administers and manages the Suffolk Executive Airport including the operation of runways, taxiways, hangar facilities, apron and tie down facilities, fueling facilities, required navigational equipment, and the airport cafe. FY 2015 ACCOMPLISHMENTS Completed construction of corporate access drive

project.

Completed Security Camera project

Completed environmental review of the Phase II parallel taxiway.

Hosted two day Virginia festival of flight event and wounded warriors “Jumping for a Purpose” event.

FY 2016 OBJECTIVES Implement a lease hangar payment collection process. (Goal 1: Promote strong financial

management and fiscal accountability)

Continue a strategic approach to fuel pricing structure to enhance revenue and promote new users. (Goal 1: Promote strong financial management and fiscal accountability)

Complete design of parking and entrance improvements. (Goal 2: Provide effective and efficient programs and services that are accountable and customer focused)

Complete parallel taxiway Phase II design. (Goal 3: Promote a safe, healthy, and diverse community in which to live, work, and play)

Complete Design of ream security light project. (Goal 3: Promote a safe, healthy, and diverse community in which to live, work, and play)


FY 2014 Actual

FY 2015

Projected

FY 2016 Estimate

Number of airplanes taking off/flying into the airport Number of businesses located at the airport Percent of aviation hangar space leased Gallons of fuel sold

13,633 6

100% 163,000

14,300 6

100% 165,000

15,000 6

100% 168,000

177

AVIATION FACILITIES FUNDRevenue


Interest on Investments $ 335 $ 678 $ - $ - - $ - -100%Rent of Facilities 220,961 221,149 249,948 238,000 -5% 238,000 -64%Sale of Fuel 650,431 782,717 656,590 677,000 3% 687,500 5%Miscellaneous Revenue 8,356 10,568 12,000 12,500 4% 12,500 4%State Aviation Maintenance Grants 50,869 54,568 - - - - -Transfer from General Fund 132,803 227,266 135,276 166,514 23% 156,116 15%

Total Revenue $ 1,063,754 $ 1,296,945 $ 1,053,814 $ 1,094,014 4% $ 1,094,116 4%

Expenditure Summary


Aviation Services $ 1,063,885 $ 1,210,786 $ 1,053,814 $ 1,094,014 4% $ 1,094,116 4%


178

AVIATION FACILITIES FUND (Department of Economic Development)Budget Detail


51100.02 Salaries and Wages $ 135,193 $ 137,926 $ 139,782 $ 139,782 0% $ 141,141 1%51100.04 Salaries and Wages - Overtime 10,413 8,638 - - - - -51100.06 Salaries and Wages - Part-time 11,630 6,139 34,910 34,910 0% 34,910 0%


53000.16 Purchased Service - Refuse Collection - 977 909 909 0% 909 0%53300 Repair and Maintenance 30,635 34,904 30,000 30,000 0% 30,000 0%

53300.110 Repair and Maintenance - State 46,172 39,298 - - - - -53300.220 Repair and Maintenance - Aviation - 9,825 - - - - -

53600 Advertising 14,729 1,192 10,000 10,000 0% 10,000 0%53600.110 Advertising - State - 5,364 - - - - -53600.220 Advertising - Aviation - 5,364 - - - - -

54100 Information Technology 24,865 20,080 20,361 20,361 0% 9,668 -53%54200 Fleet 40,920 43,475 55,166 55,166 0% 55,000 0%54500 Risk Management 47,989 47,422 61,342 61,342 0% 59,483 -3%55100 Utilities 23,823 26,066 19,600 27,300 39% 27,300 39%55210 Postal Services 139 50 500 500 0% 500 0%55230 Telecommunications 1,086 863 3,757 3,757 0% 3,757 0%55410 Lease/Rent of Equipment 40,020 38,800 40,600 40,600 0% 40,600 0%55500 Travel and Training 1,295 1,084 1,200 1,200 0% 1,200 0%55810 Dues and Association Memberships 100 100 100 100 0% 100 0%56001 Office Supplies 601 1,000 1,000 500 -50% 500 -50%56011 Uniforms & Wearing Apparel 1,165 1,222 1,500 1,500 0% 1,500 0%56014 Other Operating Supplies 4,139 2,639 5,000 5,000 0% 5,000 0%56015 Merchandise for Resale 748 358 1,700 1,700 0% 1,700 0%56017 Copier - - 3,123 3,123 0% 3,123 0%56022 Fuel Inventory 475,012 574,515 517,000 550,000 6% 550,000 6%58200 Capital Outlay 12,883 - - - - - -

58200.110 Capital Outlay - State - 9,625 - - - - -58200.220 Capital Outlay - Aviation - 9,625 - - - - -

91400-51100.27 Special Compensation - 23,442 - - - - -91400-59905 Local Cash Match - - 30,000 30,000 0% 30,000 0%

93000-50000.165 Transfer to GF-Indirect Cost 104,083 122,976 40,311 40,311 0% 52,860 31%

Total Operating Expenditures $ 1,063,885 $ 1,210,786 $ 1,053,814 1,094,014 - $ 1,094,116 4%

55410 - Lease of Equipment: Generator and refueler.

Personnel Summary


29 Airport Manager 1 1 1 1 113 Airport Technician 2 2 2 2 2


179

_____________________________________________________________________________________


DOWNTOWN BUSINESS OVERLAY TAXING DISTRICT FUND

DESCRIPTION The Downtown Business Overlay Taxing District (DBOD) is a special fund created to foster economic development in downtown Suffolk. A specific additional real estate tax levy is assessed on properties in the DBOD. Revenues provide funding for enhanced beautification, refuse, sidewalk, and street maintenance services. The FY 2015-2016 real estate tax rate in the DBOD is $.105.

180

DOWNTOWN BUSINESS OVERLAY TAXING DISTRICT FUNDRevenue


Real Property Taxes $ 97,371 $ 218,264 $ 170,000 $ 169,000 -1% $ 170,000 0%Penalties and Interest 2,351 2,381 - - - - -Interest on Investments 438 471 - - - - -

Total Revenue $ 100,160 $ 221,116 $ 170,000 $ 169,000 -1% $ 170,000 0%

Expenditure Summary


Services $ 145,860 $ 120,690 $ 170,000 $ 169,000 -1% $ 170,000 0%

Total Expenditures $ 145,860 $ 120,690 $ 170,000 $ 169,000 -1% $ 170,000 0%

181

DOWNTOWN BUSINESS OVERLAY TAXING DISTRICT FUNDBudget Detail

2012-2013 2013-2014 2014-2015 2015-2016 % 2015-2016 %Account Number: 209- Actual Actual Budget Requested Chng Adopted Chng

41310-53100 Professional Services (Beautification) $ 81,404 $ 67,391 $ 73,000 $ 71,000 -3% $ 72,000 -1%41310-55100 Utilities 97 653 - 1,000 - 1,000 -

41310-53000.02 Purchased Service - Road Maint. (Maintena 27,242 14,847 57,000 57,000 0% 57,000 0%42310-53000.16 Purchased Service - Refuse Fund 37,118 37,798 40,000 40,000 0% 40,000 0%

Total Operating Expenditures $ 145,860 $ 120,690 $ 170,000 $ 169,000 -1% $ 170,000 0%

Note: 3100 Professional Services provides for beautification and landscape services.

182

_____________________________________________________________________________________


ROAD MAINTENANCE FUND

DESCRIPTION The Road Maintenance Fund provides for the maintenance of primary and secondary roadways throughout the City of Suffolk including drainage ditches, sidewalks, grass mowing, and litter control. The Division also evaluates, repairs, and upgrades traffic regulatory markings, signage, and traffic signal operations; directs and manages capital and special projects; assists in the review of all site development plans; analyzes impacts relating to current and future transportation issues; administers the City’s street lighting program; and assists in supporting the Roadway Advisory Commission. FY 2015 ACCOMPLISHMENTS Inspected 83 bridges to meet state and

federal standards and guidelines and replaced two (2) structurally deficient bridge structures.

Cleaned/maintained 5000 linear feet of closed conveyance storm drain system.

Cleaned/maintained 750, 000 linear feet of open conveyance ditch drainage system.

Maintained 100% response within 4 hours of priority 1 traffic signal failures.

FY 2016 OBJECTIVES Continue capital street improvements as identified through the neighborhood street initiative program.

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

Provide 100% response within 4 hours of priority 1 Traffic signal failures. (Goal 5: Provide safe and quality transportation options)

Continue quality maintenance services of the city roadway network and supported assets. (Goal 5: Provide safe and quality transportation options)

Continue to partner with Suffolk Police Department on high traffic accident areas within the city for possible safety improvements. (Goal 5: Provide safe and quality transportation options)


FY 2014 Actual

FY 2015

Projected

FY 2016 Estimate

Roadway: Lane Miles maintained Lane Miles resurfaced Cost per Lane Mile resurfaced Potholes repaired Average pothole repair time Linear feet of open conveyance systems re-graded Traffic: Traffic Signals maintained Traffic Signals receiving preventative maintenance Priority 1 Traffic Signal requests repaired within 4 hours

1,599.8

30 $106,000

600 72 hours 110,000

100 100

100%

1,612.6

35 $110,000

1,100 72 hours 150,000

102 102

100%

1,612.6

40 $116,000

1,100 72 hours 150,000

103 103

100%

183

ROAD MAINTENANCE FUNDRevenue


Sale of Permits A $ 10,505 $ 12,887 $ 20,000 $ 20,000 0% $ 20,000 0%Height/Weight Permit Fees B 211,600 252,125 215,000 175,000 -19% 175,000 -19%Fines & Forfeitures C 215,040 165,135 200,000 200,000 0% 200,000 0%Operations of Street Lights D 195,524 97,314 150,000 150,000 0% 150,000 0%Developer Street Sign Contributions E 3,850 7,200 6,000 6,000 0% 6,000 0%Developer Traffic Signal Contributions F - - 200,000 200,000 0% 200,000 0%Sale of Service - Stormwater (Mosquito) G 59,868 48,011 60,000 60,000 0% 60,000 0%Sale of Service - Capital Projects H 378,214 355,571 350,000 350,000 0% 350,000 0%Sale of Service - Stormwater (Engineering) I 275,000 275,000 300,000 300,000 0% 300,000 0%Sale of Service - DBOD J 27,242 14,847 57,000 57,000 0% 57,000 0%Sale of Service - General Fund (PW Admin.) K 30,000 30,000 30,000 60,000 100% 60,000 100%Sale of Service - Animal Control L 5,000 5,000 5,000 8,000 60% 5,000 0%Sale of Service - Public Utilities M 73,050 5,797 20,000 20,000 0% 20,000 0%Sale of Service - Developer Plan Review N 9,230 32,370 15,000 25,000 67% 25,000 67%Sale of Service - P&R Grounds Maint (Cemetery) O 37,376 28,041 35,000 35,000 0% 35,000 0%Sale of Service - Refuse Salary Allocation P - - 55,000 55,000 0% 55,000 0%Sale of Service - PW Salary Allocation Q - - 45,000 45,000 0% 45,000 0%Sale of Service - PW Streetlight Installation R - - 20,000 20,000 0% 20,000 0%Sale of Service - Impact Analysis S - - 15,000 15,000 0% 15,000 0%Sale of Service - P&R Banners T - - 5,000 5,000 0% 5,000 0%Sale of Salvage/Surplus U - - 7,000 10,000 43% 10,000 43%Miscellaneous Revenue V 15,596 38,469 7,500 7,500 0% 7,500 0%Virginia Logo Program W 10,213 9,985 15,000 15,000 0% 15,000 0%Urban Maintenance Funds X 20,105,759 20,764,829 21,171,275 21,705,092 3% 21,705,092 3%Insurance Recovery Y 1,146 773 2,000 2,000 0% 2,000 0%Interest Proceeds 36,008 42,922 - - - - -Transfer from Fund Balance - - 2,000,000 5,000,000 150% 5,000,000 150%

Total Revenue $ 21,700,219 $ 22,186,277 $ 25,005,775 $ 28,545,592 14% $ 28,542,592 14%

Expenditure Summary


Road Maintenance $ 15,480,832 $ 19,647,268 $ 20,174,838 $ 23,769,988 18% $ 23,859,928 18%Traffic Engineering 4,304,772 3,770,919 4,830,936 4,775,604 -1% 4,682,664 -3%


A - Land use and commercial drive permits issued to public M - Services provided to Public Utilities

B - Height & Weight Permit Fees N - Charges to developers for plans review by Engineering.

C - Wide load and overweight citations allocated towards Road Maintenance O - Services provided to Grounds Maintenance division for cemetery work

D - 7 yr. adv st. lght pymts (Dev.) for st. lght maint csts for new dev. Pro Rtd Bases P - Services provided to Refuse for salary allocation

E - Charges fr developers for new st. signs related to new developments Q - Services provided to PW for salary allocation

F - Chrgs to developers for inspectn by Traf. Engin. of traf. sgnl constrctn R - Cost to install street lights

G - Ditch cleaning services to Stormwater - mosquito control. S -Preliminary plan and traffic impact analysis review

H - Services provided to Capital Projects Fund for roadwork. T - Services provided to P&R for banner placement

I - BMP residential maintenance and enhanced street sweeping services provided to SW Fund U - Salvage of damaged guardrail and other miscellaneous metal

J - Enhanced street sweeping, roadside beautification, and clean up services provided to DBOD V - Misc srvcs to depts (signs, pavemt markers, research & engineering)

K - Non-VDOT funded activities - Misc Services (ex. Dirt roads) W - Payment for Virginia Logo System Rights on City Right of Way

L - Incinerator usage fee for euthanized animals X - State revenue estimate based on 1226.77 lane miles x $11,274 secondary & 399.85 x $19,202 prim

Y - Insurance recovery for public property accident damage

184

DIVISION: ROADWAY - TRAFFIC ENGINEERING (Department of Public Works)Budget Detail

2012-2013 2013-2014 2014-2015 2015-2016 % 2015-2016 %Account Number: 210-41400- Actual Actual Budget Requested Chng Adopted Chng

51100.02 Salaries and Wages $ 865,856 $ 831,606 $ 922,527 $ 896,158 -3% $ 970,701 5%51100.04 Salaries and Wages - Overtime 56,985 65,862 75,566 75,566 0% 75,566 0%

52100 FICA 64,876 64,258 76,354 74,337 -3% 80,039 5%52210 VRS Retirement 135,825 135,891 133,721 132,990 -1% 132,323 -1%52400 Group Life 10,314 9,939 12,177 11,829 -3% 12,813 5%53100 Professional Services 94,527 105,866 150,000 300,000 100% 300,000 100%

53100.26 Professional Services - Traffic Signal Ins - - 200,000 200,000 0% 200,000 0%53200 Temporary Help Service Fees - - - - - - -53300 Repair and Maintenance 8,695 12,856 12,000 15,000 25% 15,000 25%54100 Information Technology 139,346 244,572 255,354 255,354 0% 131,825 -48%54200 Fleet 217,047 153,953 179,000 179,000 0% 140,500 -22%54500 Risk Management 251,341 264,772 256,169 256,169 0% 245,217 -4%55100 Utilities (Street Lights) 1,311,104 1,300,825 1,250,000 1,250,000 0% 1,250,000 0%55210 Postage 439 319 1,000 1,000 0% 1,000 0%55230 Telecommunications 10,065 9,711 9,480 10,000 5% 9,480 0%55500 Travel and Training 8,250 10,840 15,000 18,000 20% 18,000 20%55810 Dues and Association Memberships 3,212 2,951 3,500 3,500 0% 3,500 0%56001 Office Supplies 10,896 5,935 4,000 4,000 0% 4,000 0%56011 Uniforms & Wearing Apparel 6,290 10,166 12,000 15,000 25% 15,000 25%56012 Books & Subscriptions 1,948 1,283 1,500 1,500 0% 1,500 0%56014 Other Operating Supplies 640,305 418,932 687,864 763,477 11% 763,477 11%56017 Copier Costs 3,067 8,756 2,724 2,724 0% 2,724 0%58200 Capital Outlay 363,721 27,044 100,000 240,000 140% 240,000 140%58210 New Street Light Installation 29,009 12,070 20,000 20,000 0% 20,000 0%58215 Improvements (signals/signs) 71,653 72,513 200,000 50,000 -75% 50,000 -75%

93000-50000.601 Transfer to Fleet (cash funded equipment purchases) - - 251,000 - -100% - -100%

Total Operating Expenditures $ 4,304,772 $ 3,770,919 $ 4,830,936 $ 4,775,604 -1% $ 4,682,664 -3%

Personnel Summary


31 Traffic Engineer 1 1 1 1 125 Assistant Traffic Engineer 1 1 1 1 121 Sign & Paint Manager 1 1 1 1 121 Traffic Signals System Superintendent 1 1 1 1 121 Engineering Analyst 1 1 1 1 118 Engineering Technician 1 1 1 2 218 Traffic Signal Technician II 2 2 2 2 216 Traffic Signal Technician I 3 3 3 3 316 Sign Maintenance Manager 1 1 1 1 116 Paint Supervisor 1 1 1 1 115 Senior Sign Mechanic 1 1 1 1 113 Accounting Technician 1 1 1 - - 13 Sign Mechanic 2 2 2 2 212 Highway Paint Equipment Operator 1 1 1 1 112 Secretary I 1 1 1 1 110 Paint Technician 2 2 2 3 310 Sign Technician 2 2 2 2 2


185

DIVISION: ROADWAY - MAINTENANCE (Department of Public Works)Budget Detail


51100.02 Salaries and Wages $ 3,049,523 $ 3,124,440 $ 3,488,759 $ 3,578,586 3% $ 3,623,488 4%51100.04 Salaries and Wages - Overtime 253,749 428,434 186,900 186,900 0% 186,900 0%


53000.06 Purchase Services - Stormwater Fund - - 170,000 170,000 0% 170,000 0%53000.10 Purchase Services - General Fund (lands 25,893 7,489 28,000 28,000 0% 28,000 0%53000.12 Purchase Services - General Fund (Polic 134,383 141,763 150,000 100,000 -33% 100,000 -33%53000.16 Purchase Services - Refuse Fund 20,316 23,691 20,000 20,000 0% 20,000 0%

53100 Professional Services 24,820 85,220 70,000 100,000 43% 100,000 43%53100.22 Medical Services 840 315 3,500 3,500 0% 3,500 0%

53200 Temporary Help Service Fees 21,752 6,660 - - - - -53300 Repair and Maintenance 124,223 124,587 150,000 150,000 0% 150,000 0%53310 Repairs - Bridges 813,081 1,394,025 1,300,000 4,283,582 230% 4,283,582 230%53500 Printing and Binding 146 875 1,500 1,500 0% 1,500 0%54100 Information Technology 152,941 239,741 306,444 306,444 0% 314,883 3%54200 Fleet 2,432,495 2,084,157 2,325,623 2,325,623 0% 1,767,213 -24%54500 Risk Management 1,228,663 1,132,916 1,106,848 1,106,848 0% 1,040,629 -6%55210 Postage 326 234 300 300 0% 300 0%55230 Telecommunications 4,147 3,902 10,933 10,933 0% 10,933 0%55420 Lease/Rent of Buildings 157,524 157,524 160,000 160,000 0% 160,000 0%55500 Travel and Training 32,521 34,887 40,000 40,000 0% 40,000 0%55810 Dues and Association Memberships 2,545 1,398 4,000 4,000 0% 4,000 0%56001 Office Supplies 15,395 6,827 15,000 15,000 0% 15,000 0%56011 Uniforms & Wearing Apparel 28,401 41,186 60,000 60,000 0% 60,000 0%56012 Books and Subscriptions - 701 1,000 1,000 0% 1,000 0%56014 Other Operating Supplies 334,542 250,617 669,610 670,000 0% 670,000 0%56017 Copier Costs 4,159 14,278 10,404 10,404 0% 10,404 0%56024 Street Improvements 3,382,239 5,701,281 6,132,544 6,300,000 3% 6,959,051 13%58200 Capital Outlay 211,927 164,298 100,000 2,566,000 2466% 2,566,000 2466%

91400-59902 Contingency - - - - - 188,663 -93000-50000.165 Indirect Costs 589,407 631,697 705,009 705,009 0% 552,851 -22%93000-50000.310 Transfer to Capital Projects 100,000 600,000 - - - - -93000-50000.601 Transfer to Fleet (cash funded equipment purchases) 1,587,000 2,443,000 2,130,000 - -100% - -100%


Personnel Summary


36 Assistant Director of PW-Operations 1 1 1 1 1 31 Public Works General Manager - - 1 1 1 30 Operations Manager 1 1 1 1 1

25/29/30 Civil Engineer I/II/III 1 1 1 1 1 25/27 Operations Superintendent I/II - 7 7 7 7 25/27 Street Superintendent I/II 6 - - - -

23 Operations Office Manager 1 1 1 1 1 19 Technical Asset Manager 1 1 - - - 18 Construction Inspector - 1 2 2 2 17 Street Foreman 14 14 14 14 14 17 Maintenance Mechanic 3 3 3 3 3 15 Labor Supervisor 1 1 1 1 1 15 Asset Management Data Technician 1 1 - - - 15 Permit Technician-Weights/Measures 1 1 - - -

13/15 Heavy Equipment Operator I / II 31 31 31 31 31 13 Secretary II 1 1 1 1 1 13 Accounting Technician 1 1 1 2 2 12 Litter Control Coordinator 1 1 - - -

9/11 Street Maintenance Worker I / II 28 28 28 28 28 11 Street Sweeper Operator 3 3 3 3 3 11 Skilled Laborer 1 1 1 1 1 11 Time Keeper 1 1 1 1 1 10 Office Assistant II 1 1 1 1 1


GRANTS FUND

DESCRIPTION The Grants Fund is a special revenue fund that provides required local matching contributions to State, Federal, and private grant funding secured by City departments for various activities, programs, and services for the citizens of Suffolk.

187

GRANTS FUNDRevenue


Transfer from General Fund $ 272,550 $ 206,618 $ 350,000 $ 350,000 0% $ 350,000 0%Transfer from Capital Fund - - - - - - -CDBG Annual Allocation 411,677 - 324,215 314,410 -3% 314,410 -3%HOME Annual Allocation 463,523 - - - - - -Revenue from the Commonwealth 361,456 384,182 - - - - -Revenue from the Federal Government 3,429,693 2,291,120 - - - - -Miscellaneous 264,007 26,726 - - - - -

Total Revenue $ 5,202,906 $ 2,908,647 $ 674,215 $ 664,410 -1% $ 664,410 -1%

Expenditure Summary


Grants Operating Expenditures $ 5,393,120 $ 2,850,147 $ 674,215 $ 664,410 -1% $ 664,410 -1%

Total Expenditures $ 5,393,120 $ 2,850,147 $ 674,215 $ 664,410 -1% $ 664,410 -1%

188

GRANTS FUND


59905 Local Cash Match Requirements $ - $ - $ 350,000 $ 350,000 0% $ 350,000 0%CDBG Funding Allocation: CDBG Administration 41,323 71,131 - - - - - Geneive Shelter - 10,500 - - - - - ForKids Homeless Shelter - 2,000 - - - - - Habitat for Humanity-SHR 5,687 - - - - - - Western Tidewater Free Clinic - 34,240 - - - - - SRHA Emergency Repair Program - 61,125 - - - - - Ches. Bay Presvtn-Septic Pump Out P 1,375 575 - - - - - Suffolk - Neighborhood Stabilization 164,771 95,285 - - - - -HOME Grant Allocation: Lead Agency Admin-Suffolk 20,010 222,327 - - - - - CHDO-Admin. 271,777 60,870 - - - - - Isle of Wight 67,473 50,163 - - - - - Southampton 45,385 6,967 - - - - - Franklin - 72,904 - - - - -Other Funding Allocation: Judicial 673,763 682,841 - - - - - Public Safety 3,055,662 955,283 - - - - - Public Works 39,061 23,393 - - - - - Health and Welfare 271,221 77,923 - - - - - Education - - - - - - - Parks, Recreation and Cultural 132,188 88,641 - - - - - Community Development 259,717 - - - - - -

-93000-50000.401 Transfer to Debt Fund (CDBG 108 loan) 343,707 333,980 324,215 314,410 -3% 314,410 -3%

Total Operating Expenses $ 5,393,120 $ 2,850,147 $ 674,215 $ 664,410 -1% $ 664,410 -1%

Budget Detail

189

_____________________________________________________________________________________


TRANSIT SYSTEM FUND

DESCRIPTION The Transit System Fund was established to manage transportation services provided to the citizens of Suffolk. This special revenue fund is supported by fare box revenue, State and Federal grants, and a transfer from the General Fund. The City is contracted with Virginia Regional Transit (VRT) for the operation of the City’s transit service which includes four bus routes and ADA service. FY 2015 ACCOMPLISHMENTS Instituted pilot service for Northern Suffolk

Instituted pilot connector service between Downtown, Chesapeake and North Suffolk. This service also provides a critical connection to HRT and transit service for the Hampton Roads region.

Completed relocation of the downtown transfer station, including the construction of a restroom facility located adjacent to the Seaboard Coastline Trail and Market Park.

Placed transit shelters at Lake Kennedy Park, Wilson Pines Apartments, and Hoffler Apartments.

FY 2016 OBJECTIVES Proceed towards Federal Funding Assistance, to offset declining State Capital and Operating

assistance. (Goal 1: Promote strong financial management and fiscal accountability)

Continue to provide cost effective local transit service with connections to the Hampton Roads Region. (Goal 2: Provide effective and efficient programs and services that are accountable and customer focused)

Add one additional hour of early morning service to the Gold Route, in order to assist with morning work commuters connecting between Downtown, North Suffolk and Chesapeake Square or HRT. (Goal 2: Provide effective and efficient programs and services that are accountable and customer focused)

Continue to provide safe, clean and effective public transit. (Goal 5: Provide safe and quality transportation options)


FY 2014 Actual

FY 2015

Projected

FY 2016 Estimate

Ridership: Green Line (Main Street/Godwin Blvd) Orange Line (Lake Kennedy/East Washington) Red Line (Magnolia/East Constance/Main Street) Yellow Line (Holland Road/Saratoga) Blue Line (Harbour View/College Drive/Burbage) Gold Line (Downtown/North Suffolk/HRT Connector) ADA Ridership

25,640 26,970 6,211 5,742 N/A N/A

1,152

24,000 26,500 7,500 6,500 1,650 3,750 1,190

24,500 26,500 7,500 6,750 2,750 4,250 1,200

190

TRANSIT SYSTEM FUNDRevenue


Interest on Investments $ 1,754 $ 809 $ - $ - - $ - -Fare Collections 47,971 46,870 55,050 50,000 -9% 50,000 -9%Miscellaneous 68,516 3,036 5,000 6,000 20% 6,000 20%VRPT Operating Revenue 116,122 142,793 199,996 137,309 -31% 137,309 -31%VRPT Capital Revenue 159,005 1,561 115,640 48,750 -58% 48,750 -58%Transfer from General Fund 599,479 598,779 677,935 866,586 28% 795,395 17%

Total Revenue $ 992,847 $ 793,848 $ 1,053,621 $ 1,108,645 - $ 1,037,454 -2%

Expenditure Summary


Transit System $ 888,337 $ 672,274 $ 1,053,621 $ 1,108,645 5% $ 1,037,454 -2%

Total Expenditures $ 888,337 $ 672,274 $ 1,053,621 $ 1,108,645 - $ 1,037,454 -2%

191

DIVISION: TRANSIT SYSTEM (Department of Public Works)Budget Detail


51100.02 Salaries and Wages $ - $ - $ - $ 57,500 - $ - -52100 FICA - - - 4,399 - - -52210 VRS Retirement - - - 8,533 - - -52400 Group Life - - - 759 - - -53100 Professional Services 549,113 607,424 902,041 953,424 6% 953,424 6%53300 Repair and Maintenance 5,129 7,004 5,000 5,000 0% 5,000 0%53600 Advertising - 336 500 500 0% 500 0%55100 Utilities - - - 2,000 - 2,000 -55500 Travel and Training 643 306 850 850 0% 850 0%55810 Dues & Association Memberships 339 745 680 680 0% 680 0%58200 Capital Outlay 333,113 56,459 144,550 75,000 -48% 75,000 -48%

Total Operating Expenditures $ 888,337 $ 672,274 $ 1,053,621 $ 1,108,645 - $ 1,037,454 -2%

192

_____________________________________________________________________________________


LAW LIBRARY FUND

DESCRIPTION The Law Library Fund was established to provide the general public and legal community access to current legal and consumer protection information at no cost. A special fee of $4.00 is levied on civil court cases in the General District and Circuit courts. This fee is held in a separate fund for the purpose of providing the public and Officers of the Court with a reliable network of legal information and educational support. This fund also supports community outreach efforts, legal publications, the salaries of support staff, and operating costs. FY 2015 ACCOMPLISHMENTS Provide general public, attorneys, and other professionals with free legal

resources.

FY 2016 OBJECTIVES To coordinate with city departments and agencies to enhance awareness of resources available in the

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

To maximize the number of individuals assisted by law library resources. (Goal 2: Provide effective and efficient programs and services that are accountable and customer focused)


CY 2013 Actual

CY 2014 Actual

CY 2015 Estimate

Number of Research Requests Public Attorney Number of Driving University Testing Participants

1,900 2,688

15

1,669 2,659

19

1,700 2,600

15

193

LAW LIBRARY FUNDRevenue


Interest on Investments $ 748 $ 637 $ - $ - - $ - -Law Library Fees 41,487 37,580 41,460 44,650 8% 44,562 7%Miscellaneous Fees 91 77 - - - - -

Total Revenue $ 42,326 $ 38,294 $ 41,460 $ 44,650 8% $ 44,562 7%

Expenditure Summary


Circuit Court - Law Library $ 39,104 $ 30,792 $ 41,460 $ 44,650 8% $ 44,562 7%

Total Expenditures $ 39,104 $ 30,792 $ 41,460 $ 44,650 8% $ 44,562 7%

194

LAW LIBRARY FUND


51100.06 Salaries and Wages - Part-time $ 17,591 $ 15,391 $ 20,000 $ 20,000 0% $ 20,000 0%52100 FICA 1,346 1,226 1,530 1,530 0% 1,530 0%54100 Information Technology 1,959 88 88 88 0% - -100%55230 Telecommunications 443 325 724 724 0% 724 0%55500 Travel & Training - - 200 200 0% 200 0%55810 Dues and Association Memberships - - 20 20 0% 20 0%56001 Office Supplies 656 298 1,000 1,000 0% 1,000 0%56012 Books and Subscriptions 16,012 12,431 16,810 17,000 1% 17,000 1%56017 Copier Costs 1,097 1,033 1,088 1,088 0% 1,088 0%58200 Capital Outlay - - - 3,000 - 3,000 -


Budget Detail

195

_____________________________________________________________________________________


ROUTE 17 SPECIAL TAXING DISTRICT FUND

DESCRIPTION The Route 17 Special Taxing District is a special fund created to foster economic development in a specific geographic region of northern Suffolk. A specific additional real estate tax levy is assessed on properties in the Route 17 Special Taxing District. The FY2015-2016 real estate tax $.25 for the Route 17 Special Taxing District. The debt service for enhanced road improvements in the taxing district is repaid by the additional real estate tax.

196

ROUTE 17 SPECIAL TAXING DISTRICT FUNDRevenue


Real Property Taxes $ 1,433,922 $ 1,544,342 $ 1,300,000 $ 1,400,000 8% $ 1,400,000 8%Penalties and Interest 7,511 2,391 - - - - -

Total Revenue $ 1,441,433 $ 1,546,733 $ 1,300,000 $ 1,400,000 8% $ 1,400,000 8%

Expenditure Summary


Route 17 Special Taxing District $ 1,947,196 $ 2,482,441 $ 1,300,000 $ 1,400,000 8% $ 1,400,000 8%


197

ROUTE 17 SPECIAL TAXING DISTRICT FUND


93000-50000.310 Transfer to Capital Projects 1,000,000 850,000 250,000 260,000 4% 260,000 4%93000-50000.401 Transfer to Debt Service Fund 747,196 732,441 721,791 698,355 -3% 698,355 -3%93000-50000.501 Transfer to Capital Projects - PU 200,000 900,000 - - - - -

Reserve for Capital/Debt - - 328,209 441,645 35% 441,645 35%

Total Operating Expenses $ 1,947,196 $ 2,482,441 $ 1,300,000 $ 1,400,000 8% $ 1,400,000 8%

Budget Detail

198

_____________________________________________________________________________________


Enterprise Funds

_____________________________________________________________________________________


PUBLIC UTILITIES FUND

DESCRIPTION The Department of Public Utilities is responsible for the operation, maintenance, and expansion of the City’s water and wastewater collection systems. The Department is comprised of the Divisions of Administration, Customer Service, Line Maintenance, Maintenance, Engineering and Water Production/Quality which manage and operate the G. Robert House Water Treatment Plant, 140 sanitary sewer pump stations, 330 miles of sewer mains, and 454 miles of water mains. An increase in the water and sewer collection rates has been approved in the adopted FY 2015-2016 budget. The water rate will increase to $8.86 per 100 cubic feet from the established FY 2014-2015 rate of $8.29 per cubic feet. The sewer collection rate will increase to $6.74 per 100 cubic feet from the established FY 2014-2015 rate of $6.47 per 100 cubic feet. FY 2015 ACCOMPLISHMENTS Completed the replacement of Pump Station No. 30

improving service to Heritage Acres community.

Completed construction of upgrades/replacements to Pump Stations 13, and 45.

Completed construction on the Phase 3A expansion of the G. Robert House Jr. Water Plant with utilization of the new solids handling facility on-going to treat the surface plant waste stream.

Completed construction of the Rt. 17 water transmission main.

FY 2016 OBJECTIVES Initiate rehabilitation/construction of Vacuum Pump Station Nos. 14 and 124; pump stations nos. 5,

12, 25, and 159. (Goal 3: Promote a safe, healthy, and diverse community in which to live, work and play)

Complete construction of the Lake Speight, Turlington Road, and Turlington Park sanitary sewer extension projects. (Goal 3: Promote a safe, healthy, and diverse community in which to live, work and play)

Complete construction of the 36-inch raw water transmission main phase 2 project. (Goal 4: Diversify and enhance the local economy)

Complete construction of the Kenyon Connector transmission mains to enhance the delivery of service and fire protection within the commerce/intermodal parks. (Goal 4: Diversify and enhance the local economy)


FY 2014 Actual

FY 2015

Projected

FY 2016 Estimate

Water customers Sewer customers Average Daily Water Plant Production Treatment Capacity (mgd) Number of Sanitary Sewer Overflows MISS Utility requests % compliance with 72 hour MISS Utility marking response time Number of plan reviews Percent of plan reviews completed within 30 days of receipt Debt Service Ratio

24,836 21,010 6.71 17.45

9 14,039 97.1%

48 100%

1.3

25,185 21,360 6.80 17.45

28 13,500 99% 75

100% 1.2

25,560 21,735

7.00 17.45

21 14,000 99% 75

100% 1.15

199

UTILITY FUNDRevenue


Interest Earned $ 189,432 $ 70,847 $ 80,000 $ 70,000 -13% $ 70,000 -13%Capitalized Interest Reserve - - 2,507,518 1,304,975 -48% 1,304,975 -48%Sale of Service - Engineering 157,031 212,713 175,000 200,000 14% 200,000 14%Water Availability Charges 3,880,390 2,485,475 2,032,000 2,070,000 2% 2,070,000 2%Bulk Water Sales 2,625,487 3,172,415 3,424,778 3,098,037 -10% 3,097,980 -10%Water Service Charges 15,668,090 17,338,015 18,345,770 20,545,123 12% 19,736,064 8%Water Connection Charges 35,450 50,185 40,000 50,000 25% 50,000 25%Meter Service Charges 766,737 1,721,092 2,072,903 2,346,293 13% 2,320,026 12%Hydrant Rental 112,761 117,000 140,000 140,000 0% 140,000 0%Sewer Service Charges 10,226,576 11,025,318 12,731,311 13,644,958 7% 13,284,061 4%Sewer Connection Charges 39,500 51,375 40,000 50,000 25% 50,000 25%Special Fees 306,990 417,521 350,000 400,000 14% 400,000 14%Sewer Availability Charges 4,178,200 2,539,770 2,150,000 2,250,000 5% 2,250,000 5%2009 Build American Bonds Rebate 534,569 486,438 483,830 476,550 -2% 476,550 -2%Miscellaneous 64,587 25,844 25,000 25,000 0% 25,000 0%Capital Contributions from Development 2,363,664 456,001 2,118,170 - -100% - -100%Transfer from Fund Balance - - - 3,650,000 - 1,000,000 -

Total Revenue $ 41,149,463 $ 40,170,008 $ 46,716,280 $ 50,320,936 8% $ 46,474,656 -1%

Expenditure Summary


Administration $ 1,046,240 $ 1,036,533 $ 1,251,261 $ 1,145,502 -8% $ 1,150,139 -8%Customer Service 1,316,715 1,278,985 1,343,854 1,654,816 23% 1,598,504 19%Line Maintenance 2,595,680 3,058,860 3,073,593 3,567,642 16% 3,399,147 11%Maintenance 3,198,497 2,831,897 3,911,165 3,929,360 0% 3,812,742 -3%Water Production 8,111,202 7,830,397 8,704,881 9,222,496 6% 9,262,180 6%Engineering 1,405,214 1,502,391 1,519,762 1,515,927 0% 1,478,556 -3%Non-Departmental 22,735,052 26,868,407 26,911,764 29,285,193 9% 25,773,388 -4%

Total Expenditures $ 40,408,600 $ 44,407,470 $ 46,716,280 $ 50,320,936 8% $ 46,474,656 -1%

200

DEPARTMENT: PUBLIC UTILITIES - ADMINISTRATION


51100.02 Salaries and Wages $ 455,937 445,852 $ 543,422 $ 530,619 -2% $ 537,287 -1%51100.04 Salaries and Wages - Overtime 75 285 3,060 1,000 -67% 3,060 0%

52100 FICA 33,244 32,443 41,806 40,669 -3% 41,337 -1%52210 VRS Retirement 80,056 73,926 80,644 78,744 -2% 74,042 -8%52400 Group Life 5,425 5,592 7,173 7,004 -2% 7,092 -1%53100 Professional Services 210,993 188,402 310,760 300,000 -3% 300,000 -3%53300 Repairs and Maintenance 613 314 500 200 -60% 200 -60%53320 Maintenance Service Contract - - 700 - -100% - -100%53500 Printing and Binding - - 500 250 -50% 250 -50%53600 Advertising - - 250 250 0% 250 0%54100 Information Technology 45,721 65,096 62,597 64,475 3% 40,309 -36%54200 Fleet 16,757 20,400 18,500 12,600 -32% 26,100 41%54500 Risk Management 86,509 87,323 74,698 74,698 0% 80,412 8%55100 Utilities 9,451 12,036 - - - - -55210 Postal Services 75 1,248 500 500 0% 500 0%55230 Telecommunications 4,322 4,927 9,047 9,015 0% 9,047 0%55420 Lease/Rent of Building 84,183 84,306 76,003 10,228 -87% 10,228 -87%55500 Travel and Training 206 582 3,000 3,000 0% 3,000 0%55810 Dues and Association Memberships 7,659 5,323 5,000 5,000 0% 5,000 0%56001 Office Supplies 1,745 1,259 5,000 5,000 0% 5,000 0%56011 Uniforms & Wearing Apparel - 215 2,325 1,500 -35% 1,500 -35%56012 Books and Subscriptions - - 1,000 750 -25% 750 -25%56017 Copier Costs 3,268 4,560 4,776 - -100% 4,776 0%58200 Capital Outlay - 2,444 - - - - -

Total Operating Expenses $ 1,046,240 $ 1,036,533 $ 1,251,261 $ 1,145,502 -8% $ 1,150,139 -8%

53100 - Professional Services: Consulting services.


44 Director of Public Utilities 1 1 1 1 1 36 Assistant Director of Public Utilities 1 1 1 1 1 31 Utility Operations Manager 1 1 1 1 1 23 Data Quality Control Technician 1 1 1 1 1 20 FOG Program Manager 1 1 1 - - 16 Water Distribution Operator 2 1 1 - - 14 Parts and Procurement Specialist - - 1 1 1 14 Executive Secretary 1 1 1 1 1 13 Accounting Technician 1 1 1 1 1

9 Utility System Worker - - - 1 1 8 Office Assistant I - - - 1 1


Budget Detail

Personnel Summary

201

DEPARTMENT: PUBLIC UTILITIES - CUSTOMER SERVICE


51100.02 Salaries and Wages $ 527,969 $ 542,063 $ 553,596 $ 644,307 16% $ 639,371 15%51100.04 Salaries and Wages - Overtime 17,222 12,964 25,500 25,500 0% 25,500 0%51100.06 Salaries and Wages - Part-time - - - 15,700 - 15,700


53000.16 Purchased Services - Refuse Collection - 927 945 300 -68% 300 -68%53100 Professional Services 144,791 146,564 255,000 341,650 34% 341,650 34%53300 Repairs and Maintenance 10,703 526 12,000 12,000 0% 12,000 0%53320 Maintenance Service Contracts - - - 7,200 - 7,200 -53500 Printing and Binding 323 403 4,000 4,000 0% 4,000 0%54100 Information Technology 103,348 47,947 43,949 45,270 3% 85,987 96%54200 Fleet 86,473 86,831 112,333 128,060 14% 70,666 -37%54500 Risk Management 165,889 172,127 164,023 182,250 11% 157,432 -4%55100 Utilities - - - 6,450 - 6,450 -55210 Postal Service 268 528 500 500 0% 500 0%55230 Telecommunications 2,680 2,069 8,621 8,621 0% 8,621 0%55420 Lease of Buildings - - - 21,270 - 21,270 -55500 Travel and Training 457 1,337 1,500 1,500 0% 1,500 0%55810 Dues and Association Memberships 170 174 500 500 0% 500 0%56001 Office Supplies 1,687 2,454 2,500 2,500 0% 2,500 0%56011 Uniform & Wearing Apparel 5,976 3,734 6,750 7,500 11% 7,500 11%56012 Books and Subscriptions 10 119 100 100 0% 100 0%56014 Other Operating Supplies 8,090 12,743 14,000 14,000 0% 14,000 0%56017 Copier Costs 3,268 5,484 4,777 4,777 0% 4,777 0%58200 Capital Outlay 104,075 105,107 - 24,300 - 24,300 -


53100 - Professional Service: Contracted meter reading service.56014 - Other Operating Supplies: Hand tools and protective equipment for meter service staff.58200 - Capital Outlay: Meter reading interrogators.


23 Operational Account Manager - - - 1 1 20 Customer Service Manager 1 1 1 - - 20 Field Account Manager - - - 1 1 20 FOG Administrator - - - - - 17 Meter Services Supervisor 1 1 1 - - 16 Water Distribution System Operator - - - 2 2 13 Accounting Technician 2 2 2 2 2 10 Customer Service Representative 6 6 6 6 6

9 Water Meter Service Worker 8 8 8 8 8


Budget Detail

Personnel Summary

202

DEPARTMENT: PUBLIC UTILITIES - LINE MAINTENANCE


51100.02 Salaries and Wages $ 783,835 $ 846,548 $ 883,016 $ 922,483 4% $ 932,462 6%51100.04 Salaries and Wages - Overtime 117,524 103,770 153,000 153,000 0% 153,000 0%


53000.02 Purchased Services - Road Maintenance 73,050 5,797 20,000 20,000 0% 20,000 0%53000.16 Purchased Services - Refuse Collection - 909 909 800 -12% 800 -12%

53100 Professional Services 19,154 15,622 26,800 26,800 0% 26,800 0%53300 Repairs and Maintenance 320,009 696,909 330,000 750,000 127% 750,000 127%53320 Maintenance Service Contract - - 7,700 8,010 4% 8,010 4%54100 Information Technology 70,955 60,032 78,366 80,720 3% 103,799 32%54200 Fleet 325,307 381,188 629,740 648,340 3% 454,822 -28%54500 Risk Management 290,699 299,660 278,173 278,173 0% 275,181 -1%55100 Utilities 7,035 12,243 10,000 17,275 73% 17,275 73%55230 Telecommunications 10,544 10,769 19,651 19,651 0% 19,651 0%55410 Lease/Rent of Equipment 4,964 - 10,000 10,000 0% 10,000 0%55420 Lease/Rent of Building 26,000 28,400 - - - - -55500 Travel and Training 741 648 4,000 4,000 0% 4,000 0%55852 HRSD Interceptors Interest Payment 130,770 131,278 135,000 132,000 -2% 132,000 -2%56001 Office Supplies 686 2,454 1,500 1,500 0% 1,500 0%56011 Uniforms & Wearing Apparel 16,427 15,660 21,500 19,500 -9% 19,500 -9%56014 Other Operating Supplies 170,579 196,287 215,000 215,000 0% 215,000 0%56017 Copier Costs 1,358 2,136 2,043 2,043 0% 2,043 0%56024 Paving & Construction Supplies 22,163 21,068 27,000 27,000 0% 27,000 0%58200 Capital Outlay - 9,724 - - - - -


53100 - Professional Services: Miss Utility costs, immunizations, sewer cleaning.53300 - Repairs & Maintenance: Equipment maintenance, paving, manhole repairs.55410 - Lease of Equipment: Rental of outside repair equipment.56014 - Other Operating Supplies: Line equipment supplies, protective equipment.


23 Line Maintenance Manager 1 1 1 1 118 Assistant Line Maintenance Manager 1 1 1 1 115 Labor Supervisor 3 3 3 3 312 Line Maintenance Technician 3 3 3 3 311 Skilled Laborer 11 11 11 12 12

9 Utility System Worker 8 7 8 8 8


Personnel Summary

Budget Detail

203

DEPARTMENT: PUBLIC UTILITIES - MAINTENANCE




53000.16 Purchased Services - Refuse Collection - 927 945 800 -15% 800 -15%53100 Professional Services 15,968 52,227 42,000 42,000 0% 42,000 0%53300 Repairs and Maintenance 328,161 176,190 305,000 305,000 0% 305,000 0%53320 Maintenance Service Contract - - 5,950 6,120 3% 6,120 3%54100 Information Technology 62,972 47,252 60,316 62,125 3% 107,510 78%54200 Fleet 222,858 247,925 508,420 566,675 11% 424,282 -17%54500 Risk Management 220,696 245,590 243,430 245,865 1% 225,101 -8%55100 Utilities 294,847 253,297 300,000 243,430 -19% 243,430 -19%55230 Telecommunications 12,719 13,634 15,987 15,987 0% 15,987 0%55410 Lease/Rent of Equipment 823,617 549,890 1,018,000 999,000 -2% 999,000 -2%55420 Lease/Rent of Building 37,800 37,800 - - - - -55500 Travel and Training 735 114 4,000 4,000 0% 4,000 0%55810 Dues and Association Memberships 6,343 5,896 6,500 6,500 0% 6,500 0%56001 Office Supplies 1,131 404 2,300 2,300 0% 2,300 0%56011 Uniforms & Wearing Apparel 15,008 12,489 17,250 17,250 0% 17,250 0%56014 Other Operating Supplies 104,860 105,210 190,000 190,000 0% 190,000 0%56017 Copier Costs 1,358 1,974 2,042 2,042 0% 2,042 0%58200 Capital Outlay 6,933 15,015 - - - - -

Total Operating Expenses $ 3,198,497 $ 2,831,897 $ 3,911,165 $ 3,929,360 0% $ 3,812,742 -3%

53100 - Professional Services: Immunizations, Air Vac evaluations.53300 - Repair & Maintenance: Pump station repairs and vacuum services.55410 - Lease of Equipment: Lease of portable pumps and generators.56014 - Other Operating Supplies: Supplies and protective gear.


23 Maintenance Manager 1 1 1 1 118 Assistant Maintenance Manager 1 1 1 1 1

16/18 Electronics Technician I - II 2 2 2 2 215 Labor Supervisor 2 2 2 2 212 Pump Station Mechanic 9 9 9 9 911 Skilled Laborer 2 2 2 2 2

9 Utility System Worker 8 9 8 8 8


Budget Detail

Personnel Summary

204

DEPARTMENT: PUBLIC UTILITIES - WATER PRODUCTION


51100.02 Salaries and Wages $ 1,198,123 $ 1,252,168 $ 1,261,715 $ 1,237,322 -2% $ 1,249,736 -1%51100.04 Salaries and Wages - Overtime 145,725 159,226 153,000 153,000 0% 153,000 0%51100.06 Salaries and Wages - Part-time 19,031 729 - - - - -

52100 FICA 97,731 102,167 108,226 106,360 -2% 107,309 -1%52210 VRS Retirement 201,744 206,208 185,180 183,619 -1% 171,924 -7%52400 Group Life 14,386 14,807 16,655 16,333 -2% 16,497 -1%

53000.16 Purchases Services - Refuse Collection - 927 945 3,750 297% 3,750 297%53100 Professional Services 169,067 96,003 200,000 160,000 -20% 160,000 -20%53300 Repairs and Maintenance 96,399 129,121 86,500 86,500 0% 86,500 0%53320 Maintenance Service Contract - - 3,500 3,240 -7% 3,240 -7%53500 Printing and Binding 410 562 8,750 2,000 -77% 2,000 -77%53600 Advertising 4,969 (616) 2,000 2,000 0% 2,000 0%54100 Information Technology 100,639 63,018 67,871 69,910 3% 133,884 97%54200 Fleet 58,707 60,596 69,633 65,540 -6% 54,266 -22%54500 Risk Management 339,988 335,574 333,286 333,286 0% 318,438 -4%55100 Utilities 692,045 589,424 800,000 800,000 0% 800,000 0%55210 Postal Service 1,348 1,211 7,725 2,000 -74% 2,000 -74%55230 Telecommunications 16,335 18,857 19,656 19,656 0% 19,656 0%55311 Well Mitigation Claims - - 50,000 10,000 -80% 10,000 -80%55410 Lease/Rent of Equipment 128,848 252,449 486,000 486,000 0% 486,000 0%55500 Travel and Training 5,451 3,851 12,000 12,000 0% 12,000 0%55810 Dues and Association Memberships 106,390 96,435 96,900 96,900 0% 96,900 0%55853 Bulk Water Purchase 4,190,112 4,056,986 4,204,000 4,841,740 15% 4,841,740 15%56001 Office Supplies 3,110 2,506 4,000 4,000 0% 4,000 0%56011 Uniforms & Wearing Apparel 17,884 12,873 17,000 17,000 0% 17,000 0%56012 Books & Subscriptions (208) 893 - - - - -56014 Other Operating Supplies 493,643 364,152 500,000 500,000 0% 500,000 0%56017 Copier Costs 5,496 5,851 5,340 5,340 0% 5,340 0%58200 Capital Outlay 3,830 4,420 5,000 5,000 0% 5,000 0%


53100 - Professional Services: Lab testing services, toxicity and alkaline tests.53300 - Repairs & Maintenance: Lab equipment maintenance and services contracts; grass cutting, etc.55853 - Bulk Water Purchase: Portsmouth water purchase.56014 - Other Operating Supplies: Lab chemicals and supplies.


31 Water Production Manager 1 1 1 1 1 29 Quality Control Supervisor 1 1 1 1 1 24 Operations Supervisor 1 1 1 1 1 19 Water Maintenance Supervisor 1 1 1 1 1 19 Senior Water Treatment Plant Operator 6 6 6 7 7 17 Quality Control Technician 4 4 4 4 4

14/17 Water Treatment Plant Operator I - II 5 5 5 4 4 16 Water Distribution System Operator 1 2 2 1 1 16 Water Maintenance Mechanic 3 3 3 3 3

9 Utility System Worker 4 4 4 4 4 8 Custodial Worker - 1 1 1 1 8 Office Assistant I 1 1 1 - -


Personnel Summary

Budget Detail

205

DEPARTMENT: PUBLIC UTILITIES - ENGINEERING




53000.16 Purchases Services - Refuse Collection - - - 100 - 100 -53300 Repairs and Maintenance 8,517 3,683 6,000 6,000 0% 6,000 0%53320 Maintenance Service Contract - - 2,100 2,160 3% 2,160 3%53500 Printing and Binding 122 - 500 500 0% 500 0%54100 Information Technology 80,365 138,197 139,900 144,100 3% 109,033 -22%54200 Fleet 41,761 48,425 55,333 57,000 3% 52,363 -5%54500 Risk Management 147,128 147,938 142,093 142,093 0% 136,412 -4%55100 Utilities 5,618 6,486 - 2,150 - 2,150 -55210 Postal Service 2,559 599 600 600 0% 600 0%55230 Telecommunications 6,676 6,396 16,316 16,216 -1% 16,316 0%55420 Lease/Rent of Building 42,648 41,937 50,668 29,112 -43% 29,112 -43%55500 Travel and Training 2,031 3,866 7,500 7,500 0% 7,500 0%55810 Dues and Association Memberships 1,183 1,288 1,500 1,500 0% 1,500 0%56001 Office Supplies 2,972 2,009 5,200 5,200 0% 5,200 0%56011 Uniforms & Wearing Apparel 5,157 3,060 4,500 3,750 -17% 3,750 -17%56012 Books and Subscriptions - - 500 500 0% 500 0%56014 Other Operating Supplies 1,853 1,063 5,000 5,000 0% 5,000 0%56017 Copier Costs 4,262 9,598 4,262 4,262 0% 4,262 0%58200 Capital Outlay - 2,652 - - - - -



34 Utility Engineering Manager 1 1 1 1 125/29/30 Civil Engineer I, II, III 5 5 5 5 5

23 Construction Manager 1 1 1 1 118/20 Constr. Insp. & Sr Construction Inspecto 5 5 5 5 518/19 Engineering Tech. & Sr Engineering Tec 2 2 2 2 2

13 Engineering Aide 1 1 1 1 1


Budget Detail

Personnel Summary

206

DEPARTMENT: PUBLIC UTILITIES - NONDEPARTMENTAL


51100.27 Leave Compensation $ 53,147 $ 35,717 $ 37,000 $ 40,000 8% $ 40,000 8%52100 Leave Compensation - FICA 4,146 4,483 2,831 3,000 6% 3,000 6%52000 Pro Rata Reimbursements - 74,520 15,000 - -100% - -100%52001 Western Tidewater Water Authority 75,000 75,000 75,000 50,000 -33% 50,000 -33%52600 Unemployment Expense (9,452) - 5,000 5,000 0% 5,000 0%54500 Risk Management Expense 334,440 281,869 309,228 310,000 0% 307,292 -1%55424 Contribution to Reserve - - 5,226,922 3,410,343 -35% 2,239,247 -57%55615 WTWA Donation (Well Migation Progr 1,594,348 2,221,760 - - - - -55890 Bad Debt Expense 392,732 430,352 420,000 430,000 2% 430,000 2%58211 Depreciation 9,694,711 10,289,518 - - - - -59902 Contingency - - 402,577 400,000 -1% 701,431 74%59906 Environmental Incentive Reimbursemen 42,875 54,625 100,000 100,000 0% 100,000 0%

95100-59110 Bond Principal - - 3,202,568 4,762,538 49% 4,762,538 49%95100-59120 Bond Interest 9,812,374 12,615,955 16,514,505 15,424,627 -7% 15,424,627 -7%95100-59130 Bond Coupon & Handling 200,731 188,289 25,000 100,000 300% 100,000 300%

93000-50000.165 Transfer to GF-Indirect Cost 540,001 596,320 576,133 599,685 4% 610,253 6%93000-50000.310 Transfer to Capital Projects - - - 3,650,000 - 1,000,000 -


Budget Detail

207

_____________________________________________________________________________________


REFUSE FUND DESCRIPTION The Refuse Fund is a self-sustaining enterprise fund created to account for and manage the City’s refuse collection services. The fund generates revenue through a $16.50 per month fee for weekly residential refuse collection, curbside recycling, the sale of trash cans, and bulk collection services. The Department of Public Works oversees the City’s refuse collection services. FY 2015 ACCOMPLISHMENTS Removed 70,000 special/bulk collections for

Suffolk residents and generated more than $6,000 revenue in paid special collections.

Provided timely trash pickup to over 29,000 residences on a weekly basis using existing resources of equipment and personnel while adding routes to accommodate new communities.

Continued expansion of curbside recycling to all residents receiving City trash collection, re-routing nearly 6,000 tons of recyclable materials from the regional landfill

Continued expansion of lease program for 14 cubic yard containers available for special events, community clean-ups and citizen use, generating more than $15,000 rental revenue.

FY 2016 OBJECTIVES Continue to promote and expand the curbside recycling program. (Goal 2: Provide effective and

efficient programs and services that are accountable and customer focused)

Continue implementation of tracking system for trucks to assist in efficient utilization of equipment and staff. (Goal 2: Provide effective and efficient programs and services that are accountable and customer focused)

Protect the health and safety of the public by providing exceptional and cost effective collection and disposal of solid waste. (Goal 3: Promote a safe, healthy, and diverse community to live, work, learn and play)

Continue to provide excellent customer service to our residents who contact the Sanitation office, responding promptly to issues as they arise. (Goal 6: Promote citizen engagement)


FY 2014 Actual

FY 2015

Projected

FY 2016 Estimate

Tons of refuse collected Tons of recycling collected Recycling Participation Rate

36,542 5,326 58%

37,000 5,500 59%

38,000 5,700 61%

208

REFUSE FUNDRevenue


Refuse Services Fee $ 5,946,164 $ 5,977,487 $ 5,607,756 $ 5,646,564 1% $ 5,646,564 1%Automated Refuse Containers 27,840 29,280 50,000 25,000 -50% 25,000 -50%Special Events 12,485 9,072 - - - - -Weekly Refuse Collection 575 626 - - - - -Sale of Service - DBOD Refuse Collection 37,118 37,798 40,000 40,000 0% 40,000 0%Sale of Service - RM Refuse Collection 20,316 23,691 20,000 20,000 0% 20,000 0%Sale of Service - GF Refuse Collection - 28,380 24,224 50,000 106% 48,095 99%Sale of Service - PU Refuse Collection - 3,689 3,744 3,744 0% 5,750 54%Sale of Service - Aviation Refuse Collection - 977 909 909 0% 909 0%Sale of Service - Fleet Refuse Collection - 1,781 1,854 1,854 0% 1,854 0%Bulk Refuse Fees 26,150 35,256 25,000 25,000 0% 25,000 0%Sale of Service - GF Grounds Salary Allocation 6,700 6,700 - - - - -Miscellaneous Revenue 4,680 3,905 - - - - -Dumpster Service 186,903 158,989 144,269 144,269 0% 144,269 0%Penalties & Interest 43,229 54,575 - - - - -Transfer from Fund Balance - - 900,000 - -100% - -100%

Total Revenue $ 6,312,160 $ 6,372,204 $ 6,817,756 $ 5,957,340 -13% $ 5,957,441 -13%

Expenditure Summary


Refuse Services $ 5,400,642 $ 5,354,827 $ 6,817,756 $ 5,957,340 -13% $ 5,957,441 -13%


209

REFUSE FUND


51100.02 Salaries and Wages 1,155,509 976,395 1,164,885 1,174,779 1% 1,203,671 3%51100.04 Salaries and Wages - Overtime 54,304 106,581 30,600 50,000 63% 30,600 0%

52100 FICA 82,463 77,834 91,455 93,696 2% 94,422 3%52210 VRS Retirement 199,172 158,154 164,800 174,337 6% 162,244 -2%52400 Group Life 13,632 11,788 15,376 15,507 1% 15,888 3%53000 Purchased Services - Recycling 1,442,735 1,480,854 1,120,616 1,124,460 0% 1,124,460 0%

53000.06 Purchased Services - Stormwater 25,000 28,061 25,000 25,000 0% 25,000 0%53000.42 Purchased Services - Road Maintenance - - 55,000 55,000 0% 55,000 0%

53100 Professional Services 87 - - - - - -53100.22 Medical Services - 554 3,500 3,500 0% 3,500 0%

53300 Repair and Maintenance 11,335 64,537 20,000 20,000 0% 20,000 0%53500 Printing and Binding 411 286 1,000 1,000 0% 1,000 0%54100 Information Technology 56,093 61,008 62,509 62,509 0% 140,129 124%54200 Fleet 1,555,982 1,621,259 2,120,106 2,120,106 0% 1,658,429 -22%54500 Risk Management 473,398 413,362 425,271 425,271 0% 397,752 -6%55100 Utilities 17,168 24,346 22,300 22,300 0% 22,300 0%55210 Postal Services 1,002 980 1,000 1,000 0% 1,000 0%55230 Telecommunications (refuse hotline) 2,936 2,889 6,012 6,012 0% 6,012 0%55500 Travel and Training 356 978 500 500 0% 500 0%55810 Dues and Association Memberships 5,550 5,778 11,210 11,210 0% 11,210 0%56001 Office Supplies 6,899 8,339 10,000 10,000 0% 10,000 0%56011 Uniforms & Wearing Apparel 19,097 18,224 25,000 25,000 0% 25,000 0%56014 Other Operating Supplies 76,831 86,625 1,088,169 115,769 -89% 115,769 -89%56017 Copier - 1,376 1,561 1,561 0% 1,561 0%58200 Capital Outlay 4,296 46,659 5,000 5,000 0% 5,000 0%58211 Depreciation - 1,681 - - - - -

91400-59902 Contingency - - 138,458 205,396 48% 407,369 194%93000-50000.165 Indirect Costs 173,389 156,279 208,427 208,427 0% 256,247 23%93000-50000.601 Transfer to Fleet (Capital Outlay) 23,000 - - - - - -

95100-59120 Interest - - - - - 163,378 -


53000 - Purchased Services - recycling: Convenience center recycling; Hazardous waste program; TFC recycling 53100 - Professional Services: Work order software package; hepatitis immunizations;53300 - Repair & Maintenance: Front end dumpster loader repairs; sanitization and repairs of containers55810 - Dues & Memberships: HRPDC dues for HR Clean Community & Debris management.

Personnel Summary


27 General Services Superintendent 1 1 - - - 19 Sanitation Supervisor - - 1 1 1 17 Sanitation Field Supervisor 1 1 - 1 - 16 Customer Service Manager - - 1 1 1 13 Sanitation Inspector 3 3 2 2 2 11 Sanitation Equipment Operator 28 26 26 25 26

9 Sanitation Dispatcher 2 2 2 2 2 8 Sanitation Worker 8 8 8 8 8


Budget Detail

210

_____________________________________________________________________________________


STORMWATER MANAGEMENT FUND DESCRIPTION The Stormwater Management Fund provides citywide construction inspection services to ensure compliance with Federal, State, and local erosion and sedimentation control laws. The Fund is comprised of the divisions of Stormwater and Mosquito Control which are responsible for site and construction plan review of stormwater related facilities and the operation of the City’s Mosquito Control Program. The stormwater utility rate will be $6.00 per month in FY2015-2016. FY 2015 ACCOMPLISHMENTS Began construction of the Route 17/Bennett’s Pasture

Road and the Route 17/Lee Farm Lane Intersection Improvements.

Began Construction of Phase II of the Main Street Sidewalk Extension project.

Began Right of Way acquisition for the Nansemond Parkway Phase II project.

Received DEQ approval as a Virginia Stormwater Management Program (VSMP) authority.

FY 2016 OBJECTIVES To continue to comply with the requirements of the City’s stormwater permit and successfully submit

the Stormwater Annual Report to DEQ. (Goal 2: Provide effective and efficient programs and services that are accountable and customer focused)

To continue to provide customer focused programs and services such as mosquito control, ditch maintenance, and public education regarding environmental initiatives. (Goal 2: Provide effective and efficient programs and services that are accountable and customer focused)

To complete the City’s Chesapeake Bay TMDL Action Plan and the City’s Upper Nansemond River TMDL Action Plan. (Goal 3: Promote a safe, healthy, and diverse community in which to live, work and play)

To continue to make protection and safety of the public health a priority through the suppression, abatement, and eradication of mosquito populations that can transmit disease and those that pose a nuisance. (Goal 3: Promote a safe, healthy, and diverse community in which to live, work and play)


FY 2014 Actual

FY 2015

Projected

FY 2016 Estimate

Stormwater Engineering: Number of reviews performed for Site plans Number of reviews performed for plats Number of Single Family In Lieu of Plans Approved Number of plats approved Mosquito Control: Acres treated with adulticide Acres treated with larvacide Citizen calls for mosquito services Mosquito dunks given out to citizens

113 17

235 9

53,884 8.7 117 399

115 18

240 10

150,000 2.5 124 689

120 20

245 11

50,000 5

100 500

211

STORMWATER UTILITY FUNDRevenue


Penalties and Interest $ 28,381 $ 24,390 $ - $ - - $ - -Interest Earnings 5,133 6,637 - - - - -Sale of Services - Capital Projects A 550,578 363,909 450,000 450,000 0% 450,000 0%Sale of Services - Road Maintenance B - - 170,000 170,000 0% 170,000 0%Sale of Services - General Fund (PW Admin.) C 295,124 340,000 340,000 400,000 18% 400,000 18%Permit and Inspection Fees D 237,814 146,004 175,000 200,000 14% 200,000 14%Sale of Services - Refuse E 25,000 28,061 25,000 25,000 0% 25,000 0%Stormwater Utility Fee F 3,323,732 3,307,678 4,479,840 4,353,975 -3% 4,353,975 -3%Miscellaneous Revenue 34,272 16,642 - - - - -Transfer from Fund Balance G - - 500,000 1,625,000 225% 1,625,000 225%

Total Revenue $ 4,500,033 $ 4,233,323 $ 6,139,840 $ 7,223,975 18% $ 7,223,975 18%

Expenditure Summary


Engineering $ 4,213,071 $ 3,425,054 $ 5,428,573 $ 6,465,841 19% $ 6,423,768 18%Mosquito Control 666,909 635,436 711,267 758,134 7% 800,206 13%


A - Service revenue for management of Capital Projects by Engineering included right of way acquisition.B - Revenue to provide for the cost of Right of Way, Asset Management, permit services to the Road Maintenance Division C - Revenue for general engineering services provided to Public Works .D - Developer fees based on flat rate fees for plan review and inspections.E - Services by Eng'g staff to the Refuse Fund.F - Represents estimated 61,706 ERU's @ $6.00 p/month fee G - Revenue to provide improvements within the Capital Budget.

212

DIVISION: STORMWATER UTILITY - ENGINEERING (Department of Public Works)Budget Detail


51100.02 Salaries and Wages $ 1,275,002 $ 1,422,592 $ 1,781,319 $ 1,781,319 0% $ 1,822,252 2%51100.04 Salaries and Wages - Overtime 3,606 2,218 - - - - -51100.06 Salaries and Wages - Part-time 26,813 26,889 21,482 21,482 0% 21,482 0%


53000.04 Purchased Services - Road Maint. Fund 275,000 275,000 300,000 300,000 0% 300,000 0%53100 Professional Services 20,316 18,257 200,000 275,000 38% 275,000 38%

53100.18 HRPDC Stormwater Management Fees 21,465 21,631 58,813 58,813 0% 58,813 0%53130 Stormwater Monitoring @ Landfill 9,462 - - - - - -53200 Temporary Help Service - 7,823 - - - - -53500 Printing and Binding - - - - - - -53600 Advertising - 158 - - - - -54100 Information Technology 161,813 234,461 279,713 279,713 0% 266,363 -5%54200 Fleet 80,479 68,001 81,000 81,000 0% 52,500 -35%54500 Risk Management 263,630 269,324 285,247 285,247 0% 334,928 17%55210 Postal Services 1,932 819 1,231 1,231 0% 1,231 0%55230 Telecommunications 7,599 7,085 17,289 17,289 0% 17,289 0%55420 Lease/Rent of Building 60,402 60,402 60,402 60,402 0% 60,402 0%55500 Travel and Training 12,903 13,072 18,530 18,530 0% 18,530 0%55810 Dues and Association Memberships 7,937 6,687 7,630 7,630 0% 7,630 0%56001 Office Supplies 8,043 7,191 14,256 14,256 0% 14,256 0%56012 Books and Subscriptions 722 1,734 1,231 1,231 0% 1,231 0%56014 Other Operating Supplies 5,188 7,737 11,881 11,881 0% 11,881 0%56017 Copier Costs 6,803 12,991 6,616 6,616 0% 6,616 0%58200 Capital Outlay - Additions - - - 303,000 - 303,000 -58211 Depreciation 8,815 13,707 - - - - -

91400-59902 Contingency - - 778,523 568,099 -27% 469,902 -40%93000-50000.165 Indirect Costs 231,339 173,526 322,327 322,327 0% 343,910 7%93000-50000.310 Transfer to Capital Project 1,245,000 425,000 500,000 1,625,000 225% 1,625,000 225%93000-50000.601 Transfer to Fleet (cash funded equipment purchases) 154,000 - 266,000 - -100% - -100%


53000.04 - Purchased Services - Road Maintenance Fund: Residential BMP maintenance and enhanced street sweeping.55810 - Dues & Memberships: HRPDC dues for Regional Stormwater Phase II.

Personnel Summary

2012-2013 2013-2014 2014-2015 2015-2016 % 2015-2016 % Range Class Actual Actual Budget Requested Chng Adopted Chng

36 Public Works Engineering Manager 1 1 1 1 1 30 Environmental Program Manager - - 1 1 1

25/29/30 Civil Engineers I, II, III 7 8 7 7 7 29 Enterprise Programs Manager - 1 1 1 1 23 Stormwater Utility Manager 1 - - - - 23 Construction Manager 1 1 1 1 1 23 Right of Way Agent 1 1 1 1 1 23 Environmental Specialist 1 1 1 1 1 20 Assistant Right of Way Agent 1 2 2 2 2 20 Senior Construction Inspector 1 1 1 1 1 19 Technical Asset Manager - - 1 1 1 19 Senior Engineering Technician - - 1 1 1 18 Construction Inspector 8 7 7 7 7 18 Engineering Technician 2 4 5 5 5 18 Right of Way Technician - - 1 1 1 15 Permit Technician - - 1 1 1 15 Asset Management Data Technician - - 1 1 1 15 Litter Control Coordinator - - 1 1 1 13 Engineering Aide 2 2 2 2 2 13 Accounting Technician 1 1 1 1 1 10 Customer Service Representative 1 1 1 1 1


213

DIVISION: STORMWATER UTILITY - MOSQUITO CONTROL (Department of Public Works)


51100.02 Salaries and Wages $ 208,195 $ 212,270 $ 237,164 $ 237,164 0% $ 259,671 9%51100.04 Salaries and Wages - Overtime 494 4,398 - - - - -51100.06 Salaries and Wages - Part-time 19,038 21,606 42,840 42,840 0% 42,840 0%


53000.02 Purchased Services - Road Maint. Fund 59,868 48,011 60,000 60,000 0% 60,000 0%53100 Professional Services - - 50,000 50,000 0% 50,000 0%53300 Repair and Maintenance 4,974 239 5,000 5,000 0% 5,000 0%53500 Printing and Binding 914 - 800 800 0% 800 0%54100 Information Technology 55,057 42,806 42,056 42,056 0% 62,464 49%54200 Fleet 37,818 39,979 42,600 42,600 0% 42,303 -1%54500 Risk Management 73,984 74,265 68,908 68,908 0% 66,035 -4%55100 Utilities - - 500 500 0% 500 0%55210 Postage 859 1,625 1,450 1,450 0% 1,450 0%55230 Telecommunications 1,054 1,243 2,503 2,503 0% 2,503 0%55500 Travel & Training 3,923 491 4,000 4,000 0% 4,000 0%55810 Dues and Memberships 660 265 500 500 0% 500 0%56001 Office Supplies 123 576 1,000 1,000 0% 1,000 0%56011 Uniforms & Wearing Apparel 823 1,373 2,500 2,500 0% 2,500 0%56012 Books and Subscriptions 92 43 250 250 0% 250 0%56014 Other Operating Supplies 82,656 80,779 89,423 89,423 0% 89,423 0%56017 Copier Costs 894 1,275 894 894 0% 894 0%58200 Capital Outlay 63,560 - - 46,000 - 46,000 -

93000-50000.601 Transfer to Fleet - 48,000 - - - - -

Total Operating Expenses $ 666,909 $ 635,436 $ 711,267 $ 758,134 7% $ 800,206 13%

Personnel Summary


25 Mosquito Control Superintendent 1 1 1 1 117 Mosquito Control Biologist 2 2 2 2 211 Mosquito Control Team Leader - - 1 1 1

8 Mosquito Control Technician 4 4 3 3 3


Budget Detail

214

Internal Service Funds

_____________________________________________________________________________________


INFORMATION TECHNOLOGY FUND

DESCRIPTION The Information Technology Fund operates as an internal service fund providing computer related and telecommunications services to city departments and other governmental agencies including consultation, analysis, office automation, computer operation, software development, equipment maintenance, networking and Internet, and interactive browser based application development to improve the productivity and effectiveness of user departments and agencies. FY 2015 ACCOMPLISHMENTS Reconfigured the Time & Attendance (Kronos) system for optimization and the system is now capable

of handling Fire and Police timekeeping.

Upgraded all Public Safety laptops to the Criminal Justice Information Services (CJIS) Security requirements.

Replaced all 118 laptops used by the Registrar’s office and configured them to use the new wireless routers.

Completed a successful relocation of the data center into the new Municipal Center with all of the City’s systems running in the new environment.

Instrumental in providing the database structure, network as well as system administration support for the new CSI Security System for the new Municipal Center.

FY 2016 OBJECTIVES To begin the search for a new, truly integrated ERP solution for the City. (Goal 1: Promote

strong financial management and fiscal accountability)

To continue to keep the City’s technology current so that the City employees can deliver services to the residents of the City and perform their tasks in the office or in the field. (Goal 2: Provide effective and efficient programs and services that are accountable and customer focused)

To continue to provide technology and support for all Public Safety departments, Parks and Recreation and Libraries. (Goal 3: Promote a safe, healthy, and diverse community to live, work, learn, and play)

To provide wireless access to the downtown district to help attract more customers and businesses to the downtown area. (Goal 4: Diversify and enhance the local economy)

To continue to explore ways, through technology, to allow for more citizen participation. (Goal 6: Promote citizen engagement)


FY 2014 Actual

FY 2015

Projected

FY 2016 Estimate

Number of computers maintained Number of helpdesk requests received Percent of time network is operational Number of GIS requests for service (maps, data & helpdesk) Number of website visits Number of projects completed

800 9,000 99.5%

625 415,072

23

850 9,500 99.6%

675 425,000

25

900 10,500 99.7%

700 450,000

25

215

INFORMATION TECHNOLOGY FUNDRevenue


Interest on Investments $ 8,589 $ 10,478 $ - $ - - $ - -Sale of Service - Interfund Revenues 4,839,635 5,535,765 5,308,281 10,669,642 101% 6,039,510 14%Sale of Service - Intergovernmental Revenues 34,910 40,686 143,881 223,149 55% 15,896 -89%GIS Data & Maps 1,425 513 - - - - -Miscellaneous Revenue 6,666 1,143 - - - - -

Total Revenue $ 4,891,225 $ 5,588,585 $ 5,452,162 $ 10,892,791 100% $ 6,055,406 11%

Expenditure Summary


Information Technology $ 4,449,864 $ 5,051,804 $ 5,452,162 $ 10,892,791 100% $ 6,055,406 11%


Sale of Service - Intergovernmental Revenue - provides service to: Community Corrections, Workforce Development Center

216

DEPARTMENT: INFORMATION TECHNOLOGY Budget Detail


51100.02 Salaries and Wages $ 1,008,771 $ 1,242,095 $ 1,424,849 $ 1,551,834 9% $ 1,476,400 4%51100.04 Salaries and Wages - Overtime 6,839 11,945 7,956 7,956 0% 7,956 0%51100.06 Salaries and Wages - Part-time 35,962 - - - - - -51100.26 Special Compensation 13,921 22,447 - - - - -

52100 FICA 78,161 95,985 109,610 119,324 9% 113,553 4%52210 VRS Retirement 166,709 189,279 196,960 230,292 17% 196,912 0%52400 Group Life 11,774 14,787 18,808 20,484 9% 19,488 4%53100 Professional Services 134,110 155,493 110,000 460,000 318% 185,000 68%53200 Temporary Help Services Fees 134,961 243,515 - 232,045 - - -53300 Repair and Maintenance 81,019 41,541 51,921 155,000 199% 155,000 199%53320 Maintenance Service Contracts 1,279,853 849,291 1,590,682 3,036,450 91% 2,541,298 60%54200 Fleet 13,269 16,805 23,983 35,590 48% 25,166 5%54500 Risk Management Expense 226,566 235,666 237,338 237,338 0% 238,877 1%55100 Utilities 14,072 14,463 26,000 50,000 92% 30,000 15%55210 Postal Services 718 813 800 800 0% 800 0%55230 Telecommunications 14,048 20,222 23,034 76,000 230% 23,034 0%55240 Data Communications 52,454 58,172 98,690 131,559 33% 131,559 33%55410 Lease/Rent of Equipment 30,142 29,123 41,486 51,690 25% 51,690 25%55420 Lease/Rent of Building 43,788 45,977 45,977 45,977 0% 45,977 0%55500 Travel and Training 20,456 10,835 27,510 89,000 224% 30,000 9%55810 Dues and Association Memberships - 939 3,000 3,000 0% 3,000 0%56001 Office Supplies 8,423 10,101 7,000 7,000 0% 7,000 0%56012 Books and Subscriptions 135 276 1,000 1,000 0% 1,000 0%56014 Other Operating Supplies - - - - - - -56017 Copier Costs 5,958 32,907 6,793 13,776 103% 6,793 0%

91400-59902 Contingency - - 68,328 100,000 46% 101,867 49%95100-59120 Interest 4,206 4,347 3,289 3,289 0% 102,164 3006%

93000-50000.165 Indirect Costs 201,111 266,140 237,993 237,993 0% 212,758 -11%


Expenses Related to Asset Acquisition58100 Capital Outlay - Replacement - 60,613 - - - - -58110 Non Capital Outlay - 827,377 184,041 499,462 171% - -100%58200 Capital Outlay 520,004 12,105 557,000 3,147,818 465% - -100%58211 Depreciation 342,433 538,547 348,114 348,114 0% 348,114 0%

Total Annual Budget $ 4,449,864 $ 5,051,804 $ 5,452,162 $ 10,892,791 100% $ 6,055,406 11%

Personnel Summary


44 Director of Information Technology - 1 1 1 1 44 Chief Information Officer 1 - - - - 36 Assistant Director of Information Techno - 1 1 1 1 36 Assistant Chief Information Officer 1 - - - - 29 Project Manager - 1 1 1 1 29 Service Support Manager - 1 1 1 1 29 Network Manager 1 1 1 1 1 29 Enterprise Systems Manager - 1 1 1 1 29 Applications Development Manager 1 - - - - 25 Systems Analyst - 3 3 2 3 25 Database Administrator 1 1 1 1 1 25 Network Engineer 2 2 2 2 2 25 Systems Administrator - - - 1 - 24 Programmer/Analyst II 1 - - 1 - 22 LAN Administrator 1 1 1 1 1 22 Network Coordinator 2 1 1 1 1 20 Programmer/Analyst I - - - 1 1 19 Radio & Electronics Supervisor 1 1 1 1 1 17 Computer Support Technician 2 2 2 4 4 16 GIS Technician 4 3 3 1 2 16 Software Application Specialist 1 - - - - 16 Computer Operator 1 1 1 - - 16 Radio & Electronics Technician 2 2 2 2 2 14 Technical Assistant 1 1 1 1 1

8 Records Management Technician 1 1 1 - -


217

_____________________________________________________________________________________


FLEET MANAGEMENT FUND

DESCRIPTION The Division of Fleet Management is operated as an internal service fund for the purpose of providing equipment and vehicles to city departments. The Department also provides service to the Western Tidewater Regional Jail and the Western Tidewater Community Services Board, as well as houses a portion of the school transportation personnel and supplies them with controlled inventory and computerized maintenance records. FY 2015 ACCOMPLISHMENTS Continued high fleet availability of nearly 90% and

work order completion time of less than 6 days, despite acquisition and up fitting of over 130 vehicles/equipment

Maintained parts stockroom efficiency by sustaining an annual inventory turns rate of 4.7 throughout FY 2014/2015

Preserved an immediate parts fill rate of 80%.

FY 2016 OBJECTIVES

To continue to utilize any/all municipal, state contracts available for purchase of city assets to ensure

Fleet is receiving best possible price. (Goal 1: Promote strong financial management and fiscal accountability)

To continue to maintain a strong replacement program to ensure fleet customers have safe, proper equipment to complete goals and objectives, and lower expense of repairing an aging fleet. (Goal 2: Provide effective and efficient programs and services that are accountable and customer focused)

To communicate clearly with departments to understand their fleet needs to better serve the community. (Goal 3: Promote a safe, healthy, and diverse community to live, work, learn, and play)


FY 2014 Actual

FY 2015

Projected

FY 2016 Estimate

Number of fleet work orders received Average work order completion time Percent of time fleet is available for users Parts Inventory Turns Immediate Parts Fill Rate

5,265 5.9 days

88% 4.7

80%

5,400 5 days 90% 4.7

80%

5,400 4.5 days

90% 4.7

80%

218

FLEET MANAGEMENT FUNDRevenue


Interest on Investments $ 14,119 $ 3,261 $ - $ - - $ - -Sale of Service - Interfund Revenue 9,232,584 8,976,154 11,343,656 10,742,704 -5% 9,238,704 -19%Sale of Service - Intergovernmental Revenue 871,296 869,318 907,400 881,000 -3% 885,000 -2%Sale of Surplus Property 163,125 363,127 - - - - -Miscellaneous 17,928 3,513 - - - - -Transfer from RM Fund - Maintenance Equipment Capital 1,239,000 2,443,000 2,130,000 - -100% - -100%Transfer from RM Fund - Traffic-Equipment Capital 348,000 - 251,000 - -100% - -100%Transfer from Stormwater-Engineering - Equipment Capital 78,000 48,000 266,000 - -100% - -100%Transfer from Stormwater-Mosq - Equipment Capital 76,000 - - - - - -Transfer from Refuse Fund-Equipment Capital 23,000 - - - - - -Transfer from Fund Balance - - - - - 1,500,000 -

Total Revenue $ 12,063,052 $ 12,706,373 $ 14,898,056 $ 11,623,704 -22% $ 11,623,704 -22%

Expenditure Summary


Fleet Management $ 10,361,048 $ 10,720,695 $ 14,898,056 $ 11,623,704 -22% $ 11,623,704 -22%


Sale of Service - Intergovernmental Revenue - includes Fleet service to WTCSB, Health Dept., WTRJ, School Transportation, VRT.

219

DIVISION: FLEET MANAGEMENT (Department of Public Works)


51100.02 Salaries and Wages $ 803,692 $ 850,533 $ 914,257 $ 933,750 2% $ 934,011 2%51100.04 Salaries and Wages - Overtime 6,721 31,975 26,520 26,520 0% 26,520 0%51100.26 Special Compensation 19,748 4,133 - - - - -

52100 FICA 59,877 64,611 71,969 73,461 2% 73,481 2%52210 VRS Retirement 137,574 139,426 140,328 138,569 -1% 127,561 -9%52400 Group Life 9,568 10,202 12,068 12,326 2% 12,329 2%

53000.16 Purchased Services - Refuse Collection - 1,781 1,854 1,854 0% 1,854 0%53300 Repairs and Maintenance 18,388 32,921 40,200 40,200 0% 40,200 0%53320 Maintenance Service Contracts 9,587 9,378 11,000 13,000 18% 13,000 18%53500 Printing and Binding 197 - 1,100 1,100 0% 1,100 0%54100 Information Technology 55,588 55,202 96,504 96,504 0% 83,911 -13%54500 Risk Management 624,881 657,223 632,636 632,636 0% 629,003 -1%55100 Utilities 31,688 32,377 41,000 41,000 0% 41,000 0%55210 Postal Services 87 54 150 150 0% 150 0%55230 Telecommunications 2,062 1,515 7,378 7,378 0% 7,378 0%55410 Lease/Rent of Equipment 35,145 16,428 41,160 41,160 0% 41,160 0%55500 Travel and Training 4,777 1,839 5,933 5,993 1% 5,993 1%55810 Dues and Association Memberships 1,039 1,054 1,465 1,465 0% 1,465 0%56001 Office Supplies 3,061 1,251 5,000 3,000 -40% 3,000 -40%

56007.04 Vehicle & Power Equipment Fuels 2,314,009 2,217,226 2,712,000 2,345,200 -14% 2,345,200 -14%56007.06 Vehicle & Power Equipment Supplies 1,946,986 2,122,646 1,929,013 2,136,868 11% 2,136,868 11%

56011 Uniforms & Wearing Apparel 4,578 5,079 8,000 8,000 0% 8,000 0%56014 Other Operating Supplies 42,850 32,336 45,000 45,000 0% 45,000 0%56017 Copier Costs 4,842 5,913 4,872 4,872 0% 4,872 0%

91400-59902 Contingency 34,901 - 159,510 - -100% 12,679 -92%95100-59120 Interest 105,155 118,191 221,490 170,054 -23% 226,863 2%

93000-50000.165 Indirect Costs 321,144 429,043 222,378 222,378 0% 228,352 3%


Expenses Related to Asset Acquisition58200 Capital Outlay - 67,534 2,647,000 - -100% - -100%58211 Depreciation 3,762,900 3,810,824 4,898,271 4,621,266 -6% 4,572,754 -7%

Total Annual Budget $ 10,361,048 $ 10,720,695 $ 14,898,056 $ 11,623,704 -22% $ 11,623,704 -22%

55410 - Lease of Equipment: Generator56014 - Other Operating Supplies: Cleaning & janitorial, shop supplies, first aid, safety kleen.


38 Fleet & Equipment Services Manager 1 1 1 1 1 25 Asst. Fleet & Equipment Svcs Mgr 1 1 1 1 1 21 Automotive Mechanic Supervisor 1 1 1 1 1 19 Automotive Lead Mechanic 1 1 2 2 2

14/16/17 Automotive Mechanic I, II and III 12 12 11 11 11 14 Fleet Accounting Coordinator 1 1 1 1 1 14 Parts & Procurement Specialist 1 1 1 1 1 12 Secretary I 1 - - - - 11 Automotive Stockroom Clerk 2 2 2 2 2

8 Office Assistant I - 1 1 1 1


Budget Detail

Personnel Summary

220

_____________________________________________________________________________________


RISK MANAGEMENT FUND DESCRIPTION The Division of Risk Management operates as an internal service fund which provides for the payment of expenses associated with the City’s general liability, health insurance, and worker’s compensation coverage. The City is self-insured for health insurance coverage. Revenue to support these expenses is obtained from the various funds within the City’s annual Operating Budget based on a cost reimbursement allocation.

FY 2015 ACCOMPLISHMENTS Implemented health plan design changes and

revised stop loss insurance resulting in NO INCREASE in healthcare costs for employees or the city for plan year 2015.

Improved the Health Risk Assessment tool by utilizing the Well Being Assessment provided by Anthem with approximately 500 employees completing the assessment.

Initiated a city-wide Safety Team for the top 5 high-risk departments and a city-wide Safety Team for all other city departments.

FY 2016 OBJECTIVES Manage rising costs of healthcare through leading edge plan design and integration of wellness. (Goal

1: Promote strong financial management and fiscal accountability)

Improve employee well-being and productivity, reduce healthcare costs, reduce absenteeism and enhance the overall well-being of the organization. (Goal 2: Provide effective and efficient programs and services that are accountable and customer focused)


FY 2014 Actual

FY 2015

Projected

FY 2016 Estimate

Safety Programs: Number of workers compensation claims filed Number of property & liability claims filed Wellness Programs: Number of wellness programs provided for City staff Number of wellness programs participants

194 228

46

1,767

164 166

55

1,900

154 150

60

2,000

0

50

100

150

200

250

2010 2011 2012 2013 2014

268

218

184 176194

Workers Compensation Claims

Series 1

221

RISK MANAGEMENT FUNDRevenue


Sale of Service - Interfund Revenues $ 14,818,632 $ 14,966,347 $ 14,502,310 $ 15,224,345 5% $ 13,977,600 -4%Employee Premiums 2,668,879 3,116,053 2,751,418 2,000,000 -27% 2,580,000 -6%Interest 35,337 36,123 - - - - -Insurance Recoveries 52,107 128,839 - - - - -Miscellaneous Revenue 5,611 225 - - - - -Transfer from Fund Balance - - - - 2,800,000 -

Total Revenue $ 17,580,565 $ 18,247,587 $ 17,253,728 $ 17,224,345 0% $ 19,357,600 12%

Expenditure Summary


Risk Management $ 17,299,874 $ 16,234,220 $ 17,253,728 $ 17,224,345 0% $ 19,357,600 12%


* Includes funding for OPEB (Post Employment Benefit) funding requirement per GASB 45.* Includes funding for State unfunded Line of Duty Mandate.

222

DEPARTMENT: RISK MANAGEMENT (Department of Human Resources)


51100.02 Salaries and Wages $ 248,920 $ 199,020 $ 222,108 $ 376,618 70% $ 341,116 54%51000.06 Salaries and Wages - Part Time 20,570 59,932 29,164 48,000 65% 29,164 0%

52100 FICA 19,657 19,144 19,222 28,811 50% 28,326 47%52210 VRS Retirement 39,934 30,353 32,961 55,890 70% 45,985 40%52400 Group Life 2,794 2,294 2,932 4,971 70% 4,503 54%53100 Professional Services 36,710 41,612 40,000 65,054 63% 65,054 63%54100 Information Technology 10,489 14,538 13,539 13,539 0% 21,836 61%54200 Fleet 18,848 18,011 24,800 24,800 0% 19,100 -23%55210 Postal Services 66 1,984 500 500 0% 500 0%55230 Telecommunications 3,077 2,908 3,651 3,651 0% 3,651 0%55300 Insurance Premiums

12552-55300 Insurance Premiums - Wcomp + LODA 746,766 373,485 752,992 756,062 0% 738,005 -2%12553-55300 Insurance Premiums - Property/Casualty 1,341,036 2,084,349 1,449,428 1,422,878 -2% 1,440,599 -1%

55420 Lease/Rent of Building 4,428 4,428 4,428 4,428 0% 4,428 0%55500 Travel and Training 8,197 1,428 5,000 5,000 0% 5,000 0%55810 Dues & Memberships 1,610 3,390 1,840 2,840 54% 1,840 0%

12551-55815 Post Employment Benefits (OPEB) 1,865,700 1,512,700 - - - 1,800,000 -55825 Insurance Claims

12551-55825 Claims Payments - Health 11,659,536 11,507,627 13,757,088 13,501,113 -2% 13,900,000 1%12552-55825 Claims Payments - Workers Compensati 257,986 (6,802) 670,000 600,000 -10% 600,000 -10%12553-55825 Claims Payments - Property/Casualty (340,792) 126,900 100,000 180,000 80% 180,000 80%12554-56026 Health & Wellness - Special Events 16,895 16,636 13,895 13,895 0% 13,895 0%

56001 Office Supplies 2,408 1,903 2,500 2,500 0% 2,500 0%56012 Books and Subscriptions 3,058 1,332 3,000 3,500 17% 3,000 0%56014 Other Operating Supplies 8,251 2,556 5,385 11,000 104% 6,000 11%56017 Copier Costs 6,498 5,704 6,319 6,319 0% 6,319 0%58200 Capital Outlay - Additions - - - - - - -58211 Depreciation 55,856 98,419 - - - - -

91400-59902 Contingency - - - - - 8,419 -93000-50000.165 Indirect Costs 86,404 110,370 92,976 92,976 0% 88,360 -5%93000-50000.310 Transfer to Capital Projects (GF repay of 08' lo 1,174,975 - - - - - -



31 Risk Benefits & Wellness Manager - - 1 1 1 30 Risk Manager 1 1 - - - 30 Benefit Manager - - - 1 1 20 Safety Officer 2 1 1 1 1 19 Human Resources Generalist (Wellness) 1 1 1 2 2 17 Risk Management Coordinator 1 1 1 1 1


Budget Detail

Personnel Summary

223

_____________________________________________________________________________________


Component Unit - School Fund

_____________________________________________________________________________________


SCHOOL OPERATING FUND

DESCRIPTION

Each year, the Suffolk City School Board adopts and presents the School Operating Budget to the Suffolk City Council. City Council appropriates the total amount of revenues the School Board expects to receive in order for those funds to be expended by the School Board. Education expenditures are funded primarily through State, Federal, and local funding. Suffolk Public Schools operates 12 elementary schools, 4 middle schools, 3 high schools, 1 alternative school, and the Pruden Center for Industry & Technology. The overall student/teacher ratio is 25 to 1. Approximately 74% of students move on to post-secondary education. The vision of Suffolk Public Schools is that all students will become lifelong learners equipped with the skills, knowledge, and attitudes to succeed as productive citizens in a local, national, and global society. GOALS

The Suffolk School Board has adopted goals for Suffolk Public Schools that are aligned with the statutory requirements of the Standards of Quality 22.1-253.13:6. Standard 6. Planning and Public Involvement and the priorities of the Virginia Board of Education. The goals are as follows:

To improve student achievement and close the academic achievement gaps.

To provide a safe and nurturing environment.

To provide strong leadership for effective and efficient operations.

To advance academic achievement through enhanced instructional delivery gained by professional development.

To strengthen collaboration with stakeholders and increase parent and community satisfaction.


SY 2012 Actual

SY 2013 Actual

SY 2014 Actual

School Enrollment (Fall Membership) Accreditation High School Graduation Rate (Four Year Cohort) Percent of students receiving Advanced Diploma Percent of students enrolled in Advanced Placement courses Percent of students enrolled in Dual Enrollment courses Total SAT Scores High School Dropout Rate (Four Year Cohort)

13,923 100% 84.1% 45.3% 7.4% .43% 1,355 9.9%

13,930 100% 87.2% 40.7% 8.8%

1.35% 1,360 8.1%

14,420 100% 86.4% 46% 10% 3%

1,350 8.8%

224

SCHOOL OPERATING FUNDRevenue


State / Federal / Other $ 92,075,752 $ 88,230,062 $ 97,931,668 $ 97,335,108 -1% $ 97,335,108 -1%Transfer from General Fund - Local Support 49,163,443 50,176,881 50,193,952 54,096,837 8% 54,096,837 8%

Total Revenue $ 141,239,194 $ 138,406,943 $ 148,125,620 $ 151,431,945 2% $ 151,431,945 2%

Expenditure Summary


School Operating Expenditures $ 136,801,638 $ 139,222,506 $ 148,125,620 $ 151,431,945 2% $ 151,431,945 2%


225

SCHOOL OPERATING FUND

2012-2013 2013-2014 2014-2015 2015-2016 % 2015-2016 %Account Number: 205-610000-51000 Actual Actual Budget Requested Chng Adopted Chng

Instruction $ 98,557,882 $ 100,955,370 $ 110,136,012 $ 112,198,606 2% $ 112,198,606 2%Administration and Attendance 3,807,377 3,171,230 3,465,486 3,374,342 -3% 3,374,342 -3%Health and Psychology 1,817,814 1,803,174 1,899,436 1,898,356 0% 1,898,356 0%Pupil Transportation 7,469,320 7,826,300 7,874,322 7,651,738 -3% 7,651,738 -3%Operation and Maintenance 13,422,419 12,154,580 13,252,294 12,504,050 -6% 12,504,050 -6%Food Services 6,427,570 7,089,578 7,478,228 7,440,301 -1% 7,440,301 -1%Technology 4,819,866 5,729,446 6,000,044 5,837,768 -3% 5,837,768 -3%

Local Support - Lease / Rent of Building 479,390 492,828 509,899 526,784 3% 526,784 3%Local Support Reduction to Request: - - (2,490,101) - - - -

Total Operating Expenses $ 136,801,638 $ 139,222,506 $ 148,125,620 $ 151,431,945 2% $ 151,431,945 2.23%

Budget Detail

226

_____________________________________________________________________________________


Appendix

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CITY OF SUFFOLK, VIRGINIAFISCAL YEAR 2015-16' OPERATING AND CAPITAL BUDGET

Personnel Summary

2012-2013 2013-2014 2014-2015 2015-2016Budget Budget Budget Budget

General Fund:General Government:

City Council 2 2 2 2City Manager 7 7 7 7Budget & Strategic Planning 4 4 4 3City Attorney 9 9 9 9Human Resources 9 10 10 7Commissioner of Revenue 12 12 12 12Assessor 16 16 17 17Treasurer 16 15 15 16Finance - Administration and Accounting 14 14 16 17Purchasing 3 4 4 4Registrar 2 2 2 2

Total General Government 94 95 98 96Judicial:

Circuit Court Judges 2 2 2 2Clerk of the Circuit Court 14 14 14 14Sheriff 25 25 25 25Commonwealth Attorney 24 24 24 24

Total Judicial 65 65 65 65Public Safety:

Police Administration and Officers 214 214 213 213 Emergency Communications 27 27 27 27 Animal Shelter Management 10 10 10 10Community Development 27 26 26 26Fire and Rescue 253 253 252 252

Total Public Safety 531 530 528 528Public Works:

Public Works Administration 2 2 2 2 Grounds Maintenance 4 4 0 0 Capital Programs & Facilities 24 24 24 24

Total Public Works 30 30 26 26Health and Welfare:

Social Services 104 103 103 103Comprehensive Services Act 1 2 2 2

Total Health and Welfare 105 105 105 105

227


Personnel Summary


Parks, Recreation and Cultural:Parks and Recreation Administration 5 5 4 4 Office on Youth 0 0 2 2 Support Services 5 6 6 6 Parks, Gateway and Facility Maintenance 19 19 19 19 Grounds Maintenance 0 0 4 4 Recreation 16 22 21 21Library 31 31 31 31

Total Parks, Recreation and Cultural 76 83 87 87Community Development:

Planning 14 14 14 14

Economic Development 5 5 5 5Tourism 3 3 3 3Media & Community Relations 6 6 6 6

Total Community Development 28 28 28 28Total General Fund 929 936 937 935Special Revenue Funds:

Transit 0 0 0 0Aviation Facilities 3 3 3 3Road Maintenance Road Maintenance 99 101 99 100 Traffic Engineering 23 23 23 24

Total Special Revenue Funds 125 127 125 127Enterprise Fund:

Public Utilities Administration 9 8 9 9 Customer Service 18 18 18 20 Line Maintenance 27 26 27 28 Maintenance 25 26 25 25 Water Production 28 30 30 28 Engineering 15 15 15 15Refuse Services Refuse Services 42 41 40 40Stormwater Utility Engineering 28 31 38 38 Mosquito Control 7 7 7 7

Total Enterprise Funds 199 202 209 210

228


Personnel Summary


Internal Service Funds:Fleet Management 21 21 21 21Information Technology 24 25 25 25Risk Management 5 4 4 6

Total Internal Service Funds 50 50 50 52Total All Funds 1,303 1,315 1,321 1,324

229

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PLANNED EXPENDITURES

Previous 2015-2016 2016-2017 2017-2018 2018-2019 2019-2020 5 Year 6-10 Year 10 YearFunding Subtotal Subtotal Total

PUBLIC UTILITIES FUND 7,332,500 19,662,500 12,700,000 19,250,000 19,368,000 78,313,000 106,106,000 184,419,000

RT. 17 TAXING DISTRICT FUND 1,900,000 - - - - 1,900,000 - 1,900,000

STORMWATER FUND 3,575,000 325,000 - - - 3,900,000 - 3,900,000

REFUSE FUND 4,500,000 6,500,000 - - - 11,000,000 - 11,000,000

GENERAL GOV'T. FUND 31,568,914 41,788,994 31,828,544 38,672,848 28,681,151 172,540,450 285,597,246 458,137,696

TOTAL ALL FUNDS: 48,876,414 68,276,494 44,528,544 57,922,848 48,049,151 267,653,450 391,703,246 659,356,696

FUNDING SOURCES

Previous 2015-2016 2016-2017 2017-2018 2018-2019 2019-2020 5 Year 6-10 Year 10 Year Funding Subtotal Subtotal Total

Public Utility Revenue Bonds 5,332,500 17,162,500 9,700,000 15,750,000 15,868,000 63,813,000 77,106,000 140,919,000 Transfer from Public Utility Fund 2,000,000 2,500,000 3,000,000 3,500,000 3,500,000 14,500,000 29,000,000 43,500,000

PUBLIC UTILITIES FUND 7,332,500 19,662,500 12,700,000 19,250,000 19,368,000 78,313,000 106,106,000 184,419,000

General Obligation Bonds 1,900,000 - - - - 1,900,000 - 1,900,000

RT. 17 TAXING DISTRICT FUND 1,900,000 - - - - 1,900,000 - 1,900,000

State Transportation Funds 1,950,000 - - - - 1,950,000 - 1,950,000 Transfer from Stormwater Fund 1,625,000 325,000 - - - 1,950,000 - 1,950,000

STORMWATER FUND 3,575,000 325,000 - - - 3,900,000 - 3,900,000

General Obligation Bonds 4,500,000 6,500,000 - - - 11,000,000 - 11,000,000

REFUSE FUND 4,500,000 6,500,000 - - - 11,000,000 - 11,000,000

State Transportation Funds 3,095,000 3,589,320 2,100,000 11,100,000 10,000,000 29,884,320 30,200,000 60,084,320 State/Federal Grant Funds 3,450,400 5,554,658 5,145,000 50,000 25,000 14,225,058 125,000 14,350,058 Transfer from Public Utilities Fund 1,650,000 - - - - 1,650,000 - 1,650,000 Transfer from Rt. 17 Tax District Fund 260,000 - - - - 260,000 - 260,000 Transfer from General Fund 3,386,409 2,710,000 3,860,000 2,365,000 4,050,000 16,371,409 15,900,000 32,271,409 General Obligation Bonds 19,727,105 29,935,016 20,723,544 25,157,848 14,606,151 110,149,663 239,372,246 349,521,909

GENERAL GOV'T. FUND 31,568,914 41,788,994 31,828,544 38,672,848 28,681,151 172,540,450 285,597,246 458,137,696

TOTAL ALL FUNDS: 48,876,414 68,276,494 44,528,544 57,922,848 48,049,151 267,653,450 391,703,246 659,356,696

GO Debt Capacity per Financial Advisor: 30,000,000 30,000,000 30,000,000 30,000,000 30,000,000

GO Debt Capacity Shortfall: 0 0 0 0 0

Annual Operating Impact 2015-2016 2016-2017 2017-2018 2018-2019 2019-2020

UTILITY FUND - OPERATIONS: - - - - - ANTICIPATED DEBT SERVICE: - 533,250 1,716,250 970,000 1,575,000

UTILITY FUND - CAPITAL CASH: 2,000,000 500,000 500,000 500,000 0

PUBLIC UTILITIES FUND 2,000,000 1,033,250 2,216,250 1,470,000 1,575,000

STORMWATER FUND: - - - - -

GENERAL FUND - OPERATIONS: - 35,000 2,300,000 210,000 666,500 ANTICIPATED DEBT SERVICE: - 1,972,710 2,993,502 2,072,354 2,515,785

GENERAL FUND - CAPITAL CASH: 3,386,409 (676,409) 1,150,000 (1,495,000) 1,685,000

GENERAL GOV'T. FUND 3,386,409 1,331,301 6,443,502 787,354 4,867,285

General Fund Real Estate Tax Rate Impact: 4.140 1.627 7.877 0.962 5.950

SUMMARY BY FUNDFY 2016 - 2025

5 Year Summary

CAPITAL IMPROVEMENTS PLAN

230

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General Government

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General Government Projects

Planned Expenditures Previous 2015-2016 2016-2017 2017-2018 2018-2019 2019-2020 5 Year 6-10 Year 10 YearFunding Subtotal Subtotal Total

Parks & Recreation 425,000 675,000 6,850,000 4,800,000 700,000 13,450,000 5,800,000 19,250,000 Public Building & Facilities 3,240,000 1,620,000 8,912,259 9,436,776 3,682,259 26,891,294 4,150,000 31,041,294 Public Safety 678,631 907,911 1,391,285 1,161,072 1,723,892 5,862,791 56,153,184 62,015,975 Transportation 6,673,178 10,883,978 4,200,000 22,200,000 20,000,000 63,957,156 60,400,000 124,357,156 Public Schools 19,802,105 27,702,105 8,975,000 1,075,000 1,075,000 58,629,209 156,094,062 214,723,271 Village and Neighborhood Initiatives 750,000 - 1,500,000 - 1,500,000 3,750,000 3,000,000 6,750,000

Total General Government: 31,568,914 41,788,994 31,828,544 38,672,848 28,681,151 172,540,450 285,597,246 458,137,696

General Government Projects

Funding Sources Previous 2015-2016 2016-2017 2017-2018 2018-2019 5 Year 6-10 Year 10 YearFunding Subtotal Subtotal Total

State Transportation Funds 3,095,000 3,589,320 2,100,000 11,100,000 10,000,000 29,884,320 30,200,000 60,084,320 State/Federal Grant Funds 3,450,400 5,554,658 5,145,000 50,000 25,000 14,225,058 125,000 14,350,058 Transfer from Public Utilities Fund 1,650,000 - - - 1,650,000 - 1,650,000 Transfer from Rt. 17 Tax District Fund 260,000 - - - - 260,000 - 260,000 Transfer from General Fund 3,386,409 2,710,000 3,860,000 2,365,000 4,050,000 16,371,409 15,900,000 32,271,409 General Obligation Bonds 19,727,105 29,935,016 20,723,544 25,157,848 14,606,151 110,149,663 239,372,246 349,521,909 Revenue Based Financing - - - - - - - -

Total General Government: 31,568,914 41,788,994 31,828,544 38,672,848 28,681,151 172,540,450 285,597,246 458,137,696


Parks & Recreation - 35,000 - 210,000 316,500 Public Building & Facilities - - - - 350,000 Public Safety - - - - - Transportation - - - - - Public Schools - - 2,300,000 - - Village and Neighborhood Initiatives - - - - -

Total Operating Cost - 35,000 2,300,000 210,000 666,500

CAPITAL IMPROVEMENTS PLANGENERAL GOV'T. FUND

FY 2016 - 2025

5 Year Summary

231

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Parks and Recreation


Parks & Rec-Capital Maintenance 400,000 425,000 425,000 400,000 400,000 400,000 2,050,000 2,000,000 4,050,000 Parks Maintenance and Storage Facility 250,000 - - 3,500,000 - - 3,500,000 - 3,500,000 Lone Star Lodge - - 600,000 1,000,000 - 1,600,000 - 1,600,000 Trail Enhancements 50,000 - 50,000 - 50,000 - 100,000 200,000 300,000 Driver Park Sports Complex Ph I - - 250,000 2,250,000 - 2,500,000 - 2,500,000 Sleepy Hole Park Renovation 100,000 - 200,000 - 100,000 300,000 600,000 600,000 1,200,000 East Suffolk Athletic Fields - - 1,500,000 - - 1,500,000 - 1,500,000 Water Access Sportsplex-Nansemond - - - - - 1,500,000 1,500,000 Joint Use Facilities - - 600,000 1,000,000 - 1,600,000 1,500,000 3,100,000

Total 425,000 675,000 6,850,000 4,800,000 700,000 13,450,000 5,800,000 19,250,000


Funding Sources Previous 2015-2016 2016-2017 2017-2018 2018-2019 2019-2020 5 Year 6-10 Year 10 YearFunding Subtotal Subtotal Total

Trail Enhancements (50% State) - 25,000 - 25,000 - Sleepy Hole Park Renov (Federal) - 25,000 - 25,000 25,000 State/Federal Grant Funds - 50,000 - 50,000 25,000 125,000 125,000 250,000 Parks & Rec-Capital Maint. 425,000 425,000 400,000 400,000 400,000

Trail Enhancements - 25,000 - 25,000 - Sleepy Hole Park Renovation - 175,000 - 75,000 275,000

Transfer from General Fund 425,000 625,000 400,000 500,000 675,000 2,625,000 2,675,000 5,300,000 Parks Maintenance and Storage Facility - - 3,500,000 - - Lone Star Lodge - - 600,000 1,000,000 - Driver Park Sports Complex Ph I - - 250,000 2,250,000 - East Suffolk Athletic Fields - - 1,500,000 - - Water Access Sportsplex-Nansemond - - - - - Joint Use Facilities - - 600,000 1,000,000 -

General Obligation Bonds - - 6,450,000 4,250,000 - 10,700,000 3,000,000 13,700,000

Total 425,000 675,000 6,850,000 4,800,000 700,000 13,450,000 5,800,000 19,250,000


Parks & Rec-Capital Maintenance - - - - - Parks Maintenance and Storage Facility - - - 200,000 - Lone Star Lodge - - - - 200,000 Trail Enhancements - - - - - Driver Park Sports Complex Ph I - - - - 116,500 Sleepy Hole Park Renovation - 35,000 - - - East Suffolk Athletic Fields - - - 10,000 - Water Access Sportsplex-Nansemond - - - - - Joint Use Facilities - - - - -

Total Operating Cost - 35,000 - 210,000 316,500

CAPITAL IMPROVEMENTS PLANPARKS AND RECREATION

FY 2016 - 2025

5 Year Summary

232


Parks & Recreation - Capital MaintenanceThe Parks & Recreation capital maintenance programis implemented to ensure that existing and new parksand recreation facilities are kept safe for continuedpublic use and enjoyment. Funding addresses a varietyof issues such as risk management mandates,compliance with the Americans with Disabilities Act(ADA); fire safety and building code compliance;lighting upgrades; and repair and/or replacement ofantiquated shelters, restrooms, offices, and storagebuildings. Other improvements include drainage,roadway, parking, landscaping, water and sewerconnections, and minor alterations.

FY 16 FY 17 FY 18 FY 19 FY 20 FY 21-25 Total$425,000 $425,000 $400,000 $400,000 $400,000 $2,000,000 $4,050,000

Operating Costs: The project will not have an operating impact on the City.

FY 16 FY 17 FY 18 FY 19 FY 20 FY 21-25 Total$0 $0 $3,500,000 $0 $0 $0 $3,500,000

Operating Costs: The projected annual operating cost of the maintenance storage facility is $200,000beginning in FY 19.

Parks Maintenance and Storage FacilityThe project is for acquisition and/or development ofproperty for a new maintenance/storage/officecompound for the department’s maintenance,building, and landscaping staff and equipment.FY18 funding is for design and construction. Thecompound will consist of 10,000 square feet ofoffice and warehouse space. This will includeinfrastructure improvements, water and sewerconnections, and upgrades to facility structure forspecial events.

233


FY 16 FY 17 FY 18 FY 19 FY 20 FY 21-25 Total$0 $0 $600,000 $1,000,000 $0 $0 $1,600,000

Trail EnhancementsThis project will provide for enhancements to existingtrails at the City’s regional parks. The total FY 17allocation is $50,000 including grant and localmatching funds.

FY 16 FY 17 FY 18 FY 19 FY 20 FY 21-25 Total$0 $50,000 $0 $50,000 $0 $200,000 $300,000

Operating Costs: This project will not have an operating impact on the City in FY16.

Lone Star LodgeThe project will provide for the construction of anew lodge at Lone Star Lakes Park. The new facilitywill include a 5,000 square foot building withrestrooms, a small kitchen, and improved parkingand access. The building will be used for summercamps and small special event rentals.

Operating Costs: The projected annual operating cost of the new Lone Star Lodge is $200,000 for utilities, staffing and program supplies beginning in FY 20.

234


Driver Athletic ComplexThe project will fund the Driver Athletic Complexand will construct softball/baseball fields at theDriver Transmitter Station site. The Driver AthleticComplex will provide a facility to host majorsoftball/baseball tournaments in Suffolk, creating apositive economic impact for local businesses, andproviding recreational enjoyment citywide. FY 18funding will be used for the design and FY 19 fundingwill be used for construction.

FY 16 FY 17 FY 18 FY 19 FY 20 FY 21-25 Total$0 $200,000 $0 $100,000 $300,000 $600,000 $1,200,000


Operating Costs: The projected annual operating cost of the Driver Athletic Complex is $116,500 for staffing, utilities, lease and rent of equipment, and supplies beginning in FY 20.

Sleepy Hole Park RenovationThe project involves the renovation and addition ofthe 66 acre Sleepy Hole Park. The project willconsist of the development of additional parking andaccess to existing shelters, access and viewing pointsto the river and lake, expansion of the trail system,connection of public sewer to restrooms, creation ofan adventure camp and group camping area, andropes course. The project will also feature additionalamenities such as a dog park, interpretive center,amphitheater, and shelters along the river.

Operating Costs: The projected annual operating cost of the park renovations is $35,000 forUtilities and part-time park attendant beginning in FY 17.

235


FY 16 FY 17 FY 18 FY 19 FY 20 FY 21-25 Total$0 $0 $1,500,000 $0 $0 $0 $1,500,000

Operating Costs: The projected annual operating cost of the East Suffolk Athletic Fields is $10,000 forutilities beginning in FY19.

FY 16 FY 17 FY 18 FY 19 FY 20 FY 21-25 Total$0 $0 $0 $0 $0 $1,500,000 $1,500,000

East Suffolk Athletic FieldsThis project is for the acquisition and developmentof property around the East Suffolk RecreationCenter for multi-use athletic fields.

Water Access Sportsplex-NansemondThe project will provide for the construction of apier for fishing and canoe/kayak access to theNansemond River as well as development ofrequired parking, restroom facilities, and a picnicshelter.

Operating Costs: The projected annual operating cost is $10,000 for utilities beginning in FY 22.

236


FY 16 FY 17 FY 18 FY 19 FY 20 FY 21-25 Total$0 $0 $600,000 $1,000,000 $0 $1,500,000 $3,100,000

Operating Costs: The projected annual operating cost of the joint use facilities is $10,000 for utilitiesbeginning in FY 22.

Joint Use FacilitiesThe project will provide for the continueddevelopment of joint-use recreation facilities that areshared with Suffolk Public Schools. Thedevelopment includes renovation to existing jointuse facilities and architecture and engineering fornew facilities.

237

Public Building and Facilities


City Airport: Parallel Taxiway (2% local) 150,000 1,050,000 - - - - 1,050,000 - 1,050,000 Parking Expan & Entrance Imprv (20% local) 75,000 500,000 - - - - 500,000 - 500,000 Taxi Rehab-Construction (20% local) 400,000 - - - 400,000 - 400,000

Runway 4-22 Obstruction Removal (2% local) 80,000 400,000 - - - - 400,000 - 400,000 Runway 4-22 Rehabilitation (2% local) 30,000 750,000 5,000,000 - - 5,780,000 - 5,780,000 Airport Maintenance Building (50% local) - 100,000 - - - 100,000 - 100,000 Airport Layout Plan Update (2% local) - - 250,000 - - 250,000 - 250,000

City Buildings: Public Building Capital Maintenance 750,000 860,000 770,000 780,000 790,000 800,000 4,000,000 4,150,000 8,150,000 Central Library /W.Washington St. Plan 2,000,000 - - 2,882,259 8,646,776 2,882,259 14,411,294 - 14,411,294

Total 3,240,000 1,620,000 8,912,259 9,436,776 3,682,259 26,891,294 4,150,000 31,041,294

Public Building and Facilities


Parallel Taxiway (90% Federal) 945,000 - - - - Parallel Taxiway (8% State) 84,000 - - - - Parking Expan & Entrance Imprv (80% State) 400,000 - - - - Taxi Rehab-Construction (80% State) 320,000 Runway 4-22 Obstruction Removal (90% Federal) 360,000 - - - - Runway 4-22 Obstruction Removal (8% State) 32,000 - - - - Runway 4-22 Rehabilitation (90% Federal) 27,000 675,000 4,500,000 - - Runway 4-22 Rehabilitation (8% State) 2,400 60,000 400,000 - - Airport Maintenance Building (50% State) - 50,000 - - - Airport Layout Plan Update (90% Federal) - - 225,000 - - Airport Layout Plan Update (8% State) - - 20,000 - - State/Federal Grant Funds 2,170,400 785,000 5,145,000 - - 8,100,400 - 8,100,400 Parallel Taxiway (2% local) 21,000 - - - -

Parking Expan & Entrance Imprv (20% local) 100,000 - - - -

Taxi Rehab-Construction (20% Local) 80,000

Runway 4-22 Obstruction Removal (2% local) 8,000 - - - -

Runway 4-22 Rehabilitation (2% local) 600 15,000 100,000 - -

Airport Maintenance Building (50% local) - 50,000 - - -

Airport Layout Plan Update (2% local) - - 5,000 - - Public Building Capital Maintenance 860,000 770,000 780,000 790,000 800,000 Transfer from General Fund 1,069,600 835,000 885,000 790,000 800,000 4,379,600 4,150,000 8,529,600 Central Library /W.Washington St. Plan - - 2,882,259 8,646,776 2,882,259 General Obligation Bonds - - 2,882,259 8,646,776 2,882,259 14,411,294 - 14,411,294

Total 3,240,000 1,620,000 8,912,259 9,436,776 3,682,259 26,891,294 4,150,000 31,041,294


City Airport: Parallel Taxiway (2% local) - - - - - Parking Expan & Entrance Imprv (20% local) - - - - - Terminal Building Renovation (59% local) - - - - - Runway 4-22 Obstruction Removal (2% local) - - - - - Runway 4-22 Rehabilitation (2% local) - - - - - Airport Maintenance Building (50% local) - - - - - Airport Layout Plan Update (2% local) - - - - -

City Buildings: Public Building Capital Maintenance - - - - - Central Library /W.Washington St. Plan - - - - 350,000

Total Operating Cost - - - - 350,000

CAPITAL IMPROVEMENTS PLANPUBLIC BUILDINGS AND FACILITIES

FY 2016 - 2025

5 Year Summary

238

Public Buildings and Facilities

Parallel Taxiway This project will provide for Phase II & III design andconstruction of the partial parallel taxiway to improve theefficiency and safety of commercial and general aviationaircraft taxiing from the runway to aviation hangars. Theproject will be funded through a combination of federal(90%), state (8%), and local (2%) funds.

City Airport

FY 16 FY 17 FY 18 FY 19 FY 20 FY 21-25 Total$1,050,000 $0 $0 $0 $0 $0 $1,050,000

Operating Costs: The project will not have an operational impact on the City.

FY 16 FY 17 FY 18 FY 19 FY 20 FY 21-25 Total$400,000 $0 $0 $0 $0 $0 $400,000


Runway 4-22 Obstruction Removal

This project will provide for the removal of treesadjacent to and off of both ends of Runway 4-22 tocomply with the Federal Aviation Administrationregulations for approach surfaces. This project willbe funded through a combination of federal (90%),state (8%) and local (2%) funds.

239


Parking Expansion & Entrance ImprovementsThe project will provide for the design and construction ofan expanded Airport Terminal parking lot andentranceway. The improvements will eliminate overflowparking on grass areas and provide better circular access tothe Terminal entrance. The project will be funded througha combination of state (80%) and local (20%) funds.

City Airport



FY 16 FY 17 FY 18 FY 19 FY 20 FY 21-25 Total$30,000 $750,000 $5,000,000 $0 $0 $0 $5,780,000


Runway 4-22 Rehabilitation

The project will provide for the resurface of theairport’s main runway. The current runway wasoverlaid in 1990 and is reaching the end of itsprojected life. The project will be funded through acombination of federal (90%), state (8%) and local(2%) funds.

240

Public Buildings and FacilitiesCity Airport



Airport Maintenance Building

The project will provide for the construction of amaintenance building to house airport maintenanceequipment. This project will be funded through acombination of state (50%) and local (50%) funds.

FY 16 FY 17 FY 18 FY 19 FY 20 FY 21-25 Total$0 $100,000 $0 $0 $0 $0 $100,000


Taxiway Rehab-Construction

The project will provide for the construction phaseof a the rehabilitation of Taxiway “A” and Taxi lanesbetween T-Hanger D-E & F Project that was startedin FY15. This project will be funded through acombination of state (80%) and local (20%) funds.

241

Public Buildings and FacilitiesCity Airport

Airport Layout Plan Update

This project will provide for the update of the AirportLayout Plan to include the last 10 years of airportdevelopment. The Federal Aviation Administration andState will support the planning exercise to study the futurefacility requirements. The project will be funded througha combination of federal (90%), state (8%) and local (2%)funds.

FY 16 FY 17 FY 18 FY 19 FY 20 FY 21-25 Total$0 $0 $250,000 $0 $0 $0 $250,000


242

Public Building Capital MaintenanceA proactive building maintenance program is implementedto protect the City’s significant investment in publicbuildings. Capital maintenance projects include renovationsand repairs to buildings and systems, as well as compliancewith Americans with Disabilities Act (ADA) requirements.FY16 funding also includes one-time expenses for securityupgrades in the Magistrate's office.

City Buildings


FY 16 FY 17 FY 18 FY 19 FY 20 FY 21-25 Total$860,000 $770,000 $780,000 $790,000 $800,000 $4,150,000 $8,150,000


FY 16 FY 17 FY 18 FY 19 FY 20 FY 21-25 Total$0 $0 $2,882,259 $8,646,776 $2,882,259 $0 $14,411,294

Operating Costs: The projected annual operating cost is $350,000 for utilities and building maintenancebeginning in FY20.

Central Library/W. Washington St. PlanThis project will provide for the construction of anew Central Library and the redevelopment of WestWashington Street from the New Municipal Centersite at North Street to Saratoga Street and the FinneyAvenue/North Street Connection. The project willalso provide for a potential partnership with acommunity college. FY18 funding is programmedfor the final design of the new Central Libraryfacility.

243

Public Safety


Fire & Rescue:Fire Engines (Various New Stations) - - - - - - 3,263,908 3,263,908 Fire Engines (New/Holland Rd Station) - - - - - - 686,862 686,862 Fire Engines (Replacements) - 612,166 612,166 642,775 674,913 2,542,020 1,994,310 4,536,330 Ambulance (Replacements) - 295,745 577,406 310,532 342,361 1,526,044 - 1,526,044 Ambulance (Refurbished) - - 201,713 207,765 206,618 616,096 890,346 1,506,442 Ambulance (Various New Stations ) - - - - - - 1,626,872 1,626,872 Ambulance (New Holland Rd Station) - - - - - - 326,058 326,058 Aerial Platform Truck - - - - - - 1,616,336 1,616,336 Aerial Ladder Truck 425,000 678,631 - - - - 678,631 1,887,583 2,566,214 Fire Rescue Truck (College Drive) - - - - - - 1,523,511 1,523,511 Fire Rescue Truck (New/Holland Rd Station) - - - - - - 1,316,066 1,316,066 Fire Tanker Truck - - - - - - 684,289 684,289 Holland Road Fire/PS Ctr Traing (36 staff) - - - - - - 8,496,000 8,496,000 Nansmnd & Wilroy Rd Fire Stn (36 staff) - - - - 500,000 500,000 4,000,000 4,500,000 Carolina Road Fire Stn (21 staff) - - - - - - 4,500,000 4,500,000 College Drive Fire Station (36 staff) - - - - - - 4,500,000 4,500,000 Pruden Blvd. Rt. 460 Fire Stn (21 staff) - - - - - - 4,500,000 4,500,000 Breathing Air System - - - - - - 500,000 500,000

Police:Holland Road Fire/PS Ctr Traing (44 staff) - - - - - - 13,841,043 13,841,043

Total 678,631 907,911 1,391,285 1,161,072 1,723,892 5,862,791 56,153,184 62,015,975

Public Safety


Breathing Air System - - - - - Ambulance (Replacements) - - - - Ambulance (Refurbished) - - - - - Aerial Ladder Truck 678,631 - - - -

Transfer from General Fund 678,631 - - - - 678,631 500,000 1,178,631 Carolina Road Fire Stn (21 staff)College Drive Fire Station (36 staff)Pruden Blvd. Rt. 460 Fire Stn (21 staff)Fire Engines (Various New Stations) - - - - Fire Engines (New/Holland Rd Station) - - - - - Fire Engines (Replacements) - 612,166 612,166 642,775 674,913 Ambulance (Replacements) - 295,745 577,406 310,532 342,361 Ambulance (Refurbished) - - 201,713 207,765 206,618 Ambulance (Various New Stations ) - - - - - Ambulance (New Holland Rd Station) - - - - - Aerial Platform Truck - - - - - Aerial Ladder Truck - - - - - Fire Rescue Truck (College Drive) - - - - - Fire Rescue Truck (New/Holland Rd Station) - - - - - Fire Tanker Truck - - - - - Holland Road Fire/PS Ctr Traing (36 staff) - - - - - Nansmnd & Wilroy Rd Fire Stn (36 staff) - - - - 500,000 Holland Road Fire/PS Ctr Traing (44 staff) - - - - -

General Obligation Bonds - 907,911 1,391,285 1,161,072 1,723,892 5,184,160 55,653,184 60,837,344

Total 678,631 907,911 1,391,285 1,161,072 1,723,892 5,862,791 56,153,184 62,015,975


Fire & Rescue:Fire Engines (Various New Stations) - - - - - Fire Engines (New/Holland Rd Station) - - - - - Fire Engines (Replacements) - - - - - Ambulance (Replacements) - - - - - Ambulance (Refurbished) - - - - - Ambulance (Various New Stations ) - - - - - Ambulance (New Holland Rd Station) - - - - - Aerial Platform Truck - - - - - Aerial Ladder Truck - - - - - Fire Rescue Truck (College Drive) - - - - - Fire Rescue Truck (New/Holland Rd Station) - - - - - Fire Tanker Truck - - - - - Holland Road Fire/PS Ctr Traing (36 staff) - - - - - Nansmnd & Wilroy Rd Fire Stn (36 staff) - - - - - Carolina Road Fire Stn (21 staff) - - - - - Pruden Blvd. Rt. 460 Fire Stn (21 staff) - - - - - Breathing Air System - - - - -

Police:Holland Road Fire/PS Ctr Traing (44 staff) - - - - -

Total Operating Cost - - - - -

CAPITAL IMPROVEMENTS PLANPUBLIC SAFETY

FY 2016 - 2025

5 Year Summary

244

Public Safety

AmbulancesThe expansion of fire & rescue to include emergencymedical services has necessitated the acquisition ofadditional ambulances to ensure the provision ofrapid response to emergency medical incidents. Thisproject identifies a systematic approach for acquiringnew ambulances as new facilities are constructed andreplacing old ambulances that have exceeded theirlife expectancy. This project also includes the cost ofrefurbishing several existing ambulances.

Fire & Rescue

FY 16 FY 17 FY 18 FY 19 FY 20 FY 21-25 Total$0 $612,166 $612,166 $642,775 $674,913 $5,945,080 $8,487,100

Operating Costs: Additional annual operating costs are not anticipated in the first 5 years of the CIP. Thefire engines that will be purchased during this time period are replacement engines. New fire engines thatare purchased in FY21-FY 25 are associated with newly planned fire stations will have additional annualoperating costs of $39,612 per fire engine.

Fire Engines The expansion of fire & rescue facilities and aging ofexisting fire engines requires the acquisition of newand replacement equipment. A systematic approach isused for acquiring new fire engines as new facilitiesare constructed and replacing old fire engines that haveexceeded their life expectancy.

FY 16 FY 17 FY 18 FY 19 FY 20 FY 21-25 Total$0 $295,745 $779,119 $518,297 $548,979 $2,843,276 $4,985,416

Operating Costs: Additional operating costs are not anticipated in the first 5 years of the CIP. Theambulances that will be purchased during this time period are replacement and refurbished vehicles. Newambulances that are purchased in FY 21-FY 25 and associated with newly planned fire stations will haveadditional annual operating costs of $37,000 per ambulance.

245

Public SafetyFire & Rescue

Aerial Platform TruckThe expansion of fire & rescue facilities and aging ofexisting aerial platform trucks requires the acquisitionof new and replacement equipment. A systematicapproach is used for acquiring new aerial platformtrucks as new facilities are constructed and replacingold aerial platform trucks that have exceeded their lifeexpectancy.


Operating Costs: A new aerial platform truck programmed for FY21 will have an annual operating impactof $61,668.

Aerial Ladder TruckThe aging of existing aerial ladder trucks requires theacquisition of new and replacement equipment. Thesetrucks provide elevated fire streams, facilitates therescue of occupants from buildings, can be utilized forspecialized rescue applications, provides entry andegress for firefighter during operations at building oraccess limited structures/locations, and provides anelevated lighting source during incidents. A systematicapproach is used for acquiring new aerial ladder trucksas new facilities are constructed and replacing old aerialladder trucks that have exceeded their life expectancy.

FY 16 FY 17 FY 18 FY 19 FY 20 FY 21-25 Total$678,631 $0 $0 $0 $0 $1,887,583 $2,566,214

Operating Costs: Replacement aerial ladder truck programmed for FY 16 will not have an operationalimpact on the City.

246


Fire & Rescue

FY 16 FY 17 FY 18 FY 19 FY 20 FY 21-25 Total$0 $0 $0 $0 $0 $684,289 $684,289

Public Safety

Fire Rescue TruckThe expansion of fire & rescue facilities and agingof existing fire rescue trucks requires the acquisitionof new and replacement equipment. These trucksprovide specialty rescue equipment such as air tools,hydraulic tools, cutting tools, cutting torches, andlighting for response to motor vehicle incidents,structure fires, collapsed structures, water rescues,and other incidents. A systematic approach is usedfor acquiring new fire rescue trucks as new facilitiesare constructed and replacing old fire rescue trucksthat have exceeded their life expectancy.

Operating Costs: New fire rescue trucks programmed for FY21-25 will have an annual operatingimpact of $45,000 per vehicle.

Fire Tanker TruckThe expansion of fire & rescue facilities and agingof existing fire tanker trucks requires the acquisitionof new and replacement equipment. These trucksare used for the purpose of transporting largeamounts of water to the fire ground to make itavailable for extinguishing operations. These trucksare especially useful in rural areas where firehydrants are not readily available and natural waterresources are insufficient. A systematic approach isused for acquiring new fire tanker trucks as newfacilities are constructed and replacing old firetanker trucks that have exceeded their lifeexpectancy.

Operating Costs: Replacement fire tanker truck programmed for FY 25 will not have anoperational impact on the City.

247


Nansemond and Wilroy Road Fire Station Funding will provide for the construction of a three bayfire station/public safety center to provide fire protectionand emergency medical services to the growing areasalong Nansemond Parkway and Wilroy Road.


Operating Costs: The projected annual operating cost is $2,150,000 beginning in FY 22 to include theaddition of 36 new firefighters and utilities.

.

FY 16 FY 17 FY 18 FY 19 FY 20 FY 21-25 Total$0 $0 $0 $0 $500,000 $4,000,000 $4,500,000

Operating Costs: The projected annual operating cost is $2,150,000 beginning in FY 22 to includethe addition of 36 new firefighters and utilities.

Holland Road Fire/Public Safety CenterThe project will provide for the construction of a14,700 square foot fire station with bays inconjunction with an 11,700 square foot policestation and 19,000 square foot shared trainingfacility to include three classrooms, an undergroundfirearms range, a burn building and other props,training staff offices, equipment storage, a K-9Training Facility and restroom/shower facilities. Thefacility will enhance fire protection in the Route58/460 corridor, helping to reduce response times inthe growing areas surrounding the facility.

248



Operating Costs: The projected annual operating cost of the project is $2,150,000 including 36 newfirefighters and utilities beginning in FY 23.


Operating Costs: The projected annual operating cost of the project is $1,254,166 including 21 new firefighters and utilities beginning in FY 24.

College Drive Fire StationThe project will provide for the design andconstruction of a three bay fire station/public safetycenter to provide fire protection and emergencymedical services to the highly populated area ofHarbour View in Northern Suffolk.

Carolina Road Fire StationThe project will provide for the construction of athree bay fire station/public safety center to providefire protection and emergency medical services tothe growing areas of Route 13 and Route 32 betweenDowntown Suffolk and the village of Whaleyville

249


Pruden Boulevard Route 460 Fire StationThe project will provide for the design and constructionof a three bay fire station/public safety center to providefire protection and emergency medical services to thegrowing Pruden Boulevard area of the City.


Operating Costs: The projected annual operating cost of the project, $1,254,166 including 21 newfirefighters and utilities beginning in FY25.

Breathing Air SystemThe project will provide for the acquisition of areplacement breathing air system to refill breathingair cylinders used by firefighters during entry intohazardous environments, such as structure fires,vehicle fires, and hazmat incidents for the NorthSuffolk Public Safety Center as well as a newbreathing air system for the new Holland RoadPublic Safety Center.



250

Public SafetyPolice


Operating Costs: The projected annual operating cost of the police department’s portion of the project is$3,411,772 beginning in FY 22 to include the addition of 44 police officers and civilians, and utilities.

Holland Road Fire/Public Safety CenterThe project will provide for the construction of a14,700 square foot fire station with bays inconjunction with an 11,700 square foot policestation and 19,000 square foot shared trainingfacility to include three classrooms, an undergroundfirearms range, a burn building and other props,training staff offices, equipment storage, a K-9Training Facility and restroom/shower facilities. Thefacility will enhance fire protection in the Route58/460 corridor, helping to reduce response times inthe growing areas surrounding the facility.

251

Public Schools


Hazardous Material Management 75,000 75,000 75,000 75,000 75,000 75,000 375,000 375,000 750,000 HVAC/Chiller Replacements 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 5,000,000 - 5,000,000 New Middle School - 600 pupil 500,000 9,057,408 12,957,408 3,900,000 - - 25,914,816 - 25,914,816 New Elementary School - 1,000 student 9,669,697 13,669,697 4,000,000 - - 27,339,393 - 27,339,393 Operations Facility - - - - - - 9,270,462 9,270,462 JFK Middle Renovation - - - - - - 19,596,000 19,596,000 Forest Glen Mid Renovation - - - - - - 10,934,000 10,934,000 John Yeates Mid Renovation - - - - - - 15,344,600 15,344,600 Elephants Fork Elem. Renovation - - - - - - 8,820,000 8,820,000 Lakeland High School Renovation - - - - - - 34,472,000 34,472,000 Nansemond River High Schl Renovation - - - - - - 35,584,000 35,584,000 Kilby Shores Elem. Renovation - - - - - - 9,702,000 9,702,000 N Pkwy Elem. Renovation - - - - - - 9,996,000 9,996,000 New High School - - - - - - 2,000,000 2,000,000

Total 19,802,105 27,702,105 8,975,000 1,075,000 1,075,000 58,629,209 156,094,062 214,723,271

Public Schools


Hazardous Material Management 75,000 75,000 75,000 75,000 75,000 Transfer from General Fund 75,000 75,000 75,000 75,000 75,000 375,000 375,000 750,000

HVAC/Chiller Replacements 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 New Middle School - 600 pupil 9,057,408 12,957,408 3,900,000 - - student 9,669,697 13,669,697 4,000,000 - - Operations Facility - - - - - JFK Middle Renovation - - - - - Forest Glen Mid Renovation - - - - - John Yeates Mid Renovation - - - - - Elephants Fork Elem. Renovation - - - - - Lakeland High School Renovation - - - - - Nansemond River High Schl - - - - - Kilby Shores Elem. Renovation - - - - - N Pkwy Elem. Renovation - - - - - New High School - - - - -

General Obligation Bonds 19,727,105 27,627,105 8,900,000 1,000,000 1,000,000 58,254,209 155,719,062 213,973,271

Total 19,802,105 27,702,105 8,975,000 1,075,000 1,075,000 58,629,209 156,094,062 214,723,271


Hazardous Material Management - - - - - HVAC/Chiller Replacements - - - - - New Middle School - 600 pupil - - 2,300,000 - - New Elementary School - 1,000 student - - - - - Operations Facility - - - - - JFK Middle Renovation - - - - - Forest Glen Mid Renovation - - - - - John Yeates Mid Renovation - - - - - Elephants Fork Elem. Renovation - - - - - Lakeland High School Renovation - - - - - Nansemond River High Schl Renovation - - - - - Kilby Shores Elem. Renovation - - - - - N Pkwy Elem. Renovation - - - - - New High School - - - - -

Total Operating Cost - - 2,300,000 - -

CAPITAL IMPROVEMENTS PLANPUBLIC SCHOOLS

FY 2016 - 2025

5 Year Summary

252

Public SchoolsHVAC/Chiller Replacement

This project will provide for the replacement of agingand inefficient HVAC Equipment, ductwork, and DDCsystem reconfiguration. The replacement equipment willprovide more efficient operation and the ability toprovide active humidity control in the schools thatcurrently do not have this function. It will create a saferenvironment with less mold issues.

FY 16 FY 17 FY 18 FY 19 FY 20 FY 21-25 Total$1,000,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $0 $5,000,000

Operating Costs: The project will not have an operational impact on Suffolk Public Schools.

Hazardous Materials ManagementHazardous Materials Management funds areprovided to test and abate harmful substances asthey are identified as potential problems to studentsand staff in school facilities.

FY 16 FY 17 FY 18 FY 19 FY 20 FY 21-25 Total$75,000 $75,000 $75,000 $75,000 $75,000 $375,000 $750,000

Operating Costs: The project will not have an operational impact on Suffolk Public Schools.

253

Public Schools

FY 16 FY 17 FY 18 FY 19 FY 20 FY 21-25 Total$9,057,408 $12,957,408 $3,900,000 $0 $0 $0 $25,914,816

Operating Costs: The projected annual operating cost of the new middle school is $2,300,000 including building utilities and staffing beginning in FY 18.

New Middle SchoolA new 600 pupil middle school is recommended in thenorthern/eastern area of the City to accommodate thecitywide growth of the middle school population to helpreduce the use of mobile classrooms and relieveovercrowding at John Yeates and other middle schoolsserving the northern end of the City.

New Northern Elementary SchoolThe project will provide for a new 1,000 pupilelementary school in the northern area of the City toaccommodate growth as well as relieve currentovercrowding and usage of mobile classrooms atexisting elementary schools. This new school willallow for the closing of Florence Bowser and DriverElementary.

FY 16 FY 17 FY 18 FY 19 FY 20 FY 21-25 Total$9,669,697 $13,669,697 $4,000,000 $0 $0 $0 $27,339,394

Operating Costs: The project will not result in substantial operating costs.

254

Public Schools

Operations FacilityThe current maintenance building is housed in an oldschool building with antiquated utilities and noHVAC system. The facility serves as the baseheadquarters for all maintenance operations as well asreceiving, supply inventory storage, textbook centerand storage of student records. The new facility willinclude offices, warehouse space, and trades workershops, as well as space for the print shop, textbookcenter, and food services administration.


Operating Costs: The project will not have an operational impact.


Operating Costs: The project will not result in substantial operating costs.

John F. Kennedy Middle School Renovation

Renovations to the school are needed to comply withAmericans with Disabilities Act (ADA)requirements, renovate all classrooms to meetcurrent building codes, provide classrooms capableof delivering modern instructional programs,provide a new integrated communication system,and modernize the electrical and utility systems.

255

Public Schools





Forest Glenn Middle School Renovation

Renovations to the school are needed to comply withAmericans with Disabilities Act (ADA)requirements, renovate all classrooms to meetcurrent building codes, provide classrooms capableof delivering modern instructional programs,provide a new integrated communication system,and modernize the electrical and utility systems.

John Yeates Middle SchoolRenovation

Renovations to the school are needed to comply withAmericans with Disabilities Act (ADA)requirements, renovate all classrooms to meetcurrent building codes, provide classrooms capableof delivering modern instructional programs,provide a new integrated communication system,replace the HVAC system and modernize theelectrical and utility systems.

256

Public SchoolsElephants Fork Elementary Renovations

Renovations to the school are needed to comply withAmericans with Disabilities Act (ADA) requirements,renovate all classrooms to meet current building codes,provide classrooms capable of delivering moderninstructional programs, provide a new integratedcommunications system, replace the HVAC system andmodernize the electrical and utility systems.



Lakeland High School RenovationRenovations to the high school are needed to complywith Americans with Disabilities Act (ADA)requirements and replace/upgrade windows, doors,the roof, locker rooms, restrooms, mechanicalsystems, lights, the alarm system, communications,elevators, technology infrastructure, carpeting,auditorium seating, lights and sound, lab equipment,athletic equipment, bleachers, athletic field lighting,and parking lot lighting.



257

Public Schools

Nansemond River High School RenovationRenovations to the high school are needed to complywith Americans with Disabilities Act (ADA)requirements and replace/upgrade windows, doors, theroof, locker rooms, restrooms, mechanical systems,lights, the alarm system, communications, elevators,technology infrastructure, carpeting, auditoriumseating, lights and sound, lab equipment, athleticequipment, bleachers, athletic field lighting, andparking lot lighting.



Kilby Shores Elementary School Renovation

Renovations to the school will include compliancewith Americans with Disabilities Act (ADA)requirements and renovation of all classrooms tomeet current building codes, provide classroomscapable of delivering modern instructionalprograms, provide a new integrated communicationsystem, replace the HVAC system, and modernizethe electrical and utility systems.



258

Public Schools


Operating Costs: This project will not have an operational impact.



New High SchoolA fourth high school is proposed beyond the 10 yearCIP to accommodate citywide growth of students ingrades 9-12. The 10 year CIP includes $2,000,000for pre-construction costs associated with the newhigh school.

Nansemond Parkway Elementary School Renovation

This project will provide for the renovation of theNansemond Parkway Elementary School. Theproject will address Americans with Disabilities Act(ADA) requirements, renovate all classrooms tomeet current building codes, provide classroomscapable of delivering modern instructionalprograms, provide a new integrated communicationsystem, replace HVAC system, and modernize theelectrical and utility systems.

259

Village & Neighborhood Initiatives


Village & Neighborhood Improvements * 500,000 - 1,250,000 - 1,250,000 3,000,000 2,500,000 5,500,000 Open Space Improvements 250,000 - 250,000 - 250,000 750,000 500,000 1,250,000

Total 750,000 - 1,500,000 - 1,500,000 3,750,000 3,000,000 6,750,000

Village & Neighborhood Initiatives


Village & Neighborhood Improvements * 500,000 - 1,250,000 - 1,250,000 Open Space Improvements 250,000 - 250,000 - 250,000

Transfer from General Fund 750,000 - 1,500,000 - 1,500,000 3,750,000 3,000,000 6,750,000

Total 750,000 - 1,500,000 - 1,500,000 3,750,000 3,000,000 6,750,000


Neighborhood & Village Imprvmts * - - - - - Open Space Improvements - - - - -


* Project includes consolidated funding to address all neighborhood issues to include curb, gutter, and sidewalk improvements.

CAPITAL IMPROVEMENTS PLANVILLAGE & NEIGHBORHOOD INITIATIVES

FY 2016 - 2025

5 Year Summary

260

Village & Neighborhood ImprovementsThe project will provide for the systematicimplementation of short and long term strategiesand initiatives specified in the 2026Comprehensive Plan including the adoptedVillage and Neighborhood Initiatives Plans andother documented neighborhood needsassessments. The request of $500,000 in FY16represents the continuation of multi-yearimplementation strategy to prioritize, fund, andcomplete safety and drainage related projects thatare currently underway and new initiatives subjectto the objective analysis and evaluation of theNeighborhood Needs Assessment Tool.

Village and Neighborhood Initiatives

FY 16 FY 17 FY 18 FY 19 FY 20 FY 21-25 Total$500,000 $0 $1,250,000 $0 $1,250,000 $2,500,000 $5,500,000


Open Space ImprovementsThis project provides for the systematic andongoing implementation of both short and longterm strategies and initiatives as specified in the2026 Comprehensive Plan, including the adoptedVillage and Neighborhood Initiatives Plans andother documented neighborhood needs assessments.The request of $250,000 in FY16 represents thecontinuation of a multi-year implementationstrategy. The principle focus of which is to acquirelands and construct improvements for thedevelopment of neighborhood parks and othersimilar quality of life improvements.

FY 16 FY 17 FY 18 FY 19 FY 20 FY 21-25 Total$250,000 $0 $250,000 $0 $250,000 $500,000 $1,250,000


261

Community Project 2015-2016 2016-2017 2017-2018 2018-2019 2019-2020 5 Year Subtotal 2021-2025 10 Year Total

East Washington Street / Fairgrounds Revitalization Completion of Liberty Street Parking Lot 350,000 - - - - 350,000 - 350,000

Future Projects Future Projects (As yet to be Determined per Neighborhood Assessment Tool and Assessment of Other Specified Needs) 150,000 - 1,250,000 - 1,250,000 2,650,000 2,500,000 5,150,000

FY 2016 - 2025 CAPITAL IMPROVEMENTS PLANVILLAGE & NEIGHBORHOOD IMPROVEMENTS

FUTURE / PROPOSED VILLAGE & NEIGHBORHOOD IMPROVEMENT PROJECTS (As Determined per Neighborhood Assessment Tool and Assessment of Other Specified

Needs)

5,500,000 1,250,000 - 3,000,000

FY 2015 / 2016 Proposed Budget Request

- 1,250,000 TOTALS 2,500,000 500,000

262

Community Project 2015-2016 2016-2017 2017-2018 2018-2019 2019-2020 5 Year Subtotal 2021-2025 10 Year Total

Future ProjectsFuture Projects (As yet to be Determined per Neighborhood Assessment Tool and Assessment of Other Specified Quality of Life Needs)

250,000 - 250,000 - 250,000 750,000 500,000 1,250,000

FUTURE / PROPOSED OPEN SPASE & QUALITY of LIFE IMPROVEMENT PROJECTS (As Determined per Neighborhood Assessment Tool and Assessment of Other

Specified Needs)

TOTALS 1,250,000 500,000 250,000 750,000 250,000 250,000

FY 2016 - 2025 CAPITAL IMPROVEMENTS PLANOPEN SPACE and QUALITY OF LIFE IMPROVEMENTS

FY 2015 / 2016 Proposed Budget Request

- -

263

Transportation


Level of Service Enhancements:Local Urban Rdway Constrn-Comp Plan 10,000,000

Nansemond Pkwy - 7,608,978 - - - 7,608,978 - 7,608,978 Holland Road - - - 10,000,000 10,000,000 20,000,000 40,000,000 60,000,000 Bridge Road - - - - - - 10,000,000 10,000,000

Local Urban Intrsctn Const -Comp Plan 300,000 N Pkwy/Bennetts Pasture Rd Intrsctn 300,000 - - - - 300,000 - 300,000 Rt 17/Bennetts Pasture Road Intrsctn 7,100 - - - - 7,100 - 7,100 Rt 17/Lee Farm Lane Intrsctn 5,200 - - - - 5,200 - 5,200 Yr. 2 - 10 Projects - TBD - 2,000,000 2,000,000 2,000,000 2,000,000 8,000,000 10,000,000 18,000,000

Oak Ridge/Colonial Ave Connector 300,000 350,000 - - - 650,000 - 650,000 Godwin Blvd Park and Ride - - - - - - 400,000 400,000 Harbour View Area Signal Improvements 1,575,000 1,000,000 925,000 - - - 1,925,000 - 1,925,000 Lake View Pkwy/College Dr Sidewalk 520,000 - - - - 520,000 - 520,000 Pruden Center Signal & Turn Lanes - - 800,000 2,200,000 - 3,000,000 - 3,000,000 Public Utilities Pavement Projects 3,300,000 - - - 3,300,000 - 3,300,000 Operations & Maintenance Facility 885,000 - - - - 885,000 - 885,000 Shoulders Hill Rd/Rt 17 Intersection 5,878 - 1,400,000 8,000,000 8,000,000 17,405,878 - 17,405,878 Shoulders Hill Rd Sidewalk Improvmts 350,000 350,000 - - - - 350,000 - 350,000

Total 6,673,178 10,883,978 4,200,000 22,200,000 20,000,000 63,957,156 60,400,000 124,357,156

Transportation


Nansemond Pkwy - 2,414,320 - - - Holland Road - - - 5,000,000 5,000,000Bridge Road - - - - - N Pkwy/Bennetts Pasture Rd Intrsctn 150,000 - - - - Yr. 2 - 10 Projects - TBD - 1,000,000 1,000,000 1,000,000 1,000,000 Oak Ridge/Colonial Ave Connector 150,000 175,000 - - - Godwin Blvd Park and Ride - - - - - Lake View Pkwy/College Dr Sidewalk 260,000 - - - - Pruden Center Signal & Turn Lanes - - 400,000 1,100,000 - Public Utilities Pavement Projects 1,650,000 - - - - Operations & Maintenance Facility 885,000 - - - - Shoulders Hill Rd/Rt 17 Intersection - - 700,000 4,000,000 4,000,000

State Transportation Funds 3,095,000 3,589,320 2,100,000 11,100,000 10,000,000 29,884,320 30,200,000 60,084,320 Nansemond Pkwy (RSTP) Federal 80% State 20% - 1,000,000 - - - Nansemond Pkwy Federal 80% State 20% - 2,109,725 - - - Nansemond Pkwy (Urban) State - 684,933 - - - Habour View Area Signal Improvements CMAQ 1,000,000 925,000 - - - (TAP) 280,000 - - - -

State/Federal Grant Funds 1,280,000 4,719,658 - - - 5,999,658 - 5,999,658 Public Utilities Pavement Projects 1,650,000 - - - -

Transfer from Public Utilities 1,650,000 - - - - 1,650,000 - 1,650,000 Lake View Pkwy/College Dr Sidewalk 260,000 - - - -

Transfer from Rt. 17 Tax District Fund 260,000 - - - - 260,000 - 260,000 N Pkwy/Bennetts Pasture Rd Intrsctn 150,000 - - - - Rt 17/Bennetts Pasture Road Intrsctn 7,100 - - - - Rt 17/Lee Farm Lane Intrsctn 5,200 - - - - Yr. 2 - 10 Projects - TBD - 1,000,000 1,000,000 1,000,000 1,000,000 Oak Ridge/Colonial Ave Connector 150,000 175,000 - - - Godwin Blvd Park and Ride - - - - - Shoulders Hill Rd/Rt 17 Intersection 5,878 - - - - Shoulders Hill Rd Sidewalk Improvmts 70,000 - - - -

Transfer from General Fund 388,178 1,175,000 1,000,000 1,000,000 1,000,000 4,563,178 5,200,000 9,763,178 Nansemond Pkwy - 1,400,000 - - - Holland Road - - - 5,000,000 5,000,000 Bridge Road - - - - - Pruden Center Signal & Turn Lanes - - 400,000 1,100,000 - Shoulders Hill Rd/Rt 17 Intersection - - 700,000 4,000,000 4,000,000

General Obligation Bonds - 1,400,000 1,100,000 10,100,000 9,000,000 21,600,000 25,000,000 46,600,000

Total 6,673,178 10,883,978 4,200,000 22,200,000 20,000,000 63,957,156 60,400,000 124,357,156

CAPITAL IMPROVEMENTS PLANTRANSPORTATION

FY 2016 - 2025

5 Year Summary

264


Level of Service Enhancements:

Local Urban Rdway Constrn-Comp Plan

Nansemond Pkwy - - - - -

Holland Road - - - - -

Bridge Road - - - - -

Local Urban Intrsctn Const -Comp Plan

N Pkwy/Bennetts Pasture Rd Intrsctn - - - - -

Rt 17/Bennetts Pasture Road Intrsctn - - - - -

Rt 17/Lee Farm Lane Intrsctn - - - - -

Yr. 2 - 10 Projects - TBD - - - - -

Oak Ridge/Colonial Ave Connector - - - - -

Godwin Blvd Park and Ride - - - - -

Harbour View Area Signal Improvements - - - - -

Lake View Pkwy/College Dr Sidewalk - - - - -

Main St Improvements/Old Obici Site - - - - -

Pruden Center Signal & Turn Lanes - - - - -

Public Utilities Pavement Projects - - - - -

Operations & Maintenance Facility - - - - -

Shoulders Hill Rd/Rt 17 Intersection - - - - -

Shoulders Hill Rd Sidewalk Improvmts - - - - -

- - - - -

265

Transportation

FY 16 FY 17 FY 18 FY 19 FY 20 FY 21-25 Total$0 $7,608,978 $0 $10,000,000 $10,000,000 $50,000,000 $77,608,978


.


FY 16 FY 17 FY 18 FY 19 FY 20 FY 21-25 Total$312,300 $2,000,000 $2,000,000 $2,000,000 $2,000,000 $10,000,000 $18,312,300

Local Urban Roadway Construction -Comprehensive Plan

The project will provide funding to undertakevarious roadway construction projectsrecommended in the City’s 2026Comprehensive Plan such as NansemondParkway, Route 58 Widening and Route 17widening. FY17 funding provides localmatching funds required for state revenuesharing funding.

Local Urban Intersection Construction -Comprehensive Plan

The project involves the construction of variousintersection improvements to improve traffic flowand safety as recommended in the City’s 2026Comprehensive Plan. Priority intersectionimprovements for FY16 include a traffic study atthe Nansemond Parkway/Bennetts Pasture RoadIntersection, and intersection improvements for Rt.17/Bennetts Pasture Road Intersection, and Rt.17/Lee Farm Lane Intersection.

266

Transportation

FY 16 FY 17 FY 18 FY 19 FY 20 FY 21-25 Total$300,000 $350,000 $0 $0 $0 $0 $650,000




Godwin Blvd Park and RideThis project will provide for the improvements tothe existing park and ride on Godwin Boulevardadjacent to Freedom Plaza. Improvements willinclude lighting, curbing, pavement, landscaping andincrease parking capacity with 50% of fundinganticipated from the State Revenue SharingProgram.

Oak Ridge/Colonial Avenue ConnectorThis project will provide for the 450 feet of roadwayrealignment and widening of Colonial Avenue toaccommodate new traffic patterns in the Oak RidgeNeighborhood as a result of the realignment ofNorthbrooke Avenue with the Route 58improvements with 50% of funding anticipated fromthe State Revenue Sharing Program.

267

Transportation

Harbour View Area Signal ImprovementsThis project will provide upgrades to existingequipment, or new traffic equipment wherenecessary, and signal coordination along the CollegeDrive, Harbour View Boulevard, and HamptonRoads Parkway corridors. This project is beingfunded with Federal grant funding.

FY 16 FY 17 FY 18 FY 19 FY 20 FY 21-25 Total$1,000,000 $925,000 $0 $0 $0 $0 $1,925,000


Lake View Parkway/College Drive Sidewalk

This project provides for the installation ofbulkhead and necessary backfill to supportapproximately 1,500 liner feet of sidewalkadjacent to College Drive. The sidewalk willextend along College Drive from Lake ViewParkway to Burbage Drive extended with 50% offunding anticipated from the State RevenueSharing Program.


Operating Costs: The project will not have an operational impact on the City

268

Transportation





Pruden Center Signal and Turn LanesThis project provides for the installation of a trafficsignal and left and right turn lanes on Route 460 atthe entrance to Prudent Center and will include rightof way acquisition to address safety concerns relatedto vehicles entering and exiting the Pruden Center. Itis anticipated that 50% of the funding will comefrom the State Revenue Sharing Program.

Various Pavement Overlays PU ProjectsThis project will provide for expanded overlayprogram in coordination with various public utilityprojects throughout the City. Project will providefor pavement reconstruction or full width overlays toaddress pavement cuts as a result of water orsanitary sewer installation projects. Projectsanticipated for FY16 are Shoulder’s Hill road waterline extension, Maple Hills/Forrest GlennDrive/Raleigh Drive sewer, OldSomerton/Rosewood water system improvements,Oak Ridge waterman extension and Turlington Park.

269

Transportation

Operations & Maintenance FacilityThis project will provide improvements to theexisting entrance road to Public WorksOperations & Maintenance Facility to meet stateeligibility requirements for maintenance funds.Project will provide closed storm drainage, curband gutter, sidewalk, street lighting and otherimprovements.



Shoulders Hill Road/Rt. 17 IntersectionThis project will provide for the full build out ofRoute 17, approximately 1,000 feet to the east andwest from the intersection, to three through laneseast and west bound with raised median and fullbuild out of Shoulder's Hill Road to two throughlanes northbound and southbound with raisedmedian extending approximately 1,900 feet south ofthe intersection. The project will provide turn lanesat the intersection. Approximately 50% of theproject funding is anticipated from the StateRevenue Sharing Program.

FY 16 FY 17 FY 18 FY 19 FY 20 FY 21-25 Total$5,878 $0 $1,400,000 $8,000,000 $8,000,000 $0 $17,405,878


270

Transportation

.

Shoulders Hill RoadSidewalk Improvements

This project will provide improvements to theintersection of Shoulder’s Hill Road and Bennett’sCreek Park Road to include extending the sidewalksouth of the intersection of the northbound lane ofShoulders Hill Road and providing for theconstruction of multi-use path along the southboundside of the corridor. The project will also providemodifications of the existing signal controller,pedestrian signals, signage and pavement markingupgrades. Approximately 80% of the projectfunding in anticipated from State and Federal grantfunding.



271

Utility Fund

_____________________________________________________________________________________


Public Utilities Fund

Planned Expenditures Previous 2015-2016 2016-2017 2017-2018 2018-2019 2019-2020 5 Year 6-10 Year 10 Year

Funding Subtotal Subtotal Total

Water Projects

Water Source Development and Water Treatment Plant Expansion 3,925,000 2,532,500 10,112,500 3,650,000 2,600,000 11,118,000 30,013,000 54,676,000 84,689,000

Water Distribution & Transmission System Expansion 2,500,000 - 800,000 300,000 8,700,000 - 9,800,000 11,080,000 20,880,000

Water System Upgrades 900,000 1,800,000 1,050,000 750,000 250,000 250,000 4,100,000 1,250,000 5,350,000

Subtotal Water Projects: 4,332,500 11,962,500 4,700,000 11,550,000 11,368,000 43,913,000 67,006,000 110,919,000

Sewer Projects

Sanitary Sewer Extensions 2,000,000 - - - - - - -

Sanitary Sewer System Upgrades 4,400,000 3,000,000 7,700,000 7,700,000 7,700,000 7,700,000 33,800,000 38,500,000 72,300,000

Nonresidential Sewer Extensions - - - 300,000 - 300,000 600,000 600,000 1,200,000

Subtotal Sewer Projects: 3,000,000 7,700,000 8,000,000 7,700,000 8,000,000 34,400,000 39,100,000 73,500,000

Total Public Utility Fund 7,332,500 19,662,500 12,700,000 19,250,000 19,368,000 78,313,000 106,106,000 184,419,000

Public Utilities Fund

Funding Sources Previous 2015-2016 2016-2017 2017-2018 2018-2019 2019-2020 5 Year 6-10 Year 10 Year

Funding Subtotal Subtotal Total

Public Utility Revenue Bonds 5,332,500 17,162,500 9,700,000 15,750,000 15,868,000 63,813,000 77,106,000 140,919,000

Transfer from Public Utility Fund 2,000,000 2,500,000 3,000,000 3,500,000 3,500,000 14,500,000 29,000,000 43,500,000

Transfer from Rt. 17 Tax District Fund - - - - - - -

Support of Private Contrbtns - WTWA - - - - - - -

Total Public Utility Fund 7,332,500 19,662,500 12,700,000 19,250,000 19,368,000 78,313,000 106,106,000 184,419,000


Water Projects pTreatment Plant Expansion

System Expansion

Water System Upgrades

Subtotal Water Projects: - - - - -

Sewer Projects

Sanitary Sewer Extensions

Sanitary Sewer System Upgrades

Nonresidential Sewer Extensions

Subtotal Sewer Projects: - - - - -

Utility Fund - Capital Cash: 2,000,000 500,000 500,000 500,000 -

Estimated Debt Service: - 533,250 1,716,250 970,000 1,575,000

Total Operating Cost 2,000,000 1,033,250 2,216,250 1,470,000 1,575,000

CAPITAL IMPROVEMENTS PLANPUBLIC UTILITIES FUND

FY 2016 - 2025

272

Water Projects

Water Source Development and Water Treatment Plant Expansion

The project provides for the development, upgrades,and expansion of the City’s public water supplysources and treatment plant facilities. Projects includeupgrades to the G. Robert House Water TreatmentPlant, EDR membrane replacement and the expansionof the surface water plant, Crump Mill Pond surfacedam upgrades, renewal of WTWA ground waterpermit and Phase III Water Source Development.Funding in FY 16 is programmed for the WTWApermit engineering/modeling, and water sourcedevelopment charges.

Water Distribution & Transmission System Expansion

The project provides for the expansion of the City’swater distribution and transmission systems, inclusiveof system storage. Future projects include theSouthern transmission main from the G. RobertHouse Water Treatment Plant to Rt. 460, the Rt. 460to Kenyon Road transmission main, and Rt. 10transmission main from the water treatment plant toIsle of Wight county.

FY 16 FY 17 FY 18 FY 19 FY 20 FY 21-25 Total$2,532,500 $10,112,500 $3,650,000 $2,600,000 $11,118,000 $54,676,000 $84,689,000


FY 16 FY 17 FY 18 FY 19 FY 20 FY 21-25 Total$0 $800,000 $300,000 $8,700,000 $0 $11,080,000 $20,880,000


273

Water System UpgradesThe project will provide for the replacement andrehabilitation of aging or undersized waterdistribution system infrastructure. Fundingprogrammed in FY 16 will provide upgrades tothe water system serving the Rosewood and OldSommerton areas, the continuation of the City’smeter replacement program, and miscellaneoussystem upgrades. Future funding continues theelevated storage tank rehabilitation program,south Suffolk 2-inch main replacement project,and the miscellaneous system mains andappurtenances upgrades.

Water Projects

FY 16 FY 17 FY 18 FY 19 FY 20 FY 21-25 Total$1,800,000 $1,050,000 $750,000 $250,000 $250,000 $1,250,000 $5,350,000

Operating Costs: A projected reduced operating cost savings due to replacement of aging mains.

274

Capital Improvements PlanUtility Fund

FY 2015-2016 through FY 2024-2025Programmed Water Projects

Programmed Water Projects Projects Projects Projects Projects Projects Projects Projects Projects Projects Projects

2015-2016 2016-2017 2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 2023-2024 2024-2025

Water Source Development & Water Treatment Plant Upgrades

$2,532,500 $10,112,500 $3,650,000 $2,600,000 $11,118,000 $3,809,000 $39,157,000 $3,345,000 $3,731,000 $4,634,000

Crumps Mill Pond Dam & Impoundment

Improvements (Pre - D) $500,000

Crumps Mill Pond Dam & Impoundment Improvements

(D) $800,000

Crumps Mill Pond Dam & Impoundment Improvements

(C) $5,000,000

Surface Water Plant Basins & Intake Upgrades (C) $7,000,000

EDR Plant Membrane Replacement (C) $3,000,000

Surface Water Treatment Plant8 MGD Phase III C Expansion

(Pre-D) $500,000

Surface Water Treatment Plant 8 MGD Phase III C Expansion

(D) $1,000,000

Surface Water Treatment Plant 8 MGD Phase III C Expansion

(C) $36,000,000

WTWA Ground Water Permit Renewal (Permit Development)

$112,500


$112,500


$150,000

Water Source Development Charge $2,420,000











2015-2016 2016-2017 2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 2023-2024 2024-2025

Water Distribution & Transmission System Expansion

$0 $800,000 $300,000 $8,700,000 $0 $500,000 $625,000 $4,875,000 $4,080,000 $1,000,000

Southern Transmission Main Ph. 1 & Pump Station (Moores

Farm Ln to Exeter Dr.) (D) $800,000

Southern Transmission Main Ph. 1 (Moores Farm Ln to

Exeter Dr.) (LA) $300,000

Southern Transmission Main Ph. 1 & Pump Station (Moores

Farm Ln to Exeter Dr.) (C) $8,700,000

Southern Transmission Main Ph. 2 (Water Plant to Moores

Farm Ln) (D) $500,000


Farm Ln) (LA) $125,000


Farm Ln) (C) $4,875,000

Southern Transmission Main Ph. 3 (Exeter Dr. to Rt 460) (D)

$600,000

RT 58 Supply Transmission

Main (Rt. 460 to Kenyon Rd. (D)$980,000

RT 58 Supply Transmission Main (Rt. 460 to Kenyon Rd.

(LA) $400,000

RT 10 Transmission Main (Water Plant to IOW) (D)

$500,000

RT 10 Transmission Main (Water Plant to IOW) (C)

$3,100,000


2015-2016 2016-2017 2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 2023-2024 2024-2025

Water System Upgrades$1,800,000 $1,050,000 $750,000 $250,000 $250,000 $250,000 $250,000 $250,000 $250,000 $250,000

Neighborhood Replacements

(Rosewood System & Summerton Rd. Const.)

$1,500,000

Neighborhood Replacements (South Suffolk 2-inch mains

construction) $500,000

Misc. Upgrades/Replacements $100,000









Meter Upgrades $300,000 Meter Upgrades $150,000 Meter Upgrades $150,000 Meter Upgrades $150,000 Meter Upgrades $150,000 Meter Upgrades $150,000 Meter Upgrades $150,000 Meter Upgrades $150,000 Meter Upgrades $150,000 Meter Upgrades $150,000

Water Tank Rehabilitation (County St Tank) $800,000

275

Sewer ProjectsSanitary Sewer Extensions

The project will continue efforts to extend sanitary sewerinto existing developed neighborhoods that are currentlywithout sewer service. Neighborhood sewer extensionprojections proceed upon endorsement of the City’spetition process. All projects currently endorsed bypetitions have adequate funding. No additional projectsare programmed at this time.

Sanitary Sewer System UpgradesThe project will provide for the renovation,rehabilitation, and replacement of the City’s sanitarysewer system. The system currently consists of 140pump stations, 334 miles of gravity sewer mains andforce mains. In 2007, the Hampton Roads region,including the City of Suffolk, entered into a SpecialOrder by Consent with the Virginia Department ofEnvironmental Quality. This Order is being replacedwith a new Order to align with HRSD’s recentlyexecuted amendment to their Federal Consent Decree.As part of the new Consent Order the City is requiredto continue its Management Operations &Maintenance (MOM) program to protect againstsanitary sewer overflows. FY 16 continues MOMprogram, immediate find & fix repairs; and providesfor systematic pump station upgrades/replacements.

FY 16 FY 17 FY 18 FY 19 FY 20 FY 21-25 Total$0 $0 $0 $0 $0 $0 $0

Operating Costs: N/A

FY 16 FY 17 FY 18 FY 19 FY 20 FY 21-25 Total$3,000,000 $7,700,000 $7,700,000 $7,700,000 $7,700,000 $38,500,000 $72,300,000


276

Sewer Projects

Non-Residential Sewer ExtensionsThe project will provide for the extension of sewerinto non-residential areas of the City and/orprovision of additional system capacity bypartnering with future development initiatives.

FY 16 FY 17 FY 18 FY 19 FY 20 FY 21-25 Total$0 $0 $300,000 $0 $300,000 $600,000 $1,200,000

.


277

Capital Improvements PlanUtility Fund

FY 2015-2016 through FY 2024-2025Programmed Sewer Projects

Programmed Sewer Projects Projects Projects Projects Projects Projects Projects Projects Projects Projects Projects

2015-2016 2016-2017 2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 2023-2024 2024-2025Neighborhood Sanitary Sewer

Extension Projects


2015-2016 2016-2017 2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 2023-2024 2024-2025

Sanitary Sewer System Upgrades $3,000,000 $7,700,000 $7,700,000 $7,700,000 $7,700,000 $7,700,000 $7,700,000 $7,700,000 $7,700,000 $7,700,000

MOM Program (System Maintenance Find & Fix

Upgrades; Flow Monitoring) $1,950,000



















Pump Station & Collection System Upgrades $1,050,000

Pump Station & Collection System Upgrades

$4,200,000



$4,200,000


$4,200,000






$4,200,000


2015-2016 2016-2017 2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 2023-2024 2024-2025Non-Residential Sewer

Extension $300,000 $300,000 $300,000 $300,000

Misc. Pro Rata Agreements (C) $300,000




278

_____________________________________________________________________________________


Stormwater

_____________________________________________________________________________________


Geographic Information System


Pughsville Drainage Improvements 250,000 - - - - 250,000 - 250,000 Rural Stormwater Improvements 1,000,000 - - - - 1,000,000 - 1,000,000 Old College Drive Ditch Piping 325,000 325,000 - - - 650,000 - 650,000 Downtown St Upgrades & Drainage Improvements 2,000,000 - - - - 2,000,000 - 2,000,000

Total 3,575,000 325,000 - - - 3,900,000 - 3,900,000

Geographic Information System

Funding Sources Previous 2015-2016 2016-2017 2017-2018 2018-2019 5 Year 6-10 Year 10 YearFunding Subtotal Subtotal Total

Pughsville Drainage Improvements 125,000 - - - - Rural Stormwater Improvements 500,000 - - - - Old College Drive Ditch Piping 325,000 Downtown St Upgrades & Drainage Improvements 1,000,000 - - - -

State Transportation Funds 1,950,000 - - - - 1,950,000 - 1,950,000 Pughsville Drainage Improvements 125,000 - - - - Rural Stormwater Improvements 500,000 - - - - Old College Drive Ditch Piping - 325,000 - - - Downtown St Upgrades & Drainage Improvements 1,000,000 - - - -

Transfer from Stormwater Fund 1,625,000 325,000 - - - 1,950,000 - 1,950,000

Total 3,575,000 325,000 - - - 3,900,000 - 3,900,000


Pughsville Drainage Improvements - - - - - Rural Stormwater Improvements - - - - - Old College Drive Ditch Piping - - - - - Downtown St Upgrades & Drainage Improvements - - - - -


CAPITAL IMPROVEMENTS PLANSTORMWATER FUND

FY 2016 - 2025

5 Year Summary

279

Stormwater





Pughsville Drainage ImprovementsThe project will address stormwater drainage issuesin the Pughsville area. It will replace threeundersized culverts located along Old TownpointRoad and to rehabilitate a section of the main stemof the unnamed drainage feature located along theeastern edge of the community. Approximately 50%of the project funding in anticipated from StateRevenue Sharing Program.

Rural Stormwater ImprovementsThe project provides drainage/roadwayimprovements on rural roads to prevent nuisanceflooding and safety concerns. Project will providefor raised roadway elevations and/or drainageimprovements at 5 locations along Copeland Road,3 locations on Mineral Spring Road and onelocation on Glen Haven Drive. Approximately50% of the project funding in anticipated fromState Revenue Sharing Program.

280

Stormwater



FY 16 FY 17 FY 18 FY 19 FY 20 FY 21-25 Total$325,000 $325,000 $0 $0 $0 $0 $650,000


Downtown Street Upgrades and Drainage Improvements

The project will provide for the design andconstruction of roadway improvements and drainageimprovements to address roadway flooding in thedowntown area. Streets to include Charles Street,Lee Street and Jackson Street. Improvements willinclude the construction of a StormwaterManagement Facility, installation of stormwaterpipe, curb and gutter, landscaping and sidewalks.Approximately 50% of the project funding inanticipated from State Revenue Sharing Program.

Old College Drive Ditch PipingThe project provides for the piping of the existingroadside ditch along Old College Drive. FY16funding will be used to fund Phase 3 which willprovide for the piping of the existing ditch fromthe southern end of Phase 2 to the intersection ofOld College Drive and Magnolia Drive. FY17,Phase 4 of this project will provide for thecontinued piping of the existing roadside ditchfrom the southern end of Phase 3 to the southernintersection of Old College Drive and CamelliaDrive.

281

_____________________________________________________________________________________


Refuse

_____________________________________________________________________________________


Rt. 17 Taxing District


MSW Transfer Station 4,500,000 6,500,000 - - - 11,000,000 - 11,000,000

Total Refuse District Fund 4,500,000 6,500,000 - - 11,000,000 - 11,000,000



MSW Transfer Station 4,500,000 6,500,000 - - - - - - General Obligation Bonds 4,500,000 6,500,000 - - - 11,000,000 - 11,000,000

Total Refuse District Fund 4,500,000 6,500,000 - - - 11,000,000 - 11,000,000


MSW Transfer Station - - - - -

Total Operating Cost - - - -

CAPITAL IMPROVEMENTS PLANREFUSE FUNDFY 2016 - 2025

5 Year Summary

282

Refuse

FY 16 FY 17 FY 18 FY 19 FY 20 FY 21-25 Total$4,500,000 $6,500,000 $0 $0 $0 $0 $11,000,000


MSW Transfer StationThe project will address the issue of the currentagreements with SPSA that will expire on Jan. 1st

2018. This project will allow the City to consolidatewaste at a central location and transfer it to largervehicles for transport to is ultimate destination. Theestimated amount of $4,500,000 for FY16 will befor property acquisition, design work and someutility relocations/improvements.

283


_____________________________________________________________________________________


Extra Fund


Harbour Town Pkwy Connector & Wetlands Crossing 1,900,000 - - - - 1,900,000 - 1,900,000

Total Rt. 17 Taxing District Fund 1,900,000 - - - - 1,900,000 - 1,900,000

Extra Fund


General Obligation Bonds 1,900,000 - - - - 1,900,000 - 1,900,000

Total Rt. 17 Taxing District Fund 1,900,000 - - - - 1,900,000 - 1,900,000


Harbour Town Pkwy Connector & Wetlands Crossing - - - - -


CAPITAL IMPROVEMENTS PLANRT. 17 TAXING DISTRICT FUND

FY 2016 - 2025

5 Year Summary

284




Harbour Town Parkway Connector and Wetlands Crossing

The project will provide connection of HarbourTown Parkway across existing wetlands area.Construction to include installation of bottomlessculvert, storm drain, roadway improvements, andlighting and landscaping. Project design is inaccordance with proposed improvements shown onEngineering Plans for Harbour View Station WestMixed Use Development.

285

_____________________________________________________________________________________


286

DEBT SERVICE The City of Suffolk maintains a separate Debt Service Fund that tracks long-term debt obligations for General and Special Revenue Fund activities. Debt activity for Enterprise and Internal Service are maintained in the respective individual funds. The Debt Service Fund accounts for the accumulation of resources for and the payment of General and Special Revenue Fund long term debt principal, interest, and related costs. Revenues in this Fund consist primarily of a transfer of the citywide revenues generated from the various general property and local tax revenues of the General Fund. The City borrows money by issuing bonds or bank notes for the acquisition, construction, and renovation of public facilities and infrastructure as well as major equipment purchases. The City uses an objective analytical approach to determine whether it can afford new or additional general purpose debt to include measures of annual debt service payments as a percent of current expenditures and amount of outstanding debt as a percent of taxable real estate value in the City. The rate of interest paid for long-term debt is determined by the competitive aspect of the bond and finance institution market based upon credit ratings from Standard and Poor’s, Moody’s, and Fitch rating agencies. The better the City’s credit rating score, the lower the interest rate charged on the borrowing. The highest credit rating that can be attained is Triple A (AAA or Aaa). The City currently enjoys a strong credit rating with all of these institutions as follows:

Rating Agency Bond Rating

Moody's Aa1

Standard & Poor's AAA

Fitch AA+ Pursuant to the Constitution of Virginia, the City is authorized to issue bonds secured by a pledge of its full faith and credit and unlimited taxing power. There is no requirement in the Constitution, the Virginia Code, or the City Charter that the issuance of general obligation bonds be subject to the approval of voters of the City at referendum. The issuance of general obligation bonds is subject to a constitutional limitation of ten percent (10%) of the assessed value of taxable real property. The City’s Charter further limits the issuance of general obligation bonds to seven percent (7%) and the City’s Financial Policy further limits to four percent (4%) of the assessed value of taxable property. The City sometimes uses short-term obligations (e.g. Bond Anticipation Notes, Capital Leases, and Lines of Credit) to bridge the time gap between the initiation of a project/purchase and the anticipated bond issuance, when the nature of a purchase precludes the issuance of long-term debt, or when it is fiscally prudent and advantageous.

287

The total debt service required in FY 2015-2016 is as follows: Principal & Interest *General Fund $27,239,952 Consolidated Grants Fund 314,410 **Capital Leases 4,305,815 Route 17 Special Taxing District Fund 698,355 *Public Utility Fund 20,287,165 $52,845,697 *Reflects new debt for FY16’ of $32,459,605.

**FY16’ Budget reflects $229,028 interest expense, as opposed to the $4,076,787 of required principal for Fleet and Information Technology capital leases. It has been the City’s practice to use a conservative approach by budgeting for the greater of depreciation or principal consistent with the financial statement presentation basis. The adopted FY 16’ budget includes depreciation expenses to adequately cover the $4,076,787 of required principal for capital leases.

The attached schedule provides an overview of the City’s total debt service and obligations.

288

City of Suffolk

Long Term Debt Obligations

June 30, 2014

Fiscal Year

Principal Interest Principal Interest Principal Interest

2016 16,567,462 10,155,289 193,000 121,410 3,057,329 128,318

2017 16,071,703 9,420,594 193,000 111,567 2,895,548 85,616

2018 17,929,410 8,632,337 193,000 101,521 2,403,434 47,543

2019 16,091,108 7,838,474 193,000 91,215 1,233,396 19,116

2020 15,731,121 7,188,078 193,000 80,764 361,801 3,238

2021 14,699,488 6,584,108 193,000 70,187 - -

2022 13,659,488 5,961,432 193,000 59,495 - -

2023 13,889,488 5,306,119 193,000 48,697 - -

2024 13,359,488 4,680,381 193,000 37,812 - -

2025 12,969,497 4,097,775 193,000 26,849 - -

2026 12,454,505 3,541,359 193,000 15,810 - -

2027 12,345,000 2,987,999 178,000 5,135 - -

2028 12,765,000 2,452,569 - - - -

2029 8,880,000 1,935,933 - - -

2030 8,185,000 1,585,188 - - - -

2031 8,240,000 1,112,775 - - - -

2032 6,260,000 632,825 - - - -

2033 6,515,000 386,088 - - - -

2034 3,270,000 177,938 - - - -

2035 1,060,000 47,700 - - - -

2036 - - - - - -

2037 - - - - - -

2038 - - - - - -

2039 - - - - - -

2040 - - - - - -

2041 - - - - - -

2042 - - - - - -

2043 - - - - - -

2044 - - - - - -

Total 230,942,757 84,724,959 2,301,000 770,462 9,951,508 283,832

Source: City of Suffolk - Debt Service - General Long-Term Debt, Suffolk Department of Finance

City of Suffolk - Debt Service - Fleet Management, Suffolk Department of Finance

General Obligation Bonds Section 108 Loan Capital Lease Obligations

289

City of Suffolk

Long Term Debt Obligations

June 30, 2014

Fiscal Year

2016

2017

2018

2019

2020

2021

2022

2023

2024

2025

2026

2027

2028

2029

2030

2031

2032

2033

2034

2035

2036

2037

2038

2039

2040

2041

2042

2043

2044

Total

Principal Interest Principal Interest Principal Interest Total

4,762,538 14,724,626 487,164 142,214 25,067,493$ 25,271,856 50,339,349$

5,983,297 14,510,063 497,164 115,970 25,640,712$ 24,243,810 49,884,522$

10,945,600 14,527,415 197,164 88,424 31,668,608$ 23,397,240 55,065,848$

10,786,380 13,784,769 197,164 78,579 28,501,048$ 21,812,154 50,313,202$

11,306,380 13,324,221 188,654 69,673 27,780,956$ 20,665,974 48,446,930$

11,655,512 12,884,435 188,654 62,126 26,736,654$ 19,600,857 46,337,511$

12,135,512 13,537,268 188,654 54,462 26,176,654$ 19,612,658 45,789,311$

12,640,512 11,825,995 188,654 46,680 26,911,654$ 17,227,490 44,139,144$

13,265,512 11,197,128 187,673 38,801 27,005,673$ 15,954,122 42,959,795$

13,820,503 10,620,195 187,673 30,825 27,170,673$ 14,775,645 41,946,318$

14,420,495 9,986,440 187,673 22,802 27,255,673$ 13,566,411 40,822,084$

15,115,000 9,261,708 187,673 14,075 27,825,673$ 12,268,917 40,094,590$

13,060,000 8,540,965 187,673 4,692 26,012,673$ 10,998,226 37,010,899$

13,640,000 7,922,719 - - 22,520,000$ 9,858,651 32,378,651$

14,250,000 7,285,699 - - 22,435,000$ 8,870,886 31,305,886$

13,875,000 6,678,511 - - 22,115,000$ 7,791,286 29,906,286$

13,295,000 6,116,302 - - 19,555,000$ 6,749,127 26,304,127$

13,830,000 5,548,757 - - 20,345,000$ 5,934,844 26,279,844$

14,425,000 4,931,270 - - 17,695,000$ 5,109,208 22,804,208$

14,370,000 4,288,020 - - 15,430,000$ 4,335,720 19,765,720$

15,010,000 3,615,096 - - 15,010,000$ 3,615,096 18,625,096$

14,885,000 2,899,021 - - 14,885,000$ 2,899,021 17,784,021$

13,345,000 2,198,357 - - 13,345,000$ 2,198,357 15,543,357$

11,550,000 1,541,633 - - 11,550,000$ 1,541,633 13,091,633$

9,060,000 1,033,545 - - 9,060,000$ 1,033,545 10,093,545$

7,880,000 579,325 - - 7,880,000$ 579,325 8,459,325$

3,920,000 203,338 - - 3,920,000$ 203,338 4,123,338$

1,155,000 25,988 - - 1,155,000$ 25,988 1,180,988$

- - - - -$ - -$

324,387,243 213,592,806 3,071,636 769,325 570,654,144 300,141,383 870,795,526

Source: City of Suffolk - Long Term Debt Service - Utility Fund, Suffolk Department of Finance

City of Suffolk - Debt Service Schedule - RT 17 Special Taxing District, Suffolk Department of Finance

Total Debt ServicePublic Utility Bonds Route 17 Special Taxing District

290

CITY GOVERNMENT, HISTORY, AND COMMUNITY ATTRACTIONS CITY GOVERNMENT The City of Suffolk is organized under the Council-Manager form of government as defined under the Code of Virginia. The governing body of the City is the City Council which establishes policies, sets goals and priorities, and interprets and represents the needs of the community to ensure the economic, social, educational, and physical quality of the City. The City Council consists of eight members: the Mayor elected at large and one member from each of the seven voting boroughs who are elected for four year terms by the voters of the borough in which the member resides. The City Council appoints a City Manager to act as the administrative head of the City. The City Manager directs the general operation of the city government in order to meet the needs of its constituents in accordance with the policies established by the City Council. The City Manager establishes service priorities and advises City Council members about the financial requirements needed to provide services to the community. Each fiscal year, the City Manager prepares and submits a proposed budget to the City Council, which is consistent with the identified goals and priorities of the City. The City Manager also interacts with various elements of the community, including members of the legislative delegation, the business community, civic organizations, and other government bodies. HISTORY The area around Suffolk, Virginia, which is now an independent city in the Hampton Roads region in the southeastern part of the state, was originally inhabited by Native Americans. At the time of European contact, the Nansemonds lived along the river later known by the same name. Suffolk was first explored by the English settlers based at Jamestown, not long after their arrival. They sought a means to survive the inhospitable environment at Jamestown Island.

The area was first part of 1634’s Elizabeth River Shire and then, in 1637, part of Upper Norfolk County, part of which became Nansemond County in 1646. The English created a settlement at Constant’s Wharf (named for Captain John Constant) at Sleepy Hole Point on the Nansemond River, to take advantage of commerce they could conduct along the river. In 1742, authorized by the House of Burgesses, the new town was officially named “Suffolk” after Royal Governor William Gooch’s home county of Suffolk in England.

During the American Revolutionary War, the town was burned by the British in 1779. It was totally destroyed after thousands of barrels of turpentine and pitch caught fire in warehouses along the river.

Suffolk became an incorporated town in Nansemond County in 1808. As part of Virginia, it sided with the Confederacy in the American Civil War. From May 12,

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1862, to July 3, 1863, the town was occupied by 25,000 Union troops under Major General John J. Peck. Peck made his headquarters in the Greek revival house now called “Riddick’s Folly”. Graffiti from the occupying soldiers can still be seen on the walls.

During this period, Confederate General James Longstreet unsuccessfully besieged the town with 20,000 men between April 11 and May 4, 1863. He was ordered to disengage by General Robert E. Lee to join the Army of Northern Virginia at Fredericksburg. Two months later on July 3, the Union forces abandoned the town for strategic reasons, as decided by General John Adams Dix. Confederate cavalry general Laurence S. Baker is buried in the City’s Cedar Hill Cemetery.

Suffolk became a city independent from the surrounding county in 1910. At a practical level, the two remained closely linked, and the county seat remained at Suffolk after the city became politically independent. Thus it remained until 1972 when the county was converted to city status to become the short-lived lost city the City of Nansemond. On January 1, 1974, the City of Nansemond and the City of Suffolk united to become the present City of Suffolk, consolidating with the outlying incorporated towns of Holland and Whaleyville. The end result was a new municipality encompassing a total of 430 square miles, making it the largest city in land area in Virginia. Suffolk celebrated its 400th anniversary in 2008.

In 1912, Italian immigrant Amedeo Obici came from Pennsylvania and opened facilities of the Planters Nut and Chocolate Company in Suffolk. He built on the widespread cultivation of peanuts in the area. By 1941, Suffolk had been declared “The Peanut Capital of the World”. The city also became home to Planters’ Mr. Peanut, a world-famous advertising icon. Today, Suffolk remains a major peanut processing center and transportation hub.

COMMUNITY ATTRACTIONS Parks and Recreation

Four regional parks (Bennett’s Creek, Lake Meade, Lone Star Lakes, and Sleepy Hole) are offered throughout the City with various amenities including open fields, playgrounds, shelters, skateboard spots, tennis courts, and boat ramps with access to the Nansemond River.

Thirteen neighborhood parks are offered throughout the City with numerous amenities including basketball courts, playgrounds, and picnic areas.

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Parks and Recreation Cultural Amenities Great Dismal Swamp National Wildlife Refuge

Cedar Hill Cemetery

The Great Dismal Swamp is the largest intact remnant of a vast habitat that once covered more than one million acres of southeastern Virginia and northeastern North Carolina. The Great Dismal Swamp consists of over 112,000 acres of forested wetlands and Lake Drummond, the largest natural lake in Virginia. It is home to various animals including black bears, bobcats, river otters, rattlesnakes, and 200 species of birds. Visitors may participate in hiking, biking, nature photography, wildlife observation, hunting, fishing and boating. Trails are open year round and swamp safaris and canoe tours are available through the Suffolk Visitor Center.

Cedar Hill Cemetery The Cedar Hill Cemetery is a 32-acre historic cemetery in downtown Suffolk located behind the Riddick’s Folly House Museum and Seaboard Station Railroad Museum. The cemetery is an official site of the Virginia Civil War Trails program as it is the final resting place for many Confederate Generals and soldiers.

The City offers the East Suffolk Recreation Center which has a gym, multipurpose room, and fitness facility, and the Whaleyville Community Center which is a full service recreation center that provides health and wellness programs, for children, youth, adults and seniors. The City has six joint use recreation facilities at various elementary schools throughout the City. Programming varies at each location and includes before and after school programs, summer programs, youth and adult athletic leagues, youth cheerleading, karate, open gym, and various other programs, activities, and special events.

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Suffolk Center for Cultural Arts

Riddick’s Folly House Museum and Gift Shop

Seaboard Station Railroad Museum

Suffolk High School, built in 1922, has been restored and repurposed as the premier visual and performing arts venue for Suffolk. In the heart of downtown, the classic Greek-Revival structure houses a 500 seat theatre which is the stage for concerts, ballets, musicals, dramatic works, symphony performances, films, children’s plays, puppet shows and much more. The 62,880 square foot facility offers studios for dance, painting, sculpting, weaving classes and several other arts related classes. Within the massive three-story Center, there is a ballroom and banquet hall, classroom museum, gifts shop and an on-site restaurant (Mosaic by Holland’s).

Riddick’s Folly House Museum in downtown Suffolk is the former home of Mills Riddick and served as headquarters for the Union Army during the Civil War. This 1837 Greek Revival home is registered with the Virginia Historic Landmarks Commission and the National Register of Historic Places. The museum is open to the public and features workshops in 19th century arts and crafts and various events throughout the year.

The Seaboard Station Railroad Museum is the restored Main Street station, built in 1885, and displays a two-room HO-scale model of Suffolk in 1907. The museum hosts several events annually, including Thomas the Train days for kids, book signings, craft fairs, wreath sales, and holiday open houses.

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The Suffolk Art Gallery

The Suffolk Art Gallery hosts a variety of exhibits and year-round programming including painting, weaving, quilting, and lectures. Annual events include The Suffolk Art League’s Juried Arts Exhibition, The Student Exhibit of Excellence, Suffolk Art Gallery’s Annual Juried Photography Exhibit, and the Suffolk Art League’s open Member’s Show.

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CITY DEMOGRAPHICS AND STATISTICS This section of the FY 2015-2016 Operating & Capital Budget provides a snapshot of key demographic, economic, and social statistics about the City of Suffolk. This information is used to analyze trends that may have an impact on resource allocation decisions and to ensure that the City remains competitive with other jurisdictions in the Hampton Roads region. Population Growth The City of Suffolk continues to be one of the fastest growing localities in the Commonwealth of Virginia; however, growth has not occurred at as fast of a pace in the last few years. Suffolk’s population is estimated at 89,586 residents, which is a 2% increase over the previous year. Overall, Suffolk’s population has increased 39.5% since the 2000 Census count.

Building Permits Over the last year, the City has seen a decrease in the number and value of permits issued. The number and value of permits continues to be down since the height of the housing boom in 2006.

Source: Weldon Cooper Center for Public Service

Source: Comprehensive Annual Financial Report for FY 2014 296

Median Household Income Median household income is estimated at $66,085, second highest in the Hampton Roads region and above the State average ($63,907). Unemployment Rate The average annual unemployment rate has ranged from 4.0% to 5.8% over the last 10 years and generally followed the trends of state and federal unemployment. Unemployment rates reached peak highs in 2010, but have since dropped over the last few years. Suffolk’s unemployment rate of 5.8% for 2014 was higher than the state average (5.2%), but less than the national average of (6.2%).

Source: U.S. Census Bureau, American FactFinder

Source: Virginia Employment Commission

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Source: Suffolk Department of Budget and Strategic Planning

Direct Property Tax Rates The graph below provides an overview of direct property tax rates for citywide real estate, personal property, and machinery and tools taxes over the last 10 years. Personal Property and machinery and tools tax rates have remained flat over the last 10 years. The real estate tax rate has ranged from $1.08 to $1.03 per $100 of assessed value.

Real Estate Tax Rate The adopted citywide real estate tax rate of $1.07 per $100 of assessed value is the third lowest among the seven largest cities in Hampton Roads.

$0.99

$1.05 $1.07

$1.15$1.22

$1.24$1.30

$0.00

$0.20

$0.40

$0.60

$0.80

$1.00

$1.20

$1.40

VirginiaBeach

Chesapeake Suffolk Norfolk NewportNews

Hampton Portsmouth

Real Estate Tax Rate Comparison


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Personal Property Tax Rate The personal property tax rate is currently $4.25 per $100 of assessed value and consistent with other localities in the Hampton Roads region. Real Property – Total Assessed Value As Suffolk has grown in size and stature, the total assessed value of real property has more than doubled from $4.7 billion to $9.1 billion in FY 2009. However, real estate values have fallen in the last few years and remain stagnant.

Source: Comprehensive Annual Financial Report for FY 2013

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Allocation of Real Property Values A comparison of real property values from FY 2001 to FY 2015 indicates that residential parcels as a percentage of the overall distribution of parcels by assessed value have increased from 63.2% to 74.4%. Agricultural parcels have declined from 13.6% to 4.2% and commercial parcels dropped from 21.8% to 19.6%. Multifamily parcels have increased from 1.4% to 1.8%. Major Real Property Tax Payers Taxpayer Taxable Assessed Value 116 Lakeview Parkway, LLC $54,180,500 QVC of Suffolk Inc. /CVN Distribution 44,294,900 Centerpoint Properties Trust 41,236,600 Sysco Food Services of Hampton Roads 42,381,300 Target Corporation 39,245,000 TowneBank 36,721,800 Belleville Widow & Orphans 30,317,400 Lake View Development Group LLC 27,315,400 Inland American Suffolk LV, LLC 25,852,800 City of Norfolk 20,332,400 Wal-Mart Stores 21,439,500 Lake Prince Center Inc. 23,575,500 Rubicon – NGP 44,233,400 JM Smucker Company 24,259,000 BASF Corporation 26,105,400 Planters Lifesavers Company 16,294,000 Source: Comprehensive Annual Financial Report for FY 2014

Distribution of Parcels by Assessed Value

FY 2001 FY 2014

Multifamily 1.4% 1.8%

Agriculture 13.6% 4.2%

Commercial 21.8% 19.6%

Residential 63.2% 74.4% Source: City Assessor

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Source: City Treasurer

General Property Tax 47%

Sales and Use Tax33%

BPOL14%

Motor Vehicle License66%

Bank Stock Tax78%

Lodging270%

Meals130%

Communication100%

Percentage Increase in Tax Revenue By SourceLast Ten Fiscal Years

Source: Comprehensive Annual Financial Report for FY 2014

Property Tax Levies and Collections Over the last ten years, property tax collections as a percentage of taxes levied have remained consistently strong at approximately 98% each year.

Percentage Increase in Tax Revenues By Source The chart below provides an overview of the percentage increase in tax revenue by sour

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Size of City Government The proposed FY 2015-2016 budget provides for 14.8 full-time positions per 1,000 citizens. Since 2009, the number of full-time positions per 1,000 citizens has gradually declined despite the increase in the City’s population. Support of Schools Funding to support the operation of the school division is provided from local, state, federal, and other sources. Approximately 34% of the schools operating fund is derived from local fund support.


Source: Suffolk Department of Budget and Strategic Planning *FY 13’ figures inclusive of $2M one‐time appropriation/local contribution

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Principal Employers Suffolk’s employment base is comprised of a diverse mix of business and industry with a workforce of over 40,000 employees. The top employers, excluding the City of Suffolk and Suffolk Public Schools, account for 7,060 employees and 17.5% of the City’s workforce.

Employer Type of Business Employees

Navy Cyber Force Government 1,500

Sentara Health Systems Health Care 1,300

J‐7 Joint Starr Computer Modeling and Simulation (Civilian) 1200

QVC Distribution Home Shopping Distribution 900

Sysco Food Services of Hampton Roads Food Service Distribution 500

Wal‐Mart Stores Retail 450

Planters/Kraft Foods Peanut Products 340

Unilever Bestfoods/Lipton Tea Beverage Manufacture and Distribution 300

Towne Bank Banking 300

Lakeview Medical Center Health Care 270

7,060

Source: Suffolk Department of Economic Development

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CITY OF SUFFOLKFEE SCHEDULEFISCAL YEAR 2015-2016

Fees Fiscal Year 2014-2015 Fiscal Year 2015-2016AIRPORT

Multi Engine T-Hanger (monthly)* 299.00 299.00 Single Engine T-Hanger (monthly)* 229.00 229.00 Large T-Hanger Storage Room (monthly)* 89.00 89.00 Small T-Hanger Storage Room (monthly)* 69.00 69.00 Overnight T-Hanger 35.00 35.00 Overnight Tie Down (waived with fuel fill up) 10.00 10.00 Monthly Single Engine Tie Down* 25.00 25.00 Monthly Multi Engine Tie Down* 25.00 25.00 Jet Starter Service (per hour) 25.00 25.00 Service After Normal Business Hours (call in)* 100.00 100.00 Airport Use Fees 250.00/Day 250.00/Day Mark-up on Fuel Sales ** Average for all prices 30% (projected) Average for all prices 27% (projected) Tow Tug 0.00 35.00* Prices consistant with neighboring airports.** This amount fluctuates depending on our competition

ASSESSOR

Copies (KB System) 1.00 1.00Custom query, tape, CD-ROM (material plus programmers time) (per minute) Cost CostLand Use Revalidation Fee 50.00 50.00Land Use Application 50.00 50.00Land Use Application Late Fee 100.00 100.00Rehabilitated Structure Application Fee 50.00 50.00CLERK OF THE CIRCUIT COURT

Commonwealth's Attorney (misdemeanor) 7.50 7.50Commonwealth's Attorney (felony) 20.00 20.00Sheriff's Service 12.00 12.00Transfer of Real Estate (per parcel) 1.00 1.00

City Grantee 1/3 of state 1/3 of stateCity Wills and Administration 1/3 of state 1/3 of stateLaw Library 4.00 4.00Grantor (per $500.00 value) 0.25 0.25Courthouse Maintenance 2.00 2.00Jail Admission Fee 25.00 25.00Courthouse Security Fee 10.00 10.00Blood Test/DNA 12.50 12.50Local Interest varies variesLocal Fines varies variesLocal Jury Fees $30/day/juror $30/day/jurorCourt Appointed Attorney Fees varies variesMiscellaneous - Local Cost (CWP) 35.00 35.00Electronic Summons Criminal or Traffic Case 5.00 5.00List of Heirs or Affidavit 25.00 25.00Local Health Care Fund 25.00 25.00Tranfer/entry fee-Real Estate - Deeds of Partition 1.75 1.75

COURT SERVICES UNIT

Parental contribution toward cost of local group home placement 1/2 of child support guidelines amount 1/2 of child support guidelines amount

FIFTH JUDICIAL DISTRICT COMMUNITY CORRECTIONS PROGRAM

Offenders referred from a court in the Fifth District (Suffolk, Franklin, Isle of Wight, and Southampton)

100.00 100.00

Offenders referred from a court within the Fifth District and can provide documentation showing SSI, disability, or welfare benefits

25.00 25.00

Offenders transferred out to a CCP in another jurisdiction 25.00 25.00Offenders transferred into the Fifth District from a CCP in another jurisdiction

25.00 25.00

FINANCE

Child Support Processing Fees $5.00/per Child Support Order (per pay) $5.00/per Child Support Order (per pay)Garnishment Processing Fees $5.00/per Garnishment Order (per pay) $5.00/per Garnishment Order (per pay)Payroll History Report/Check Reprint Processing Fees $5.00 per request $5.00 per requestW-2 Re-issuance Processing Fees $5.00 per request $5.00 per requestMiscellaneous Bills One time penalty of 10% up to 10.00 One time penalty of 10% up to 10.00Miscellaneous Bills Annual interest of 10% Annual interest of 10%

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Fees Fiscal Year 2014-2015 Fiscal Year 2015-2016

FIRE & RESCUE

Plans Review 50.00 75.00On-Site Inspection

Hazardous Materials Response Responsible Party Billed Responsible Party Billed Relocation of up to 20 sprinkler heads 50.00 50.00 Hood/Extinguishing Systems 50.00 50.00

Underground Tank Installation and Removal, Aboveground (AST), Underground (UST), Tank Installation and Removal or Fill in Place 50.00 (each additional tank 20.00) 50.00 (each additional tank 20.00)

Fireworks Permit 0.00 150.00

Tent Permit 0.00 25.00

Re-Inspection FeeAll systems failing initial testing shall be charged a re-testing fee. This fee shall include all "no-shows" or cancellations without a 24 hour notice

50.00 50.00

ReportsIncident or Computer Generated Reports 6.00 6.00

General

Special inspection fee, after hours, weekends, holidays 40.00 per hour/per person 40.00 per hour/per person

Special event stand-by 25.00 per hour/per person 25.00 per hour/per personBurn Permit (Requirements must be met) Residential No Charge No Charge Commercial 150.00 150.00Alarm Registration 25.00 per year 25.00 per yearFalse Alarms (within 180 days) First False Alarm No Charge unless malicious act No Charge unless malicious act Second False Alarm 50.00 50.00 Third False Alarm 100.00 100.00 Additional False Alarms 200.00 200.00Emergency Medical Services Basic Life Support (BLS) 400.00 400.00 Advanced Life Support Level I (ALS I) 650.00 650.00 Advanced Life Support Level II (ALS II) 800.00 800.00 Loaded Patient Mileage (LPM) 10.00 per mile 10.00 per mileApparatus Use Fee Ambulance 30.00 per hour 30.00 per hour Engine 75.00 per hour 75.00 per hour Ladder 125.00 per hour 125.00 per hour Re-Hab 50.00 per hour, plus supplies used 50.00 per hour, plus supplies used Emergency Communication Unit 75.00 per hour 75.00 per hourPersonnel Firefighter 25.00 per hour/per person 25.00 per hour/per person Firefighter/Medic 30.00 per hour/per person 30.00 per hour/per person Supervisor 35.00 per hour/per person 35.00 per hour/per person

GENERAL

Annual Operating Budget Cost for reproducing Cost for reproducingCapital Improvement Budget and Plan Cost for reproducing Cost for reproducingComprehensive Annual Financial Report Cost for reproducing Cost for reproducingCopies (photo) (black and white) (each) 0.25 0.25Copies (photo) (color) (each) 0.45 0.45

Printed Materials Cost CostVehicle License Fees-Vehicles under 4,000 pounds 26.00 26.00Vehicle License Fees-Vehicles 4001-10,000 pounds 30.00 30.00Vehicle License Fees-Vehicles 10,001-25,000 pounds 35.00 35.00Vehicle License Fees-Vehicles 25,001-40,000 pounds 60.00 60.00Vehicle License Fees-Vehicles 40,001-55,000 pounds 80.00 80.00Vehicle License Fees-Vehicles 55,001-70,000 pounds 125.00 125.00Vehicle License Fees-Vehicles 70,001-99,999 pounds 150.00 150.00Motorcycle License Fees-Motorcycles 0-99,999 pounds 24.00 24.00Trailer License Fees-Trailers 0-10,000 pounds 6.00 6.00Trailer License Fees-Trailers 10,001-99,999 pounds 22.00 22.00

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GENERAL DISTRICT COURT

Fines & Forfeitures varies variesSheriff's Fees 12.00 12.00

Court Appointed Attorneys 120.00 120.00Electronic Summons Criminal or Traffic Case 5.00 5.00Court House Maintenance Fees 10.00 10.00Jail Admission Fee 25.00 25.00

GEOGRAPHIC INFORMATION SYSTEM

Digital Map Data Topographic Data (File Set) $500.00/set or $100/per layer $500.00/set or $100/per layer Orthophotography (Single Image) $7851.00 (High Resolution)/$3821 (DTM) $7851.00 (High Resolution)/$3821 (DTM) Base Map (File Set) $500.00/set or $100/per layer $500.00/set or $100/per layer Planimetrics (File Set) $500.00/set or $100/per layer $500.00/set or $100/per layer Zoning (File Set) $500.00/set or $100/per layer $500.00/set or $100/per layer 8.5" x 11" (ANSI A) $3.00 $3.00 11" x 17" (ANSI B) $5.00 $5.00 17" x 22" (ANSI C) $10.00 $10.00 22" x 34" (ANSI D) $10.00 $10.00 24" x 48" or 24" x 60" $12.00 $12.00 34" x 44" (ANSI E) $15.00 $15.00 36" x 60" or 36" x 72" $15.00 $15.00 Entire City Basemap $25.00 $25.00 Entire City Aerial Image $50.00 $50.00Specialized Map Services Special Map Production Services (Per Hour) 65.00 65.00 Specialized Data Analysis Services (Per Hour) 65.00 65.00

Individual Orthophotography Tiles 1-5 tiles 100.00/tile 100.00/tile 6 - 10 tiles 50.00/tile 50.00/tile

HUMAN RESOURCES

COBRA administration 2% of monthly premium 2% of monthly premium

JUVENILE AND DOMESTIC RELATIONS COURT

Fines and Forfeitures Varies VariesSheriff's Fees 12.00 12.00Court Appointed Attorney 120.00 120.00Courthouse Maintenance 2.00 2.00Local Interest Varies VariesJail Admission Fee 25.00 25.00Courthouse Security Fee 10.00 10.00LIBRARY

Printer and Photocopier-Black and White (per sheet) 0.20 0.20Printer and Photocopier-Color (per sheet) 0.40 0.40Lost Card 2.00 2.00Lost Book/Materials Cost of Book/Material Cost of Book/MaterialLost/Damaged Barcode, RFID Tag, Case, Cover, Artwork or Spine Label 5.00 5.00Lost Tape or CD Cost of Replacement Tape or CD Cost of Replacement Tape or CD

PARKS AND RECREATION

Athletic Registration Fees Adult Flag Football - Spring & Fall Leagues 320.00 320.00 Adult Kickball 220.00 220.00 Adult Volleyball 200.00 200.00 Adult Softball League Men's Division 350.00 350.00 Women's Division 300.00 300.00 Adult Basketball League (per team) 320.00 320.00 Late Fee 15.00 15.00 Youth Basketball (per participant) Novice-Junior 60.00 60.00 Lil' Dribblers 40.00 40.00 Youth Cheerleading 60.00 60.00 Youth Soccer (per participant) Novice-Junior 60.00 60.00 Lil' Kickers 40.00 40.00Ball Fields (Tournaments)Rental of Ball fields with Lights (half day) 60.00 60.00Rental of Ball fields with Lights (full day) 115.00 115.00Rental of Ball fields without Lights (half day) 40.00 40.00

* The Historic Commission decided that those who did the work without prior approval should pay a higher fee.

*** Funds collected through fee in lieu of mitigation would be pooled together from other various individual projects to allow for larger future wetlands mitigation projects for City/Wetlands board in the watershed.

** Sub-division fee: Fee is consistent with zoning determination fee.

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Rental of Ball fields without Lights (full day) 65.00 65.00Facilities and ParksBennett's Creek Park Picnic Shelter Full Day 75.00 75.00 Stage 300.00 per day 300.00 per dayConstant's Wharf Park and Marina Compass Rose/Boardwalk (Weddings Only) Deposit 150.00 150.00 Compass Rose/Boardwalk (Weddings Only) Per Hour 150.00 150.00 Marina Slips Daily Rate with Electricity 0-24 Feet 25.00 25.00 25-34 Feet 35.00 35.00 35-44 Feet 45.00 45.00 45-54 Feet 55.00 55.00 Monthly Rate with Electricity 0-24 Feet 120.00 120.00 25-34 Feet 140.00 140.00 35-44 Feet 160.00 160.00 45-54 Feet 180.00 180.00 Daily Rate without Electricity 0-24 Feet 100.00 100.00 25-34 Feet 120.00 120.00 35-44 Feet 140.00 140.00 45-54 Feet 160.00 160.00 Monthly Rate without Electricity 0-24 Feet 100.00 100.00 25-34 Feet 120.00 120.00 35-44 Feet 140.00 140.00 45-54 Feet 160.00 160.00Lake Kennedy Park Shelter 75.00 75.00Cypress Park Shelter 75.00 75.00Cypress Park Pool (Rental) Deposit 150.00 150.00 2-hour rental 35.00 per hour 35.00 per hourGroup Swim 35.00 per hour 35.00 per hour

Birthday Parties 1 to 25 Patrons 35.00 per hour/ 2 hour max 35.00 per hour/ 2 hour max 26 to 50 Patrons 50.00 per hour/ 2 hour max 50.00 per hour/ 2 hour max 51 to 100 Patrons 100.00 per hour/ 2 hour max 100.00 per hour/ 2 hour maxRecreation Center Membership Membership Fees Youth (7-17 years) - Per Year 10.00 10.00 Adults (18 and older) - Per Year 20.00 20.00 Seniors (55 and older) - Per Year 5.00 5.00 Visitor Pass 5.00 5.00 Replacement Card 10.00 10.00 Fitness Room (must have membership ID) - Per Month

Fitness Room (Seniors) - Per Month 5.00 5.00 Fitness Room (Adults -18 & up) - Per Month 10.00 10.00 Fitness Room (Teens-16 & 17 Yrs Old) - Per Month 7.00 7.00 Non-Membership Fee 5.00 5.00Unless Otherwise Noted, Non Resident Fees 25% above resident fees 25% above resident feesRecreation Center Rentals Gymnasium: Must be out by 8p (minimum 4 hour rental) Non-commercial Events Hourly Rate 65.00/hr 65.00/hr Commercial Events (w/fee or admission) Hourly Rate 75.00/hr 75.00/hr Deposit on All Rentals 150.00 150.00 Late Fee (per 15 minutes) for not vacating rental on time 25.00 per 15 minutes 25.00 per 15 minutes Multipurpose Room Resident hourly rental rate (minimum 2 hour rental) 25.00 per hour 25.00 per hour Non-resident hourly rental rate (min 2 hour rental) 35.00 per hour 35.00 per hour Conference Room Resident hourly rental rate (minimum 2 hour rental) 25.00 per hour 25.00 per hour Non-resident hourly rental rate (min 2 hour rental) 35.00 per hour 35.00 per hourLake Meade Park and Tennis Complex Picnic Shelter Full day 75.00 75.00 Tennis Ball Machine 10.00 per hour 10.00 per hour Dog Park Membership (Annual Membership) 10.00 10.00Lone Star Lakes Park Canoe Rentals (maximum of 6 canoes available) 25.00 per canoe 25.00 per canoe

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National Guard Armory Rental Period: 8:00 a.m. to midnight Deposit 150.00 150.00 Non-Commercial Events Resident hourly rental rate (minimum 4-hour rental) 150.00 per hour 150.00 per hour Non-resident hourly rental rate (minimum 4-hour rental) 200.00 per hour 200.00 per hour Late Fee (per 15 minutes) for not vacating rental on time 25.00 per 15 minutes 25.00 per 15 minutes Commercial Events Resident hourly rental rate (minimum 4-hour rental) 200.00 per hour 200.00 per hour Non-resident hourly rental rate (minimum 4-hour rental) 300.00 per hour 300.00 per hour Late Fee (per 15 minutes) for not vacating rental on time 25.00 per 15 minutes 25.00 per 15 minutesSpecial Event Application Fee Non-Profit/For-Profit 50.00 50.00Planters Club Rental Period: 8:00 a.m. to Midnight

Deposit 150.00 150.00 Resident hourly rental rate (minimum 4-hour rental) Mon - Thurs 125.00 per hour/ Res. 125.00 per hour/ Res. Non-resident hourly rental rate (minimum 4-hour rental) Mon - Thurs 200.00 per hour/ Non Res. 200.00 per hour/ Non Res. Resident hourly rental rate (minimum 4-hour rental) Fri - Sun 225.00 per hour/ Res. 225.00 per hour/ Res. Non-resident hourly rental rate (minimum 4 hour rental) Fri - Sun 300.00 per hour/ Non Res. 300.00 per hour/ Non Res. Late Fee (per 15 minutes) for not vacating rental on time 25.00 per 15 minutes 25.00 per 15 minutes

Suffolk Art Gallery Deposit 150.00 150.00 Late fee per 15 mins. for not vacating on time 25.00 per 15 minutes 25.00 per 15 minutes Non-Commercial events Hourly Rate 25.00/hr 25.00/hr Commercial events Hourly Rate 35.00/hr 35.00/hrSleepy Hole Park Picnic Shelter #1-8 & 10-12 Full Day 75.00 75.00 Picnic Shelter #9 Full Day 125.00 125.00 Picnic Pack 25.00 25.00Whaleyville Community Center Deposit 150.00 150.00 Resident hourly rental rate (minimum 4-hour rental) Includes Kitchen and use of Ice Machine 50.00 per hour/Res 50.00 per hour/Res Non-resident hourly rental rate (minimum 4-hour rental) 70.00 per hour/Non Res 70.00 per hour/Non Res Late Fee (per 15 minutes) for not vacating rental on time 25.00 per 15 minutes 25.00 per 15 minutes

Custodial Fees (all rental facilities) 10.50 to 16.00 per hour 10.50 to 16.00 per hourSecurity Services (Suffolk Police Officers) 30.00 per hour per officer 30.00 per hour per officerFee Based Activities As noted in Leisure Guide As noted in Leisure GuideMaintenance Equipment Mobile Bleachers - Per Day 200.00 200.00 Tents - Per Day 10 x 10 125.00 125.00 20 x 20 200.00 200.00 Platforms - Per Day Risers 50.00 ea. per day (up to 6) 50.00 ea. per day (up to 6) Steps 25.00 per day 25.00 per day 4 x 8 25.00 25.00 Tables 6.00 6.00

Folding Chairs (each) 1.00 1.00Unless Otherwise Noted, Non Resident Fees 25% above resident fees 25% above resident feesGround MaintenanceGrave Space - Single Lot 800.00 800.00Grave Opening over 10 years of age - weekdays 850.00 850.00 over 10 years of age - Saturday 1,050.00 1,050.00 over 10 years of age - Sunday/Holiday 1,050.00 1,050.00 age 1-10 - weekdays 260.00 260.00 age 1-10 - Saturday 680.00 680.00 age 1-10 - Sunday/Holiday 860.00 860.00 infant under 1 - weekdays 140.00 140.00 infant under 1 - Saturday 560.00 560.00 infant under 1 - Sunday/Holiday 800.00 800.00 Cremation (urn burial) 400.00 400.00 Scatter Garden - Scattering of Ashes 100.00 100.00 Scatter Garden - Memorial /Plaque Engraving 225.00 225.00 Funeral after 4:00 pm in addition to above cost 100.00 100.00

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PLANNING AND COMMUNITY DEVELOPMENT

PLANNINGRezoning Requests 800.00 plus 40.00 acre 800.00 plus 40.00 acreConditional Rezoning Requests 1,000 plus 40.00 acre 1,000 plus 40.00 acreConditional Use Permits 800.00 plus 20.00 acre 800.00 plus 20.00 acreComprehensive Plan Amendment 1,000.00 1,000.00Comprehensive Plan Consistency Review 250.00 250.00Subdivision Variance Requests 500.00 500.00Wetlands Board 250.00 250.00Wetlands Board After the Fact 300.00 300.00Chesapeake Bay Preservation Area Special Exception Request (Administrative) 50.00 50.00

Chesapeake Bay Preservation Area Special Exception Request (Planning Commission) 250.00 250.00Historic and Cultural Review - Additions 150.00 150.00Historic and Cultural Review - New Construction 150.00 150.00Historic and Cultural Review - Administration 35.00 35.00Historic and Cultural Review - After the Fact 250.00 250.00Historic and Cultural Review - Administration After the Fact* 70.00 70.00Borrow Pit Fees 100.00 100.00 Per cubic yard removed semi-annually 0.23 0.23Street Name Change Request 325.00 325.00Street Abandonment 100.00 100.00Encroachment Permits 100.00 100.00Minor Subdivision 300.00 300.00

Family Transfer 300.00 300.00Preliminary Plat Fee (per lot) 50.00 with 300.00 minimum 50.00 with 300.00 minimumFinal Plat Fee (per lot) 30.00 with 200.00 minimum 30.00 with 200.00 minimumSubdivision Engineering Plan Review 40.00 per lot with 200.00 minimum 40.00 per lot with 200.00 minimumSubdivision Engineering Plan Review Revisions 150.00 150.00Subdivision Determination** 90.00 90.00Site Plan Review (excludes 1 & 2 family dwelling) 600.00 600.00 plus per acre 60.00 60.00Site Plan Review - additional revisions (per submittal) 150.00 150.00Site Plan Waiver Request 50.00 50.00Maps (each) Printed Map Products 5.00 5.00Maps-Specialized Map Production Services 50.00 Hour 50.00 HourAerial Photographs 1" = 1000' 0.25 0.25 1" = 1600" Base map set 50.00 50.00Unified Development Ordinance Cost CostComprehensive Plan 60.00 60.00Geodetic Control Network Book 25.00 25.00

Geodetic Control Network Book - Supplement 10.00 10.00

Wetland Mitigation Fee In-Lieu***1% over market rate to purchase credits in an approved

tidal wetlands bank1% over market rate to purchase credits in an approved

tidal wetlands bank

COMMUNITY DEVELOPMENT

Minimum 50.00 50.00State Levy 2.00% 2.00%Extra Inspection Trips (each) 50.00 50.00Penalty for Working Without PermitsConstruction Cost $1 - 50,000 250.00 250.00 50,001 - 100,000 500.00 500.00 100,001 - 150,000 1,000.00 1,000.00 150,001 - 250,000 2,000.00 2,000.00 250,001 - 750,000 4,000.00 4,000.00

over 750,000 5,000.00 5,000.00Electrical Permits (new service, temporary service & service changes)Minimum 50.00 50.00State Levy 2.00% 2.00%1 - 50 amps Single Phase Fee (new) 50.00 50.00 Single Phase Fee (change) 50.00 50.00 Three Phase Fee (new) 50.00 50.00 Three Phase Fee (change) 50.00 50.0050 - 100 amps Single Phase Fee (new) 50.00 50.00 Single Phase Fee (change) 50.00 50.00 Three Phase Fee (new) 70.00 70.00 Three Phase Fee (change) 50.00 50.00101 - 150 amps Single Phase Fee (new) 75.00 75.00 Single Phase Fee (change) 50.00 50.00 Three Phase Fee (new) 105.00 105.00 Three Phase Fee (change) 60.00 60.00

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151 - 200 amps Single Phase Fee (new) 100.00 100.00 Single Phase Fee (change) 60.00 60.00 Three Phase Fee (new) 140.00 140.00 Three Phase Fee (change) 80.00 80.00201 - 250 amps Single Phase Fee (new) 125.00 125.00 Single Phase Fee (change) 75.00 75.00 Three Phase Fee (new) 175.00 175.00 Three Phase Fee (change) 100.00 100.00251 - 300 amps Single Phase Fee (new) 150.00 150.00 Single Phase Fee (change) 90.00 90.00 Three Phase Fee (new) 210.00 210.00 Three Phase Fee (change) 120.00 120.00301 - 350 amps Single Phase Fee (new) 175.00 175.00 Single Phase Fee (change) 105.00 105.00 Three Phase Fee (new) 245.00 245.00 Three Phase Fee (change) 140.00 140.00351 - 400 amps Single Phase Fee (new) 200.00 200.00 Single Phase Fee (change) 120.00 120.00 Three Phase Fee (new) 280.00 280.00 Three Phase Fee (change) 160.00 160.00401 - 450 amps Single Phase Fee (new) 225.00 225.00 Single Phase Fee (change) 135.00 135.00 Three Phase Fee (new) 315.00 315.00 Three Phase Fee (change) 180.00 180.00451 - 500 amps Single Phase Fee (new) 250.00 250.00 Single Phase Fee (change) 150.00 150.00 Three Phase Fee (new) 350.00 350.00 Three Phase Fee (change) 200.00 200.00501 - 550 amps Single Phase Fee (new) 275.00 275.00 Single Phase Fee (change) 165.00 165.00 Three Phase Fee (new) 385.00 385.00 Three Phase Fee (change) 220.00 220.00551 - 600 amps Single Phase Fee (new) 300.00 300.00 Single Phase Fee (change) 180.00 180.00 Three Phase Fee (new) 420.00 420.00 Three Phase Fee (change) 240.00 240.00601 - 650 amps Single Phase Fee (new) 325.00 325.00 Single Phase Fee (change) 195.00 195.00 Three Phase Fee (new) 455.00 455.00 Three Phase Fee (change) 260.00 260.00651 - 700 amps Single Phase Fee (new) 350.00 350.00 Single Phase Fee (change) 210.00 210.00 Three Phase Fee (new) 490.00 490.00 Three Phase Fee (change) 280.00 280.00701 - 750 amps Single Phase Fee (new) 375.00 375.00 Single Phase Fee (change) 225.00 225.00 Three Phase Fee (new) 525.00 525.00 Three Phase Fee (change) 300.00 300.00751 - 800 amps Single Phase Fee (new) 400.00 400.00 Single Phase Fee (change) 240.00 240.00 Three Phase Fee (new) 560.00 560.00 Three Phase Fee (change) 320.00

314



801 - 850 amps Single Phase Fee (new) 425.00 425.00 Single Phase Fee (change) 255.00 255.00 Three Phase Fee (new) 595.00 595.00 Three Phase Fee (change) 340.00 340.00851 - 900 amps Single Phase Fee (new) 450.00 450.00 Single Phase Fee (change) 270.00 270.00 Three Phase Fee (new) 630.00 630.00 Three Phase Fee (change) 360.00 360.00901 - 950 amps Single Phase Fee (new) 475.00 475.00 Single Phase Fee (change) 285.00 285.00 Three Phase Fee (new) 665.00 665.00 Three Phase Fee (change) 380.00 380.00951 - 1,000 amps Single Phase Fee (new) 500.00 500.00 Single Phase Fee (change) 300.00 300.00 Three Phase Fee (new) 700.00 700.00 Three Phase Fee (change) 400.00 400.001,001 - 1,050 amps Single Phase Fee (new) 525.00 525.00 Single Phase Fee (change) 315.00 315.00 Three Phase Fee (new) 720.00 720.00 Three Phase Fee (change) 410.00 410.001,051 - 1,100 amps Single Phase Fee (new) 550.00 550.00 Single Phase Fee (change) 330.00 330.00 Three Phase Fee (new) 740.00 740.00 Three Phase Fee (change) 420.00 420.001,101 - 1,150 amps Single Phase Fee (new) 575.00 575.00 Single Phase Fee (change) 345.00 345.00 Three Phase Fee (new) 760.00 760.00 Three Phase Fee (change) 430.00 430.001,151 - 1,200 amps Single Phase Fee (new) 600.00 600.00 Single Phase Fee (change) 360.00 360.00 Three Phase Fee (new) 780.00 780.00 Three Phase Fee (change) 440.00 440.00Over 1,200 amps Single Phase Fee (new) 600.00 plus 25 per 50 amps after 600.00 plus 25 per 50 amps after Single Phase Fee (change) 360 plus 15 per 50 amps after 360 plus 15 per 50 amps after Three Phase Fee (new) 780.00 plus 20 per 50 amps after 780.00 plus 20 per 50 amps after Three Phase Fee (change) 440 plus 10 per 50 amps after 440 plus 10 per 50 amps afterElectrical Permits (additions and repairs) 0 - 30 amps (per circuit) 4.00 4.00 31 - 60 5.00 5.00 61 - 100 7.00 7.00 101 - 200 15.00 15.00 over 200 amps 20.00 20.00Pool Grounding 55.00 55.00Repair Wiring, Apparatus, Fixtures 50.00 50.00Plumbing PermitsMinimum 50.00 50.00State Levy 2.00% 2.00% Each Fixture, Floor Drain, or Trap 7.00 7.00 Each Sewer (sanitary and storm) 7.00 7.00 Each Sewer Replaced or Repaired 35.00 35.00 Each Manhole 7.00 7.00 Each Roof Drain 7.00 7.00 Each Area Drain 7.00 7.00 Each Water Heater 7.00 7.00 Each Water Line (New Residential) 7.00 7.00 Each Water Line (Existing Residential) 35.00 35.00 Each Water Line (Commercial) 100.00 100.00 Each Sewer Line (Commercial) 100.00 100.00

315



Backflow Preventer 7.00 7.00Mechanical and Gas PermitsMinimum 50.00 50.00State Levy 2.00% 2.00%New Construction for all mechanical apparatus $0 - 3,000 50.00 50.00 3,001 - 4,000 50.00 50.00 4,001 - 5,000 50.00 50.00 5,001 - 6,000 55.00 55.00 continue at $6.00/$1,000 value of fraction thereofReplacement, Alterations, Repairs and Additions $0 - 4,000 50.00 50.00 4,001 - 5,000 55.00 55.00 5,001 - 6,000 55.00 55.00 continue at $6.00/$1000 value of fraction thereofLPG Tanks and Associated Piping 0 - 2,000 gallons 50.00 50.00 over 2,000 50.00 plus $4.00/10,000 gallons 50.00 plus $4.00/10,000 gallonsFlammable Liquid Tanks and Associated Piping 0 - 50,000 gallons 50.00 50.00 over 50,000 50.00 plus $6.00/25,000 gallons 50.00 plus $6.00/25,000 gallonsFuel Piping Outlet Each 50.00 50.00Plan ReviewAll Structures 0 - 2,499 square feet 75.00 75.00 2,500 - 5,000 100.00 100.00 5,000 - 10,000 125.00 125.00 10,001 - 30,000 175.00 175.00 30,001 - 50,000 250.00 250.00 50,001 - 100,000 300.00 300.00 Above 100,000 350.00 350.00Moving Out of City to In City 525.00 525.00 In City to Out of City 275.00 275.00 Within City 275.00 275.00 Through City 100.00 100.00Accessory Structures 0 - 100 square feet 50.00 50.00 101 - 300 50.00 50.00 301 - 600 65.00 65.00Demolition One to Two Family Residences 55.00 55.00 Any Residential Accessory Structure 50.00 50.00All Other Buildings 0 - 60,000 square feet 100.00 100.00 over 60,000 $25/15,000 sq.ft. $25/15,000 sq.ft.Sign FeesIn Addition to Minimum Permit Fee 1 - 40 50.00 50.00 41 - 80 55.00 55.00 over 80 65.00 65.00Elevator Compliance Card 50.00 50.00Amusement Ride Inspection Kiddie Ride 15.00 15.00 Major Ride 25.00 25.00 Spectacular Ride 45.00 45.00Cross Connection Inspection 50.00 50.00Private Piers, Greenhouses, and Walls

$1 - 2,200 50.00 50.00 over 2,200 $2.00/$100 value $2.00/$100 value

Miscellaneous Fees Mobile Homes 50.00 50.00 Modular Classroom Units 55.00 55.00 Tents 50.00 50.00 Chimneys 50.00 50.00 Free Standing Fireplaces/Wood Stoves 50.00 50.00 Stationary Fireplaces 50.00 50.00 Temporary Power Release Inspection 60.00 60.00 Temporary Use Permit Fee 35.00 35.00 Swimming Pools $1 - 2,200 50.00 50.00 over 2,200 $1.00/$100 value $1.00/$100 value

316



Certificate of Occupancy Residential 50.00 50.00 Commercial 100.00 100.00 Extension of Residential, Commercial and Temp C.O. 50.00 50.00 Temporary 100.00 100.00 Rental 50.00 50.00 Two or More Units (per unit) 30.00 30.00 Reinspection 50.00 50.00Business License Inspection 100.00 100.00Board of Building Code Appeal 250.00 250.00Extension of Permits 75.00 75.00

Tower, Antennas and Like Structures $0 - 4999 value 20.00 per $1,000 20.00 per $1,000 5,000 - 19,999 100.00 per $5,000 plus 10.00 per $1,000 100.00 per $5,000 plus 10.00 per $1,000 20,000 - 99,999 250.00 per $20,000 plus 5.00 per $1,000 250.00 per $20,000 plus 5.00 per $1,000 over 100,000 625.00 per $100,000 plus 4.00 per $1,000 625.00 per $100,000 plus 4.00 per $1,000Building Fees (see attached Schedule A) Schedule A (attached) Schedule A (attached)Zoning Permits (includes Farm Affidavits) 35.00 35.00Home Occupation Permits (zoning review) 35.00* 35.00*Health Department Evaluation New Construction 100.00 100.00 Updates 50.00 50.00Board of Zoning Appeals 500.00 500.00Administrative Variance Request 60.00 60.00Chesapeake Bay Special Exception Request Reviewed by Zoning Administrator 50.00 50.00 If Forwarded to Board of Zoning Appeals 300.00 300.00Written Determination by Zoning Administrator 90.00 90.00

Special Entertainment Permit$50.00 plus fees for in-kind services such as Police,

Fire, Equipment Rental, etc.$50.00 plus fees for in-kind services such as Police,

Fire, Equipment Rental, etc.

Junkyard Compliance Inspection (yearly) 100.00 100.00Unified Development Ordinance Cost CostTemporary Signs 25.00 25.00Building Permits: Permit Issued No Inspections Completed 75% 75% Foundation Inspection Completed 50% 50% Framing & Foundation Inspection Completed 25% 25%Electrical Permits: Permit Issued No Inspections Completed 75% 75% Rough-in Inspections Completed 50% 50%Mechanical Permits: Permit Issued No Inspections Completed 75% 75% Rough-in Inspections Completed 50% 50%Gas Permits: Permit Issued No Inspections Completed 75% 75% Rough-in Inspections Completed 50% 50%Plumbing Permits Permit Issued No Inspections Completed 75% 75% Rough-in Inspections Completed 50% 50%* All refunds subject to $15.00 processing Fee-no refunds will be issued for amounts less than $15.00

POLICE

Annual Alarm Registration 25.00 25.00Alarm Registration Renewal 10.00 10.00Alarm Registration Late Fee (after 30 days) 25.00 25.00Fee to alarm company for failure to provide alarm user list 25.00 per working day until compliance 25.00 per working day until complianceReinstatement fee for failure to provide alarm user list 100.00 + 10.00 per registered user 100.00 + 10.00 per registered userLate fee for registration renewal (after 30 days) 25.00 25.00Use of Automatic Dialer 100.00 100.00Audible Alarm Violation 100.00 100.00Reinstatement Fee for failure to provide ARM 100.00 + 10.00 per registered user 100.00 + 10.00 per registered user

Failure of alarm company to provide customer False Alarm Prevention checklist

50.00 50.00

317



Failure of alarm company to provide Alarm Installer checklist 50.00 50.00Failure of alarm company to provide Alarm Dispatch Records request 50.00 50.00

Security Alarm Company Initial Registration* 100.00 100.00Late fee for Security Alarm Company registration (after 30 days) 25.00 25.00Security Alarm Company Registration Renewal less than 50 alarm sites in Suffolk*

100.00 100.00

Security Alarm Company Registration Renewal 51+ alarm sites in Suffolk 100.00 100.00

Reinstatement fee for alarm installation/monitoring company 100.00 100.00General false alarm fee for second response 50.00 50.00General false alarm fee for third response 100.00 100.00General false alarm fee for fourth and subsequent response 150.00 150.00Robbery/panic false alarm for second response 100.00 100.00Robbery/panic false alarm for third response 150.00 150.00Robbery/panic false alarm for fourth and all subsequent response 250.00 250.00Reinstatement fee to alarm user for suspended alarm registration 50.00 50.00Late fee for failure to pay false alarm fees after 30 days 25.00 25.00False Alarm fee for non-registered alarm per response 100.00 100.00g p y g punregistered alarm site 100.00 100.00

Fee to alarm company for making false statement 100.00 100.00

Fee to alarm company for causing false alarm response per response 75.00 75.00Fee to monitoring company for failure to verify alarm system signal 100.00 100.00Fee for appeals per request 25.00 25.00Local Record Check 5.00 10.00Accident Report 7.00 10.00

Incident Report 7.00 10.00Fingerprinting 5.00 per card $10 for first card, and $5 for additional cardsPhotographs 5.00 or cost, whichever is greater 7.00 or cost whatever is greaterChauffeur's License 20.00 20.00Solicitation Permit 10.00 15.00

Concealed Weapon Permit 18.00 35.00Computer Generated Reports Cost, but not less than 15.00 Cost, but not less than 15.00

Certificate of Public Convenience 30.00$30.00 plus $20 for annual inspection or

reinspection of each vehicle listed

Security Services

Police Officer/$30 per hour, minimum 2 hours Supervisor/$35 per hour, minimum

Police Officer/$30 per hour, minimum 2 hours Supervisor/$35 per hour, minimum

Reclaim Fee (Animal Shelter and Management) 15.00 per day 15.00 per dayAdoption - Feline Adoption Spayed or Neutered with Vaccines (Animal Shelter) 75.00 85.00

Adoption - Canine Spayed or Neutered with Vaccines (Animal Shelter) 95.00 105.00Adoption - Animal other than Feline or Canine (Animal Shelter) 25.00 25.00Dog License Fee - Spayed or Neutered (Animal Shelter) 5.00 5.00Dog License Fee - Not Spayed or Neutered (Animal Shelter) 10.00 10.00

Full Scale Accident Diagram 5.00 5.00Audio Dispatch Tape/CD 15.00 15.00CAD Report 6.00 6.00Color Copy 0.45 0.50Black & White Copy 0.25 0.25Photographs on CD 15.00 15.00Video Tape 15.00 15.00

PUBLIC UTILITIES

Bacteriological Tests (each) 25.00 25.00Delinquency Fees Door tag placement 10.00 10.00 Disconnect/Reconnect of Water Service 25.00 25.00 Meter Removal 50.00 50.00 Finance Charges 1.5 % per month with $0.50 minimum 1.5 % per month with $0.50 minimumIllegal Connect/Reconnection of Water Service 100.00 100.00Water Conservation Reconnection Fees 1st Violation 250.00 250.00 Subsequent Violations 500.00 500.00

Water Rate per 100 cubic feet 8.29 8.86WTWA Wholesale Water Rate (per 100 cubic feet) 4.46 4.67WTWA Fixed Capacity Charge (per month) 210,993.79 204,959.00

WTWA Meter Service Charge (per month) 200.00 200.00Water Conservation Service Charge Rate 1.25 x Meter Rate 1.25 x Meter RateWater Usage Non Metered (per month - 5 ccf) 41.45 44.30

318



Meter Service Charge (per month)

5/8 and 3/4 inch meter 6.40 (Billed at $0.210 per day per billing cycle) 7.00 (Billed at $0.230 per day per billing cycle)

1 inch meter 15.95 (Billed at $0.524 per day per billing cycle) 17.51 (Billed at $0.576 per day per billing cycle)

1½ inch meter 31.80 (Billed at $1.046 per day per billing cycle) 35.00 (Billed at $1.151 per day per billing cycle)






10 inch meter 730.85 (Billed at $24.028 per day per billing cycle) 805.00 (Billed at $26.466 per day per billing cycle)Water Connection Charge (installed by city) 5/8 inch meter 1,100.00 1,100.00 3/4 inch meter 1,100.00 1,100.00 1 inch meter 1,340.00 1,340.00 1½ inch meter 1,670.00 1,670.00 2 inch meter 1,975.00 1,975.00When the size is above those listed a charge equal to actual cost of installation plus 25% Actual cost x 1.25 Actual cost x 1.25Water Connection Charge (installed by developer) 50.00 50.00Water Availability Charge (residential)

Single Family 5,520.00 5,520.00

Attached Multi Family (Building with 2 to 4 units) (cost per unit) 4,970.00 4,970.00

Attached Multi Family (Building with 5 to 16 units) (cost per unit) 4,420.00 4,420.00 Attached Multi Family (Building with 17 to 24 units) (cost per unit) 3,865.00 3,865.00 Attached Mulit Family (Building 25 + units) (cost per unit) 3,310.00 3,310.00 Mobil Home Park (cost per unit) 3,310.00 3,310.00Water Availability Charge (commercial) 5/8 and 3/4 inch meter 5,520.00 5,520.00 1 inch meter 13,520.00 13,520.00 1½ inch meter 26,950.00 26,950.00 2 inch meter 43,120.00 43,120.00 3 inch meter 80,850.00 80,850.00 4 inch meter 134,750.00 134,750.00 6 inch meter 269,500.00 269,500.00 8 inch meter 431,200.00 431,200.00 10 inch meter 619,850.00 619,850.00

Installment Payments

Down Payment 250.00 250.00 Interest Equal to prime rate - July 1 Equal to prime rate - July 1 Finance charge 1 1/2 % or $0.50 minimum per month 1 1/2 % or $0.50 minimum per monthNew Account Setup Charge 10.00 10.00Fire Hydrant Meter Deposit 300.00 300.00Fire Hydrant Flow Test Fee/Water Model Evaluation 100.00 250.00

Sewer Collection (per 100 cubic feet) 6.47 6.74 Sewer Usage Not Metered (per month 5 ccf) 32.35 33.70Sewer Connection Charge (installed by city) 4 inch lateral size 1,450.00 1,450.00 6 inch lateral size 2,650.00 2,650.00 Greater than 6 inch actual cost of installation plus 25% actual cost of installation plus 25%Sewer Connection Charge (installed by developer) 50.00 50.00Sewer Availability Charge (residential) Single Family 6,000.00 6,000.00 Attached Multi Family (2 to 4 units, per unit) 5,400.00 5,400.00 Attached Multi Family (5 to 16 units, per unit) 4,800.00 4,800.00 Attached Multi Family (17-24 units, per unit) 4,200.00 4,200.00 Attached Multi Family (25+ units, per unit) 3,600.00 3,600.00 Mobil Home Park (cost per unit) 3,900.00 3,900.00Sewer Availability Charge (commercial) 5/8 and 3/4 inch meter 6,000.00 6,000.00 3/4 inch meter N/A N/A 1 inch meter 14,800.00 14,800.00 1½ inch meter 29,500.00 29,500.00 2 inch meter 47,100.00 47,100.00 3 inch meter 88,100.00 88,100.00 4 inch meter 146,800.00 146,800.00 6 inch meter 293,400.00 293,400.00 8 inch meter 469,300.00 469,300.00 10 inch meter 674,600.00 674,600.00

319



Construction Specifications and Standards Manual 25.00 0.00Sewer Pump Stations Protype Drawing 150.00 0.00Manual of Cross Connection Policies 20.00 20.00Plan sheet copies 24" x 36" (per sheet) 2.00 2.00Copies (black and white (each) 0.20 0.20Copies (color) (each) 0.35* 0.35*

Engineering Review

Site Plans Review

$1,500 Base Fee plus $1.50/if for every foot of public water & sewer mains beyond the initial 250 if no mains plus pump station review fee

$1,500 Base Fee plus $1.50/if for every foot of public water & sewer mains beyond the initial 250 if no mains plus pump station review fee

Engineerying Plans Review$2,500 Base Fee plus $.15/if for every foot of public water & sewer mains plus pump station review fee

$2,500 Base Fee plus $.15/if for every foot of public water & sewer mains plus pump station review fee

Engineering Plans/Site Plans Amendments $300/Submittal $300/Submittal Plats 200.00 200.00 Pump Station Review/Sewer Model Evaluation $1,500 per station $1,500 per station Single Family Grinder Pump Review/Inspection 300.00 300.00Engineering Construction Inspection Sanitary Sewer Facilities

$1.50/LF for every foot of public sewer installed $1.50/LF for every foot of public sewer installed Water Transmission/Distribution Facilities

$1.50/LF for every foot of public sewer installed $1.50/LF for every foot of public sewer installed Site Plan with Public Utilities $1,500 plus $1.50 for every foot of public water or

sewer mains installed$1,500 plus $1.50 for every foot of public water or

sewer mains installed

Environmental Incentive - Water 5/8 and 3/4 inch meter 3,250.00 3,250.00 3/4 inch meter N/A N/A 1 inch meter 8,125.00 8,125.00 1½ inch meter 16,250.00 16,250.00 2 inch meter 26,000.00 26,000.00 3 inch meter 48,750.00 48,750.00 4 inch meter 81,250.00 81,250.00

Environmental Incentive - Sewer 5/8 and 3/4 inch meter 1,750.00 1,750.00 3/4 inch meter N/A N/A 1 inch meter 4,375.00 4,375.00 1½ inch meter 8,750.00 8,750.00 2 inch meter 14,000.00 14,000.00 3 inch meter 26,250.00 26,250.00

4 inch meter 43,750.00 43,750.00

PUBLIC WORKS

Traffic Engineering Inspection and Plan Review Site Plan: $500/application $1,000/application Engineering Plans: $1,000/application $1,500/application Major Final Subdivision Plats: $100/plat $100/plat Traffic Engineering Study Fee $100/hr $100/hr Traffic Signal Inspection Fee 0.00 $18,000 per location Inspection Services 0.00 $70/hr Golf Cart Study Fee 0.00 $1,600/application Golf Cart Signs (per location) $250 per location $250 per location Right-of-Way Encroachment Permit 100.00 100.00

Stormwater and Public Works Engineering

Storm Water Utility Fee 6.00/mo/ERU 6.00/mo/ERUStormwater/E & S inspection and review

2% of engineers cost estimate The following state feels shall be added accordingly >1.0-5.0 acres + $756 >5.0-

10.0 acres + $952 >10.0-50.0 acres + $1,260 >50.00-100.00 acres + $1,708 >100.00 acres

+ $2,688

2% of engineers cost estimate The following state feels shall be added accordingly >1.0-5.0 acres + $756 >5.0-


+ $2,688

Stormwater Site Plans Inspection $1,400 minimum; $400/acre; not to exceed $8,000

$1,400 minimum; $400/acre; not to exceed $8,000

*Reflects additional cost to use color copier. Utility fund cost to support debt service - based on rate model. Programmed less from new connections and have to make it up on the rate side. WTWA and Sewer collection similar to water side - balance between less connections has to be made up on rate side. Based on model.

320



Stormwater/E &S plan review Site Plan:

0-10,000 sf of disturbance - $46010,000-0.5 acre of disturbance -$8350.5-1.0 acre of disturbance- $1585

>1.0 acre - +$250/additional acre of disturbance The following state fees shall be added accordingly >1.0-5.0 acres + $756 >5.0-


+ $2,688 Stormwater Maintenance Agreement - $150

Site Plan Amendment = $350/submittal

0-10,000 sf of disturbance - $46010,000-0.5 acre of disturbance -$8350.5-1.0 acre of disturbance- $1585

>1.0 acre - +$250/additional acre of disturbance The following state fees shall be added accordingly >1.0-5.0 acres + $756 >5.0-


+ $2,688 Stormwater Maintenance Agreement - $150

Site Plan Amendment = $350/submittal

Engineering Plan: $1000 + $1/lf of roadway The following state fees shall be added accordingly >1.0-5.0 acres + $756 >5.0-


+ $2,688 Plan Amendments = $350/submittal

$1000 + $1/lf of roadway The following state fees shall be added accordingly >1.0-5.0 acres + $756 >5.0-


+ $2,688 Plan Amendments = $350/submittal

Modification or Transfer of General Permit/Registration Statement for Discharges of Stormwater from Construction Activities

Fees shall be paid pursuant to Virginia Administrative Code 9VAC25-870-825


Annual Maintenance fees for General or Individual Permits for Discharges of Stormwater from Construction Activities



Plat: $750 per plat $750 per platSingle Family E&S Site Plan Review 290.00 209.00Pro Rata Share Fees Chowan Watershed 958/acre 958/acre Great Dismal Watershed 263/acre 263/acre James River Watershed 632/acre 632/acrePermits

Right of Way Permit 100.00 100.00

plus asphalt (per cubic foot) Cost Cost plus concrete (per cubic foot) Cost Cost Driveway Apron (per square foot) 2.50 2.50 Street Name Signs (private - black and yellow) 600.00 600.00 Street Name Signs (public - green and white) 600.00 600.00Permits (continued) Special Permits for Oversized and Overweight Vehicles Single-Trip Permit 75.00 75.00 Single-Trip House Move Permit 100.00 100.00 Blanket-Term Permit 300.00 300.00 General Engineering Review at cost at cost In-depth Engineering Review at cost at cost

Maps - Printed Map Products GIS Tax Map (single map) 5.00 5.00 Other Map Product (single map) 5.00 5.00 Generalized City Base Map (single map) 5.00 5.00Maps - Specialized Map Services Special Map Production Services (per hour) 50.00 50.00 Specialized Data Analysis Services (per hour) 50.00 50.00

Refuse CollectionAutomated Refuse Container 70.00 70.00

*Refuse and Recycling Service 16.50/mo/unit 16.50/mo/unit

Bulk Refuse Service

1-8 CY bulk collection -after 12 free collections 20.00 20.00

9-16 CY bulk collection 50.00 50.00

Evictions 100.00 100.00

Bulk Refuse Service - Roll Off

Weekdays 50.00 50.00

Weekends 90.00 90.00

Recycling Carts 0.00 60.00

* Does not include commercial refuse collection

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TRANSIT

Faires-Regular Bus Service (Not Paratransit)

Adult - One way (No Transfer) 0.00 1.50

Adult - All day (Unlimited Transfer) 0.00 3.00

Adult - Monthly Pass 0.00 57.50

Student (6-18 yrs) - One way (No Transfer) 0.00 1.00

Student (6-18 yrs) - All day (Unlimited Transfer) 0.00 2.00

Student (6-18 yrs) - Monthly Pass 0.00 37.50

Disabled and/or Senior (55+ yrs) - One way (No Transfer) 0.00 0.75

Disabled and/or Senior (55+ yrs) - All day (Unlimited Transfer) 0.00 1.50

Disabled and/or Senior (55+ yrs) - Monthly Pass 0.00 27.50

Fare - Paratransit - One way (Qualified individuals only) 0.00 3.00

TOURISMConference Room (9 am to 5 pm) Non-Profit (first two hours) 25.00 25.00

Additional Hours 5.00/hour 5.00/hour

For-Profit (first two hours) 75.00 75.00

Additional Hours 15.00/hour 15.00/hour

Mulitpurpose Room (6 pm to midnight) Deposit (non-refundable) 150.00 150.00

Non-Profit Event 50.00/hour 50.00/hour

For-Profit Event 80.00/hour 80.00/hour

Visitor Center Pavilion Deposit (non-refundable) 300.00 300.00

Each additional hour (two hour minimum) 100.00/hour 100.00/hour

Farmer's Market Booth Rental (Pavilion) Standard Booth 50.00/season 60.00/season

Expanded Booth 75.00/season 100.00/season

Exterior (Uncovered) Space 35.00/season 35.00/season

One-day Vendor Pass 15.00/one day 15.00/one day

Interpreted Bus Tour Historic District Adult 5.00 5.00 Senior (60+) and Child (3 to 12), Military 3.00 3.00

Interpreted Bus Tour Great Dismal Swamp Adult 10.00 10.00

Senior (60+) and Child (9 to 12), Military 8.00 8.00

Guided Cedar Hill Cementary Stroll Adult 7.00 7.00


Interpreted Canoe Tour 35.00 35.00

Ghost Walk Adult 10.00 10.00


Guided Nature Walks Adult 7.00 7.00

Senior (60+); Child (9-12): Military 5.00 5.00

Nansemond River Canoe Tours 35.00 35.00

Fee Based Activities Not Described Cost Cost

Visitor Center Display Case - Limit of 4 $100/quarter $100/quarter when available

TREASURER

Return Check 50.00 50.00Set Off Debt 30.00 30.00Lien 30.00 30.00Copy of Delinquent Report 100.00 100.00Vehicle Block 20.00 20.00Delinquent Tax Collection (prior to judgment) 30.00 30.00Delinquent Tax Collection (after judgment) 35.00 35.00Delinquent Personal Property Collection Fee 30.00 30.00Attorney or Collection Agency Fees 20% 20%Vehicle License Registration Late Payment Fee 10.00 10.00Serving out of town warrants in debt 20.00 20.00For each additional warrant served 12.00 12.00BAI.Net Charge Card Convenience Fee 3.0% 3.0%Charge Card Convenience Fees Visa Debit Cards Only 3.95 3.95 Visa Debit Cards; Mastercard Debit or Credit and AMEX $0.01 to $144.00 3.95 3.95 $144.01 and higher 2.75% of payment amount 2.75% of payment amountSturgis

Charge Card Convenience Fees2.2% of payment amount plus .30 transaction fee

2.2% of payment amount plus .30 transaction fee

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GLOSSARY OF TERMS Accrual Basis - A basis of accounting in which transactions are recognized at the time incurred, as opposed to when cash is received or spent.

Agency Funds – These funds are custodial in nature (assets equal liabilities) and do not involve measurement of the results of operation.

Appropriation - A legal authorization to incur obligations and to make expenditures for specific purposes.

Assessed Valuation - The valuation set upon real estate and certain personal property by the City Assessor as a basis for levying property taxes.

Asset - Resources owned or held by the City that have monetary value.

Authorized Positions - Employee positions authorized in the adopted budget to be filled during the year.

Aviation Facilities Fund – This fund accounts for the revenues and expenditures related to the City’s airport.

Balanced Budget – A budget in which current revenues equal current expenditures in accordance with the Code of Virginia.

Bond Proceeds – The money paid to the City through the sale of bonds.

Bond Rating – A measure of creditworthiness which indicates the City’s ability to meet its financial obligations.

Budget - A plan of financial activity for a specified period of time (fiscal year or biennium) indicating all planned revenues and expenses for the budget period.

Budgetary Basis - The basis of accounting used to estimate financing sources and uses in the budget. This generally takes one of three forms: GAAP, cash, or modified accrual.

Budget Calendar – A timetable showing when particular tasks must be completed in order for the council to approve the spending plan before the beginning of the next fiscal year.

Capital Cash Contribution – A payment toward the financing of a project with existing cash flow.

Capital Budget - The appropriation of bonds or operating revenue for improvements to facilities and other infrastructure.

Capital Improvements Program (CIP) - A plan for capital outlay to be incurred each year over a fixed number of years to meet capital needs arising from the City’s long-term needs.

Capital Project - Major construction, acquisition, or renovation activities which add value to the City’s physical assets or significantly increase their useful life.

Capital Projects Fund – The fund used to account for financial resources to be used for the acquisition or construction of major capital facilities.

Cash Basis - A basis of accounting in which transactions are recognized only when cash is increased or decreased.

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Cash Match - The amount of local funding that is required to support an activity, project, program, or service that is funded in part by State or Federal aid or a private funding source.

Categorical Aid – Funding support from State or Federal governments that is targeted for particular categories of the population, programs and services, or for special purposes.

Commonwealth Fund – This funds accounts for monies collected by the City on behalf of the Commonwealth of Virginia.

Community Development Block Grant (CDBG) – A Federal grant which funds local community development activities such as affordable housing, blight removal, infrastructure development, and other public services (e.g. community health, homelessness, poverty) which aim to improve the lives of low income persons and families.

Consolidated Grants Fund – The funds accounts for revenues and expenditures involving governmental grant programs.

Contingency - A budgetary reserve set aside for emergencies or unforeseen expenditures not otherwise budgeted.

Contractual Services - Services rendered to a government by private firms, individuals, or other governmental agencies. Examples include utilities, rent, maintenance agreements, and professional consulting services.

Cost-of-Living Adjustment (COLA) - An increase in salaries to offset the adverse effect of inflation on compensation.

Cost Share – The allocation of expenses between two or more government entities.

Debt Service - The cost of paying principal and interest on borrowed funds through instruments such as bonds.

Debt Service Fund – The fund used to account for the accumulation of resources for, and the payment of, general long-term debt principle, interest and related costs.

Deficit - The excess of an entity’s liabilities over its assets or the excess of expenditures or expenses over revenues during a single accounting period.

Department - The basic organizational unit of the City which is functionally unique in its delivery of services.

Depreciation - Expiration in the service life of capital assets attributable to wear and tear, deterioration, action of the physical elements, inadequacy or obsolescence.

Downtown Business Overlay District Fund (DBOD) – The fund accounts for the revenues and expenditures related to services provided in the Downtown Business Overlay District. Revenues are derived from a specific percentage of annual real estate tax assessments in the Downtown Business Overlay District.

Efficiency Review - The evaluation of programs and services to determine their effectiveness and whether opportunities exist to make improvements that would lead to cost savings.

Employee (or Fringe) Benefits - Contributions that are made to meet commitments or obligations for employee fringe benefits. Included are the City’s share of costs for Social Security, the Virginia Retirement System, medical, and life insurance plans.

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Encumbrance - The commitment of appropriated funds to purchase an item or service. To encumber funds means to set aside or commit funds for a specified future expenditure.

Enterprise Funds – These funds account for costs of providing goods or services to the general public on a continuing basis be financed or recovered primarily through user charges.

Equivalent Residential Unit (ERU) – A measure of the amount of service or impact to the water and sewer utility system that would be required from a typical residence.

Expenditure - The payment of cash on the transfer of property or services for the purpose of acquiring an asset, or service or settling a loss.

Expense - Charges incurred (whether paid immediately or unpaid) for operations, maintenance interest or other charges.

Fee Schedule – The collection of all fees charged by the City for various services.

Fiduciary Funds – Funds used to account for assets held by the City as an agent for individuals, private organizations, and other governments.

Fiscal Policy – The City’s policies with respect to revenues, spending, and debt management as these relate to government services, programs, and capital investment. Fiscal policy provides an agreed-upon set of principles for the planning and programming of government budgets and their funding.

Fiscal Year - A twelve-month period designated as the operating year for accounting and budgeting purposes in an organization. The City’s fiscal year begins July 1, and ends the following June 30.

Fixed Assets - Assets of long-term character that are intended to continue to be held or used, such as land, buildings, machinery, furniture, and other equipment.

Fleet Management Fund – The fund accounts for the financing of vehicles and the related maintenance, repairs and fuel costs of the City and allocates operating costs to the various departments or agencies using the equipment.

Full Faith and Credit - A pledge of a government’s taxing power to repay debt obligations.

Full-time Equivalent Position (FTE) – The number of hours per year that a full-time employee is expected to work, usually 2080 hours. If there are two workers, each of whom works half that number of hours per year, the two workers together equal one full-time equivalent.

Fund - A fiscal entity with revenues and expenses which are segregated for the purpose of carrying out a specific purpose or activity.

Fund Balance - The excess of the assets of a fund over its liabilities.

Fund Transfer - The movement of money between funds of the same governmental entity.

GAAP - Generally Accepted Accounting Principles. Uniform minimum standards for financial accounting and recording, encompassing the conventions, rules, and procedures that define accepted accounting principles.

General Fund – The primary operating fund of the City. This fund is used to account for all financial transactions and resources except those required to be accounted for in another fund.

General Operating Budget – The primary operating fund of the City which accounts for most tax funded functions such as general government, police and fire protection, parks and recreation, planning and community development, etc.

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General Obligation Bond - A bond that is backed by the full faith and credit of the government to repay the debt.

Governmental Funds – Funds through which most governmental functions of the City are financed. The three major funds used are General Fund, Capital Projects Fund, and Debt Service Fund.

Grants - A contribution by a government or other organization to support a particular function. Grants may be classified as either operational or capital, depending upon the grantor.

HOME Investment Partnerships Grant – A Federal grant designed to expand the supply of affordable and decent housing for low income persons and families.

Information Technology Fund – The fund accounts for the City’s technology infrastructure and allocates costs to the various departments or agencies using the service.

Infrastructure - The physical assets of the City (e.g., street, water, sewer, public buildings, and parks).

Intergovernmental Revenue - Funds received from Federal, State and other local government sources in the form of grants, shared revenues, or payments in lieu of taxes.

Internal Control - The control or management of a government in accordance with the approved budget for the purpose of keeping expenditures within the limitation of available appropriations and resources.

Internal Service Funds – These funds account for the financing of goods or services provided by one department to other departments or agencies of the City on a cost-reimbursement basis. The Internal Service funds for the City include Information Technology, Fleet Management, and Risk Management.

Law Library Fund – The fund accounts for revenues and expenditures involving governmental grant programs.

Levy - Imposition of taxes for the support of City activities.

Line-item Budget - A budget prepared along departmental lines that focuses on what is to be bought.

Long-term Debt - Debt with a maturity of more than one year after the date of issuance.

Modified Accrual Basis - A basis of accounting where revenue is recorded when measurable and available, and expenditures are recorded when made.

Materials and Supplies - Expendable materials and operating supplies necessary to conduct departmental operations.

Non-Categorical Aid - Revenue from the State or Federal government that may be spent at the local government’s discretion.

Objective - Something to be accomplished in specific, well-defined, and measurable terms and that is achievable within a specific time frame.

Obligations - Amounts which the City legally may be required to meet out of its resources. They include not only actual liabilities, but also encumbrances not yet paid.

Operating Expenses - The cost for personnel, materials, and equipment required for a department to function.

Operating Revenue - Funds that the City receives as income to pay for ongoing operations. It includes such items as taxes, fees from specific services, interest earnings, and grant revenues. Operating revenues are used to pay for day-to-day services.

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Other Post Employment Benefits (OPEB) – An accounting and financial reporting provision of the Governmental Accounting Standards Board (GASB) requiring government employers to measure and report the liabilities associated with other (than pension) postemployment benefits (or OPEB) such as post-retirement medical, pharmacy, dental, vision, life, long-term disability and long-term care benefits that are not associated with a pension plan.

Outsource - The practice of contracting out a service to a private entity.

Pay-as-you-go Basis (Pay-Go) - A term used to describe a financial policy by which capital outlays are financed from current revenues rather than through borrowing.

Performance Measure - Indicators that show the amount of work that is accomplished, the efficiency with which tasks were completed, and the effectiveness of a program.

Program - A group of related activities performed by one or more organizational units for the purpose of accomplishing a function for which the government is responsible.

Proprietary Funds – Funds used to account for all assets, liabilities, equities, revenues, expenses, and transfer relating to the primary government’s business activities.

Reassessment Impact - The effective change of the real estate tax burden as a result of the newly assessed value of real property.

Refuse Fund – The fund accounts for the provision of solid waste disposal and recycling services to City residents, as well as landfill post closure requirements.

Reserve - An account used either to set aside budgeted revenues that are not required for expenditure in the current budget year or to earmark revenues for a specific future purpose.

Revenue - Sources of income that finances the operations of city government.

Risk Management Fund – The fund accounts for the funding and payment of auto, personal liability, general liability, health insurance, and worker’s compensation claims against the City exclusive of the School Board employees. Charges to other funds are based on estimated claims for the year.

Risk Stabilization Reserve – Funding set aside in a special fund by the City for the payment of expenses associated with general liability, health insurance, and worker’s compensation. The City has established a financial policy to maintain a rate stabilization reserve in an amount equal to 20% of the anticipated annual premium costs.

Road Maintenance Fund – This fund accounts for revenues and expenditures related to maintaining roads city wide. Revenues are derived from state and sale of service to other funds.

Route 17 Taxing District Fund – The fund accounts for revenues and expenditures related to enhanced economic development related services provided in the Route 17 Taxing District. Most revenues are derived from a specific percentage of the annual real estate tax assessments in the Route 17 Taxing District.

School Funds – These funds are used to account for the activities of the City of Suffolk Public School System. The funds include the School Operating Fund, the School Service Fund, and the School Grant Fund.

Shortfall – The difference between the amount of funding required and the amount available.

Special Revenue Funds – The funds that account for revenue derived from specific sources that are restricted by legal and regulatory provisions to finance specific activities. The special revenue funds used

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by the City are Aviation Facilities Fund, Downtown Business Overlay District Fund, Road Maintenance Fund, Consolidated Grants Fund, Law Library Fund, Route 17 Taxing District Fund, and Transit System Fund.

Special Welfare Fund – The Commonwealth Fund accounts for monies collected by the City on behalf of the Commonwealth of Virginia.

Stormwater Utility Fund – The fund accounts for the maintenance and improvements to the City’s stormwater infrastructure.

Tax Levy - The resultant product when the tax rate is multiplied by the tax base.

Taxes - Compulsory charges levied by the City for the purpose of financing services performed for the common benefit of the people. This term does not include specific charges made against particular persons or property for current or permanent benefit, such as special assessments.

Transit System Fund – The fund accounts for revenues and expenditures of the City’s transit system which includes three full-time and 3 part-time bus routes and ADA service. Revenues are derived from far collections, State and Federal grants, and transfer of funding support from the General Fund.

Unassigned Fund Balance - This refers to the funds remaining from the prior year which are available for appropriation and expenditure in the current year.

User Charges - The payment of a fee for direct receipt of a public service by the party who benefits from the service.

Utility Fund – The fund accounts for the provision of water and sewer services to City residents

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City of Suffolk | Department of Finance - Division of Budget & Strategic Planning442 W. Washington St. | Suffolk, Virginia 23434 |(757) 514-4006

www.suffolkva.us