Agriculture Department - Virginia Beach, Virginia...Farmers Market high profile events and community interaction make it a place to visit to shop, take part in activities and AG education;

Agriculture Department

Budget Presentation April 2, 2013

Mr. David Trimmer, Director

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Program Unit

FY 12-13 Amended

FY 12-13 FTE

FY 13-14 Proposed

FY 13-14

FTE

Change FY 13 Amended to FY 14

Proposed

Director’s Office $ 276,935 2.52 $ 280,349 2.52 $ 3,414 1.2%

Extension Office 283,512 6.00 274,608 6.00 ( 8,904) (3.1%)

Farmers Market 195,575 2.00

229,056

2.00

33,481

17.1%

Agricultural Reserve Program

4,336,626 1.48 4,311,817 1.48 (24,809) ( 0.6%)

Total $5,092,648 12.00 $5,095,830 12.00 $ 3,182 0.1 %

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$784,013 15.4%

$4,311,817 84.6%

General Fund ARP $801,245

15.7% $199,260

3.9%

$3,838,198 75.3%

$257,127 5.1%

Pesonnel Operations Debt Service Reserve

Budget by Fund

Budget by Expense Category

FY 2013-14 Budget

FY 2012-13 Trends & Highlights

Agriculture growth in Virginia Beach continues to be strong with an estimated economic impact of $124 million in 2012.

All facets of Agribusiness remain strong: production farming (crops), fruits & vegetables, tourism, farmers markets, ARP, equine, etc.

Farmers Market high profile events and community interaction make it a place to visit to shop, take part in activities and AG education; 500,000 estimated annual attendance with 100 plus events planned for 2014.

Agricultural Reserve Program (ARP) enrolled 222.7 acres so far this Fiscal Year 2013. Currently, there is one approved application awaiting closure by the applicants totaling $1,107,904 in easement value on 98.92 acres.

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FY 2012-13 Agriculture Trends & Highlights – Continued

Agricultural Reserve Program (ARP) continues to work with the Virginia Department of Agriculture and Consumer Services (VDACS) on farmland preservation funding. In 2012 $110,952 was allocated. In 2013 $160,715 will be allocated. To date, the City has been reimbursed a total of $371,244.

Fiscal Year 2011-12 the Virginia Beach Office of Volunteer Resources shows Agriculture with a count of 1,095 volunteers contributing 22,071 hours with a value of $431,620 to the City (equaling 10.61 FTEs,5th highest department).

Continued Focus on Agritourism (Partner with CVB) Farm Tours Taste of the Farmers Market Summer Farmers Market Wine Tasting Night Pungo Strawberry Festival – 30th year of the celebration

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AG Educational Programs- Expose local K-5th grade students to agriculture, proper nutrition, farm experiences, Master Gardener Kitchen Garden and Farmers Market garden display through demos, skits and tours via the Rural Heritage Center at the Farmers Market.

Continue working with local fruits and vegetable growers to assist in creating opportunities to market and sell their produce locally and increase opportunities to increase productivity and sales. Examples: Why Not Wednesday, Libraries, other local farm markets, City Farmers Market events, auction at the Farmers Market, etc.

Continue to grow the AG volunteer programs: Fiscal year 2012 had 1,095 volunteers contributing 22,071 hours equaling $431,620 in value; equivalent to 10.61 FTE’s.

Continue to focus on growing and developing the Farmers Market into a year–round shipping, Ag Tourism, and community event venue for citizens and tourist to experience a family friendly environment.

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Continue to promote and support the numerous 4-H programs offered by the Virginia Tech Extension team. May of 20 13 the Creeds Ruritan Club will open a new facility in the southern part of the City that will provide a venue for 4-H programs and other agricultural programs.

Continue to support programs such as the Hampton Roads Buy Fresh Buy Local Chapter, Virginia Soil and Water Conservation Programs (VADARE), Pungo Strawberry Festival (30th Year in May 2013), Excellence in Agriculture Program (started in 1966), and the 2013 Virginia AG Expo being held in Virginia Beach as well as the new Virginia State Fair which is now owned and operated by the State of Virginia Farm Bureau.

Continue to support the growth of AG industry in Virginia Beach: an estimated at $124 million economic impact to the City in 2012.

Continue to preserve farmland for future generations to sustain agriculture, preserve jobs, maintain a rural setting, provide open space, control density growth and protect the environment.

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Convention and Visitors Bureau

Budget Workshop April 2, 2013

Jim Ricketts

Convention and Visitors Bureau Program Unit General Fund

FY 12-13 Amended

FY 12-13 FTE

FY 13-14 Target/Proposed

FY 13-14 FTE

Change FY 2012- 13 Amended to FY 2013-14 Proposed

Director’s Office 1,151,695 10 1,159,829 10 8,134 + 0.7% Risk Management

Tourism Marketing 462,139 6 477,253 6 15,114 + 3.3% Risk Mgmt./Fringes

Sports Marketing 276,129 3 252,937 3 (23,192) - 8.4% Salary to Entry level

Convention Sales 980,402 12 901,673 11 (78,729) - 8.0% Position to TAP

VB Convention Center 5,965,006 72.13 6,099,662 69.13 134,656 + 2.3% Net of: + Risk Mgmt. - Contracted 3 FTE’s + Revenue of $45,229

Total General Fund 8,835,371 103.13 8,891,354 99.13 55,983 + 0.6%

Program Unit TAP Fund and TGIF

FY 12-13 Amended

FY 12-13 FTE

FY 13-14 Target/Proposed

FY 13-14 FTE

Change FY 2012-13 Amended to FY 2013-14 Proposed

Tourism Advertising 8,905,262 0 9,437,316 0 532,054 + 6.0%

Visitor Centers 1,179,549 10.39 1,218,776 11.39 39,227 + 3.3%

Reserves 2,432 2,432 0.34% Compensation

Transfers to Other Funds 56,838 56,838 0 ComIT charges

Total TAP FUND 10,141,649 10.39 10,715,362 11.39 573,713 + 5.7%

TIP Locals Campaign * 100,000 0 100,000 0 0 0.0%

Total CVB Budget 19,077,020 113.52 19,706,716 110.52 629,696 + 3.3%

2 * Excludes TIP Fund expenditures for FY 2013-14 including Debt Service and Transfers to Other Funds totaling $29.4 million for which CVB has no responsibility to manage.

FY 2013-14 Budget

18.1%

60.1%

21.8% General Fund

TIP Fund

TAP Fund

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Budget by Fund


34.3%

65.4%

0.0% 0.3% Personnel

Operations andMarketingReserves

Transfers

Convention and Visitors Bureau Significant Issues • Tourism is vital for Virginia Beach due to the large intake of

revenue for businesses with their goods and services and the opportunity for employment in service industries associated with tourism. However, we have challenges.

• Transportation (Regional) • Need for light rail and thinking in terms of transient-oriented

development. It’s what visitors expect.

• Deteriorating Roads, Traffic Congestion, and Tunnel backups remain high on list things disliked by visitors.

• Competitive Pressures - will intensify as other cities focus on tourist development

• Arena - We have an outstanding Sports Marketing program, which will be impacted in the future by lack of sports venues, especially an arena

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• Competitive Pressures, continued

• Entertainment Venues - Although tourists appreciate our quality beaches and boardwalk, other destinations our size offer diverse and unlimited activities for tourists and visitors for all age groups. Entertainment venues are vital to a sustainable tourism industry in Virginia Beach.

• Headquarters Hotel – The lack of a Headquarters Hotel continues to be a challenge for us to be competitive in the Meetings and Convention business.

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Convention and Visitors Bureau Significant Issues

Competitive Pressures, continued

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Recent Lost Business Due to Lack of a Headquarters Hotel

Organization Month/Year Room Nights

Religious Conference Management Association

January 2015 3,605

National Association of Sports Commissions

April 2015 2,000

International Association of Forensic Nurses

October 2016 2,089

American Counseling Association

March 2017 5,292

American Mathematical Society

January 2019 12,365

Seventh Day Adventist - BAYDA Youth Congress

March 2015 3,587

Amateur Softball Association

October 2015 1,965

• Competitive Set - Our competitive set has changed due to lack of a Headquarters Hotel

• Where our competition formerly included Charlotte, NC, Louisville, KY, Baltimore, MD, and Nashville, TN, we now compete with these smaller cities for smaller meetings with fewer room nights and less revenue:

Raleigh, NC Greensboro, NC Chattanooga, TN Lexington, KY Memphis, TN Birmingham, AL Richmond, VA Myrtle Beach, SC Savannah, GA Knoxville, TN

Virginia Beach Convention Center Total Consumed Room Nights

Sequestration - Military/government events accounted for approximately 15% of VB Convention Center’s total revenue in FY 11-12.


Since opening in July 2005, attendees of events at the Virginia Beach Convention Center have consumed over 850,000 hotel room nights in our city.

Virginia Beach Convention Center Funding – Except for the increase in personnel costs over the past four years, the Convention Center’s General Fund budget has declined each year.

Maintenance – In the eighth year of operation, the Convention Center requires more attention to maintenance. CIP – Beginning FY 2015 there is a capital maintenance project for replacements of vital infrastructure at the Convention Center @ $343,563 annually

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• Year-round performance – 2007 2008 2009 2010 2011 Visitor Spending (in billions $) 1.125 1.154 1.061 1.129 1.223

• Community Advocacy – TIP Fund Gift of Tourism Program – to be

effective, this initiative needs to be broadened.

• There is evidence that the program has potential to achieve citizen understanding and support for the value of tourism to the local economy.

• CVB Open House - to showcase our programs and initiatives

• Public Relations Program – Expanded to meet the market demands to

create awareness and construct positive images of Virginia Beach for domestic and international markets

Convention and Visitors Bureau Trends and Initiatives

Corporate Social Responsibility Program

Strong Corporate Social Responsibility Program, having a presence in the community, partnering with organizations, and engaging meeting planners to reach out to the community in a variety of ways.

Virginia Beach Tourism Foundation

• Provides another vehicle to raise awareness of the importance of tourism to the local economy

• Strong and diverse Board of Directors

• Partnering with local business community (Geico, Stihl)

• Fundraising to supplement CVB research program

• College scholarships to students enrolled in hospitality programs

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Convention and Visitors Bureau Trends and Initiatives Community Advocacy, continued

“Thank you for your donation of food to Potter’s House…It is through the generosity of people in the Tourism Industry like you and your associates that we are able to help our neighbors.” -Jean Stevenson The Potter’s House

• International visitors spend five times more than domestic travelers.

• In 2011, 62.7 million international visitors traveled to the U.S., generating $153 billion in receipts and a $43 billion trade surplus.

• Countries with the largest total growth percentages are: China (259 % increase) Brazil (83% increase)

Virginia Beach CVB International Marketing

• We continue to develop partnerships and enjoy a strong Canadian tourist market with 10-12% of our annual visitation.

• Major focus on international marketing through contracted representation, CVB staff-driven sales and marketing, and relationships with an international marketing consortium of Virginia, Maryland and District of Columbia state and regional/local destination marketing organizations.

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Visitors and citizens benefit from great things happening in the city, by the hard work and dedication of other departments.

Resort Projects • Laskin Road Gateway Project • Beach Replenishment • Rudee Inlet Dredging • Lighting Improvements • Extended Recycling Program in Resort • Boardwalk Sign Refurbishment

With 25% of our visitors reporting that they visit the Virginia Aquarium & Marine Science Center, the Convention and Visitors Bureau looks forward to even greater visitation with the opening of the Outdoor Aquarium Adventure Park thanks to the efforts of the Department of Parks and Recreation and the Virginia Aquarium Foundation.

Convention and Visitors Bureau Trends and Initiatives

Virginia Beach City Council City Manager

Deputy City Manager for Development

Convention and Visitors Bureau Director

Directors Office (10 FTEs)

Executive Assistant (1 FTE)

Contract Advertising Agency Advertising Advisory Committee

Virginia Beach Convention Center (69.13 FTEs)

Convention Marketing and Sales

(14 FTEs)

Tourism Marketing and Sales

(17.39 FTEs) Minus position in TAP Fund = 16.39 FTEs

CVB Marketing and Research Coordinator

(1 FTE) Position in TAP Fund

CVB Public Relations Coordinator (1) Vacant – Posted and Recruiting Media & Comm. Coordinator (2)

Business Development Representative

(1 FTE)

Administrative Services Manager (1) Accountant III (1)

Account Clerk II (2)

110.52 Total FTEs

http://www.visitvirginiabeach.com/visitors/

Director

Tourism Marketing and Sales Division (17.39 FTEs)

Convention and Tourism Marketing Administrator (1)

Visitor Information Centers (11.39 FTEs in TAP Fund)

VIC Manager (1)

Office Assistant (1)

VIC Assistant ( 5.39)

Convention Services Mgr. (1)

Convention Services Coord. (2)

Tourism Tour and Travel (5 FTEs)

Tourism Marketing Coordinator (1)

Conv. & Tour. Sales Rep II (1)

Administrative Specialist (1)


Convention Marketing and Sales Division (14 FTEs)

Convention and Tourism Sales Administrator (1)

Sports Marketing (3 FTEs)

Sports Marketing Coordinator (1)

Conv. & Tourism Sales Rep. (1) Vacant – Posted and Recruiting

Event Supervisor (1)

Convention Sales

(10 FTEs)

Convention Sales Coordinator (1)

Conv. & Tour. Sales Rep (5)

Administrative Analyst (1)



1 Position shown on Director’s Staff


Virginia Beach Convention Center (69.13 FTEs)

Convention Center Manager (1)

Business Office (12.48 FTEs)

VBCC Assistant Manager (1)

Business App. Specialist (1) Vacant – In Selection Process Administrative Specialist (1)

Account Clerk Supervisor (1)

Account Clerk (3)

P/T Account Clerk (0.75)

P/T Ticket Seller (1.25 FTEs)

P/T Ticket Taker (3.48 FTEs)

Operations (40.75 FTEs) VBCC Assistant Manager ( 1)

Office Assistant (1) General Supervisor (1)

Operations Supervisor (1) Crew Leaders (3)

Maintenance Worker (10) Custodial Workers (6)

Electrician (1) HVAC Tech (2)

Painter (1) Carpenter (3)

Groundskeeper (4 FTEs) P/T Groundskeeper (0.5 FTEs) P/T Ops Specialists (1.5 FTEs)

P/T Custodial Worker (4.75 FTEs)

Sales and Service (13.9 FTEs)

VBCC Assistant Manager (1)


Special Events Manager (1)

Events Coordinator (6)

Conv. & Tour. Sales Rep (3)

P/T Event Supervisors (0.6 FTEs)

P/T Van Driver (0.3 FTEs)


Director


Economic Development Budget Workshop

April 2, 2013 Warren D. Harris

Director

Economic Development Operating Budget Program Unit

FY 12-13 Amended

FY 12-13 FTE

FY 13-14 Proposed

FY 13-14 FTE

Change FY 13 Amended to FY 14 Proposed

Director’s Office $2,324,163 16 $ 2,493,871 16 $169,708 7.30%

Town Center SSD $1,917,558 NA $1,868,897 NA ($48,661) -2.54%

Town Center TIF $5,738,312 NA $6,016,866 NA $278,554 4.85%

Capital Projects (APZ FTE) $80,671 1 $63,300 1 ($17,371) -21.53%

Sub Total $10,060,704 17 $10,442,934 17 $382,230 3.80%

Grow Smart $235,507 1 $277,322 1 $41,815 17.76%

Total $10,296,211 18 $10,720,256 18 $424,045 4.12%

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3

$2,771,193 25.9%

$6,016,866 56.1%

$1,868,897 17.4%

$63,300 .6%

General Fund CBD-TIF TC-SSD APZ-Capital Project

$1,766,267 16.5%

$2,599,926 24.3% $5,866,866

54.7%

$487,197 4.9%

Personnel Operations Debt Service Transfers

Budget by Fund


FY 2013-14 Budget

Grow Smart Budget Division APZ1 Capital Improvements Program Budget

Economic Development Organizational Chart 18 FTE

Economic Development Budget

* Town Center SSD Budget Unit and Town Center TIF Budget Unit (No FTE’s associated) Warren D.

Harris Director

David W. Couch Strategy Coordinator

Betty V. Clark Executive Assistant to

Director

Linda Assaid Administrative

Technician

Olivia O’Bry Administrative

Assistant

Mark R. Wawner Project Development

Coordinator

Robert Hudome Senior Business

Development Manager

Sean A. Murphy Accountant II

Jerry W. Stewart Workforce

Development Coordinator

Lloyd B. Jackson Business Development

Manager

Karen F. Kehoe GrowSmart Coordinator

Scott Hall Business Development

Coordinator

Steve Harrison Research and

Business Development Manager

Ray White Business Development

Manager

Jeff Smith SWaM Business

Development Manager

Svetla Tomanova Marketing Assistant

Michelle B. Chapleau Business Development

and APZ1 Program Manager

Vacant APZ1 Assistant

Virginia Beach Development

Authority

PSD-Global International Consultant

Economic Development Significant Issues • Economic Development significant issues include:

– Unknown impacts of sequestration have created uncertainty within the Defense Industry about future contract awards

– Providing financing/funding/incentive mechanisms to recruit industries – Expanding upon multi-model transportation infrastructure that will assist with

economic development growth – Continue to promote the development of Corporate Office space and

inventory to recruit and retain knowledge based companies – Existing economic market conditions, such as the cost of natural gas, reduces

the incentive to actively pursuing the Alternative Energy Industry sector – Maintain the current level of economic development momentum in an

increasingly challenging environment – Promoting Small Women and Minority related industries – Grow Smart & APZ-1 grant funding in out years is a growing concern

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Economic Development FY 2013-14 Trends & Highlights

• The international business market has increased their investment in Virginia Beach. The result has been the hiring of PSD-Global as our International marketing consultant to leverage these opportunities in the European market.

– Offices in Washington DC & Munich, Germany • An enhanced Town Center Phase-V deal has been approved and construction has started with

an increase in prospect interest • The staff restructuring and repositioning has produced an experience level that in turn makes us

one of the leading organizations in the State. This organizational change has lead to the pursuit of the newly identified target market sectors as outlined in our revised 2012 Economic Development Strategy.

• The Grow Smart program has been recognized by the Alliance for Transforming Government as a leading program initiative for workforce development. The 2013/14 budget represents the 4th of 5 years for the Early Learning Challenge Grant.

• Our Community Profile document has been significantly enhanced to include a substantial amount of additional information, along with now being interactive in a variety of formats.

• Expanding the integration and use of technology into all marketing and customer service efforts

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• National companies new to the area are considering Virginia Beach as their first introduction into the Hampton Roads market place. (i.e., Green Flash Brewery, Stratford University, Powertrain Industries, and Whole Foods)

• Defense companies have expressed concerns about the impacts that sequestration will have on their future growth

• Bio Science and Health Care inquiries have substantially increased within the Princess Anne Commons corridor because of the existing related assets that are in that corridor

• Economic Development staff worked closely with the SGA office to finalize the Hilltop and Centerville SGA plans. We also identified and began implementation of the Economic Development components of the SGA plans.

• Over the last 18 months we have become well versed in the Sports and Entertainment fields as a result of working on the arena project. Virginia Beach has been identified as a top underserved market for this style of investment

• More than $230 million in new capital investment was made by the City’s business community for the year, supporting the creation of nearly 1,800 new jobs and 2 million square feet of commercial space being filled throughout the City. The Department assisted 50 total companies with their location or expansion.

• 81% of project announcements fell within one of the departments Target Industry sectors • Virginia Beach Economic Development continues to rank 2nd in economic activity on an

annual basis among Virginia communities behind Fairfax County. 7

Prospect Activity – March 2013

Projects by Geography Local

National International

37 32 22

Projects by Target Industry Manufacturing

Maritime/Logistics Technology

Defense Office

Bio/Life Science Retail Other

25 23 12 6

15 6

10 5


Critical Services NOT Funded

• Business Incubator/Innovation Center $200,000

• Contracted Manpower $12,000

• Computer Peripherals $2,916

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Yr 1 200K 200K

Town Center TCC Revenue Grant / Sublease / Corp Sponsorship $279,000 $247,000 Expenses SG&A $135,000 $135,000 Office Rent $64,000 $0 Equipment $30,000 $30,000 Programs $50,000 $50,000 Total Expenses $279,000 $215,000 Remaining Budget Available for Investment $0 $32,000

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Conclusions • We are preparing for the uncertainty in the market place. Funding Economic

Development initiatives reassures companies and investors that Virginia Beach is a stable and business friendly community.

• We have established a strong presence in the global market, especially in Germany, and we plan to capitalize on that opportunity with the recent hire of PSD-Global.

• We have learned about the Sports and Entertainment industries and what it takes to be successful in those markets

• Expanding the integration of technology into all marketing and customer service efforts

• Bio Science and Health Care Research and Development is an emerging target industry and we have assets in place to capitalize on it

• We are vertically integrating various business assistance programs that offer assistance for start-up, growth, and emerging companies. This is a linear progression of assistance.

• Grow Smart & APZ-1 grant funding in out years is a growing concern

Questions?

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Bio-Medical and HealthCare Consultant • Assist in identifying new strategies, practices, and methods that would and should be incorporated in the

Bio recruitment process. • Would assist us in identifying the strengths and weakness in attracting Bio and Health Care companies to

Virginia Beach. • They would need to demonstrate an extensive network of Bio and Healthcare allies that they could

interact with to explore opportunities for company to expand within Virginia Beach • The Bio Industry sector is very vast technical target sector. The consultant would need to be able to

demonstrate that they are well versed in Bio industry trends and would also need to be able to understand its unique jargon and culture.

• They would represent us at appropriate tradeshows and marketing events along with cultivating opportunities through their network of allies.

• It would be required that they submit reports to the ED director for periodic review and updates. • They would also assist in honing our Bio industry marketing materials and message points that we

currently use. • Perform a Community Preparedness assessment of the organization to respond to an opportunity. This

assessment includes: Evaluation of proposed sites, industrial parks, or existing buildings. • Competitive Analysis - Assist in determining competitiveness against those locations that they typically

compete. The study can be specifically tailored to address different types and sizes of projects. The analysis includes a definition of comparative costs and an evaluation of various incentives, cost offsets, and cost avoidance offered by competitors. Studies of this nature are customized to address specific state or community needs, resources, and attributes, and are not directly transferable or applicable to other locations.

• They would help staff and allies development through workshops, seminars, and presentations. • They would need to understand and utilize “reverse” consulting which is of specific value when recruiting

mega projects and competing at a high level against other states.. This is basically providing leadership and direction of understanding and defining the driving factors of mega projects and their evaluation process.

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Yr 1

200K 200K 400K 400K

Town Center TCC Town Center TCC

Revenue

Grant / Sublease / Corp Sponsorship $279,000 $247,000 $479,000 $447,000

Expenses

SG&A $135,000 $135,000 $138,500 $138,500

Office Rent $64,000 $0 $64,000 $0

Equipment $30,000 $30,000 $35,000 $35,000

Programs $50,000 $50,000 $80,600 $80,600

Total Expenses $279,000 $215,000 $318,100 $254,100

Remaining Budget Available for Investment $0 $32,000 $160,900 $192,900

Housing & Neighborhood Preservation


Andrew M. Friedman

Housing & Neighborhood Preservation Operating Budget

Program Unit FY 12-13 Amended

FY 12-13 FTE

FY 13-14 Proposed

FY 13-14 FTE


Proposed

Admin. & Neighborhood Preservation

$ 874,186 7.9 $ 858,213 6.8 $ (15,973) (1.8%)

Code Enforcement 2,442,828 29.0 2,497,450 29.8 54,622 2.2%

Dev./Rehab Affordable Housing

1,108,661 5.8 1,306,241 3.7 197,580 17.8%

Affordable Rental Housing 19,895,494 21.0 19,895,148 21.5 (346) (0.0%)

Homeless Programs 916,749 0.3 917,875 1.2 1,126 0.1%

Total $25,237,918 64.0 $25,474,927 63.0 $237,009 0.9%

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Budget by Fund or Revenue


FY 2013-14 Budget General Fund

10.64% Miscellaneous

Revenue 0.38%

CDBG/HOME/ ESG/HOPWA/

COC Funds 16.50%

Section 8 Funds

72.49% Personnel

$4,631,432 18.18%

Operations $600,002

2.36%

Programs $19,833,878

77.86%

Indirect Costs & Transfers $409,615

1.61%

Key Goals Programs to Achieve Goals Promote vibrant, well-maintained neighborhoods

Code enforcement Homeowner rehabilitation

Expand affordable housing opportunities

Non profit projects Workforce housing

Prevent and minimize homelessness

Housing vouchers, emergency housing and homeless assistance, housing information, non profit program funding, Federal funding coordination, partnerships

Service level 1 includes:

• Reduction of 1 FTE • Continuation of all services • Continuation of Connection Point central call center • Contracting out rehabilitation programs • Re-assignment of staff

• Only $ 287,000 of CDBG funds for “sticks and bricks”

Effective and efficient services

• 7%/ 5 FTE Net staff reduction since 08-09 • Innovation through contracting out homeowner

rehabilitation program in 13-14 • Expanded services without staff increase in 2011-

12 by absorbing commercial and recreational vehicle enforcement

• Helping to lead the regional effort on homelessness

• Efficient services – 100% score on Housing Choice Voucher management assessment program

• Cite 32,000 code violations • Repair or rehabilitate 37 owner-occupied

homes • Assist 1,966 households with long-term rental

housing assistance • Shelter 450 people during winter shelter

program • Multiple other programs & services

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Highlights of Expected Results

Significant Issues Overall Federal Funding Trend Sequestration /Housing Voucher Program Code Enforcement funding eligibility Housing System Study Housing Resource Center Contracting out Homeowner Rehabilitation programs

Federal Discretionary Funding Trend- 5 years (FY 13-14 as shown is pre-sequestration)

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$0

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

$3,000,000

$3,500,000

$4,000,000

$4,500,000

$5,000,000

FY 09/10 FY 10/11 FY 11/12 FY 12/13 FY 13/14

CDBG HOME

Sequestration – Housing Choice Voucher Program

• Calendar-year funding • Started spending 1/1/13 • Funding level affected by many factors • Projected deficit has ranged from $0! (our

latest one based on HUD formula received on 3/22/13); to $900,000.

• Will provide City Manager with our best estimate later this month so that he can make a recommendation to Council if needed.

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Code Enforcement Funding Eligibility

• Currently $735,000 of CDBG funding is used to support Code Enforcement

• Have been using CDBG for Code Enforcement since 1989

• HUD questioned the eligibility of what we’re doing in December; we responded in January

• Awaiting HUD’s determination • Could mean a need for additional City $$ to

support Code enforcement

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Housing System Study

• Funded and contracted for by Hampton Roads Community Foundation (HRCF)

• Consultant working to insure a product in mid-April for presentation to Council by HRCF

• Study will define a desired system to most effectively prevent and end homelessness

• Will address the potential role of a Housing Resource Center

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Major “Your CIP Section Name” Projects Funded

Project

Total Project

Cost

Year 1

Funding

Project Start and End Dates

3503000 – Housing Resource Center $23,620,591 $3,194,339 7/13-6/17

$ $

$ $

$ $

$ $

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Possible Non-General-Fund Housing Resource Center Funding Options

• Major donors • Public fundraising campaign • Portion of building(s) could be permanent

housing such as SRO with 80% of financing from non-city sources

• Development partner obtains grants available for non-profits from State and private sources

• Contributions and/or in-kind support from participating agencies

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Contracting Out Homeowner Rehabilitation Financing

• Helping income-eligible homeowners finance housing improvements has been a core service of the department for 30 years

• In-house delivery of it has gotten more expensive and more difficult

• Conducted an RFP process – obtained two proposals

• Have chosen Va. Beach CDC to conduct program • Allows re-direction of two staff persons – one to

code enforcement and one to homelessness

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1. Housing Investment Trust Fund– would allow for: Reducing gaps in services provided by non-

profits Ongoing flexible funding to meet community

needs – especially emergency housing for vulnerable people Support for community groups to help

homeowners

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Administrative Benefits of a HITF

A HITF would create a process through which all public requests for housing development assistance from the City could be directed

• Could eliminate need for separate Community Organization Grants for housing projects • Could eliminate direct requests from the public to Council for assistance with special projects

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Housing Investment Trust Fund

Community Group Requests

Requests for Land

Development Assistance Requests

Investments in qualified projects

Critical Services Not Funded: 2: Funding Reductions to Non-Profits

• Dept. provides funding to 10 non-profits to support ongoing operations and homeless services.

• All funded agencies are getting decreases due to declining Federal funding. In addition, all new requests were denied.

• Decreases will get larger once we reduce and re-balance the budget due to 5% sequestration reduction.

• Total non-funded requests are $201,000 before additional 5% cut.

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Conclusions – and Thank You

Federal funding is a long-term problem but not a crisis Dept. continues to innovate and provide

effective services Homeless Study will provide a guide for a

more effective system Housing Resource Center would be a major

step forward in community effort to address homelessness

Strategic Growth Area


Barry Frankenfield

Strategic Growth Area Operating Budget Program Unit FY 12-13

Amended FY 12-

13 FTE

FY 13-14 Proposed

FY 13-14 FTE


Proposed

Strategic Growth Area $ 562,329 5.0 $ 593,339 5.0 $ 31,010 5.5%

Mass Transit Operations 5,062,679 0.0 6,005,624 0.0 942,945 18.6%

Transportation Planning 206,919 2.0 175,310 2.0 (31,609) (15.3%)

Resort Programs and Special Events

3,911,160 5.0 3,924,581 4.0 13,421 0.3%

Parking 3,072,715 5.0 3,697,084 6.0 624,369 20.3%

Total $12,815,802 17.0 $14,395,938 17.0 $1,580,136 12.3%

2 4/2/13

$6,387,382, 44%

$4,311,472, 30%

$3,697,084, 26%

General Fund TIP Parking Enterprise

$1,517,424 10.5%

$10,968,151 76.2%

$692,863 4.8%

$1,217,500 8.5%

Personnel OperationsDebt Service Reserves and Transfers

Budget by Fund


FY 2013-14 Budget

3 4/2/13

Strategic Growth Area Significant Issues

Hampton Roads Transit: Reduction in Federal Funding Increased Service Costs No change in basic services

Resort Management: Increased number of special event permits each year Recovery of City support costs for major special events Continue to manage vendor and franchise program and collect approximately

$700,000 to support TIP Fund Continue to support RAC, Parking Committee and other Resort Committees,

Boards, and civic organizations Parking:

Implementation of Resort Parking Strategy Recommendations Increase in Capital Funding contribution to support 25th Street Garage systems

and system improvements such as revenue control systems and way finding systems

4 4/2/13



Completion of all 8 SGA Plans, transitioning from planning to implementation: Increased Capital Improvement Program support Additional planning services related to transit oriented development zoning and

redevelopment Policies and methods to encourage fiscally feasible partnerships

Transportation: Cost of transit operations likely to continue to rise Paratransit demand will increase due to aging population Implementation of SGA transportation components such as grid, collectors; and,

pedestrian and bicycle friendly streets Implementation of Complete Streets and multi-modal transportation initiatives Regional transportation planning integrated with regional efforts such as Amtrak

Service and recent Transportation Bill funding Management of Transit Extension Study (Light Rail)

5 4/2/13


FY 2013-14 Trends & Highlights Resort:

Increased demand for special events Additional year round activities and events Events continue to support overnight visitation

Parking: Transition from surface parking to structured parking Short term loss of parking revenues during construction of structured

parking during development of some projects Parking partnership initiatives – leases, validation programs, shared

parking programs Structured parking development and management in all SGAs

6 4/2/13

Capital Improvement Program FY 2014-FY 2019

FY 2012-13 (in millions)

Proposed FY 2013-14 (in millions)

Difference

(in millions)

Economic and Tourism Development

$31.7 $32.3 $0.6

Capital Budget

Total Funding

Economic and Tourism Development* $292,981,334

* Includes $208,438,425 appropriations to date

7 4/2/13

Economic and Tourism FY 2014 CIP Funding

$302,044

0.9%

$283,564 0.9% $2,763,689

8.6% $1,141,934

3.5%

$800,000 2.5%

$7,500,000 23.3%

$110,146 0.3%

$19,357,095 60.0%

General Fund TC SSD Cigarette Fund BalanceParking Enterprise State BRAC Bonds 8 4/2/13

Economic and Tourism FY 2014 CIP Expenditures

$10,810,146 33.5%

$2,763,689 8.6%

$1,283,564 4.0%

$17,049,750 52.8%

$351,323 1.1%

Oceana & ITA EDIP Parking/Amp. Maint. SGA Projects Other 9 4/2/13

Economic and Tourism CIP Program Highlights

Governor’s Budget includes $7.5 million for Oceana ITA Conformity & Acquisition

Revised projects for Newtown SGA - Parliament Greenwich Connector and Pembroke SGA - Cleveland Street Phase I

New Resort Projects for 29th Street, Arctic Avenue Parking Garage, Oceanfront Capital Projects Reinvestment, Winston Salem Avenue (Marina District) Improvements and Resort Public Transit Relocation (Resort Sense of Arrival included in SGA Projects CIP)

Burton Station projects (Phases I, II and III) funded Maintenance funding for Oceanfront Parking Facilities,

Town Center Garages & Plaza and Amphitheater Economic Development Investment Program (EDIP)

funding 10 4/2/13

Economic and Tourism Development CIP New Projects

Project

Total Project

Cost

Year 1

Funding


9-001 Sandbridge Market Restrooms $351,323 $351,323 7/13 – 6/14

9-006 Winston Salem Avenue Improvements $3,604,516 $865,000 7/13 – 6/16

9-007 Resort Public Transit Relocation $250,000 $250,000 7/13 – 6/14

9-095 Arctic Avenue Parking Facility $19,499,500 $9,749,750 7/13 – 12/15

9-096 Oceanfront Capital Projects Reinvestment

$3,600,000 $600,000 7/13 – 6/19

9-108 29th Street Improvements $3,200,000 $3,200,000 7/13 – 6/15

9-504 Parliament-Greenwich Connector $3,583,240 0 7/12 – 6/17

9-505 Cleveland Street Phase 1 $6,977,656 $660,000 7/13 – 6/19

Note: New Pacific Avenue Improvements project proposed in Roadways CIP

11 4/2/13

Economic and Tourism Development CIP Ongoing Projects Funded

Project

Total Project Cost

Year 1 Funding


9-060 Oceana & ITA Conformity and Acquisition

$139,451,692 $10,810,146 7/06 – 6/19

9-081 Strategic Growth Area Projects $17,674,686 $1,725,000 7/08 – 6/18

9-082 Oceanfront Parking Facilities Capital Maintenance

$5,231,671 $800,000 7/08 – 6/19

9-083 Town Center Garage and Plaza Capital Maintenance

$3,386,622 $283,564 7/08 – 6/19

9-085 SGA-Burton Station Road Improvements Phase II

$3,250,000 $0 7/11 – 6/15

9-091 SGA-Burton Station Road Improvements Phase III

$8,500,000 $0 6/12 – 6/15

9-141 Economic Development Investment Program

$57,726,401 $2,763,689 10/89 – 6/19

9-500 Virginia Beach Amphitheater Capital Maintenance

$1,699,000 $200,000 7/11 – 6/19

9-506 Rosemont Strategic Growth Area $415,000 $0 7/12 – 6/19 12 4/2/13

Economic and Tourism Development CIP Projects Not Funded

9.100 - 19th Street Infrastructure Improvements $9,716,360

9.101 - Regent Village Main Street $9,576,000

9.106 Market Street Extended $20,100,000

9.107 Arctic Ave. 18th & 20th Street Improvements $10,196,880

13 4/2/13

Economic and Tourism Development CIP Summary

SGA CIP Projects are transitioning from plan development to plan implementation

Advances the City's efforts of creating a year-round resort

destination and supporting a business environment that promotes economic prosperity

Provides a mechanism to safeguard the City’s past investments

and to maximize the useful life of these assets

14 4/2/13

Va. Beach Clerk of the Circuit Court


Tina E. Sinnen, Clerk

“Va. Beach Circuit Court Clerk’s Office ” Operating Budget

Program Unit FY 12-13 Amended

FY 12-13 FTE

FY 13-14 Proposed

FY 13-14 FTE


Proposed

Clerk of the Circuit Court $ 3,039,771 57.0 $ 3,058,205 57.0 $ 18,434 0.6%

Total $ 3,039,771 57.0 $ 3,058,205 57.0 $ 18,434 0.6%

2

Budget by Fund


Clerk of the Circuit Court FY 2013-14 Budget

3 4/2/13

FY 2013-14 Organizational Structure

• Clerk of the Circuit Court has one program (budget) unit with 57.0 total FTEs.

• As of 4/2/13, 56.0 are filled and 1.0 are vacant.

4

Office of the Commonwealth’s Attorney


Harvey Bryant, Commonwealth’s Attorney

Office of the Commonwealth’s Attorney Operating Budget

Program Unit

FY 12-13 Amended

FY 12-13 FTE

FY 13-14 Proposed

FY 13-14 FTE


Judicial $7,488,249 78.75 $ 7,692,485 79.75 $ 204,236 2.7%

Victim-Witness Grant $333,680 6.5 $333,680 6.5 $0 0 %

DEA Seized Property $200,000 0 $200,000 0 $0 0%

Total $8,021,929 85.25 $8,226,165 86.25 $204,236 2.5%

Total without DEA $7,821,929 85.25 $8,026,165 86.25 $204,236 2.5%

3

$5,173,506 62.9%

$200,000, 2.4%

$333,680 4.1%

$ 2,518,979, 30.6%

General Fund DEA Seized Property DCJS Grant State

$7,589,141 92.3%

$637,024 7.7%

Personnel Operations

Budget by Fund


FY 2013-14 Budget

Office of the Commonwealth’s Attorney Significant Issues

Handled over 17,500 criminal charges last fiscal year Due to the increase in the use of forensic science and technology, cases are

becoming more complex, requiring more time for advanced case preparation

Due to ever-changing case law, attorneys are spending more time reading and researching to be thoroughly prepared for court

As a result of the DUI laws becoming more complicated our attorneys are assisting in all 2nd offense DUI cases and many 1st offense DUI cases (as well as other special assist cases)

The office prosecuted: 4,900 felony property crimes committed by 1,480 defendants Over 2,040 various violent crimes committed by 570 defendants Over 1,580 various felony drug offenses committed by over 600 defendants

4

Although not statutorily required, the office prosecuted:

Over 2,250 domestic violence charges Over 840 misdemeanor DUI related charges Over 3,000 criminal city misdemeanor appeals

Just last week, the Commonwealth’s Attorney’s Office handled: 248 felony cases in Circuit Court 45 bond hearings; 23 bond appeal hearings; 3 detention hearings 158 determination of counsel hearings 107 sentencing hearings 54 preliminary hearings 97 revocation hearings 192 individual indictments (449 charges) from the March 2013 Grand Jury

5

Office of the Commonwealth’s Attorney Significant Issues (continued)

Office of the Commonwealth’s Attorney FY 2013-14 Trends & Highlights

State revenues to the city on behalf of our office have increased by

$139,000 or 5.8% for FY 14 and will increase another $33,080 in FY 15.

A full time receptionist will ensure continuity in this crucial position,

as this employee is the first encounter for all citizens that contact our office. Currently we fund this position with vacancy savings through contracted manpower which results in frequent turnover. The additional cost is less than $10,000 annually.

Departmental health insurance increased by $195,000 representing

nearly 2% of the overall increase of 2.5%. Through attrition, retirements and hiring more entry level

employees we have been able to meet target. 6

7

Conclusions The proposed city budget for the Commonwealth’s Attorney’s Office will enable the City of Virginia Beach to continue to have:

Higher than the national average conviction rates

A continued decrease in crime rates (in part due to successful prosecution)

The ability to keep pace with advanced legal practices and technology

More prosecutorial assistance in complicated misdemeanor cases

Ensuring a safe community for citizens and tourists

Emergency Communications & Citizen Services


Athena Plummer, Director

ECCS Operating Budget Program Unit FY 12-13

Amended FY 12-13 FTE

FY 13-14 Proposed

FY 13-14 FTE Change FY 13

Amended to FY 14 Proposed

Director’s Office $ 211,254 1.75 $ 223,412 1.75 $ 12,158 5.8%

Administration 397,244 4.0 365,795 4.0 (31,449) (7.9%)

Training 46,896 NA 46,896 NA 0 0%

Emergency Communications 7,883,391 102.0 8,051,360 107.0 167,969 2.1%

Citizen Services 885,099 14.0 793,560 14.0 (91,539) (10.3%)

Technology & Support 1,025,956 1.0 1,044,840 1.0 18,884 1.8%

Total $10,449,840 122.75 $10,525,863 127.75 $76,023 0.7%

2

3

$8,668,113, 82.4%

1,716,354, 16.3%

$141,396, 1.3%

General Fund State Wireless Fund Transfers

$8,176,122 77.7%

$2,349,741 22.3%




FY 2013-14 Budget

ECCS Significant Issues

Recruitment & Retention of Talented/Qualified Work Force Competitive Salaries in a Shift Work Setting Unique Training & Work Environment Competition with Private Sector

9-1-1 Call Overload Mobile devices call overload on a single incident Increases Work Load for 911 Employees Queue Times Citizen Feedback for “Being on Hold”

Technology Costs to Upgrade 311 CRM (Interactive with 911 systems) Next Generation 911 (NG911) Costs

4

ECCS


Staying Connected through Emerging Technologies NG911/CRM/Automatic Notifications to partners, citizens

through systems Personnel Impacts – retention/training/workload Better, faster, valid delivery of information to partners

Financial Impact – the cost to improve GIS – it’s all about location

5


• Personnel (14) – Administrative Technicians (2) – 911 Operations Supervisor (4) – PSET I entry level (8)

• Ops Improvements – CRM (311 one stop software solution) – Emergency Response Consoles (911 rapid mobile

deployment as a backup)

6

Major ECCS Projects Funded Project

Total Project

Cost

#872 ALI Database Management & Selective Routing

$2,007,876

#728 E911 Telephony Integration Replacement

$1,317,744

#739 Integrated Public Safety – Analysis $10,839,768

#742 VBAlert Replacement $435,859

7

8

Conclusions

Our greatest need is the continued recruitment and retention of a well trained and qualified work force. Our employees are our greatest asset. The reality we face as the economy turns, and employment opportunities increase, serves as a challenge to retain and recruit employees who are faced with factors considered negative in most work environments: shift work, required overtime, stagnant salaries and a demanding workload.

Emergency Medical Services


Chief Bruce W. Edwards

Emergency Medical Services Program Unit FY 12-13


FY 13-14 Proposed

FY 13-14 FTE


Proposed

Admin $ 550,168 6.5 $ 672,465 8.5 $122,297 22.22%

Operations/Training $5,325,517 49.5 $6,072,189 51.5 $746,672 14.02%

Regulation /Lifeguard Services $1,847,296 9.3 $1,806,284 9.3 $(41,012) 2.22%

State Grants $375,000 0.0 $375,000 0.0 0 0%

Total $8,097,981 65.3 $8,925,938 69.3 $827,957 10.22%

2

3

$8,550,938 95.8%

$375,000, 4.2%

General Fund

Grants Consolidated Fund - State Four for Life Grant

$5,171,039 57.9%

$2,119,258 23.7%

$1,635,641 18.4%

EMS / ERS Personnel EMS/ ERS Ops Lifeguard Ops

Budget by Fund


FY 2013-14 Budget

Volunteer Savings

FY 12 Actual

FY 13-14 Proposed

Facility Investment $8,200,000 $8,200,000

Rolling stock/Equipment $4,670,000

$5,020,000

Total Holdings $12,870,000

$13,220,000

Annual EMS Response $8,300,000 $8,466,000

Annual Contribution

$1,613,733 $1,668,182

Total Annual Contribution $22,783,733 $23,354,182

4

Emergency Medical Services


Mental health beds at VBGH Marine Rescue Team / Lifeguard– National USLA

recognition Increased number of ambulances staffed

Phase in of additional ambulance at Town Center

5

Emergency Medical Services FY 2013-14 Trends & Highlights

Ambulance Staffing

2007 vs. 2012 8 100% 100% 9 80% 100% 10 48% 97% 11 20% 85%

Average 10 12 Volunteer Staffing 85% 96%

Goal of 14 ambulances

Average Response time – 7:37 minutes. (ERS unit) Average Response time – 11:27 minutes. (Ambulance)

6


6 medics to complete ambulance staffing at Town Center $379,363

Additional Medic for Chronic Health Patient Checks $64,228 Medical Shelter Supplies $22,000

CIP Projects

Landstown EMS Station (23) $ 4,186,480

Kempsville EMS Station (9) $ 4,570,704

7

Summary

Volunteer staffing remains strong Striving to achieve goal of 14 ambulances Cardiac arrest survival rates remain high

Cost of services remains low

8

Fire


Fire Chief Steven R. Cover

“Fire” Operating Budget Program Unit FY 12-13


FY 13-14 Proposed

FY 13-14 FTE


Proposed

Administration $ 2,132,627 22.0 $ 2,050,147 21.0 ($ 82,480) (3.87%)

Emergency Management $ 350,257 4.0 $ 360,845 4.0 $ 10,588 3.0%

Fire Marshal’s $ 2,246,130 27.71 $ 2,362,338 27.71 $ 116,208 5.2%

Operations $ 38,446,295 411.0 $ 39,521,858 411.0 $ 1,075,563 2.8%

Personnel & Development $ 1,405,375 14.0 $ 1,559,200 15.0 $ 153,825 11%

Aid to Localities $ 1,157,260 1.0 1,170,853 1.0 $ 13,593 1.18%

Total $ 45,737,944 479.71 $ 47,025,241 479.71 $ 1,287,297 2.81% 2

3

$45,854,388 , 98%

$1,170,853 2%

General Fund Fire Programs

$41,826,829 88.9%

$4,798,412 10.2%

$400,000 0.9%

Personnel Operations Reserves and Transfers



FY 2013-14 Budget

“Fire” Significant Issues

4

Town Center Fire & EMS Station Replaces 1952 Thalia Fire & Rescue Station 12 Firefighters recruits Priority 7 on City’s Top 13 Facility Replacement Priority list Ladder truck

Chesapeake Beach Fire & EMS Station Replaces 1964 Fire & Rescue Station No additional staff needed Priority 10 on City’s Top 13 Facility Replacement Priority list

Blackwater Fire & EMS Station (FY 14) Replaces 1955 Fire & Rescue Station No additional staff needed Priority 13 on City’s Top 13 Facility Replacement Priority list

Station Alerting Improves ability to dispatch units for emergencies

“Fire” FY 2013-14 Trends & Highlights

Restructure 5 year Energy Usage is down except for diesel fuel (overall less $429,000) Risk Management: Safety – Wellness Programs are model for city

Claims 2008 (178) Claims 2012 (45) Budgeted charges less $163,000 from FY12

Responses increased by 14.4% Grants shrinking in amount and opportunity Volunteers New Recruits-TRFA CIP Projects well funded for us Education programs for children are outstanding, need to improve on

elderly programs Fire Prevention - 60 % of eligible properties inspected

5


6

Relocate Resource Management Four Person Staffing Equipment Funding

Major “Safe Community - Fire” Projects Funded Project

Total Project

Cost

Year 1

Funding


3506000 Fire Facility Rehab & Renewal - III $ 2,317,402 $ 479,114 07/11 – 06/19

3133000 Fire Training Improvement – III $ 5,562,073 $ 400,000 07/08 – 06/19

3134000 Fire Apparatus - III $10,410,258 $ 2,314,986 07/13 – 06/19

3021000 Fire Station – Town Center $ 9,435,000 $ 0 Complete 2013

3244000 Fire Station – Chesapeake Beach $ 5,664,885 $ 0 Complete 2013

3248000 Fire Station - Blackwater $ 5,123,707 $ 4,817,616 10/12 – 06/15

3606000 CIT – Fire Station Alerting $ 3,068,366 $ 1,000,000 07/13 – 06/15

7

8

Conclusions The Virginia Beach Fire Department is a customer

service organization partnering with communities, members, citizens and visitors to foster the feeling of safety any place, any time, through planning, mitigation, response and restoration.

Questions?

Virginia Beach Sheriffs Office

Kenneth W. Stolle, Sheriff


Virginia Beach Sheriff’s Office Operating Budget EXPENDITURES

Program Unit

FY 12-13 Amended

FY 12-13 FTE

FY 13-14 Proposed

FY 13-14 FTE


Sheriff’s Office $2,330,685 25.43 $2,110,581 22.43 $220,140 9.5%

Court Support Services

$3,348,215 61.84 $3,243,442 59.84 $104,773 3.1%

Correctional Operations $28,466,225 354.60 $28,265,140 358.60 $201,085 0.71%

Centralized Booking $2,135,839 37.00 $2,082,095 37.00 $53,744 2.5%

D.A.R.E. – Sheriff $761,419 11.00 $747,240 11.00 $14,179 1.9%

Virginia Beach Sheriff’s Office Operating Budget CONTINUED EXPENDITURES

Program Unit

FY 12-13 Amended

FY 12-13 FTE

FY 13-14 Proposed

FY 13-14 FTE


Sheriff’s Workforce $851,622 10.00 $934,103 11.00 $30,979 3.6%

Inmate Services $1,292,717 23.57 $1,287,723 23.57 $4,994 0.38%

Law Enforcement Training Academy

$149,443 1.00 $150,600 1.00 $1,157 0.77%

Transfer to Other Funds $24,551 - 24,551 - 0

Total Expenditures $39,360,716 524.44 $38,845,475 524.44 $515,241 1.3%

Virginia Beach Sheriff’s Office-Operating Budget REVENUES

REVENUES FY 12-13 AMENDED

FY 13-14 PROPOSED

CHANGE FY13 AMENDED TO FY 14

PROPOSED

FEES $4,450,011 $4,919,758 $469,747

STATE $17,608,339 $17,457,618 $150,721

FEDERAL $1,149,750 $229,950 $919, 800

TRANSFERS

$14,896,783 $14,923,159 $26,376

FUND BALANCE $1,255,833 $1,314,990 $59,157

TOTAL REVENUES $39,360,716 $38,845,475 $515,241

$31,212,723 80.35%

$7,608,201 19.59%

$24,551 0.06%

Expenditures

Personnel OperatingTransfer

$4,919,758 12.66%

$17,457,618 44.94% $229,950 0.59%

$14,923,159 38.42%

$1,314,990 3.39%

Revenues

Fees StateFederal TransferFund Balance

Virginia Beach Sheriff’s Office Comparisons

VIRGINIA BEACH SHERIFF’S OFFICE SIGNIFICANT ISSUES

• FUND BALANCE USAGE • FY08/09 Salary Increase $360,073 • Maintain Master Deputy Program $75,725

• External Information Technology Audit recommends

$500,000.00 in Computer Replacements & Upgrades

VIRGINIA BEACH SHERIFF’S OFFICE

• FY 2013-14 TRENDS & HIGHLIGHTS

• Since FY 2011, the Compensation Board has reduced our deputy positions by 10 FTEs. • Compensation Board has approved a 3% salary increase for all Constitutional Officers • The Sheriff’s Office will continue to monitor the state budget as the General Assembly

proceeds during their Session.

• Pursue alternate avenues of revenue.


Replacement of VBSO Computers $270,882.00 Replacement of Motorola Radio Package $327,000.00

Replacement Equipment in the Correctional Center $113,300.00 Additional Overtime $332,950.00

Replacement Millennium Gas Mask Filters $12,000.00 Replacement of Video Visitation $500,000.00

Replacement of Jail Security System & Main Control $2,900,000.00

Total $4,456,132.00

Mission Statement

“Our mission is to provide for the public safety of the citizens of Virginia Beach, through the efficient and professional operations of the Sheriff’s Office as provided for in the Constitution and the Code of Virginia”

Police Department


James A. Cervera, Chief of Police

Police Department Operating Budget Program Unit FY 12-13


FY 13-14 Proposed

FY 13-14 FTE


Proposed

Director’s Office $ 1,776,791 16.8 $1,902,211 16.8 $ 125,420 7.1%

False Alarms 67,217 1.75 61,079 1.75 (6,138) (9.1%)

Professional Development and Training

4,269,432 32.72 4,353,335 32.72 83,903 2.0%

Crime Prevention 889,302 8.0 820,037 8.0 (69,265) (7.8%)

Support 4,794,605 59.0 4,856,598 61.0 61,993 1.3%

2



FY 13-14 Proposed

FY 13-14 FTE


Proposed

Canine 1,640,435 16.0 1,752,552 16.0 112,117 6.8%

Helicopter 1,447,677 8.0 1,085,870 8.0 361,807 (25.0%)

Uniform Patrol 49,444,515 565.23 50,628,513 565.23 1,183,998 2.4%

Red Light Camera 1,293,185 2.4 1,304,601 2.4 11,416 0.9%

Mounted Patrol 1,455,409 16.0 1,462,738 16.0 7,329 0.5%

3



FY 13-14 Proposed

FY 13-14 FTE


Proposed

Marine Patrol 953,400 10.46 1,019,504 10.46 66,104 7.0%

School Resource Officers

2,604,683 30.0 2,478,019 30.0 (126,664) (4.9%)

Detective Bureau 12,554,837 143.0 12,682,637 142.0 127,800 1.0%

Special Investigations 4,695,018 52.0 4,793,620 52.0 98,602 2.1%

Commercial Extraditions 413,184 0.0 418,184 0.0 5,000 1.2%

4

Police Department Operating Budget Program Unit

FY 12-13 Amended

FY 12-13 FTE

FY 13-14 Proposed

FY 13-14 FTE


Proposed

Animal Control 3,688,622 45.0 3,531,649 46.0 (156,973) (4.3%)

Domestic Violence Grant

75,866 1.0 58,111 1.0 (17,755) (23.4%)

Total $92,064,178 1007.36 $93,209,258 1009.36 $1,145,080 1.2%

5

6

$89,607,412 96%

$3,601,846 4%

General Fund Department Revenue

$78,878,010 84.6%

$14,331,248 15.4%


Budget by Revenue Source


FY 2013-14 Budget

Police Department Significant Issues in FY14 Budget

Addition of 2 part time Veterinary Technician/Assistant positions

Addition of Support Clerk to address increase in Concealed Weapons Permit applications, VCIN/NCIC transactions

False Alarm Reduction program – non-medical panic alarms billing

7

Police Department FY 2013-14 Trends & Highlights

Why, Why, What, How? Resources are challenged in addressing special events along

with criminal activities, trends and community outreach. Special events and other service demands require increased

use of overtime that has historically been funded through position vacancies.

Central Business District Street Crime/Gang Unit AED Replacements - $150,132

8

Police Department FY 2013-14 Trends & Highlights

Salary Compression Currently 23% of current police officers have the same

regular annual salary of $40,237 These officers were hired from January 16, 2007 to July

16, 2012 An additional 25 current recruits would join the 180 in July

2013 Compression is continuing to grow between and within

supervisory ranks

9

Police Related CIP Funded: Special Operations/Forensics/Evidence Complex (current)

Police Fourth Precinct Replacement – Design phase FY16; completion FY18

Integrated Public Safety (IPS) Records Management System –currently in analysis and RFP preparation phase

Data Storage and Management of Evidentiary Files – currently in analysis and RFP preparation phase

Not Funded: Oceanfront Security Camera System

10

11

Questions?

01-Agriculture Agriculture Department Operating BudgetSlide Number 3AgricultureSlide Number 5AG Department’s Top Goals/StrategiesAg Departments Top Goals/Strategies - Continued

02-Convention Visitor BureauSlide Number 1Convention and Visitors Bureau�FY 2013-14 Budget��Convention and Visitors Bureau Significant IssuesConvention and Visitors Bureau Significant IssuesConvention and Visitors Bureau Significant Issues� Virginia Beach Convention Center��Total Consumed Room Nights�Convention and Visitors Bureau Trends and InitiativesConvention and Visitors Bureau Trends and Initiatives�Community Advocacy, continuedSlide Number 10Convention and Visitors Bureau Trends and InitiativesSlide Number 12Slide Number 13Slide Number 14

03-Economic DevelopmentEconomic DevelopmentEconomic Development Operating BudgetSlide Number 3Slide Number 4Economic Development Significant IssuesEconomic Development�FY 2013-14 Trends & Highlights ��Economic Development�FY 2013-14 Trends & Highlights ��Slide Number 8Critical Services NOT FundedConclusionsSlide Number 11Bio-Medical and HealthCare ConsultantSlide Number 13

04-HousingHousing & Neighborhood PreservationHousing & Neighborhood Preservation Operating BudgetSlide Number 3Slide Number 4Service level 1 includes:Effective and efficient servicesHighlights of Expected ResultsSignificant IssuesFederal Discretionary Funding Trend- 5 years�(FY 13-14 as shown is pre-sequestration)Sequestration – Housing Choice Voucher ProgramCode Enforcement Funding EligibilityHousing System StudyMajor “Your CIP Section Name” Projects FundedPossible Non-General-Fund Housing Resource Center Funding OptionsContracting Out Homeowner Rehabilitation FinancingCritical Services NOT FundedAdministrative Benefits of a HITFCritical Services Not Funded: �2: Funding Reductions to Non-ProfitsConclusions – and Thank You

05a-SGA Org Chart05-SGAStrategic Growth AreaStrategic Growth Area Operating BudgetSlide Number 3Strategic Growth Area �Significant IssuesStrategic Growth AreaStrategic Growth AreaCapital Improvement Program FY 2014-FY 2019Economic and Tourism�FY 2014 CIP Funding�Economic and Tourism �FY 2014 CIP Expenditures Economic and Tourism �CIP Program HighlightsEconomic and Tourism Development CIP�New ProjectsEconomic and Tourism Development CIP�Ongoing Projects FundedEconomic and Tourism Development CIP�Projects Not FundedEconomic and Tourism Development CIP Summary

06-Commonwealth AttorneyOffice of the Commonwealth’s AttorneyOffice of the Commonwealth’s Attorney Operating BudgetSlide Number 3Office of the Commonwealth’s Attorney Significant IssuesOffice of the Commonwealth’s Attorney Significant Issues (continued)Office of the Commonwealth’s Attorney�FY 2013-14 Trends & Highlights�Conclusions

07-ECCSEmergency Communications & Citizen ServicesECCS Operating BudgetSlide Number 3ECCS Significant IssuesECCSCritical Services NOT FundedMajor ECCS Projects FundedConclusions

08-EMSEmergency Medical Services“Emergency Medical ServicesSlide Number 3Slide Number 4��Emergency Medical Services��FY 2013-14 Trends & Highlights�Emergency Medical ServicesCritical Services NOT FundedSummary

09-FireFire“Fire” Operating BudgetSlide Number 3“Fire” Significant Issues“Fire”Critical Services NOT FundedMajor “Safe Community - Fire” Projects FundedConclusions

10-PolicePolice DepartmentPolice Department Operating BudgetPolice Department Operating BudgetPolice Department Operating BudgetPolice Department Operating BudgetSlide Number 6Police Department Significant Issues in FY14 BudgetPolice DepartmentPolice DepartmentPolice Related CIPQuestions?

11-SheriffVirginia Beach Sheriffs OfficeSlide Number 2Slide Number 3Virginia Beach Sheriff’s Office-Operating Budget�REVENUES�Virginia Beach Sheriff’s Office ComparisonsVIRGINIA BEACH SHERIFF’S OFFICE SIGNIFICANT ISSUESVIRGINIA BEACH SHERIFF’S OFFICECritical Services NOT FundedMission Statement�

safe cmty.pdf01-Clerk of Circuit CourtVa. Beach Clerk of the Circuit Court“Va. Beach Circuit Court Clerk’s Office ” �Operating BudgetSlide Number 3FY 2013-14 Organizational Structure

02-Commonwealth AttorneyOffice of the Commonwealth’s AttorneyOffice of the Commonwealth’s Attorney Operating BudgetSlide Number 3Office of the Commonwealth’s Attorney Significant IssuesOffice of the Commonwealth’s Attorney Significant Issues (continued)Office of the Commonwealth’s Attorney�FY 2013-14 Trends & Highlights�Conclusions

03-ECCSEmergency Communications & Citizen ServicesECCS Operating BudgetSlide Number 3ECCS Significant IssuesECCSCritical Services NOT FundedMajor ECCS Projects FundedConclusions

04-EMSEmergency Medical ServicesEmergency Medical ServicesSlide Number 3Slide Number 4��Emergency Medical Services��FY 2013-14 Trends & Highlights�Emergency Medical ServicesCritical Services NOT FundedSummary

05-FireFire“Fire” Operating BudgetSlide Number 3“Fire” Significant Issues“Fire”Critical Services NOT FundedMajor “Safe Community - Fire” Projects FundedConclusions

06-SheriffVirginia Beach Sheriffs OfficeSlide Number 2Slide Number 3Virginia Beach Sheriff’s Office-Operating Budget�REVENUES�Virginia Beach Sheriff’s Office ComparisonsVIRGINIA BEACH SHERIFF’S OFFICE SIGNIFICANT ISSUESVIRGINIA BEACH SHERIFF’S OFFICECritical Services NOT FundedMission Statement�

07-PolicePolice DepartmentPolice Department Operating BudgetPolice Department Operating BudgetPolice Department Operating BudgetPolice Department Operating BudgetSlide Number 6Police Department Significant Issues in FY14 BudgetPolice DepartmentPolice DepartmentPolice Related CIPQuestions?

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Agriculture Department - Virginia Beach, Virginia...Farmers Market high profile events and community interaction make it a place to visit to shop, take part in activities and AG education;