Adopted Operating & Capital Budget FY 2016/17

ADOPTED OPERATING& CAPITAL BUDGETFY 2016-2017

CITY of SUFFOLK

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The Government Finance Officers Association of the United States and Canada (GFOA) presented a Distinguished Budget Presentation Award to the City of Suffolk, Virginia for its annual budget for the fiscal year beginning July 1, 2015. 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 elibibility for another award.

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FY 2016-2017 Operating & Capital Budget

Table of Contents

I. City Manager’s Message ..................................................................................................... i

II. Budget Document Overview

How to Read the Budget Document .................................................................................................. 1

Our City Council ............................................................................................................................... 2

City Council Vision .......................................................................................................................... 3

City Organization Chart ................................................................................................................... .4

Strategic Planning and Budget Development Process ...................................................................... 5

Budget Development Calendar ......................................................................................................... 8

City Financial Structure .................................................................................................................... 9

Summary of Financial and Budget Policy Compliance .................................................................. 14

III. Fund Summaries and Details

Executive Summary By Fund .......................................................................................................... 32

All Funds Revenues and Expenditures Summary ........................................................................... 53

Revenue Analysis ............................................................................................................................ 59

General Fund Revenue Summary .................................................................................................... 68

General Fund Expenditure Summary .............................................................................................. 71

General Fund Specific Revenue and Appropriation Details

City Council ............................................................................................................................ 73

City Manager ........................................................................................................................... 75

Budget and Strategic Planning ................................................................................................ 77

City Attorney ........................................................................................................................... 79

Human Resources .................................................................................................................... 81

Commissioner of the Revenue ................................................................................................ 83

City Assessor ........................................................................................................................... 85

City Treasurer .......................................................................................................................... 87

Finance .................................................................................................................................... 89

Purchasing ............................................................................................................................... 91

Registrar .................................................................................................................................. 93

Circuit Court - Judges .............................................................................................................. 95


General District Court ............................................................................................................. 97

Magistrate’s Office .................................................................................................................. 99

Juvenile and Domestic Relations District Court ................................................................... 101

Court Service Unit ................................................................................................................. 103

Clerk of the Circuit Court ...................................................................................................... 105

Sheriff .................................................................................................................................... 107

Commonwealth’s Attorney ................................................................................................... 109

Police .................................................................................................................................... 111

Police –Emergency Communications.................................................................................... 113

Police Department – Animal Shelter Management ............................................................... 115

Community Development Services ....................................................................................... 117

Fire & Rescue ........................................................................................................................ 119

Fire & Rescue – Emergency Management ............................................................................ 121

Western Tidewater Regional Jail Authority .......................................................................... 123

Public Works ......................................................................................................................... 125

Capital Programs and Facilities ............................................................................................. 128

Social Services ...................................................................................................................... 130

Social Services – Comprehensive Services Act .................................................................... 132

Suffolk Health Department ................................................................................................... 134

Western Tidewater Community Services Board ................................................................... 136

School Support ...................................................................................................................... 138

Parks and Recreation ............................................................................................................. 140

Library ................................................................................................................................... 147

Planning and Community Development ............................................................................... 149

Economic Development ........................................................................................................ 151

Tourism ................................................................................................................................ 153

Media and Community Relations .......................................................................................... 155

Virginia Cooperative Extension ............................................................................................ 157

Local and Regional Organizations ........................................................................................ 159

Non-Departmental General Fund .......................................................................................... 161

Capital Projects Fund Specific Revenue and Appropriation Details .................................................. 163


Debt Service Fund Specific Revenue and Appropriation Details ................................................. 167

Special Revenue Fund Specific Revenue and Appropriation Details

Aviation Facilities Fund ........................................................................................................ 170

Downtown Business Overlay Taxing District Fund .............................................................. 173

Road Maintenance Fund ........................................................................................................ 176

Consolidated Grants Fund ..................................................................................................... 180

Transit System Fund .............................................................................................................. 183

Law Library Fund .................................................................................................................. 186

Route 17 Special Taxing District Fund ................................................................................. 189

Enterprise Fund Specific Revenue and Appropriation Details

Public Utilities Fund .............................................................................................................. 192

Refuse Fund ........................................................................................................................... 201

Stormwater Management Fund ............................................................................................. 204

Internal Service Fund Specific Revenue and Appropriation Details

Information Technology Fund ............................................................................................... 208

Fleet Management Fund ........................................................................................................ 211

Risk Management Fund ......................................................................................................... 214

School Board Component Unit Specific Revenue and Appropriation Detail

School Operating Fund .......................................................................................................... 217

IV. Appendices of Supporting Budget Documents

Personnel Summary By Fund ....................................................................................................... 220

Capital Improvements Plan (CIP) ................................................................................................ 223

Long Range Budget Projections ................................................................................................... 278

Debt Service ……………………………………………………………………………………279

City Government, History and Community Attractions ............................................................... 284

City Demographics and Statistics ................................................................................................. 289

Budget Adoption Ordinance ......................................................................................................... 297

Fee Schedule ................................................................................................................................. 301

Glossary of Terms ........................................................................................................................ 327

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City Manager’s Message

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i

ii

iii

iv

v

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Budget Document Overview

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

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

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

How to Read the Budget Document City Council City Council Vision City Organization Chart Strategic Planning and Budget Development Process Budget Development Calendar City Financial Structure Summary of Financial and Budget Policy Compliance

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

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

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

and definitions supporting the Operating and Capital Budget. Personnel Summary by Fund Capital Improvements 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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SUFFOLK CITY COUNCIL

PUBLIC SAFETYPreserve, promote, and continue to invest in public safety.

FINANCIAL STABILITYContinue practices that ensure strong financial management and fiscal responsibility.

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

CIVIC ENGAGEMENT AND RESPONSIVE CITY SERVICESEnsure that all citizens have pertinent information in a timely manner and provide convenient and diverse means for citizen input; provide responsive, effective and efficient programs and services to citizens.

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

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

LEISURE, HEALTH, AND WELLNESSImplement programs and services designed to improve the health, economic and social wellbeing of citizens.

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

Suffolk is a vibrant and fiscally strong community leading the region in advancements in education, comprehensive transportation, public safety and diverse economic growth while continuing to preserve its rural heritage and enhancing its neighborhoods and urban centers.

Throughout 430 square miles of rich land and pristine waterways, citizens and tourists treasure the beautiful trails, rivers and open spaces. Residents, visitors and merchants delight in the revitalized downtown featuring cultural, educational and recreational opportunities.

Diverse shopping, businesses and entertainment venues abound. A sense of harmony and pride permeates this rare community, where crime is low; where schools are cutting edge; where people and goods move safely and efficiently throughout the city; and where citizens receive valuable services and have opportunities to be engaged.

Suffolk is the desired destination of the Hampton Roads Region. The City achieves this by focusing on the following:

TARGETED AREAS

SUFFOLKFOR

VISION

AAA RATED STANDARD & POOR’S AND FITCH RATINGS.

NERD WALLET - BEST PLACES FOR YOUNG FAMILIES/BEST CITIES FOR VETERANS IN AMERICA - 2015.

9TH BEST COMMUNITY ON BEST PLACES TO LIVE TOP 25 LIST OF “WHERE THE JOBS ARE” – CNN MONEY MAGAZINE – 2012.

ONE OF AMERICA’S BEST SMALL CITIES TO LIVE - CNN MONEY MAGAZINE 2010.

FAST GROWING CITY, HOME TO FAST GROWING COMPANIES. 3

Citizens

City Attorney

Clerk of the Circuit Court

Sheriff

Assessor

City of Suffolk FY 2016-2017 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 BoardTreasurer

Commissioner of the Revenue

Commonwealth’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 October 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 October 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 generally 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

October

Budget Development Planning – Senior Management Team November

Budget Packages Distributed to Departments / Agencies December

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

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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”.

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.

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Formal budgetary integration is employed as a management control device. Annual operating budgets are adopted by ordinance passed by City Council for the General Fund, Capital Projects Fund, the Debt Service Fund, Special Revenue Funds (Aviation Facilities, Consolidated Grants Fund, Downtown Business Overlay District, Law Library, Road Maintenance, Route 17 Taxing District, and Transit System), Enterprise Funds (Utility, Refuse, and Stormwater), Internal Service Funds (Fleet Management, Information Technology, and Risk Management), and the School Operating Fund. The General, Special Revenue, Internal Service and Debt Service Funds’ budgets are adopted on a basis consistent with accounting principles generally accepted in the United States of America. Budgets for proprietary fund types are prepared on the accrual basis of accounting. Beginning fund balances for budgetary basis presentation purposes are adjusted for the 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 17 Operating & Capital Budget. Revenue collections are strong with collection rates between 96% - 99%.

Budget The FY 17 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 17 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 14.9% of Governmental Fund Expenditures.

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

the FY 17 Operating and Capital Budget. Capital Improvements Planning A 10 year Capital Improvements Plan has been prepared and adopted for use in the FY 17 budget year. The FY 17 Operating and Capital Budget provides 3% of General Fund departmental expenditures in

cash funding to achieve the policy goal of 3% Pay-As-You-Go capital funding level. Debt Debt as a percentage of assessed value is 2.2% for FY 17, below the 4% policy ceiling. Debt as a percentage of general government expenditures is 9.8% for FY 17, below the 10% policy

ceiling.

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CITY OF SUFFOLK

Financial Policies

Adopted: December 5, 2007

Revised: April 1, 2015

FY 17 Budget Status: Responses where appropriate for all compliance requirements for FY 17 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 17 Budget Status: Local revenues are diversified and projected to increase 3.7% or $6.9M in FY 17. The increase is attributable to a 2% or $1.5M increase in real estate tax revenue primarily from new construction growth, a 2% or $400,000 increase in personal property revenue, and a 7% or $2.5M increase in other local tax revenues such as sales and use, meals, recordation, and business and occupational licenses. 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 17 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 provided for in the adopted FY17 budget to include the airport fuel sales markup; fees for offenders transferred to the City’s community corrections program from another jurisdiction; fees for fire & rescue command chiefs working special events, and tent permit fees; public utility bacteriological tests, water and sewer rates, meter service charges, water connection charges, water availability charges for mobile home park units, fire hydrant flow testing and water model evaluation, sewer connection charges, engineering plan/site plan amendments, pump station review/sewer model evaluation; stormwater minor subdivision plan review fees and single family erosion and sediment control site plan review fees; and tourism exterior uncovered space rental fees and interpreted bus tour tickets in the historic district. The following New fees are provided for in the adopted FY 17 budget: the restructuring of plan review fees by the fire prevention bureau for various types and sizes of fire sprinkler systems and alarm systems, and various elements of tent permits such as above/below ground hazmat storage tank installation by size and private hydrant/water lines; and parks & recreation non-resident rental of recreation centers and creation of a fee for portable stage rentals. 2.03 Revenue Collections The City will strive to achieve an overall property tax collection rate of 100%.

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FY 17 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. FY 17 Budget Status: The City’s budget has been balanced with current General Fund revenues supporting all current General Fund expenditures for FY 17. The FY 17 Budget does provide for a draw of $2M from the Unassigned Fund Balance to assist with one-time capital project expenses. The $2M is anticipated from excess General Fund revenues in FY 16 which will fall to the Unassigned Fund Balance at the end of the fiscal year. 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 17 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 17 Budget Status: The FY 17 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.

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FY 17 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 17 Budget Status: All one-time revenues are designated to support one-time expenditures. 3.04 Review of Fees and Charges Fees established by the City for licenses, permits, fines, services, applications and other miscellaneous charges shall be set to recover all or a portion of the City’s expense in providing the attendant service and reviewed annually with the development of the annual operating budget. FY 17 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 17 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 17 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.

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3.07 Maintenance of Capital Assets The budget should provide sufficient funds for regular repair and maintenance of capital assets. FY 17 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. 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 17 Budget Status: The FY 17 Unassigned General Fund balance is projected to exceed the targeted 12% by the close of the fiscal year at 14.9%. 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 17 Budget Status: The projected balance in the Risk Fund at June 30, 2016 is anticipated to be

sufficient to provide the required $3.3M in rate stabilization funds to support the FY 17 budget.

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CAPITAL IMPROVEMENTS PLANNING 4.01 Capital Improvement Program In order to prepare and plan for upcoming capital needs, comply with debt ratio targets, schedule debt issuance, and systematically improve capital infrastructure, the City will annually prepare and adopt a minimum five-year Capital Improvements Plan. The adopted Capital Improvements Plan will include major capital improvements and identify estimated revenue sources and annual operational costs for facilities to include anticipated debt service requirements. Capital improvements do not include routine maintenance on existing capital assets. FY 17 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 February 2016. Projects recommended in the first year of the CIP have been funded in the FY 17 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 17 Budget Status: The budget includes $4,064,920 in cash funded projects or 3% of General Fund departmental expenditures for FY 17.

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

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standards include the measures of debt service payments as a percent of current expenditures and debt as a percent of taxable real estate value. 5.01 Revenue Anticipation Notes (RANS) The City does not intend to issue tax or revenue anticipation notes (RANS) to fund government operations but rather to manage cash in a fashion that will prevent any borrowing to meet working capital needs. The City may issue RANS in an extreme emergency beyond the City’s control or ability to forecast when the revenue source will be received subsequent to the timing of funds needed. Such issuances will be for a period not to exceed a one year period. 5.02 Bond Anticipation Notes (BANS) The City may issue Bond Anticipation Notes (BANS) in expectation of General Obligation or Revenue Bonds when cash is required in order to initiate or continue a capital project or when 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.

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The project has undergone a rigorous cost-benefit analysis by City Staff (or agents employed by

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

5.06 Compliance with Legal Requirements Pursuant to the Constitution of Virginia (the Constitution), the City is authorized to issue bonds secured by a pledge of its full faith and credit and unlimited taxing power. There is no requirement in the Constitution, the Virginia Code or the City Charter that the issuance of general obligation bonds be subject to the approval of voters of the City at referendum. The issuance of general obligation bonds is subject to a constitutional limitation of ten percent (10%) of the assessed value of taxable real property. The City’s Charter further limits the issuance of general obligation bonds to seven percent (7%) of the assessed value of taxable property. 5.07 Debt Ratio Policies Ceiling FY’17 Status Debt as a Percentage of Assessed Value 4% 2.2% 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% 9.8% 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)

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and expenditures reported in the School Operating and Food Service Funds.

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

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

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

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

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

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

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

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

1. Revenues available for debt service are considered sufficient and reliable so that 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

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

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

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

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

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

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

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

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

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

The City will consider the use of derivatives as a hedge against future interest rate risk or to create “synthetic” fixed rate or variable rate debt, when appropriate. The City will not use derivative structures for speculative or investment purposes. The City will consider the use 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

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consistent and does not conflict in principle with this governing policy. Prior to use of a derivative structure, the City will provide written communication to City Council describing potential risks associated with each proposed derivative structure.

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

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

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

rate cost of capital.

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

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

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

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

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

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

issued debt. However, the City may consider maturity extension, when necessary to achieve 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

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remaining useful life of the financed facility and the concept of inter-generational equity should guide this decision.

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

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

5. Arbitrage. The City shall take all necessary steps to optimize escrows and to avoid negative

arbitrage in its refundings. Any resulting positive arbitrage will be rebated as necessary according to Federal guidelines.

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

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

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

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

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

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

sale in a changing interest rate environment

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

5.13 Bond Insurance The City may purchase bond insurance when such purchase is deemed prudent and advantageous. Use of bond insurance shall be based on such insurance being less costly than the present value of the difference between the interest on insured bonds versus uninsured bonds. In the case of a competitive sale, the City may permit bidders for its bonds to purchase bond insurance if such insurance will enhance the market reception and lower the interest rate on the City’s bonds. The City will submit an application for pre-qualification for insurance to facilitate bidders’ ability to purchase bond insurance. The winning bidder in a competitive sale will bear any associated cost with such enhancement.

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In the instance of a negotiated sale, the City will solicit quotes for bond insurance from interested providers. The City will select a provider whose bid is most cost effective and whose terms and conditions governing the guarantee are satisfactory to the City. 5.14 Use of Special Districts The City may consider using special districts such as Tax Increment Financing Districts, Community Development Authorities and special taxing districts to finance projects that: Strengthen the employment and economic base of the City; Increase property values and tax revenues; Reduce poverty; Create economic stability; Facilitate economic self-sufficiency; or Assist in implementing the City’s economic development strategies. Before using such districts, the City will consider the fiscal impact, the market feasibility and credit implications of the project or district. 5.15 Debt Service Reserves If necessary, the City may establish a reserve fund funded from bond proceeds, subject to federal tax regulations and in accordance with the requirements of credit enhancement providers and/or rating agencies. The City may purchase reserve equivalents (i.e., a reserve fund surety or letter of credit) when such purchase is deemed prudent and advantageous. Such equivalents shall be evaluated in comparison to cash funding of reserves on a net present value basis. 5.16 Underwriter Selection Senior Manager Selection. The City shall select a senior manager for any proposed negotiated sales. The selection criteria shall include but not be limited to the following:

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

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

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

Co-Manager Selection. Co-managers may be selected on the same basis as the senior manager. In addition to their qualifications, co-managers appointed to specific transactions will be a function of transaction size and the necessity to ensure maximum distribution of the City’s bonds.

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

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

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

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

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

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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 2016-17 OPERATING AND CAPITAL BUDGET

Annual Operating and Capital Budget by Fund

Adopted Prior Yr.Budget Budget Budget Budget %

Fund 2013-2014 2014-2015 2015-2016 2016-2017 Change

General Fund $ 179,336,375 $ 180,198,458 $ 188,925,129 $ 195,841,288 4%

Capital Projects Fund 44,423,000 56,380,000 47,226,414 68,081,823 44%

Debt Service Fund 26,446,338 27,436,032 28,252,717 30,012,458 6%

Downtown Business Overlay District 200,000 170,000 170,000 167,973 -1%

Route 17 Special Taxing District 2,482,441 1,300,000 1,400,000 1,400,000 0%

Grants Fund 683,980 674,215 664,410 654,567 -1%

Transit System Fund 865,808 1,053,621 1,037,454 1,140,759 10%

Aviation Facilities Fund 1,070,758 1,053,814 1,094,116 1,037,558 -5%

Law Library Fund 38,960 41,460 44,562 41,774 -6%

Road Maintenance Fund 22,292,941 25,005,775 28,542,592 27,822,616 -3%

Fleet Management Fund 14,318,220 14,898,056 11,623,704 12,212,043 5%

Information Technology Fund 5,476,959 5,452,162 6,055,406 7,762,072 28%

Risk Management Fund 17,393,813 17,253,725 19,357,600 20,507,505 6%

Utility Fund 45,274,613 46,716,280 46,474,656 49,984,650 8%

Stormwater Fund 4,580,000 6,139,840 7,223,975 6,298,975 -13%

Refuse Services Fund 6,042,350 6,817,756 5,957,441 6,121,438 3%

School Fund 142,810,562 148,125,620 151,431,945 157,382,210 4%

Total Funds Budget $ 513,737,119 $ 538,716,817 $ 545,482,122 $ 586,469,710

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State, Federal & Other48%

Local Taxes48%

Fees & Charges4%

52%

17%

10%

5%

5%

3%

3%2%

2%

1%

Education & Related Debt‐52%

Public Safety ‐ 17%

Public Works & Road Maintenance ‐ 10%

Debt Service ‐ 5%

Health & Welfare ‐ 5%

General Government ‐ 3%

Parks, Recreation, & Cultural ‐ 3%

Judicial ‐ 2%

Other Public Services ‐ 2%

Community Development ‐ 1%

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SUMMARY CHART TOTAL EXPENDITURES

Operating & Capital Budget

$586,469,710

Governmental Funds

Special Revenue Funds

Enterprise Funds

Internal Service Funds

Aviation Fund $1,037,558

Downtown Business Overlay District

$167,973

Road Maint. Fund $27,822,616

Grants Fund $654,567

Law Library Fund $41,774

Debt Service Fund $30,012,458

General Fund $195,841,288

Capital Projects Fund

$68,081,823

Stormwater Fund $6,298,975

Route 17 Taxing District Fund $1,400,000

Transit System Fund $1,140,759

Refuse Services Fund

$6,121,438

Utility Fund $49,984,650

Risk Management Fund

$20,507,505

Fleet Management Fund

$12,212,043

Information Technology Fund

$7,762,072

Component Unit

School Funds $157,382,210

General Govt. $10,488,353 Judicial 8,301,546 Public Safety 56,970,798 Public Works 4,717,010 Health &Welfare 14,914,566 Education 54,367,038 Parks, Rec. & Cultural 10,447,808 Community Development 3,701,665 Local and Regional Orgs. 985,411 Non-Departmental Fringe Benefits/Insurances 587,568 Transfer to Funds 30,359,525 $195,841,288

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

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

Adopted Revenues: 195,841,288$ 3.7%

Adopted Expenditures: 195,841,288$ 3.7%

Unfunded Gap: (0)$

PRIMARY BUDGET GOALS:

1 No Tax Increase2 Support for Suffolk Public Schools 3 Employee Compensation and Critical Personnel Resources4 Investment in Quality of Life Enhancements5 Compliance with Financial Policies

OTHER IMPORTANT BUDGET ITEMS TO NOTE:

Transfers an additional 1% of retirement contribution to employees (5th year of 5 year phase in) and provides 1.337% pay increase per State mandate. Provides a 2% Cost of Living Adjustment (COLA) effective July 1, 2016 for all full and regular part-time employees, Constitutional Officers

and their employees, and Council Appointees, who were hired before January 1, 2016. Implements the recommendations of the Evergreen Solutions Compensation Study effective October 1, 2016. Unfreezes 8 critical Public Safety positions:

• Firefighter I (6)• Police Officer I (1)• Police Records Technician (1)

Provides for two new FTEs• Assistant Registrar (1)• Planning Technician (1)

Includes NO layoffs, furloughs, or pay reductions to existing personnel. Provides additional $262,148 in local support for Suffolk Public Schools to address final phase of Compensation Study.

FINANCIAL POLICY COMPLIANCE STATUS: Unassigned Fund Balance as % of Govtl' Funds - 12% minimum 14.9% Projected Capital Cash "Pay-Go" - 3% min. of General Fund Expenses 3% Projected Debt as % of Assessed Value - 4% maximum 2.2% Projected Debt as % of General Govt. Expense - 10% maximum 9.8% Projected

Provides $864,256 for additional school related debt service associated with the new elementary and middle school projects.

City of SuffolkAdopted FY 16-17 Operating and Capital Budget

General Fund - Executive Summary

35

SUMMARY OF BUDGETED REVENUE CHANGES FROM PRIOR YEAR: 6,916,159$ 4% Revenue Gains / (Losses) :

- Local Tax 4,559,700$ - Miscellaneous/Fees 12,191 - State Revenue & Aid 49,550 - Federal Revenue & Aid 146,624 - Other 2,148,094

SUMMARY OF BUDGETED EXPENDITURE CHANGES FROM PRIOR YEAR: 6,916,159$ 4% Expenditure Increases / (Decreases):

- Local Contribution to Schools (including lease payment) 270,201$ - Personnel & Benefits 3,632,149 - Debt Payments (215,039) - Information Technology Software, Support, and Equipment 1,568,059 - Fleet & Fuels 342,084 - Risk Insurances (OPEB, Workers Comp, Health, Property, Line of Duty) 2,058,458 - Health & Welfare - Social Services (72,774) - Utilities 234,874 - Telecommunications (40,140) - Lease of Equipment 112,993 - Copying 48,511 - Marketing (42,500) - Printing (1,725) - Travel & Training 21,307 - Office Supplies 88,563 - Postage 29,148 - Special Programs - Fee Based (Tourism, Parks) 92,983 - Uniforms 13,625 - Lease of Buildings (3,177) - Organizational Dues 2,530 - Economic Development Incentive Investments (EDIP) - - Juvenile Detention Services 70,775 - Advertising (1,250) - Regional Jail Detention Costs (60,854) - Repairs and Maintenance 111,306 - Equipment Replacements and Additions (10,430) - Local Organization Contributions 5,449 - Transfer to Other Funds (Aviation, Capital, Debt, Grants, Transit) (1,353,309) - Regional Organization Memberships 2,282 - Professional Services 10,786 - Books & Subscriptions 1,276

TOTAL INCREASED SERVICE REQUIREMENTS: 6,916,160$

36

%Capital Projects Change

Adopted Revenues: 68,081,823$ 44%

Adopted Expenditures: 68,081,823$ 44%

Unfunded Gap: -$

Increase / (Decrease) from Prior Fiscal Year: 20,855,409$

lncludes:

$14,841,000 in Public Utility bond funding for recommended essential water/sewer projects.

$6.5M in Refuse bond funding for recommended project.

Includes GO Bonded Projects of the following: % Education: 2017 Bond $ Grant $ Grant HVAC/Chiller Replacements 1,000,000$ New Middle School 11,957,408 New Elementary School 12,669,697Public Buildings & Facilities: Southwestern Elementary Demolition 400,000Public Safety: Fire Engines 675,000Transportation Safety: Holland Road (local match to VDOT award) 525,000 6,000,000 Nansemond Parkway (local match to VDOT Award) 941,000 400,000 Local Urban Intersections (N Pkwy/Bennetts Pasture Rd, Kings Hwy/Godwin Blvd, N Pkwy/Wilroy Road) (local match to VDOT awa 800,000 800,000 50% Oak Ridge/Colonial Ave Connector (local match to VDOT award) 175,000 175,000 50% North Suffolk Connector 100,000Village & Neighborhood Initiatives: Open Space Improvements 250,000

29,493,105$ 7,375,000$

Cash Pay-Go Funding to leverage significant grant support of the following projects:Aviation: Cash Pay-Go Grant $ Parking Expansion & Entrance Improvements 38,350$ 153,398$ 80% Taxi Rehab Construction 70,000 280,000 80% Runway 4-22 Rehabilitation 15,600 764,400 98%Transportation Safety: Godwin Blvd/Rt 58 off Ramp Intersection 40,000 40,000 50%

163,950$ 1,237,798$

FINANCIAL POLICY COMPLIANCE STATUS:

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


Capital Projects Fund - Executive Summary

37

%Aviation Change

Adopted Revenues: 1,037,558$ -5%

Adopted Expenditures: 1,037,558$ -5%

Unfunded Gap: -$

Increase / (Decrease) from Prior Fiscal Year: (56,559)$

lncludes:

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 $98,860 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 16-17 Operating and Capital BudgetCity of Suffolk

38

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


Adopted Revenues: 167,973$ -1%

Adopted Expenditures: 167,973$ -1%

Unfunded Gap: -$


lncludes:

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.

Downtown Business Overlay Tax District Fund - Executive Summary


39

%Law Library Change



Unfunded Gap: 0$


lncludes:

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.

Adopted FY 16-17 Operating and Capital Budget

Law Library Fund - Executive Summary

City of Suffolk

40

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




Unfunded Gap: -$

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

lncludes:

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


41

%Road Maintenance Change



Unfunded Gap: 0$


lncludes:

Addition of 2 FTEs - Street Sweeper and Transportation Planner to address work load increases.

City of Suffolk

Road Maintenance Fund - Executive Summary

State Road Maintenance revenue based on City lane miles of : 1,326.30 secondary and 399.85 primary.


42

%Debt Change



Unfunded Gap: (0)$


lncludes:

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 11,957,408 New Elementary School 12,669,697Public Buildings & Facilities: Southwestern Elementary Demolition 400,000Public Safety: Fire Engines 675,000Transportation Safety: Holland Road (local match to VDOT award) 525,000 Nansemond Parkway (local match to VDOT Award) 941,000 Local Urban Intersections (N Pkwy/Bennetts Pasture Rd, Kings Hwy/Godwin Blvd, N Pkwy/Wilroy Road) (local match to VDOT awa 800,000 Oak Ridge/Colonial Ave Connector (local match to VDOT award) 175,000 North Suffolk Connector 100,000Village & Neighborhood Initiatives: Open Space Improvements 250,000

29,493,105$


Debt as % of Assessed Value - 4% maximum 2.2% Projected Debt as % of General Govt. Expense - 10% maximum 9.8% Projected

City of Suffolk

Debt Fund - Executive Summary


43

%Public Utilities Change



Unfunded Gap: (0)$


lncludes:

New customer revenue projection of 375 ERU's (Equivalent Residential Units) Addition of 1 FTE - Assistant Customer Service Manager The following rate structure adjustments are proposed effective July 1 :

FY 16 FY 17 % ChangeWater per 100 cubic feet 8.86$ 9.03$ 1.9%Sewer per 100 cubic feet 6.74$ 6.97$ 3.4%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 72.0% Bond amortization not to exceed useful life of projects financed Yes Debt Service Coverage Ratio of 1.15 or greater 1.33

Public Utilities - Executive Summary


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



Unfunded Gap: (0)$


lncludes:

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

Addition of 3 FTEs - Accounting Technician, Assistant Right of Way Agent and Civil Engineer.


Stormwater Fund - Executive Summary

45

%Transit Change



Unfunded Gap: -$

Increase / (Decrease) from Prior Fiscal Year: 103,305$

lncludes:

Outsource of service delivery Virginia Regional Transit Authority.

Capital acquisition of (1) 19 passenger bus.


Transit Fund - Executive Summary

46

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



Unfunded Gap: (0)$


lncludes:

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 29,300 households.

Compliance plan for State 25% citywide recycling requirement.


Refuse Fund - Executive Summary

47

%Grants Change



Unfunded Gap: 0$


lncludes:

$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 $304,567.


Grants Fund - Executive Summary

City of Suffolk

48

%Fleet Change



Unfunded Gap: 0$


lncludes:

Decreased cost estimate for fuel of $2.10 per gallon from $2.86 per gallon (govt. secured rate).

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


Fleet Fund - Executive Summary

49

%Information Technology Change



Unfunded Gap: (0)$


lncludes:

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

Addition of 1 FTE - Systems Administrator.

Information Technology Fund - Executive Summary


50

%Risk Change



Unfunded Gap: (0)$


lncludes:

Mandated coverage of workers' 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

51

%Schools Change



Unfunded Gap: -$


lncludes:

Increase of $262,148 in local contributions for completion of classification and compensation study phase II, part 2 and phase IV

Request Includes: Request : Recomdtn Additional local appropriation request for funding of $1,000,000 1,000,000 262,148

Adopted FY 16 Requested FY 17 Recommended FY 17 % ChangeOperating Fund 131.9$ 137.8$ 137.1$ 3.94%

Lease of Building 0.5$ 0.5$ 0.5$ 0.00%

Grant Fund 11.6$ 11.6$ 11.6$ 0.00%

Food Services Fund 7.4$ 8.1$ 8.1$ 9.46%

Operating Request: 151.4$ 158.0$ 157.3$ 3.90%

School Debt Service: 11.0$ 11.8$ 11.8$ 7.27%

Total School Funding: 162.4$ 169.8$ 169.1$ 4.13%

Student Population:September Enrollment: 14,420 14,331 14,331 -1%

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

* Spending Per Pupil: 11,812 12,304 12,254 3.74%

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

School Operating Fund - Executive Summary


Year to Year Comparative Data

City of Suffolk

52

Summary of Revenues and Expenditures for All FundsFY 2015 - FY 2017

*FY 2015 FY 2016 FY 2017Actual Budget Budget

REVENUESGeneral Property Taxes 112,563,682$ 117,337,737$ 119,360,410$ Other Local Taxes 39,723,172$ 37,915,000$ 40,450,000$ Permits, Fees, and Regulatory Licenses 1,436,614$ 1,195,800$ 1,235,800$ Fines and Forfeitures 1,254,628$ 1,030,000$ 1,040,000$ Use of Money and Property 1,025,122$ 2,266,975$ 2,420,247$ Charges for Services 93,403,493$ 96,090,738$ 103,745,141$ Miscellaneous Revenue 5,087,484$ 4,936,252$ 3,928,477$ Recovered Costs 912,852$ 602,286$ 682,082$ Revenue from the Commonwealth 123,470,544$ 126,821,221$ 137,532,432$ Revenue from the Federal Government 18,422,608$ 20,633,442$ 19,543,223$ Fund Transfers In 91,784,337$ 92,268,065$ 95,352,793$ Long Term Debt Issuance 55,675,020$ 32,459,605$ 50,834,105$ Retained Earnings/Fund Balance -$ 11,925,000$ 10,345,000$ TOTAL REVENUES 544,759,556$ 545,482,122$ 586,469,710$

EXPENDITURES - by FunctionGeneral Government 34,351,960$ 35,555,617$ 39,990,083$ Judicial 8,313,678$ 8,000,218$ 8,343,320$ Public Safety 55,693,619$ 52,064,665$ 57,961,168$ Public Works 67,037,581$ 69,303,867$ 72,003,590$ Public Utilities 17,912,465$ 28,033,768$ 39,274,438$ Health & Welfare 12,833,152$ 14,425,431$ 14,914,566$ Education 145,529,126$ 171,234,050$ 185,084,315$ Parks, Recreation & Cultural 12,376,812$ 9,783,123$ 10,872,808$ Community Development 7,761,692$ 4,271,885$ 3,951,665$ Other Public Services 9,089,085$ 5,455,655$ 4,462,290$ Non-Departmental: 12,456,778$ 4,689,577$ 7,537,903$ Fringe Benefits & Insurances 2,569,125$ 922,269$ 919,723$ Debt 64,576,239$ 49,473,932$ 47,861,050$ Fund Transfers Out 91,784,337$ 92,268,065$ 93,292,793$ TOTAL EXPENDITURES 542,285,649$ 545,482,122$ 586,469,710$

Projected Unassigned Fund Balance - June 30, 2015 81,640,927$

Projected Unassigned Fund Balance - June 30, 2016 74,540,927$

*FY 2015 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.

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REVENUE ANALYSIS ___________________________________________________________________________ The City derives its revenues from three primary sources: 1) local taxes, 2) fees and charges, and 3) state, federal, and other funding. Approximately 48% is derived from local taxes, 48% from state, federal, and other sources, and 4% from fees and charges across general governmental funds.

State, Federal & Other48%

Local Taxes48%

Fees & Charges4%

Revenue Sources for Citywide ServicesExcluding Capital and Utility

FY 2016‐2017

General Fund The General Fund is the primary operating fund of the City and is used to account for services such as government administration, community development, courts and judicial services, health and social services, public safety, and parks and recreation. General Fund revenue is comprised of local tax revenue (general property taxes and other local taxes), revenue from fees and charges (permits, privilege fees, and regulatory licenses; fines and forfeitures; revenue from use of money and property, charges for services; miscellaneous revenue and recovered costs), state and federal revenue, and fund transfers. General Fund revenue is projected to increase 3.7% in FY 17 to $195.8M.

FY 14 Actual

FY 15 Actual

FY 16 Budget

FY 16 Projected

FY 17 Adopted

General Property Taxes 108,289,214$ 110,618,848$ 115,767,737$ 117,154,641$ 117,792,437$

Other Local Taxes 36,077,720 39,723,172 37,915,000 40,098,815 40,450,000

Revenue from Fees and Charges 7,241,472 7,582,384 7,121,704 7,450,863 7,133,895

State Revenue 20,039,080 19,817,211 20,844,065 20,936,582 20,893,615

Federal Revenue 4,977,358 5,006,075 4,931,032 4,958,413 5,077,656

Fund Transfers 2,486,351 3,326,310 2,345,591 2,345,591 4,493,685

179,111,195$ 186,074,000$ 188,925,129$ 192,944,905$ 195,841,288$

General Fund Revenue

59

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). Local tax revenue accounts for approximately 81% of General Fund revenue. Local tax revenue is projected to increase 3% in FY 17 to $158.2M led by real estate (2%), personal property (2%), sales and use (13%), meals (14%), and recordation and probate (27%). General Property Taxes General property taxes account for approximately 60% of General Fund revenue 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 48% of General Fund revenue. A 2% or $1.5M increase in real estate tax revenue is projected in FY 17. The assessed value of real estate increased 1.11% overall in the latest reassessment. New construction accounts for .99% of the total 1.11% increase in assessed value. The real estate tax rate will remain at $1.07 per $100 of assessed value in FY 17. Personal property tax revenue is the second largest source of General Fund revenue and is projected to increase 2% or $400,000 in FY 17 based on historical trends and conservative growth projections. Public Service Corporation tax revenue which is a tax assessed and collected by the Virginia Department of Taxation on property owned by railroads, electric and gas utilities, and telecommunications companies is expected to remain flat in FY 17.

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Other Local Taxes Other Local Tax revenue is projected to increase 7% or $2.5M in FY 17. Local taxes driving the 7% increase include recordation and probate (27%), meals (14%), sales and use (13%), and business license (3%). New office, commercial, retail, and restaurant developments in central and northern Suffolk are bolstering local tax revenue. Sales and use and meals tax revenues increased significantly from FY 14 to FY 15 and are exceeding budgeted estimates for FY 16. This positive trend is anticipated to continue and is reflected in revenue projections for FY 17. 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 remain flat in FY 17. Modest increases are anticipated in fines and forfeitures, revenue from the use of money and property, miscellaneous revenue, and recovered costs based on trends over the last 3 years. However, these gains will be offset by a 6% decrease in charges for services revenue. This reduction is attributable to a decrease in sale of service revenue for capital project administration by the General Fund as fewer capital projects will be administered by the Department of Capital Programs and Facilities in FY 17.

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. Based on current trends revenue from permit, privilege fees and regulatory licenses are projected to remain flat in FY 17.

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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 increase slightly by 1% in FY 17 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 9% or approximately $56,099 increase is projected in FY 17. The increase is primarily due to adjustments in office space lease rates for non-General Fund departments that have relocated to the City’s new municipal building. 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. A 6% or $217,973 decrease is projected in FY 17 due primarily to fewer capital projects which are administered by the Department of Capital Programs and Facilities. Administrative fees are charged by the General Fund to the Capital Projects Fund for staff time spent managing capital projects. 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 increase 18% or $100,000 in FY 17 based on current trends in delinquent tax collection fees, donations, and other funds received. 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 14% or $64,065 in FY 17 due to current trends in social services reimbursements. State Revenue Revenue from the Commonwealth of Virginia represents approximately 11% of General Fund revenue and includes non-categorical aid, shared expenses, and categorical aid. State revenue is projected to increase slightly to $20.9M in FY 17. 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 be flat in FY 17. 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 increase slightly in FY 17. The Commonwealth of Virginia is anticipated to provide funding toward a 2% cost of living

62

increase for state supported local agencies effective December 1, 2016 resulting in approximately $27,638 of increased revenue to $2.8M in FY 17. 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 increase slightly by $21,912 in FY 17 to $4.5M based on state aid estimates. Federal Revenue The City receives Federal revenue for emergency services, the food stamp program, and temporary assistance for needy families. Federal revenue is projected to increase slightly by $146,624 to approximately $5.0M in FY 17.

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. 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

63

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 17 is $68.1M, a 44% increase over FY 16. The Capital Projects Fund derives revenues from the issuance of bonds, state and federal grants, and fund transfers. The Capital Projects Fund is supported by the following funding sources: $29.5M general obligation bonds (43%), $14.8M public utility bonds (22%), $6.5M refuse bonds (10%), $10M state and federal funds (15%), and $7.2M fund transfers (10%).

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, the Consolidated Grants Fund, and fund balance. The Debt Service Fund budget will increase 6% in FY 17 to approximately $30M. 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.

Public Utility Revenue Bonds

22%

General Obligation Bonds43%

State/Federal15%

General Fund Cash3%

Transfer FromOther Funds

7%

Refuse Obligation Bonds10%

Capital Projects Fund Revenue SourcesFY 2016‐2017

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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 of $.105 assessed on properties located within the district’s boundaries. The projected DBOD revenue for FY 17 is $167,973 or 1% decrease over FY 16. The reduction is attributable to a decrease in the assessed value of real estate of 1.48% in the DBOD per the most recent real estate reassessment. Road Maintenance Fund The Road Maintenance Fund accounts for revenues and expenditures related to the maintenance of roads and bridges. Revenues are derived primarily from the State Urban Street Maintenance Program and sale of services to other funds. The Road Maintenance Fund budget for FY 17 is $27.8M, a 3% decrease over FY 16. The reduction is due primarily to a reduction in sale of service revenue and decreased reliance on fund balance for capital projects in FY 17. State revenue is projected to increase 8% to $23.5M in FY 17. State revenue is based on a State funding formula which accounts 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 matching funds 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 to revitalize the Fairgrounds section of downtown. The Consolidated Grants Fund budget for FY 17 is $654,567, a 1% decrease over FY 16. 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 17 is $41,774, a 6% decrease over FY 16. 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 of $.24 assessed on properties located within the district’s boundaries. The Route 17 Special Taxing District Fund budget for FY 17 is 1.4M. There is no change in revenue forecasted for the Route 17 Special Taxing District Fund in FY 17. 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 (65%), rental of facilities such as airport hangars (24%), miscellaneous revenue to include an airport usage fee (1%), and the transfer of funding support from the General Fund (10%). The Aviation Facilities Fund budget for FY 17 is approximately $1M, a 5% decrease over FY 16.

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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 (72%), operating and capital funding from the VRTA via state and federal grant funding (23%), and fare collections (5%). The Transit Fund budget for FY 17 is approximately $1.1M, a 10% increase over FY 16. 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 17 is approximately $49.9M, an 8% increase over FY 16. 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 $.17 (water) and $.23 (sewer) monthly per 100 cubic feet in FY 17 to address state and federal regulatory mandates and system growth. Stormwater Fund The Stormwater 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 Fund budget for FY 17 is approximately $6.3M, a 13% decrease over FY 16. The decrease is due to a nearly $1M reduction in the use of the Stormwater Fund Balance for capital improvements in FY 17. Refuse Fund The Refuse Fund accounts for the revenues and expenditures of the City’s refuse collection and recycling services which include citywide refuse, recycling, and bulk refuse pickup. The Fund is designed to be self-sustaining through revenue generated by fees for refuse collection, the sale of trash cans, and sale of service to other City funds. The refuse collection fee is $16.50 per month in FY 17. The Refuse Fund budget for FY 17 is approximately $6.1M, a 3% increase over FY 16.

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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 17 is approximately $7.7M, a 28% increase over FY 16. 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 that use fleet equipment on a cost reimbursement basis. The Fleet Management Fund budget for FY 17 is approximately $12.2M, a 5% increase over FY 16. Risk Management Fund The Risk Management Fund provides for the funding and payment of auto, general liability, health and worker’s compensation claims against the City, 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 17 is approximately $20.5M, a 6% increase over FY 16. 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 17 is approximately $157.4M, a 4% increase over FY 16. The increase in Schools funding is primarily due to a $4.4M increase in state funding for education.

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General Operating Fund

_____________________________________________________________________________________



Budget2013-2014 2014-2015 2015-2016 2016-2017 %

Revenue Type Actual Actual Budget Adopted Change

GENERAL PROPERTY TAXES

Real Property $ 85,609,240 $ 87,868,430 $ 93,167,737 $ 94,692,437 2%Public Service Corporation Taxes 3,378,776 3,470,735 3,400,000 3,400,000 0%Personal Property 18,241,022 18,072,965 18,200,000 18,600,000 2%Penalties and Interest on Taxes 1,060,176 1,206,718 1,000,000 1,100,000 10%

Total General Property Taxes $ 108,289,214 $ 110,618,848 $ 115,767,737 $ 117,792,437 2%

OTHER LOCAL TAXES

Sales and Use Tax 8,473,872 9,397,170 8,400,000 9,500,000 13%Public Facilities Tax Rebate 100,099 - 100,000 - -100%Communications Sales Tax 3,535,356 3,492,721 3,600,000 3,400,000 -6%Utility Taxes ( Electric / Gas) 4,430,346 4,509,480 4,300,000 4,300,000 0%Business License Tax 5,158,825 6,928,327 6,700,000 6,900,000 3%Motor Vehicle License Tax / Fee 2,240,157 2,301,259 2,200,000 2,300,000 5%Bank Stock Tax 505,550 529,855 490,000 525,000 7%Recordation & Probate Tax 1,269,043 1,456,396 1,100,000 1,400,000 27%Tobacco Tax 1,354,757 1,391,263 1,900,000 1,900,000 0%Admissions Tax 243,203 215,019 250,000 250,000 0%Lodging Tax 1,119,678 1,172,193 1,275,000 1,275,000 0%Meals Tax 7,646,834 8,329,490 7,600,000 8,700,000 14%

Total Other Local Taxes $ 36,077,720 $ 39,723,172 $ 37,915,000 $ 40,450,000 7%TOTAL LOCAL TAX REVENUE $ 144,366,934 $ 150,342,020 $ 153,682,737 $ 158,242,437 3%

PERMITS, PRIVILEGE FEES, AND REGULATORY LICENSES

Animal License 39,076 39,598 35,000 35,000 0%Land Use Application Fee 14,350 16,150 15,000 15,000 0%Land Transfer Fee 2,838 2,616 2,500 2,500 0%Zoning, Use and Ordinance Fee 170,387 205,037 200,000 200,000 0%Building Permits 638,139 730,894 650,000 650,000 0%Weapons Permits 38,537 39,268 30,000 30,000 0%Borrow Pit Fees 110,754 72,909 65,000 65,000 0%Fishing Permits 3,055 3,280 3,000 3,000 0%Miscellaneous Permits 490 400 300 300 0%

Total Permits, Privilege Fees, and Regulatory Licenses $ 1,017,625 $ 1,110,151 $ 1,000,800 $ 1,000,800 0%

FINES & FORFEITURES

General District Court Fines 658,737 682,247 600,000 600,000 0%Parking Fines and Violation Fees 107,143 165,197 100,000 100,000 0%False Alarm Violation Fees 136,281 138,548 130,000 140,000 8%

Total Fines & Forfeitures $ 902,161 $ 985,992 $ 830,000 $ 840,000 1%

REVENUE FROM USE OF MONEY AND PROPERTY

Interest on Investments 162,539 185,397 250,000 250,000 0%Interest on Bond Proceeds 98,557 54,388 100,000 100,000 0%Human Resources Building Rent 110,807 75,503 - - -Municipal Center Building Rent - 95,528 150,000 217,471 45%Park Facility Use Fees 19,525 18,912 18,000 18,000 0%Recreational Building Rental 90,162 76,332 65,000 70,000 8%Antenna Space Rental 82,007 47,128 50,000 50,000 0%Vending Machine Commission 13,560 15,559 - - -Other Rentals 28,979 14,927 21,000 4,628 -78%

Total Revenue from Use of Money and Property $ 606,136 $ 583,674 $ 654,000 $ 710,099 9%

GENERAL FUNDRevenue Summary

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Budget2013-2014 2014-2015 2015-2016 2016-2017 %



CHARGES FOR SERVICES

Excess Fees - Circuit Court Clerk 51,191 64,045 50,000 50,000 0%Sheriff's Fees (Serving Court Papers) 5,787 5,787 5,787 5,787 0%Court Appointed Attorney Fees 18,359 22,648 18,000 18,000 0%Court Security Fee 123,134 130,163 110,000 120,000 9%Commonwealth Attorney's Fees 10,655 4,171 9,000 9,000 0%Police Reports 23,379 29,542 22,000 25,000 14%Public Safety 13,881 14,802 5,000 10,000 100%EMS Fee 1,819,445 1,744,688 1,900,000 1,820,516 -4%Animal Control Fees 85,582 75,643 80,000 80,000 0%Recreation & Special Event Fees 779,433 932,010 800,000 900,000 13%Library Fines and Charges 21,259 17,373 20,000 20,000 0%Tourism Special Event Fees 23,935 32,971 32,000 44,000 38%Charges for Planning & Community Development 287 85 100 100 0%Sale of Service - Capital Projects Administration 341,000 341,000 350,000 81,511 -77%Sale of Service - Road Maintenance (Police Weights & Measures) 141,763 88,834 100,000 100,000 0%Sale of Service - Road Maintenance Fund (Landscape by P&R) 7,489 2,030 28,000 28,000 0%Grave Openings 70,600 81,600 85,000 85,000 0%

Total Charges for Services $ 3,537,179 $ 3,587,391 $ 3,614,887 $ 3,396,914 -6%

MISCELLANEOUS REVENUE

SRHA - Payment in Lieu of Taxes 15,192 - 3,000 3,000 0%Sale of Salvage/Surplus Property 2,330 28,290 2,000 2,000 0%Sale of Real Estate 6,133 7,733 5,000 5,000 0%Delinquent Tax Collection Fee 385,678 436,071 350,000 400,000 14%Miscellaneous Revenue 279,122 337,772 200,000 250,000 25%Sales - Tourism 7,793 6,646 6,000 6,000 0%

Total Miscellaneous Revenue $ 696,247 $ 816,511 $ 566,000 $ 666,000 18%

RECOVERED COSTS

Reimbursement - Other Localities - 2,668 5,000 5,000 0%Reimbursement - School Board 382,688 398,728 425,517 424,582 0%Reimbursement - Community Service Board - - - - -Reimbursement - Jury Duty Compensation 1,148 781 500 500 0%Reimbursement - Social Services 98,288 96,486 25,000 90,000 260%

Total Recovered Costs $ 482,123 $ 498,664 $ 456,017 $ 520,082 14%TOTAL REVENUE FROM FEES / CHARGES $ 7,241,472 $ 7,582,384 $ 7,121,704 $ 7,133,895 0%

REVENUE FROM THE COMMONWEALTH - NON CATEGORICAL AID

Motor Vehicle Carrier Tax - - - - -Mobile Home Titling Tax 17,816 16,245 15,000 15,000 0%Tax on Deeds - Grantors Tax 371,217 373,283 350,000 350,000 0%Rolling Stock Tax 147,445 134,775 130,000 130,000 0%Police House Bill 599 2,764,800 2,764,800 2,764,800 2,764,800 0%Personal Property Tax Relief 10,169,730 10,169,730 10,169,729 10,169,729 0%Vehicle Rental Tax 138,369 139,424 130,000 130,000 0%Local Fines Reversion - - - - -Local Aid Commonwealth Contra Rev - (213,192) - - -

Total Non-Categorical Aid $ 13,609,376 $ 13,385,064 $ 13,559,529 $ 13,559,529 0%

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Budget2013-2014 2014-2015 2015-2016 2016-2017 %



SHARED EXPENSES

Commonwealth Attorney 951,430 988,646 1,005,689 1,015,746 1%Sheriff 886,539 889,838 906,687 915,754 1%Commissioner of the Revenue 161,742 160,929 164,150 165,792 1%Treasurer 202,661 203,644 207,469 209,544 1%Registrar 46,531 46,007 45,000 45,000 0%Circuit Court Clerk 575,369 550,712 479,781 484,579 1%

Total Shared Expenses $ 2,824,272 $ 2,839,777 $ 2,808,776 $ 2,836,414 1%

CATEGORICAL AID

Asset Forfeiture Funds 14,807 5,825 - - -Jurors' Fees 21,309 16,076 20,000 20,000 0%Courthouse Maintenance Fees 41,903 43,638 40,000 40,000 0%Public Assistance Grants 2,060,196 1,899,764 2,700,000 2,726,408 1%Comprehensive Services Act 716,878 713,201 1,040,000 1,011,706 -3%Property Seizure Program - Police 40,311 16,196 - - -Wireless E911 Grant 189,132 227,893 190,000 200,000 5%Miscellaneous Grants 1,508 1,378 - - -Four for Life Grant - EMS 108,600 43,740 76,260 76,080 0%Fire Programs Fund 254,034 267,978 254,034 268,082 6%Economic Development Incentive Program - 200,000 - - -Library Aid 156,755 156,682 155,466 155,396 0%

Total Categorical Aid $ 3,605,432 $ 3,592,370 $ 4,475,760 $ 4,497,672 0%TOTAL STATE REVENUE $ 20,039,080 $ 19,817,211 $ 20,844,065 $ 20,893,615 0.2%

REVENUE FROM THE FEDERAL GOVERNMENT - NON CATEGORICAL AID

Criminal Justice Services Grants 15,946 9,791 - - -Emergency Services Grant - - 11,032 - -100%Property Seizure Program - Police 23,157 32,944 - - -Commonwealth Atty - Federal Asset Forfeiture 27,064 - - - -Public Assistance Grants 4,889,814 4,943,272 4,900,000 5,057,656 3%Refuge Revenue Sharing (Dismal Swamp) 21,378 20,067 20,000 20,000 0%

TOTAL FEDERAL REVENUE $ 4,977,358 $ 5,006,075 $ 4,931,032 $ 5,077,656 3%

FUND TRANSFERS Transfer from Fund Balance - - - 2,000,000

Indirect Cost Return: Transfer from Road Maintenance Fund 631,697 705,009 552,851 593,220 7% Transfer from Transit - - - 14,207 - Transfer from Aviation Fund 122,976 40,311 52,860 58,979 12% Transfer from Debt - 920,756 - - - Transfer from Utility Fund 596,320 576,133 610,253 663,551 9% Transfer from Stormwater Fund 173,526 322,327 343,910 318,352 -7% Transfer from Refuse Fund 156,279 208,427 256,247 237,746 -7% Transfer from Fleet Management Fund 429,043 222,378 228,352 351,523 54% Transfer from Information Technology Fund 266,140 237,993 212,758 186,427 -12% Transfer from Risk Management Fund 110,370 92,976 88,360 69,680 -21%

TOTAL OTHER REVENUE $ 2,486,351 $ 3,326,310 $ 2,345,591 $ 4,493,685 92%

TOTAL REVENUES $ 179,111,196 $ 186,074,001 $ 188,925,129 $ 195,841,288 3.7%

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Budget

2013-2014 2014-2015 2015-2016 2016-2017 % 2016-2017 %

Actual Actual Budget Request Incr Adopted Change

GENERAL GOVERNMENT

City Council $ 419,619 $ 423,319 $ 444,947 $ 462,109 4% $ 472,235 6%

City Manager 1,267,578 1,003,532 1,112,360 1,109,065 0% 1,045,092 -6%

Budget & Strategic Planning 277,465 218,198 297,215 334,648 13% 330,399 11%

City Attorney 965,178 985,654 1,025,765 1,019,314 -1% 1,049,367 2%

Human Resources 995,770 1,057,063 1,034,474 1,069,897 3% 1,041,977 1%

Commissioner of the Revenue 936,112 904,521 983,168 1,021,766 4% 1,104,831 12%

Assessor 1,383,190 1,406,210 1,498,053 1,569,205 5% 1,616,641 8%

Treasurer 1,523,196 1,406,256 1,474,348 1,611,828 9% 1,544,149 5%

Finance 1,262,323 1,428,724 1,644,247 1,595,395 -3% 1,489,955 -9%

Purchasing 307,295 319,946 327,980 374,673 14% 332,780 1%

Registrar 325,407 576,158 463,622 511,580 10% 460,927 -1%

Total General Government $ 9,663,131 $ 9,729,581 $ 10,306,179 $ 10,679,480 4% $ 10,488,353 2%

JUDICIAL

Circuit Court Judges 180,097 181,947 187,277 185,993 -1% 200,358 7%

General District Court 40,395 62,597 60,449 110,449 83% 61,618 2%

Magistrate's Office 14,565 15,827 20,896 20,896 0% 17,355 -17%

Juvenile & Domestic Relations Court 10,648 14,210 23,196 23,196 0% 15,304 -34%

Court Services Unit 879,094 918,000 910,183 982,999 8% 977,435 7%

Clerk of the Circuit Court 1,271,669 1,306,232 1,438,165 1,415,282 -2% 1,385,295 -4%

Sheriff 2,179,800 2,288,987 2,336,851 2,428,053 4% 2,552,090 9%

Commonwealth's Attorney 2,695,943 2,814,744 2,978,639 3,075,786 3% 3,092,092 4%

Total Judicial $ 7,272,211 $ 7,602,545 $ 7,955,656 $ 8,242,654 4% $ 8,301,546 4%

PUBLIC SAFETY

Police 19,788,383 19,439,938 19,384,529 20,803,848 7% 21,882,042 13%

Police - Emergency Communications 1,458,649 1,553,879 1,638,050 1,795,519 10% 1,751,671 7%

Animal Shelter Management 834,446 804,829 801,771 922,614 15% 882,033 10%

Community Development Services 2,254,036 2,235,426 2,343,046 2,382,952 2% 2,473,466 6%

Fire and Rescue 24,208,567 24,167,057 22,756,350 25,543,225 12% 25,584,202 12%

Fire and Rescue - Emergency Management 5,150 13,944 37,396 37,496 0% 33,347 -11%

Western Tidewater Regional Jail 2,588,491 3,797,045 4,424,891 4,364,037 -1% 4,364,037 -1%

Total Public Safety $ 51,137,723 $ 52,012,117 $ 51,386,034 $ 55,849,691 9% $ 56,970,798 11%

PUBLIC WORKS

Public Works - Administration 800,383 873,075 878,649 905,183 3% 911,888 4%

Public Works - Grounds Maintenance 534,744 - - - - - -

Capital Programs & Facilities 2,705,560 3,491,334 3,524,542 3,605,641 2% 3,805,122 8%

Total Public Works $ 4,040,687 $ 4,364,409 $ 4,403,191 $ 4,510,824 2% $ 4,717,010 7%

GENERAL FUNDExpenditure Summary

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Budget

2013-2014 2014-2015 2015-2016 2016-2017 % 2016-2017 %

Actual Actual Budget Request Incr Adopted Change

GENERAL FUNDExpenditure Summary

HEALTH & WELFARE

Social Services 10,468,268 10,219,988 11,557,275 11,515,947 0% 12,100,955 5%

Comprehensive Services Act 1,328,541 1,470,615 1,747,004 1,680,349 -4% 1,692,459 -3%

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

Western Tidewater Community Service Board 281,152 281,152 281,152 295,210 5% 281,152 0%

Total Health & Welfare $ 12,917,961 $ 12,811,755 $ 14,425,431 $ 14,331,506 -1% $ 14,914,566 3%

EDUCATION

Transfer to School Operating - Local Support 50,176,881 51,114,708 54,096,837 55,104,890 2% 54,367,038 0%

Total Education $ 50,176,881 $ 51,114,708 $ 54,096,837 $ 55,104,890 2% $ 54,367,038 0%

PARKS, RECREATION & CULTURAL

Parks and Recreation - Administration 1,311,917 1,311,869 1,449,928 1,381,937 -5% 1,659,372 14%

Parks and Recreation - Office on Youth - 124,532 151,865 160,584 6% 100,236 -34%

Parks and Recreation - Parks, Gateways & Maint. 1,678,328 1,915,422 1,918,304 2,322,144 21% 2,239,583 17%

Parks and Recreation - Grounds Maintenance - 513,422 547,947 601,484 10% 543,898 -1%

Parks and Recreation - Support Services 438,052 451,020 470,519 786,313 67% 649,505 38%

Parks and Recreation - Recreation 1,865,710 2,172,309 2,065,516 2,444,348 18% 2,209,415 7%

Library 2,474,991 2,548,828 2,754,042 2,802,994 2% 3,045,798 11%

Total Parks, Recreation & Cultural $ 7,768,997 $ 9,037,401 $ 9,358,123 $ 10,499,804 12% $ 10,447,808 12%

COMMUNITY DEVELOPMENT

Planning and Community Development 1,384,413 1,117,821 1,420,683 1,451,919 2% 1,510,085 6%

Economic Development 2,448,829 3,773,943 814,774 867,231 6% 836,812 3%

Tourism 572,749 551,942 556,869 641,897 15% 602,425 8%

Media and Community Relations 592,181 612,701 654,848 690,571 5% 683,812 4%

Virginia Cooperative Extension Service 50,501 52,704 74,712 75,070 0% 68,530 -8%

Total Community Development $ 5,048,673 $ 6,109,111 $ 3,521,885 $ 3,726,688 6% $ 3,701,665 5%

OTHER PUBLIC SERVICES

Local and Regional Organizations 996,489 972,117 976,945 1,724,133 76% 985,411 1%

Total Other Public Services $ 996,489 $ 972,117 $ 976,945 $ 1,724,133 76% $ 985,411 1%

NON-DEPARTMENTAL

Non-departmental 531,083 1,848,129 566,977 585,000 3% 587,569 4%

Transfer to Funds (Capital, Debt, Transit, Aviation) 29,393,878 32,191,869 31,927,872 32,493,843 2% 30,359,525 -5%

Total Non-departmental $ 29,924,961 $ 34,039,998 $ 32,494,849 $ 33,078,843 2% $ 30,947,094 -5%

Total General Fund Expenditures $ 178,947,712 $ 187,793,742 $ 188,925,129 $ 197,748,513 5% $ 195,841,288 3.7%

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_____________________________________________________________________________________


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 2016 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.

FY 2017 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 15 Actual

FY 16 Projected

FY 17 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

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Department: City Council

Budget Detail

2013-2014 2014-2015 2015-2016 2016-2017 % 2016-2017 %Account Number: 100-11110- Actual Actual Budget Requested Change Adopted Change

51100.02 Salaries and Wages $ 235,118 $ 237,279 $ 239,286 $ 239,286 0% $ 252,903 6%52100 FICA 17,638 17,759 18,305 18,305 0% 19,347 6%52210 VRS Retirement 18,567 16,959 16,094 17,257 7% 14,328 -11%52400 Group Life 1,334 1,360 1,535 1,535 0% 1,702 11%53100 Professional Services - - - 5,000 - 5,000 -53500 Printing and Binding - - - 500 - - -53600 Advertising 188 - 1,000 1,000 0% - -100%54100 Information Technology 22,406 20,907 13,610 13,610 0% 11,910 -12%54500 Risk Management 95,610 91,111 87,450 87,450 0% 108,659 24%55210 Postal Services 350 459 1,000 1,000 0% 1,000 0%55230 Telecommunications 4,341 6,413 7,266 7,266 0% 7,208 -1%55500 Travel and Training 5,237 4,405 10,000 15,000 50% 10,000 0%55810 Dues & Association Memberships 335 550 500 500 0% 500 0%55840 Code Expense 1,843 8,377 20,000 20,000 0% 20,000 0%56001 Office Supplies 3,549 4,764 4,500 5,000 11% 5,500 22%56012 Books and Subscriptions - 265 - - - - -56017 Copier Costs 6,111 2,718 14,400 14,400 0% 4,178 -71%56026 Special Events 6,990 9,993 10,000 15,000 50% 10,000 0%

Total Operating Expenditures $ 419,619 $ 423,319 $ 444,947 $ 462,109 4% $ 472,235 6%

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

Personnel Summary

2013-2014 2014-2015 2015-2016 2016-2017 2016-2017 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

74

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 2016 ACCOMPLISHMENTS

Received a bond rating upgrade on the City’s general obligation bonds to Triple A (AAA) by Fitch Ratings.

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).

Initiated capital improvement projects to improve the quality of life of citizens including the new elementary school and middle school projects and various roadway and intersection improvements.

FY 2017 OBJECTIVES

To improve the overall efficiency and effectiveness of City Government by continuing to refine the City’s administrative and business practices. (Civic Engagement and Responsive City Services)

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. (Financial Stability)

To ensure the delivery of high quality services and programs to the citizens of Suffolk. (Civic Engagement and Responsive City Services)


FY 15 Actual

FY 16 Projected

FY 17 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+

15.1%

1,924 $98.9M

Aa1 AAA AAA 15.3%

1,803 $185M

Aa1

AAA AAA 14.9%

750 $600M

*Job creation and capital investment are based on calendar year data for 2014-2016.

75

Department: City Manager

Budget Detail


51100.02 Salaries and Wages $ 709,637 $ 608,997 $ 681,880 $ 681,880 0% $ 672,214 -1%51100.04 Salaries and Wages - Overtime 38 222 - - - - -51100.14 Transportation Expense 17,100 19,750 19,800 19,800 0% 13,200 -33%

52100 FICA 48,601 46,125 52,164 52,164 0% 51,424 -1%52210 VRS Retirement 117,041 89,732 92,799 87,553 -6% 74,145 -20%52400 Group Life 8,411 8,372 9,001 9,001 0% 8,806 -2%53100 Professional Services 102,641 88,505 48,000 50,000 4% 50,000 4%53200 Temporary Help Service Fees 4,101 570 - - - - -54100 Information Technology 36,217 32,469 48,471 48,471 0% 46,293 -4%54200 Fleet 7,865 3,644 4,000 4,000 0% 2,556 -36%54500 Risk Management 67,652 64,450 61,826 61,826 0% 76,649 24%55210 Postal Services 330 342 1,000 1,000 0% 1,000 0%55230 Telecommunications 8,665 8,775 13,505 13,505 0% 9,439 -30%55410 Rental/Lease of Equipment 1,029 1,055 1,000 1,000 0% 1,000 0%55500 Travel and Training 24,066 12,699 20,000 20,000 0% 20,000 0%55810 Dues and Association Memberships 2,301 40 2,883 2,833 -2% 2,833 -2%56001 Office Supplies 4,398 4,229 2,500 2,500 0% 2,500 0%56012 Books and Subscriptions 238 505 1,500 1,500 0% 1,500 0%56017 Copier Costs 25,283 13,051 52,032 52,032 0% 11,532 -78%58200 Capital Outlay 81,963 - - - - - -

Total Operating Expenditures $ 1,267,578 $ 1,003,532 $ 1,112,360 $ 1,109,065 0% $ 1,045,092 -6%

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 Man 1 1 - - - 23 Administrative Analyst 1 1 2 2 2 16 Administrative Assistant 1 1 1 1 1 14 Executive Secretary 1 1 1 1 1


76

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, strategic financial planning and fiscal impact analysis. FY 2016 ACCOMPLISHMENTS

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

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

Participated in Suffolk Public Library’s “Community Conversation” series and developed a video with the assistance of the Department of Media and Community Relations to assist citizens in understanding the City’s annual operating budget document.

FY 2017 OBJECTIVES

To develop a balanced budget in compliance with the City Charter and within local and State mandated timeframes for financial plan development. (Financial Stability)

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. (Financial Stability)

To review and submit at least 95% of budget adjustment requests for processing within 48 hours of receipt from city departments. (Financial Stability)


FY 15 Actual

FY 16 Projected

FY 17 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% 2.1% 9.5%

15.1% 3.3%

100%

3.0% 2.2% 9.6%

15.3% 1.6% 100%

3.0% 2.2% 9.8%

14.9% 3.0%

100%

77

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


51100.02 Salaries and Wages $ 160,349 $ 121,596 $ 190,097 $ 221,856 17% $ 228,465 20%52100 FICA 11,782 8,782 14,542 16,972 17% 17,478 20%52210 VRS Retirement 26,654 18,045 25,660 28,486 11% 25,200 -2%52400 Group Life 2,408 1,447 2,509 2,928 17% 2,993 19%53600 Advertising 1,532 2,867 2,000 2,000 0% 2,000 0%54100 Information Technology 18,113 16,864 11,114 11,114 0% 10,079 -9%54500 Risk Management 38,441 36,609 35,134 35,134 0% 32,739 -7%55210 Postal Services 49 48 100 100 0% 100 0%55230 Telecommunications 1,496 1,105 3,958 3,958 0% 1,387 -65%55500 Travel and Training 26 182 2,000 2,000 0% 2,000 0%55810 Dues and Association Memberships 888 690 1,200 1,200 0% 1,200 0%56001 Office Supplies 912 1,359 1,500 1,500 0% 1,500 0%56012 Books and Subscriptions 31 - 200 200 0% 200 0%56017 Copier Costs 12,548 8,604 7,200 7,200 0% 5,058 -30%58200 Capital Outlay 2,236 - - - - - -


Personnel Summary


34 Budget Officer 1 1 1 1 129 Budget Analyst 2 2 2 2 218 Budget Associate 1 1 - - -


78

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 2016 ACCOMPLISHMENTS

Completed various project acquisitions for the Nansemond Parkway Widening Phase II, Pump Station #124, Main Street Sidewalk, Obici Site Pump Station, Route 460 Water Tank and Pump Station, and the New Middle School.

Reviewed 169 Invitation for Bids, Requests for Proposals and Contracts including a Temporary License Agreement with Cox and Lumos Technologies, the North Main Street Sidewalk Extension, and amendments to the Hilton Garden Inn Lease and Condominium Documents.

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 2017 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. (Financial Stability)

To respond to requests for legal services to City Council, departments, boards, and commissions in a timely manner. (Civic Engagement and Responsive City Services)

To provide in-house training to City staff on legal issues affecting the City. (Civic Engagement and Responsive City Services)


FY 15 Actual

FY 16 Projected

FY 17 Estimate

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

1,560 286 154

19 10 33

1,565 338 100

20 17 28

1,575 350 100

25 15 30

79

Department: City Attorney

Budget Detail


51100.02 Salaries and Wages $ 644,614 $ 666,183 $ 686,186 $ 686,186 0% $ 707,922 3%52100 FICA 46,073 48,015 52,493 52,493 0% 54,156 3%52210 VRS Retirement 106,649 98,862 94,968 88,106 -7% 78,084 -18%52400 Group Life 7,493 7,637 9,058 9,058 0% 9,274 2%53100 Professional Services 3,146 5,761 5,000 5,000 0% 5,000 0%

53100.11 Legal Services 2,992 3,292 3,432 3,544 3% 3,544 3%53600 Advertising - - 1,000 1,000 0% 1,000 0%54100 Information Technology 35,132 32,633 52,564 52,564 0% 49,737 -5%54500 Risk Management 87,610 83,443 80,046 80,046 0% 98,105 23%55210 Postal Services 916 1,175 1,200 1,500 25% 1,500 25%55230 Telecommunications 5,802 7,150 9,496 9,496 0% 6,977 -27%55500 Travel and Training 9,871 7,273 10,000 10,000 0% 10,000 0%55810 Dues and Association Memberships 3,429 3,097 5,633 5,633 0% 5,633 0%56001 Office Supplies 3,297 4,623 5,000 5,000 0% 5,000 0%56012 Books and Subscriptions 4,319 4,982 4,000 4,000 0% 4,000 0%56017 Copier Costs 3,835 11,527 5,688 5,688 0% 9,435 66%

Total Operating Expenditures $ 965,178 $ 985,654 $ 1,025,765 $ 1,019,314 -1% $ 1,049,367 2%

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


80

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.


Facilitated the recruitment and selection process for a new City Manager.

Implemented NeoGov Perform technology to track the accomplishment of organizational and employee performance.

Updated citywide policies to ensure their alignment with the city’s culture and values, and personnel law.

Expanded the leadership skills and knowledge of the workforce through Senior and Middle Management Training and Network opportunities.

Implemented a Compensation Study which provided recommendations for a pay structure and employee compensation based on an updated market study and impact assessment of the 2009 MAG study on compression.

Worked with the Department of Fire and Rescue in the implementation of a promotional process for Lieutenants and Captains.

FY 2017 OBJECTIVES

To implement a sound compensation strategy which provides for annual review and recommendations, given funding availability, to ensure competitiveness of Suffolk’s salaries compared with the regional market. (Civic Engagement and Responsive City Services)

To conduct a comprehensive customer survey to assess customer satisfaction, and new service or program needs; design interventions to enhance customer service and meet new service and program needs. (Civic Engagement and Responsive City Services)

To expand Leadership Network to share leadership, management tools, and techniques with middle managers. (Civic Engagement and Responsive City Services)

To expand senior and middle managers’ competencies for managing performance consistent with Council’s Vision and Priorities. (Civic Engagement and Responsive City Services)

STATISTICS/PERFORMANCE MEASURESFY 15 Actual

FY 16 Projected

FY 17 Estimate

Employee Turnover Rate 6% 6% 5% New Hires 300 250 220 Percent of Vacant Positions 10% 10% 10% Training Programs:

Number training programs provided for City staff 12 11 15 Number of participants 440 250 600

81

Department: Human Resources

Budget Detail


51100.02 Salaries and Wages $ 592,005 $ 590,918 $ 470,083 $ 501,982 7% $ 503,745 7%51100.04 Salaries and Wages - Overtime 869 273 - - - - -51100.06 Salaries and Wages - Part-time 21,900 41,594 30,117 - -100% 30,719 2%

52100 FICA 45,300 46,544 38,265 38,402 0% 40,887 7%52210 VRS Retirement 91,885 81,421 63,076 64,454 2% 55,563 -12%52400 Group Life 7,119 6,975 6,205 6,626 7% 6,599 6%52820 Tuition Assistance - - - 30,000 - - -53100 Professional Services 18,848 85,483 59,794 65,000 9% 65,000 9%53200 Temporary Help Service Fees - 10,691 - - - - -53500 Printing and Binding 1,849 220 5,000 5,000 0% - -100%53600 Advertising 10,350 3,225 10,000 10,000 0% 10,000 0%54100 Information Technology 50,898 53,612 183,079 183,079 0% 183,194 0%54500 Risk Management 86,423 91,420 87,737 87,737 0% 76,641 -13%55210 Postal Services 5,698 5,709 7,000 3,500 -50% 3,500 -50%55230 Telecommunications 4,205 6,459 10,720 10,720 0% 6,994 -35%55500 Travel & Training 15,966 12,968 18,000 18,000 0% 18,000 0%55810 Dues and Association Memberships 2,269 2,477 980 980 0% 980 0%55841 Service Awards 25,250 6,220 25,000 25,000 0% 25,000 0%56001 Office Supplies 6,406 5,592 6,000 6,000 0% 8,000 33%56012 Books and Subscriptions 756 - 3,000 3,000 0% 3,000 0%56017 Copier Costs 6,847 5,264 10,417 10,417 0% 4,155 -60%58200 Capital Outlay 926 - - - - - -

Total Operating Expenditures $ 995,770 $ 1,057,063 $ 1,034,474 $ 1,069,897 3% $ 1,041,977 1%

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


82

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 2016 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 2017 OBJECTIVES

To assess all personal property and other local taxes in accordance with the Code of Virginia and Suffolk City Code. (Civic Engagement and Responsive City Services)

To achieve 100% compliance with the state income tax audit. (Civic Engagement and Responsive City Services)

To respond to all customer inquiries within one business day. (Civic Engagement and Responsive City Services)

To initiate resolutions to problems within one business day. (Civic Engagement and Responsive City Services)

To enroll all eligible Deputies in the Career Development Program of the Commissioners of Revenue Association of Virginia. (Civic Engagement and Responsive City Services)

STATISTICS/PERFORMANCE MEASURES CY 13 Actual

CY 14 Actual

CY 15 Actual

Number of Tax Accounts: Meals 350 334 363 Lodging 17 14 16 Admissions 4 4 9 Business Licenses 5,079 5,268 5,627 Personal Property 129,377 131,889 139,263

83

Department: Commissioner of the Revenue

Budget Detail


51100.02 Salaries and Wages $ 542,563 $ 516,235 $ 567,944 $ 585,640 3% $ 605,572 7%51100.04 Salaries and Wages - Overtime 630 113 - - - - -51100.06 Salaries and Wages - Part-time 26,090 28,482 29,344 29,344 0% 29,931 2%

52100 FICA 40,525 38,950 45,693 47,046 3% 48,616 6%52210 VRS Retirement 88,456 74,203 77,053 75,196 -2% 66,795 -13%52400 Group Life 6,411 6,112 7,497 7,730 3% 7,933 6%53500 Printing and Binding 4,330 4,590 4,600 5,100 11% 5,100 11%53600 Advertising 289 289 350 350 0% 350 0%54100 Information Technology 56,329 51,582 85,622 85,622 0% 133,085 55%54500 Risk Management 115,065 109,613 105,202 105,202 0% 130,542 24%55210 Postal Services 12,156 14,834 14,000 14,500 4% 14,500 4%55230 Telecommunications 3,894 6,375 11,013 11,013 0% 7,633 -31%55500 Travel and Training 6,324 5,657 6,000 6,000 0% 6,000 0%55810 Dues and Association Memberships 1,095 1,130 1,130 1,160 3% 1,160 3%56001 Office Supplies 20,803 21,956 17,600 31,000 76% 31,000 76%56012 Books and Subscriptions 1,328 1,575 1,500 1,660 11% 1,660 11%56017 Copier Costs 9,824 19,509 8,621 8,621 0% 14,955 73%58200 Capital Outlay - 3,316 - 6,582 - - -

Total Operating Expenditures $ 936,112 $ 904,521 $ 983,168 $ 1,021,766 4% $ 1,104,831 12%

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.

84

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 2016 ACCOMPLISHMENTS Refined reporting methodology and electronic

approval process for exonerations, supplements and assessment updates.

Initiated refinement of commercial neighborhood structure implementation.

Continued conversion efforts and conducted training for all office staff on the Vision Appraisal CAMA System.

Implemented project for comparative aerial analysis of existing properties.

Continued quantitative inspection tracking for the purpose of International Association of Assessing Officers standard compliance and workflow monitoring.

FY 2017 OBJECTIVES

To complete final implementation of the Vision Appraisal Computer Assisted Mass Appraisal (CAMA) system. (City Engagement and Responsive City Services)

To complete final implementation of Vision Appraisal Tablets for electronic documentation of property inspections. (City Engagement and Responsive City Services)

To develop a comprehensive building permit database (City Engagement and Responsive City Services)

To continue application of standardized techniques for land valuation and attribute difference adjustments. (City Engagement and Responsive City Services)


FY 15 Actual

FY 16 Projected

FY 17 Estimate

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

2,631

31,580 66

2,455 1,294 420

3,156 830

$251,000 270

2,625

31,656 66

2,479 1,297 417

3,433 1,057

$246,800 283

2,617

31,785 112

2,423 1,300 418

3,500 1,000

$250,000 300

85

Department: City Assessor

Budget Detail


51100.02 Salaries and Wages $ 739,599 $ 767,995 $ 864,398 $ 864,398 0% $ 958,803 11%51100.04 Salaries and Wages - Overtime - - - - - - -51100.06 Salaries and Wages - Part-time - - - 35,000 - - -51100.27 Special Compensation 906 1,553 2,100 2,100 0% 2,100 0%

52100 FICA 53,572 55,667 66,287 68,804 4% 73,509 11%52210 VRS Retirement 119,865 110,711 117,099 110,989 -5% 105,756 -10%52400 Group Life 8,805 9,110 11,410 11,410 0% 12,560 10%

53000.16 Purchased Services - Refuse Collection 162 162 - - - - -53200.00 Temporary Services - - - 30,000 - - -

53500 Printing and Binding 4,037 1,439 7,000 7,500 7% 7,000 0%53600 Advertising 707 707 780 780 0% 780 0%54100 Information Technology 224,774 220,526 184,735 184,735 0% 174,806 -5%54200 Fleet 11,785 17,125 26,497 26,497 0% 22,366 -16%54500 Risk Management 157,056 151,442 153,959 153,959 0% 187,167 22%55100 Utilities 6,053 3,598 - - - - -55210 Postal Services 16,318 20,555 20,000 23,000 15% 23,000 15%55230 Telecommunications 4,529 7,085 11,521 11,521 0% 8,149 -29%55500 Travel and Training 15,314 15,490 15,000 20,000 33% 17,000 13%55810 Dues and Association Memberships 2,395 2,987 3,000 3,245 8% 3,245 8%56001 Office Supplies 4,194 4,343 5,500 5,500 0% 5,500 0%56011 Uniforms & Wearing Apparel 1,625 578 1,500 1,500 0% 1,500 0%56012 Books and Subscriptions 3,657 5,011 3,000 4,000 33% 4,000 33%56017 Copier Costs 6,353 10,126 4,267 4,267 0% 9,400 120%58200 Capital Outlay 1,485 - - - - - -

Total Operating Expenditures $ 1,383,190 $ 1,406,210 $ 1,498,053 $ 1,569,205 5% $ 1,616,641 8%

53500 - Printing and Binding: Assessment notices.

Personnel Summary

2013-2014 2014-2015 2015-2016 2016-2017 % 2016-2017 Range Class Actual Actual Budget Requested Change Adopted

Assessor 1 1 1 1 127 Deputy Assessor 1 1 1 1 125 Systems 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 6 6 7 716 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


86

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 2016 ACCOMPLISHMENTS

Successfully facilitated the receipt of real estate tax payments 45 days prior to the due date from all the major mortgage lending institutions.

Achieved current 3-year combined real estate and personal property tax collection rate of 99.61%.

Continued management of stormwater and refuse fees collection 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 $7.3 million in the last eight (8) years.

FY 2017 OBJECTIVES

To update and expand the E-Treasurer services and the Treasurers webpage for efficiency and improved customer service. (Civic Engagement and Responsive City Services)

To complete the successful hardware/software conversion from the Bright/AS400 software to the web-based PCI software with a target completion date of January 2017. (Financial Stability)

To complete the successful Delinquent Notifications, State Set-Off Debt Collections Program and DMV Block processes to complement and to help improve revenue results. (Financial Stability)

To complete 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. (Financial Stability)

STATISTICS/PERFORMANCE MEASURES FY 15 Actual

FY 16 Projected

FY 17 Estimate

Tax Collection Rate: Real Estate 98% 98% 98% Personal Property 95% 95% 95% Storm Water Maintenance Fee 97% 98% 98% Vehicle License Fee 88% 90% 90% Refuse Collection Fee 96% 97% 97% Number of Online Payments processed 19,928 17,500 17,500 Debt Set Off: Number of claims filed 22,822 25,000 25,000 Value of claims filed $9.6M $10M $10M Amount of claims collected $625,000 $700,000 $700,000

87

Department: City Treasurer

Budget Detail


51100.02 Salaries and Wages $ 754,581 $ 725,617 $ 793,243 $ 904,521 14% $ 836,749 5%51100.04 Salaries and Wages - Overtime 866 2,610 - - - - -51100.06 Salaries and Wages - Part-time 22,128 7,402 29,571 29,571 0% 30,162 2%

52100 FICA 56,000 54,168 62,945 71,458 14% 66,319 5%52210 VRS Retirement 124,952 107,573 109,785 116,140 6% 92,293 -16%52400 Group Life 8,979 8,659 10,471 11,940 14% 10,961 5%53300 Repair and Maintenance 156 126 1,000 1,530 53% 1,000 0%53500 Printing and Binding - - 3,000 16,700 457% - -100%53600 Advertising 1,550 1,816 1,600 1,600 0% 1,600 0%54100 Information Technology 173,252 166,948 104,780 104,780 0% 137,182 31%54200 Fleet 381 1,329 6,700 6,700 0% 12,312 84%54500 Risk Management 153,406 137,035 131,520 131,520 0% 174,139 32%55210 Postal Services 79,807 123,352 100,000 106,000 6% 106,000 6%55230 Telecommunications 6,775 9,416 14,612 14,612 0% 10,968 -25%55410 Lease/Rent of Equipment 931 100 650 650 0% 650 0%55500 Travel and Training 4,451 4,788 5,000 7,100 42% 5,000 0%55810 Dues and Association Memberships 1,439 1,918 2,000 2,535 27% 2,535 27%56001 Office Supplies 14,525 13,902 15,000 17,000 13% 15,000 0%56012 Books and Subscriptions 1,022 1,130 1,330 1,330 0% 1,330 0%56015 Merchandise for Resale 60,905 20,218 66,600 51,600 -23% 16,600 -75%56017 Copier Costs 12,177 18,151 14,541 14,541 0% 23,348 61%58200 Capital Outlay 44,912 - - - - - -


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 - 20 Deputy Treasurer IV 1 1 2 3 214 Deputy Treasurer II 4 4 4 3 412 Deputy Treasurer I 5 5 5 7 514 Executive Secretary 1 1 1 1 1


88

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 an unmodified audit opinion for the FY 2014-2015 audit.

Received the Government Finance Officers Association (GFOA) Award for Excellence in Financial Reporting for the FY 2015 Comprehensive Annual Financial Report (CAFR) representing the thirty-first consecutive year that the City has received this award.

Prepared the FY 2015 Citizen-Centric Report “A Report To Our Citizens” and received award from the Association of Government Accountants for the FY 2014 Citizen-Centric Report. Suffolk has received this award for the third year in a row.

Submitted the FY 2014 Popular Annual Financial Report and received a GFOA award for Outstanding Achievement In Popular Annual Financial Reporting.

Updated key city policies to ensure compliance with governmental requirements and to ensure the conservative use of City funds.

Received bond rating upgrades to AAA from Fitch and Standard & Poor’s rating agencies.

FY 2017 OBJECTIVES

To continue receiving the annual GFOA award for the City’s CAFR. (Financial Stability)

To implement the Fraud, Waste, and Abuse Hotline. (Financial Stability)

To prepare the City of Suffolk’s fourth annual Citizen-Centric Report. (Financial Stability)


FY 16 Projected

FY 17 Estimate

Annual Audit: Audit Opinion Received GFOA Certificate of Excellence Received Number Transactions Processed: Accounts Payable 38,316 36,489 36,489 Payroll 24 24 24 Value of Transactions Processed: Accounts Payable $155M $157M $157M Payroll $66.4M $68.4M $68.4M

89

Department: Finance - Administration and Accounting

Budget Detail


51100.02 Salaries and Wages $ 709,665 $ 845,698 $ 961,214 $ 927,433 -4% $ 795,591 -17%51100.04 Salaries and Wages - Overtime 385 594 - - - - 0%51100.06 Salaries and Wages - Part-time - - - - - - -

52100 FICA 51,624 61,626 73,533 70,949 -4% 60,863 -17%52210 VRS Retirement 104,821 114,756 126,146 119,082 -6% 87,754 -30%52400 Group Life 8,031 8,532 12,688 12,242 -4% 10,422 -18%53100 Professional Services 24,477 41,254 35,000 34,860 0% 34,860 0%

53100.02 Accounting and Auditing Services 100,425 101,650 135,700 130,700 -4% 130,700 -4%53200 Temporary Help Service Fees 4,792 - - - - - -53500 Printing and Binding 5,464 13,457 8,100 14,215 75% 13,215 63%54100 Information Technology 85,061 80,564 106,485 106,485 0% 136,040 28%54500 Risk Management 134,202 127,848 140,180 140,180 0% 184,997 32%55210 Postal Services 8,528 7,758 8,528 7,758 -9% 9,000 6%55230 Telecommunications 3,251 5,557 10,218 10,218 0% 6,552 -36%55500 Travel and Training 4,631 3,955 5,631 5,631 0% 5,631 0%55810 Dues and Association Memberships 1,443 1,600 3,400 1,600 -53% 1,600 -53%56001 Office Supplies 8,872 4,430 8,037 4,430 -45% 4,430 -45%56012 Books and Subscriptions - - 410 635 55% 635 55%56017 Copier Costs 6,650 9,443 8,977 8,977 0% 7,665 -15%

Total Operating Expenditures $ 1,262,323 $ 1,428,724 $ 1,644,247 $ 1,595,395 -3% $ 1,489,955 -9%

Personnel Summary


44 Director of Finance 1 1 1 1 136 Financial Services Comptroller 1 1 1 1 130 Financial Reporting and Compliance Manager 1 1 1 1 - 30 Accounting Manager 1 1 1 1 129 Senior Administrative Analyst - - 1 1 - 23 Senior Accountant 3 3 3 3 322 Payroll Administrator 1 1 1 1 119 Accountant 2 2 2 2 217 Senior Payroll Technician - - - 1 116 Payroll Technician 1 3 3 2 215 Senior Accounting Technician 2 2 2 2 214 Executive Secretary 1 1 1 1 1


90

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 2016 ACCOMPLISHMENTS Updated the purchasing brochure for vendors and the public.

Facilitated the sale of surplus items resulting in over $275,000 in proceeds in the first half of FY 16.

Executed numerous new and revised contracts for goods and services including auto body and glass repair, legislative services, scrap metal recycling, temporary labor services, and veterinary services.

Conducted outreach to Small, Women, and Minority (SWAM) owned businesses through attendance at various SWAM business fairs and conferences in Hampton Roads.

Continued implementation of the Purchasing Card (P-Card) program and provided training to City departments on P-Card policies and procedures.

FY 2017 OBJECTIVES To provide training to City departments to ensure proper ethics, fiscal accountability, and adherence to

procurement laws and policies. (Financial Stability)

To respond to internal and external customers in a timely fashion to ensure a high level of customer service. (Civic Engagement and Responsive City Services)

To leverage the City’s purchasing power by disseminating bids and request for solicitations through the City’s website and third party websites and encouraging new vendor participation. (Financial Stability)


FY 16 Projected

FY 17 Estimate

Number of Procurement Instruments Issued: RFP 30 35 40 IFB 74 80 85 RFQ 14 15 16 Purchasing Card Transactions 18,971 19,000 20,000 Dollar Value of P-Card Transactions $5.4M $5.5M $5.6M Number of Purchase Orders 1,658 1,700 1,800 Dollar Amount of Purchase Orders $3.4M $ 3.5M $3.6M Sole Source Procurements 79 84 90 Surplus Revenue N/A $500,000 $550,000

91

Division: Purchasing (Department of Finance)

Budget Detail


51100.02 Salaries and Wages $ 166,284 $ 198,449 $ 200,055 $ 239,952 20% $ 208,992 4%51100.04 Salaries and Wages - Overtime 6 - - - - - -51100.06 Salaries and Wages - Part-time 30,860 - - - - - -

52100 FICA 15,732 14,908 15,304 18,356 20% 15,988 4%52210 VRS Retirement 24,913 26,649 26,282 30,810 17% 23,052 -12%52400 Group Life 1,976 2,362 2,641 3,167 20% 2,738 4%53200 Temporary Help Service Fees 2,970 - - - - - -53600 Advertising 351 543 3,000 2,000 -33% 1,000 -67%54100 Information Technology 20,632 18,383 19,010 19,010 0% 16,646 -12%54500 Risk Management 28,810 36,544 35,073 35,703 2% 43,514 24%55210 Postal Services 208 285 500 500 0% 500 0%55230 Telecommunications 1,646 2,583 5,505 5,505 0% 3,096 -44%55500 Travel and Training 2,958 5,515 4,500 4,500 0% 4,500 0%55810 Dues and Association Memberships 3,492 6,290 6,740 5,800 -14% 5,800 -14%56001 Office Supplies 2,131 2,146 2,500 2,500 0% 2,500 0%56012 Books and Subscriptions - - 300 300 0% 300 0%56017 Copier Costs 4,326 5,290 6,570 6,570 0% 4,155 -37%


Personnel Summary


30 Purchasing Agent 1 1 1 1 123 Senior Buyer 1 1 1 1 119 Buyer II - - - 1 - 17 Buyer I 1 1 1 1 113 Purchasing Technician 1 1 1 1 1


92

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 2016 ACCOMPLISHMENTS Implemented outreach demonstrations on optical scan

Image Cast Evolution Voting Machines and 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 assist citizens in completing Voter Registration and Absentee Ballot application forms.

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

FY 2017 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. (Civic Engagement and Responsive City Services)

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. (Civic Engagement and Responsive City Services)

To provide information, materials, and assistance to candidates. (Civic Engagement and Responsive City Services)

To provide voter registration information and materials, distribute literature and develop programs to educate the general public concerning registration and encourage registration by the general public. (Civic Engagement and Responsive City Services)


FY 16 Projected

FY 2017 Estimate

Number of Registered Voters 58,000 60,000 60,000 Percent of Election Results certified within 3 days of an election per State Board of Election requirements 100% 100% 100% Number of Polling Precincts 28 28 28

93

Department: Registrar

Budget Detail


51100.02 Salaries and Wages $ 88,092 $ 90,399 $ 92,552 $ 119,380 29% $ 128,920 39%51100.04 Salaries and Wages - Overtime 2,037 1,863 - - - - -51100.06 Salaries and Wages - Part-time 33,704 35,227 45,500 45,500 0% 26,010 -43%51100.27 Special Compensation 55,151 63,319 113,185 107,871 -5% 107,871 -5%

52100 FICA 9,290 9,362 19,220 20,865 9% 20,104 5%52210 VRS Retirement 14,588 13,415 12,809 15,328 20% 14,220 11%52400 Group Life 1,048 1,076 1,222 1,576 29% 1,689 38%53300 Repair and Maintenance 53,102 45,227 80,000 58,500 -27% 58,500 -27%53600 Advertising 811 463 1,400 1,900 36% 1,900 36%54100 Information Technology 14,535 12,786 26,808 26,808 0% 29,257 9%54500 Risk Management 19,289 18,459 17,681 17,681 0% 21,880 24%55210 Postal Services 11,241 4,808 15,000 15,000 0% 15,000 0%55230 Telecommunications 2,381 3,533 3,127 3,127 0% 4,018 29%55410 Lease/Rent of Equipment 2,463 814 4,500 4,500 0% 4,500 0%55420 Lease/Rent of Building 1,777 1,800 5,400 4,700 -13% 4,700 -13%55500 Travel and Training 2,400 4,485 3,700 3,700 0% 3,700 0%55810 Dues and Association Memberships 200 200 200 325 63% 325 63%56001 Office Supplies 5,037 7,928 6,000 10,000 67% 10,000 67%56017 Copier Charges 8,260 8,620 15,319 15,319 0% 8,333 -46%58200 Capital Outlay - 252,375 - 39,500 - - -

Total Operating Expenditures $ 325,407 $ 576,158 $ 463,622 $ 511,580 10% $ 460,927 -1%

Personnel Summary


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


94

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 2016 ACCOMPLISHMENTS Fully utilized 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 2017 OBJECTIVES To leverage technology to provide for the efficient management and pace of caseloads.

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.

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.


CY 14 Actual

CY 15 Actual

Civil Cases: Number of Civil Cases commenced 1,043 1,096 N/A Number of Civil Cases concluded 991 1,073 N/A Criminal Cases: Number of Criminal Cases commenced 2,974 2,962 N/A Number of Criminal Cases concluded 2,795 2,640 N/A

95

Department: Circuit Court - Judges

Budget Detail


51100.02 Salaries and Wages $ 123,866 $ 126,253 $ 128,471 $ 128,471 0% $ 141,743 10%51100.06 Salaries and Wages - Part-time - - - - - - -

52100 FICA 9,499 9,690 9,828 9,828 0% 10,843 10%52210 VRS Retirement 20,512 18,736 17,780 16,496 -7% 15,634 -12%52400 Group Life 1,474 1,502 1,696 1,696 0% 1,857 9%53300 Repair and Maintenance - - 440 440 0% 440 0%54100 Information Technology - 655 - - - - -54500 Risk Management 19,203 18,290 17,554 17,554 0% 21,786 24%55210 Postal Services 728 832 1,200 1,200 0% 1,200 0%55230 Telecommunications 1,515 3,094 7,440 7,440 0% 3,951 -47%56001 Office Supplies 2,416 1,596 2,000 2,000 0% 2,000 0%56012 Books & Subscriptions 16 179 - - - - -56017 Copier 868 1,119 868 868 0% 903 4%

Total Operating Expenditures $ 180,097 $ 181,947 $ 187,277 $ 185,993 -1% $ 200,358 7%

Personnel Summary


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


96

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 2016 ACCOMPLISHMENTS 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 2017 OBJECTIVES To provide safe and secure court facilities and a customer friendly court system.

To effectively manage resources to instill confidence in the court system among the general public.

To leverage technology to expand and enhance the provision of court services.


CY 14 Actual

CY 15 Actual

Criminal Cases: Number of Criminal Cases 11,222 10,564 5,000 Criminal Case Continuance Rate 7,340 6,630 3,076 Traffic Cases: Number of Traffic Cases 25,068 28,317 13,364 Traffic Case Continuance Rate 10,514 12,346 7,186 Civil Cases: Number of Civil Cases 18,829 51,768 24,958 Civil Case Continuance Rate 3,606 3,246 2,039

97

Department: General District Court

Budget Detail


53100 Professional Services $ 4,017 $ 1,000 $ 5,000 $ 7,000 40% $ 5,000 0%53100.10 Court Appointed Attorney Fees 20,917 28,904 30,000 50,000 67% 35,000 17%

53300 Repair & Maintenance - - - 5,000 - - -54100 Information Technology 323 323 - - - - -55230 Telecommunications 1,191 2,431 10,768 10,768 0% 3,051 -72%55410 Lease/Rent of Equipment 1,811 1,663 1,000 2,500 150% 2,500 150%55810 Dues and Association Memberships 545 1,729 500 1,500 200% 1,500 200%56001 Office Supplies 2,194 2,030 3,000 3,000 0% 3,000 0%56012 Books and Subscriptions 3,647 6,358 3,500 4,000 14% 4,000 14%56017 Copier 5,750 7,770 6,681 6,681 0% 7,567 13%58200 Capital Outlay - 10,389 - 20,000 - - -


98

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 2016 ACCOMPLISHMENTS Provided in-service training and Crisis

Intervention Team (CIT) training to local law enforcement officers.

Facilitated the construction of separate hearing rooms enhancing safety, security, and customer service for citizens seeking assistance from the Magistrate’s Office.

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

FY 2017 OBJECTIVES To conduct neutral and impartial hearings for both the public and law enforcement related to arrests,

searches, emergency protective orders, bail, emergency custody orders, and temporary detention orders. (Civic Engagement and Responsive City Services)

To work effectively with the community including judges, clerks, law enforcement agencies, jails, and community services boards in addition to the citizens of the 5th Judicial District who are served by the Magistrate’s Office. (Civic Engagement and Responsive City Services)

To engage in continuing legal education and training of all staff members, as well as local law enforcement agencies. (Civic Engagement and Responsive City Services)


CY 14 Actual

CY 15 Actual

Number of Arrest Warrants and Summonses Issued 6,843 6,551 6,095 Number of Search Warrants Issued 296 332 625 Number of Emergency Custody Orders Issued 386 415 444 Number of Extensions of Law Enforcement Initiated ECOs Issued 81 40 N/A Number of Temporary Detention Orders Issued 464 482 520 Number of Emergency Protective Orders Issued 905 1,031 990 Number of Commitments, Recognizances, and Releases Issued 10,185 9,657 8,191 Number of Total Processes 19,160 18,508 16,865

99

Department: Magistrate

Budget Detail


53300 Repair and Maintenance $ 349 $ - $ - $ 400 - $ 400 -54100 Information Technology 147 147 - - - - -55230 Telecommunications 541 1,105 3,799 3,799 0% 1,387 -63%55420 Lease/Rent of Building 9,000 9,000 9,000 9,000 0% 9,000 0%55810 Dues and Association Memberships - 600 600 700 17% 700 17%56001 Office Supplies 1,531 1,512 1,500 2,000 33% 2,000 33%56017 Copier Costs 2,997 3,463 2,997 2,997 0% 3,868 29%58200 Capital Outlay - - 3,000 2,000 -33% - -100%


100

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 2016 ACCOMPLISHMENTS Continued to work effectively and efficiently to

process high caseloads with limited manpower and resources.

Effectively accommodated a high volume of custody and visitation matters with a clearance rate of 95.7%.

FY 2017 OBJECTIVES

To continue working efficiently and effectively to process high caseloads with limited staffing and

resources.

To maintain the court’s continuance rate at or below the state rate.


CY 14 Actual

CY 15 Actual

Juvenile Cases: Number of new Juvenile Cases 2,662 1,693 2,254 Number of Juvenile Cases Concluded 2,728 1,602 2,153 Average Number of Hearings per Juvenile Case 2.37 2.36 2.41 Juvenile Case Continuance Rate 98.4% 94.6% 95.5% Domestic Cases: Number of new Domestic Cases Commenced 1,051 1,380 1,824 Number of Domestic Cases Concluded 924 405 583 Average Number of Hearings per Domestic Case 2.76% 3.08% 3.13 Domestic Case Continuance Rate 87.9% 88.4% 96.7%

101

Department: Juvenile and Domestic Relations District Court

Budget Detail


53100.10 Court Appointed Attorney Fees $ - $ 125 $ 600 $ 600 0% $ 600 0%54100 Information Technology 853 853 - - - - -55230 Telecommunications 3,140 6,581 15,796 15,796 0% 8,386 -47%55410 Lease/Rent of Equipment - - 400 400 0% 400 0%55810 Dues and Association Memberships 420 235 400 400 0% 400 0%56001 Office Supplies 1,885 2,308 1,500 1,500 0% 1,500 0%56012 Books and Subscriptions - 13 150 150 0% 150 0%56017 Copier Costs 4,350 4,095 4,350 4,350 0% 3,868 -11%


102

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 2016 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.

Unit personnel maintained 100% compliance with Virginia Department of Juvenile Justice standards as related to contacts with persons on probation, parole, and in direct care.

FY 2017 OBJECTIVES To divert a minimum of 28% of all juvenile delinquency/status offense intakes to an in-house

diversion program or to the Juvenile Conference Committee (JCC). (Civic Engagement and Responsive City Services)

To reduce the Detention Assessment Instrument (DAI) overrides to a more restrictive environment to no greater than 15% of cases (district wide) placed in secure detention by an intake officer. (Civic Engagement and Responsive City Services)

To ensure probation and parole case contact compliance per Department of Juvenile Justice Standards will exceed 98%. (Civic Engagement and Responsive City Services)


FY 16 Projected

FY 17 Estimate

Number of Juveniles receiving services 759 837 850 Number of Juveniles placed in Secure Detention 78 84 90 Average Length of Stay in Secure Detention (days) 30.1 29.6 29.0 Average Cost per Day for Secure Detention $190 $190 $190 Percent of Intakes Diverted 26% 26% 28% Detention Assessment Instrument (DAI) Override Percentage 14% 15% 15% Percent Compliance with Department of Juvenile Justice Standards 100% 100% 100%

103

Department: Court Services Unit

Budget Detail


53845 Juvenile Detention Costs $ 874,771 $ 914,244 $ 902,500 $ 973,275 8% $ 973,275 8%54100 Information Technology 441 441 - 441 - - -55230 Telecommunications 1,623 3,315 7,683 7,683 0% 4,160 -46%58200 Capital Outlay-Additions 2,259 - - 1,600 - - -


104

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 2016 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.

Replaced existing land recordation system to include updating secure remote access.

Implemented new jury management system to include automated processing of questionnaires and an online juror portal.

FY 2017 OBJECTIVES To provide direct administrative support to the judges in court proceedings with 100% accuracy.

(Civic Engagement and Responsive City Services)

To collect taxes and fees associated with the legal recordation of land records and complete turnaround of documents within 24 hours of presentation. (Financial Stability)

To perform all 800 plus mandated duties placed upon the Clerk of Court within the guidelines established by the Code of Virginia. (Civic Engagement and Responsive City Services)


CY 14 Actual

CY 15 Actual

Criminal Cases commenced 2,972 2,862 3,085 Civil Cases commenced 1,248 1,096 1,136 Wills/Estates initiated 378 328 383 Judgments 6,148 6,073 5,706 Deed/Land Instruments 17,538 13,374 13,367 Finance Statements 259 225 157 Fictitious Names 370 321 375 Marriage License 432 519 426 Notary Qualifications 300 291 306 Concealed Handgun Applications 1,422 1,218 1,478 Passport Applications 1,196 1,136 1,328

105

Department: Clerk of the Circuit Court

Budget Detail


51100.02 Salaries and Wages $ 685,428 $ 710,394 $ 732,483 $ 743,162 1% $ 733,175 0%51100.04 Salaries and Wages - Overtime - 19 - - - - -51100.06 Salaries and Wages - Part-time 39,957 41,154 41,891 62,854 50% 42,729 2%

52100 FICA 50,143 53,831 59,240 61,660 4% 59,357 0%52210 VRS Retirement 113,613 104,830 101,053 95,422 -6% 80,869 -20%52400 Group Life 8,193 8,454 9,669 9,810 1% 9,605 -1%53100 Professional Services 650 3,294 8,800 4,000 -55% 4,000 -55%

53100.10 Legal Services - Court Appointed 4,108 3,318 5,000 5,000 0% 5,000 0%53100.16 Legal Services - Jurors and Public Defenders 41,955 43,131 59,000 52,000 -12% 52,000 -12%

53300 Repair and Maintenance 14,444 11,145 59,937 22,612 -62% 22,612 -62%53500 Printing and Binding 19,029 18,382 - - - - -54100 Information Technology 37,019 25,775 165,781 165,781 0% 163,018 -2%54500 Risk Management 134,454 128,127 122,942 122,942 0% 152,358 24%55210 Postal Services 11,000 10,756 11,000 11,000 0% 11,000 0%55230 Telecommunications 5,417 9,311 17,080 17,080 0% 9,916 -42%55410 Lease/Rent of Equipment 2,868 3,072 3,072 3,072 0% 3,072 0%55500 Travel and Training 1,478 1,887 2,000 2,000 0% 2,000 0%55810 Dues and Association Memberships 500 500 750 750 0% 750 0%56001 Office Supplies 9,962 12,639 15,000 15,000 0% 15,000 0%56012 Books and Subscriptions 593 761 622 722 16% 722 16%56017 Copier Costs 9,769 11,903 19,345 19,345 0% 17,042 -12%58110 Capital Outlay-TTF 81,089 77,678 - - - - -58200 Capital Outlay - 25,871 3,500 1,070 -69% 1,070 -69%


53100 - Professional Services: APA Audit Costs.

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.

106

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 2016 ACCOMPLISHMENTS Provided a safe and secure environment for all

persons utilizing the Mills E. Godwin, Jr. Courts Building.

Partnered with the City and Suffolk Public Schools on several community events and continued to provide support to other law enforcement agencies and city departments.

Made over 15,000 citizen contacts through the Sherriff’s Office Community Outreach Program that

included the distribution of Firearms Safety Gun Locks, Missing Child ID Kits, and over 5,000 brochures outlining the services provided by the Suffolk Sheriff’s Office.

FY 2017 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. (Public Safety)

To provide court security personnel for all sessions of court held within the Mills E. Godwin, Jr. Courts Building on a daily basis. (Public Safety)

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. (Public Safety)

To provide transportation for juvenile offenders, adult inmates, civil commitment of violent sexual predators, and temporary detention orders as directed by court orders. (Public Safety)


CY 15 Projected

CY 16 Estimate

Number of Civil Process Papers served 107,201 108,201 108,000 Number of Security Searches conducted at Court Building entrance 186,482 187,482 189,000 Number of Inmates held in Court Building lock-up 3,409 3,618 3,457 Number of Juvenile Transports 430 475 425 Number of Mental Health Transports 38 40 25 Fingerprints to Assist Suffolk Police Department 102 115 107 Instructional Hours for VCIN Basic and Recertification 96 200 200

107

Department: Sheriff

Budget Detail


51100.02 Salaries and Wages $ 1,114,836 $ 1,240,188 $ 1,276,775 $ 1,276,775 0% $ 1,397,064 9%51100.04 Salaries and Wages - Overtime 15,339 25,251 - - - - 51100.06 Salaries and Wages - Part-time 261,089 223,691 204,622 275,000 34% 208,714 2%

52100 FICA 102,737 107,903 113,327 118,711 5% 122,842 8%52210 VRS Retirement 183,668 180,282 175,997 163,938 -7% 154,096 -12%52400 Group Life 13,274 13,713 16,853 16,853 0% 18,302 9%53100 Professional Services - 155 1,000 1,000 0% 1,000 0%53500 Printing & Binding - - - 500 - - -53300 Repair and Maintenance 269 - 250 250 0% 250 0%53600 Advertising - - 500 500 0% 500 0%54100 Information Technology 84,628 75,133 121,781 121,781 0% 136,287 12%54200 Fleet 102,461 131,349 114,288 114,288 0% 123,950 8%54500 Risk Management 256,032 245,751 236,611 236,611 0% 311,592 32%55210 Postal Services 5,590 4,796 5,700 5,700 0% 5,700 0%55230 Telecommunications 6,925 11,095 17,780 17,780 0% 19,877 12%55410 Lease/Rent of Equipment 714 410 1,356 1,356 0% 1,356 0%55500 Travel and Training 2,480 2,173 3,000 8,000 167% 5,000 67%55810 Dues and Association Memberships 1,907 1,818 3,000 3,500 17% 3,000 0%56001 Office Supplies 6,474 7,063 6,000 7,000 17% 7,000 17%56011 Uniforms & Wearing Apparel 10,077 9,197 10,000 15,000 50% 10,000 0%56012 Books and Subscriptions 13 144 500 500 0% 500 0%56014 Other Operating Supplies - - 15,000 30,000 100% 15,000 0%56017 Copier Costs 7,214 8,876 12,510 12,510 0% 10,060 -20%56026 Special Events - - - 500 - - -58200 Capital Outlay 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 1 134 Deputy Sheriff - Captain - - 1 1 1 30 Deputy Sheriff - Lieutenant 1 1 1 1 120 Deputy Sheriff - Sergeant 5 5 5 5 516 Deputy Sheriff 15 15 14 14 1414 Executive Secretary 1 1 1 1 113 Secretary II 1 1 1 1 1


108

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 2016 ACCOMPLISHMENTS Achieved continued success in the aggressive prevention, education,

and prosecution of gang violence.

Continued the implementation of the Cold Case Homicide Prosecution Program with a 100% success rate of investigations referred to the Commonwealth’s Attorney’s Office.

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

Collected $984,416 in unpaid fines and court costs through the Virginia Department of Taxation.

FY 2017 OBJECTIVES To present the Commonwealth’s Attorney’s gang deterrence presentation to all Suffolk middle and

high schools. (Public Safety)

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. (Public Safety)

To provide over 30 hours of classroom training and materials to over 150 police officers, fire and rescue, and other law enforcement agency personnel. (Public Safety)

To promote community outreach awareness and crime prevention by attending 140 community outreach events. (Civic Engagement and Responsive City Services)


FY 15 Actual

FY 16 Projected

FY 17 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

635 1,732 4,636 136

19 hrs.

656 1,779 4,775 138

23 hrs.

680 1,824 4,918 140

30 hrs.

109

Department: Commonwealth's Attorney

Budget Detail


51100.02 Salaries and Wages $ 1,779,185 $ 1,865,436 $ 1,922,203 $ 2,002,203 4% $ 2,009,169 5%51100.04 Salaries and Wages - Overtime 304 - - - - - -51100.06 Salaries & Wages - Part-time 98,402 96,283 88,707 104,275 18% 107,575 21%

52100 FICA 133,706 140,544 153,835 161,146 5% 161,931 5%52210 VRS Retirement 291,376 274,107 264,422 257,083 -3% 221,611 -16%52400 Group Life 20,521 22,472 25,373 26,429 4% 26,320 4%53100 Professional Services 20 279 3,500 3,500 0% 3,500 0%53300 Repair and Maintenance 1,308 24 3,120 3,120 0% 3,120 0%53600 Advertising 85 125 500 500 0% 500 0%54100 Information Technology 72,607 59,614 161,760 161,760 0% 167,935 4%54200 Fleet 20,576 19,057 22,866 22,866 0% 21,492 -6%54500 Risk Management 229,254 218,488 209,714 209,714 0% 261,809 25%55210 Postal Services 6,410 5,263 6,500 6,500 0% 6,500 0%55230 Telecommunications 6,614 10,619 22,341 22,341 0% 12,980 -42%55420 Lease/Rent of Building 765 1,530 1,530 1,530 0% 1,530 0%55500 Travel and Training 3,534 8,668 7,230 7,230 0% 7,230 0%55810 Dues and Association Memberships 7,555 10,630 10,575 11,125 5% 11,125 5%55854 Asset Forfeiture - State - 154 - - - - -55855 Asset Forfeiture - Federal - 27,064 - - - - -56001 Office Supplies 21,822 16,873 21,000 21,000 0% 21,000 0%56012 Books and Subscriptions 1,900 2,110 3,500 3,500 0% 3,500 0%56017 Copier - 35,407 49,964 49,964 0% 43,264 -13%


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 10 934 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


110

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.


Trained 100% of officers in a two hour Crime Prevention Through Environmental Design (CPTED) class and have completed 12 CPTED evaluations since July 2015.

Added 6 volunteers, 2 chaplains and 4 general volunteers, to assist with police department duties and functions.

Department members anticipate completing 1,200 intelligence submissions in FY16.

Completed first Senior Citizens Police Academy and utilized several participants as judges for our National Night Out neighborhoods.

Supported the City’s paperwork reduction initiative by scanning 1,028 former and current employee files, as well as old investigative case files.

FY 2017 OBJECTIVES

To expand the traffic unit to conduct traffic enforcement in high crash corridors. (Public Safety)

To enter into a collaborative initiative with Old Dominion University to study the impact of the department’s intelligence led policing initiative on crime statistics and citizen satisfaction. (Civic Engagement and Responsive City Services)

To evaluate the reduction in on-duty officer time that has occurred since implementing the Crisis Intervention Assessment site. (Public Safety)

To use automated vehicle locator technology to measure officer presence in five mission areas. (Public Safety)


FY 16 Projected

FY 17 Estimate

Average Response Times: Priority 1 Calls 5:59 5:55 6:01 Priority 2 Calls 11:22 12:44 13:22 Priority 3 Calls 22:24 25:34 26:56 Clearance Rate (Part I Offenses) 32% 30% 31% Motor Vehicle and Traffic Enforcement: Traffic Citations 12,798 10,318 10,008 DUI Arrests 304 272 264 Motor Vehicle Crashes 2,149 2,328 2,411 Traffic Fatalities 16 10 11

111

Department: PoliceBudget Detail


51100.02 Salaries and Wages $ 9,136,368 $ 9,290,863 $ 10,026,723 $ 10,129,546 1% $ 10,799,601 8%51100.04 Salaries and Wages - Overtime 1,298,038 1,261,138 620,228 1,400,272 126% 820,228 32%51100.06 Salaries and Wages - Part-time 102,166 90,195 - 117,282 - - -

52100 FICA 770,642 775,147 814,492 891,003 9% 888,917 9%52210 VRS Retirement 1,478,353 1,333,968 1,358,699 1,300,634 -4% 1,183,659 -13%52400 Group Life 108,028 110,294 132,353 133,710 1% 141,475 7%

53000.16 Purchased Services - Refuse Collection 324 324 284 284 0% 284 0%53100 Professional Services 177,360 167,193 165,986 168,086 1% 168,086 1%53300 Repair and Maintenance 11,594 14,278 12,000 15,500 29% 15,500 29%53500 Printing and Binding 8,172 13,949 11,000 11,000 0% 11,000 0%54100 Information Technology 1,277,564 1,120,935 1,106,329 1,106,329 0% 1,961,154 77%54200 Fleet 1,874,709 1,776,507 2,120,096 2,120,096 0% 2,290,162 8%54500 Risk Management 2,408,942 2,285,518 2,181,998 2,181,998 0% 2,618,999 20%55100 Utilities 115,349 129,248 175,000 175,000 0% 160,000 -9%55210 Postal Services 8,088 6,614 8,000 8,000 0% 8,000 0%55230 Telecommunications 162,010 153,799 170,039 170,039 0% 262,921 55%55410 Lease/Rent of Equipment 49,174 27,973 49,342 81,858 66% 81,858 66%55420 Lease/Rent of Building 14,400 - - - - - -55500 Travel and Training 52,891 97,238 97,558 143,776 47% 103,000 6%55810 Dues and Association Memberships 4,866 5,013 4,692 4,692 0% 4,692 0%55842 Rewards 18,000 15,628 16,000 16,000 0% 16,000 0%56001 Office Supplies 36,014 28,260 30,000 33,000 10% 30,000 0%

31700-56007 Property Seizure 32,993 1,754 - - - - -31710-56007 Confiscation Program 1,090 90,299 - - - - -

56011 Uniforms & Wearing Apparel 112,470 172,215 111,897 118,522 6% 118,522 6%56012 Books and Subscriptions 2,422 1,339 2,800 2,000 -29% 2,000 -29%56014 Other Operating Supplies 150,803 99,297 100,000 100,000 0% 100,000 0%56017 Copier Costs 47,417 78,518 58,794 58,794 0% 85,764 46%56026 Special Events 8,273 7,632 10,220 10,220 0% 10,220 0%58100 Capital Outlay - Replacements - - - 287,259 - - -58200 Capital Outlay - Additions 319,865 284,804 - 18,948 - - -


51100.04 - Overtime: Holiday, Court, Inclement Weather, Staffing, Cycle, On Call, CIT Drop Off Center, Special Events53100 - Professional Services: Promotional assessment, polygraph, medical/psych./fitness for duty Evals; false alarm billing services; PPE testing; CALEA Accred.; vet services; biohazard disposals.

53300 - Repair & Maintenance: Software/Hardware system maintenance and radar repairs.55500 - Travel & Training: HRCJA training of new officers; recertification's of officers; specialized training for officers56014 - Other Operating Supplies: ammunition, dog food, recruiting and safety supplies, crime scene processing materials.56026 - Special Events: Youth Public Safety Academy

Department: PolicePersonnel Summary


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

16/17/18/19/22 II/Senior Police Officer/Detective/Master Police Officer 147 147 147 147 147

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


112

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.


Trained 50% of dispatchers/call takers in Crisis Intervention Team training to more effectively assist the mentally ill population.

Conducted 120 call reviews per month to ensure compliance with Emergency Medical Dispatch standards.

Achieved an average of 96% compliance on calls reviewed by Emergency Communications Supervisors.

FY 2017 OBJECTIVES

To complete all policies and Standard Operating Procedures (SOPs) necessary for CALEA

Accreditation. (Public Safety)

To continue to maintain or reduce current ring times in the 911 center. (Public Safety)

To train 100% of our dispatchers in Crisis Intervention Team training. (Public Safety)


FY 16 Projected

FY 17 Estimate

Calls for Service: Self-Initiated Calls received from Officers 96,263 90,735 85,661 Calls from Citizens 41,734 43,392 43,752 Number of calls reviewed by Supervisors 1325 1440 1440 Percent of reviewed calls meeting or exceeding expectations 97% 98% 98%

113

Division: Police Emergency Communications (Department of Police)Budget Detail


51100.02 Salaries and Wages $ 869,312 $ 928,061 $ 1,055,416 $ 1,111,308 5% $ 1,126,309 7%51100.04 Salaries and Wages - Overtime 93,241 106,283 - 108,703 - 24,857 -51100.06 Salaries and Wages - Part-time 4,998 5,581 24,857 - - - -

52100 FICA 69,907 75,494 80,739 93,331 16% 88,064 9%52210 VRS Retirement 139,310 132,341 142,259 142,692 0% 124,232 -13%52400 Group Life 11,821 12,341 13,931 14,669 5% 14,755 6%53100 Professional Services 408 298 8,850 8,850 0% 8,850 0%53300 Repair and Maintenance - 2,257 2,500 2,500 0% 2,500 0%54500 Risk Management 258,787 246,538 236,619 236,619 0% 293,658 24%55230 Telecommunications - 29,401 59,679 59,679 0% 54,221 -9%55500 Travel and Training 4,680 5,569 5,000 8,943 79% 6,000 20%55810 Dues and Association Memberships 200 92 200 225 13% 225 13%56011 Uniforms & Wearing Apparel 5,000 5,000 4,000 4,000 0% 4,000 0%56014 Other Operating Supplies 984 4,623 4,000 4,000 0% 4,000 0%


51100.04 - Overtime: Holiday, Inclement Weather, Staffing

Personnel Summary


29 PSAP Manager - - - 1 - 25 Police Sergeant 1 1 1 1 118 Communications Supervisor 3 3 3 3 315 Communications Operator 20 20 20 20 2010 Call Taker 3 3 3 3 3


114

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.


Issued five public service announcements to keep our citizens informed about issues relating to animal care.

Held two external adoption events per month in an effort to increase the percentage of animals adopted.

Trained 26 new volunteers for a total of 56 trained volunteers engaged in a variety of activities including adoption events, animal foster care, and staff assistance at the animal shelter.

FY 2017 OBJECTIVES

To continue implementing the public awareness campaign to inform citizens on animal care issues via social media, website, and other modes of communication. (Civic Engagement and Responsive City Services)

To seek new ways to improve adoption rates of shelter animals through partnerships with area businesses and nonprofit organizations and through social media. (Civic Engagement and Responsive City Services)

To provide opportunities for volunteerism at the animal shelter and through animal foster care. (Civic Engagement and Responsive City Services)


FY 16 Projected

FY 17 Estimate

Number of Adoptions 881 828 795 Percent of Adoptions to number of animals received 39% 34% 35% Number of Redemptions 258 212 197 Number of Animal Foster Homes 48 25 30 Number of Citizen Calls for Service 3,013 3,048 3,078 Self-Initiated Calls for Service 1,379 1,953 2,148

115

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


51100.02 Salaries and Wages $ 331,541 $ 308,573 $ 337,102 $ 380,430 13% $ 372,845 11%51100.04 Salaries and Wages - Overtime 28,850 36,235 3,222 34,732 978% 3,286 2%

52100 FICA 26,136 24,594 26,035 31,760 22% 28,774 11%52210 VRS Retirement 45,172 43,321 45,596 55,589 22% 41,125 -10%52400 Group Life 3,356 3,700 4,450 5,022 13% 4,884 10%

53000.02 Purchased Services - Road Maintenance (incineration) 5,000 5,000 5,000 15,000 200% 15,000 200%53000.16 Purchased Services - Refuse Collection 927 945 1,000 1,000 0% 1,000 0%

53100 Professional Services 116,549 103,268 111,000 111,000 0% 111,000 0%53300 Repair and Maintenance - 1,014 1,000 1,000 0% 1,000 0%54200 Fleet 81,680 82,418 86,165 86,165 0% 88,683 3%54500 Risk Management 99,958 95,455 91,445 91,445 0% 112,075 23%55100 Utilities 37,341 37,655 34,500 34,500 0% 38,000 10%55230 Telecommunications - 5,957 1,952 1,952 0% 7,187 268%55410 Lease/Rent of Equipment 19,166 17,197 19,166 19,166 0% 19,166 0%55500 Travel and Training 1,268 1,047 1,000 1,000 0% 1,000 0%55810 Dues and Association Memberships 300 270 300 300 0% 300 0%56001 Office Supplies 1,312 1,187 1,300 1,300 0% 1,300 0%56011 Uniforms & Wearing Apparel 3,000 3,000 3,000 3,000 0% 3,000 0%56014 Other Operating Supplies 27,480 26,955 25,539 25,539 0% 25,539 0%56015 Merchandise for Resale 2,933 3,004 3,000 3,000 0% 3,000 0%56017 Copier Costs 2,478 4,034 - - - 3,868 -58100 Capital Outlay - Replacements - - - 17,500 - - -58200 Capital Outlay - - - 2,214 - - -


51100.04 - Overtime: Holiday, Inclement Weather, Staffing, On Call53100 - Professional Services: Vet services.56014 - Other Operating Supplies: pet food and supplies, cleaning supplies.

Personnel Summary


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

8 Animal Caretaker 3 3 3 5 3


116

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 2016 ACCOMPLISHMENTS Completed 12 demolitions of dilapidated and

derelict properties for blight abatement and facilitated 19 demolitions by property owners.

Provided efficient plan review, permitting, and building inspection services for new construction within the City including major economic development initiatives with 19,566 inspections conducted and 426 plan reviews.

Conducted 5,842 property maintenance inspections in response to codes violations.

FY 2017 OBJECTIVES

To provide plan review and conduct building inspection services within 2 days in support of new construction activities. (Civic Engagement and Responsive City Services)

To resolve code compliance violations within 45 calendar days through the initiation of court actions and voluntary and involuntary codes compliance. (Public Safety)

To provide property maintenance and zoning inspections and enforcement within 2 business days. (Civic Engagement and Responsive City Services)

STATISTICS AND PERFORMANCE MEASURES FY 15 Actual

FY 16 Projection

FY 17 Estimate

Building Permits: New Residential Permits 375 379 383 Single Family 305 308 311 Multi-Family 70 71 71 Residential Addition, Alteration and Repair Permits 291 294 297 New Commercial Permits 44 44 45 Commercial Addition, Alteration and Repair Permits 120 121 122 Code Enforcement: Code Compliance Violations 5,842 5,900 5,959 Percent of Code Violations resolved in 45 days or less 69% 79% 79% Inspections: Requests for Inspections 19,566 19,762 19,959 Percent of requests for inspections performed within 2 business days

79% 80% 81%

117

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

Budget Detail


51100.02 Salaries and Wages $ 1,251,308 $ 1,253,804 $ 1,313,034 $ 1,313,034 0% $ 1,377,657 5%51100.04 Salaries and Wages - Overtime 35 313 - - - - -51100.06 Salaries and Wages - Part-time - - - - - - -

52100 FICA 90,833 91,068 100,447 100,447 0% 105,391 5%52210 VRS Retirement 204,083 184,623 180,688 168,594 -7% 151,956 -16%52400 Group Life 15,312 15,420 17,332 17,332 0% 18,047 4%53100 Professional Services - 44 1,000 1,000 0% 1,000 0%

53100.30 Professional Service - Demolition 132,822 148,942 150,000 200,000 33% 150,000 0%53175 Neighborhood Improvements 33,803 42,702 60,000 60,000 0% 60,000 0%53600 Advertising 3,708 1,526 3,000 3,000 0% 3,000 0%54100 Information Technology 111,714 102,969 127,807 127,807 0% 176,349 38%54200 Fleet 97,111 89,705 83,800 83,800 0% 76,402 -9%54500 Risk Management 264,202 245,108 235,170 235,170 0% 290,923 24%55210 Postal Services 15,337 12,856 15,336 15,336 0% 15,336 0%55230 Telecommunications 10,372 15,288 23,058 23,058 0% 17,887 -22%55500 Travel and Training 5,430 5,316 8,000 8,000 0% 8,000 0%55810 Dues and Association Memberships 1,159 1,605 1,400 1,400 0% 1,400 0%56001 Office Supplies 6,357 7,889 9,000 10,000 11% 9,000 0%56012 Books and Subscriptions 1,310 5,959 1,000 2,000 100% 1,000 0%56014 Other Operating Supplies 732 - 1,000 1,000 0% 1,000 0%56017 Copier Costs 8,409 10,289 11,974 11,974 0% 9,118 -24%


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 Summary2013-2014 2014-2015 2015-2016 2016-2017 2016-2017

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 Senior Permit Technician 1 1 1 1 3 15 Permit Technician 3 3 3 3 112 Secretary I 1 1 1 1 110 Office Assistant II 1 1 1 1 1


118

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.


Restructured the Department of Fire & Rescue to enhance efficiency and effectiveness, including the addition of a third Deputy Fire Chief.

Added eight Advanced Life Support providers in the Operations Division through new hires and training of current personnel.

Collaborated with the Department of Information Technology to enhance fire station alerting capabilities and features.

Conducted promotional process for open lieutenant and captain positions.

FY 2017 OBJECTIVES

To establish a well-managed Fire & Rescue Department by streamlining the process to update/review the Department’s vision, mission, and values, reviewing phases of the new organizational structure, and ensuring continuity and consistency in care and services. (Public Safety)

To improve operations by accelerating the development of Standard Operating Procedures (SOPs) and outlining work plan goals for the accreditation and Insurance Service Office (ISO) processes. (Public Safety)

To ensure a highly trained and committed workforce by updating the career path policy, administering the promotional process, and developing a work plan for health and wellness.(Public Safety)


FY 16 Projected

FY 17 Estimate

Calls for Service 12,063 12,291 12,559 Average Response Time 6:54 6:54 6:54 Number of Fires 296 290 285 Number of Fire Casualties 1 0 0 Fire Prevention: Plan Reviews 189 190 195 Fire/Safety Inspections 866 875 880 Investigations 82 95 95 Arson, Bomb Threats, Threats to Burn 36 50 50 Community Outreach: Fire Safety House Presentations 37 38 39 Youth Public Safety Academy sessions 23 23 23 Fire/Life Safety Camps 4 4 4

119

Department: Fire and Rescue

Budget Detail


51100.02 Salaries and Wages $ 11,396,446 $ 11,492,700 $ 12,477,127 $ 12,687,625 2% $ 13,735,222 10%51100.04 Salaries and Wages - Overtime 2,647,708 2,819,018 987,449 2,819,018 185% 1,587,449 61%51100.06 Salaries and Wages - Part-time 524,900 507,989 - 551,880 - - -

52100 FICA 1,062,316 1,066,565 1,030,040 1,228,477 19% 1,172,184 14%52210 VRS Retirement 1,886,576 1,701,550 1,720,480 1,629,091 -5% 1,513,234 -12%52400 Group Life 136,114 137,165 164,698 167,477 2% 179,931 9%

53000.16 Purchased Services - Refuse Collection 5,366 5,425 4,879 4,879 0% 4,879 0%53100 Professional Services 153,513 131,157 216,000 181,000 -16% 181,000 -16%

53100.22 Medical Services 33,888 27,047 35,900 35,900 0% 35,900 0%53200.00 Temporary Help Service Fees - 16,768 - - - - -

53300 Repair and Maintenance 8,030 5,622 12,000 12,300 2% 12,000 0%53320 Maintenance Service Contracts 45,309 23,853 49,350 65,439 33% 65,439 33%53500 Printing and Binding 872 1,540 1,000 1,160 16% 1,160 16%54100 Information Technology 859,305 833,070 789,583 789,583 0% 1,097,344 39%54200 Fleet 1,330,809 1,303,923 1,162,213 1,162,213 0% 1,278,663 10%54500 Risk Management 3,099,343 3,014,485 2,865,229 2,865,229 0% 3,376,038 18%55100 Utilities 185,458 175,943 200,000 214,200 7% 214,200 7%55210 Postal Services 548 743 850 850 0% 850 0%55230 Telecommunications 36,105 52,933 79,714 79,714 0% 98,148 23%55410 Lease/Rent of Equipment 178,014 176,987 178,014 176,987 -1% 176,987 -1%55440 Fire Hydrant Rental 117,000 117,000 117,000 117,000 0% 140,000 20%55500 Travel and Training 21,021 24,861 26,650 27,250 2% 27,250 2%55645 Four for Life - EMS Support * 89,240 70,394 76,260 76,080 0% 76,080 0%55700 VFD Operations 104,000 104,000 107,500 107,500 0% 107,500 0%55810 Dues and Association Memberships 18,188 18,940 19,416 19,735 2% 19,735 2%55843 Fire Programs Fund Expense * 120,684 134,054 254,034 268,082 6% 268,082 6%56001 Office Supplies 3,663 4,235 4,600 4,600 0% 4,600 0%56007 Repair and Maintenance Supplies 7,643 6,968 15,000 15,000 0% 13,000 -13%

56007.12 Educational Supplies 2,973 5,073 3,000 6,500 117% 6,500 117%56011 Uniforms & Wearing Apparel 81,226 106,217 105,000 125,000 19% 110,000 5%56012 Books and Subscriptions 2,176 1,453 1,639 1,730 6% 1,730 6%56014 Other Operating Supplies 29,810 33,115 41,000 41,000 0% 41,000 0%56017 Copier Costs 13,182 26,113 10,726 10,726 0% 38,097 255%58200 Capital Outlay - Additions 7,141 20,150 - 50,000 - - -


51100.04 - Overtime: Holiday, FLSA, Inclemet Weather, Special Events51100.06 - Part-time: EMS Paramedics53100 - Professional Services: Dept. of Forestry contracts for forest fire prevention & suppression; independent ladder testing services & EMS billing; firefighter entrance testing53110 - 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 $649,496 annually.

Department: Fire and Rescue

Personnel Summary


44 Fire Chief 1 1 1 1 136 Deputy Fire Chief 2 2 2 3 334 Battalion Chief 7 7 7 8 829 Fire Captain 18 19 19 19 1925 Fire Lieutenant 30 30 31 31 3123 Administrative Analyst - 1 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/Fire Inspector 190 188 187 185 185

14 Executive Secretary 1 1 1 1 111 Timekeeper 1 - - - - 10 Office Assistant II 2 2 2 2 2


120

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 2016 ACCOMPLISHMENTS Revised the City of Suffolk Emergency Operations Plan

Participated in 18 emergency planning activities.

Provided 79 weather advisories and 17 situation reports to key City staff and community partners.

Conducted three Emergency Operations Center (EOC) training sessions.

FY 2017 OBJECTIVES To identify mitigation opportunities that will lesson or diminish the effects of a natural or manmade

disaster. (Public Safety)

To assist with the development of emergency plans and exercises for business and institutions within the City. (Public Safety)

To provide educational outreach to residents and businesses to promote a culture of all-hazards preparedness. (Civic Engagement and Responsive City Services)

To encourage citizen and employee participation in the annual Statewide Tornado and Earthquake drills and participation in organizations such as the Suffolk Local Emergency Planning Committee, Western Tidewater Medical Reserve Corps, Red Cross, and faith-based groups involved in emergency management planning and response. (Civic Engagement and Responsive City Services)


FY 16 Projected

FY 17 Estimate

Number of training exercises held 3 3 3

Percentage of City staff with emergency management responsibilities receiving at least one class annually

100% 100% 100%

Percent compliance with State/Federal emergency management mandates

100% 100% 100%

121

Division: Emergency Management (Department of Fire & Rescue)Budget Detail


54100 Information Technology $ - $ 4,685 $ 23,130 $ 23,130 0% $ 24,125 4%55210 Postal Services 3 1 50 50 0% 50 0%55230 Telecommunications 2,165 4,420 9,244 9,244 0% 5,547 -40%55500 Travel and Training 359 584 900 900 0% 900 0%55810 Dues and Association Memberships 75 75 75 75 0% 75 0%56001 Office Supplies 1,244 1,182 1,250 1,250 0% 1,250 0%56012 Books and Subscriptions 140 - - - - - -56014 Other Operating Supplies 742 - 1,400 1,500 7% 1,400 0%56017 Copier Costs 424 - 1,347 1,347 0% - -100%58200 Capital Outlay - 2,997 - - - - -


122

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.

123

Department: Western Tidewater Regional Jail

Budget Detail

2013-2014 2014-2015 2015-2016 2016-2017 % 2016-2017 %

Account Number: 100-33200- Actual Actual Budget Requested Change Adopted Change

57001 Required Jurisdiction Contribution $ 2,588,491 $ 3,797,045 $ 4,424,891 $ 4,364,037 -1% $ 4,364,037 -1%


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

124

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.


Established a quiet zone for the Suffolk Meadows neighborhood area in partnership with the Federal Railroad Administration.

Completed neighborhood improvement projects along North Division and Clary’s Streets and in the community of Holland.

Continued to work with the Southeastern Public Service Authority (SPSA) and neighboring communities to identify the best long-term solid waste disposal option for Suffolk.

Completed construction and relocation to the Department’s new Operations Center.

FY 2017 OBJECTIVES To provide sound oversight of all funds administered by the Department with special attention to

ensuring that Utility and Special Revenue funds are utilized expressly for their intended purpose. (Financial Stability)

To identify opportunities for transportation improvements and enhancements, as well as opportunities for funding. (Transportation)

To respond to citizen requests for information and to proactively reach out to communities where significant projects will be undertaken. (Civic Engagement and Responsive City Services)


FY 16 Projected

FY 17 Estimate

Number of lane miles resurfaced 42 40 40 Average time to repair reported potholes 72 hrs. 72 hrs. 72 hrs. Percent of Priority 1 Traffic Signal requests repaired within 4 hours

100% 100% 100%

Tons of Refuse Collected 36,568 37,500 38,000 Tons of Curbside Recycling Collected 5,478 5,645 5,700 Transit Ridership (non-ADA) 77,631 92,300 99,500

125

Department: Public Works - Administration

Budget Detail


51100.02 Salaries and Wages $ 159,837 $ 166,004 $ 172,035 $ 172,035 0% $ 177,810 3%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 60,000 60,000 0% 60,000 0%53000.06 Purchased Services - Stormwater - Engineering 340,000 340,000 400,000 400,000 0% 400,000 0%53000.43 Purchased Services - RM Salary Allocation - 45,000 45,000 45,000 0% 45,000 0%53000.44 Purchased Services - RM Streetlight Installation - 20,000 20,000 20,000 0% 20,000 0%53000.45 Purchased Services - RM Impact Analysis - 15,000 15,000 15,000 0% 15,000 0%

53100 Professional Services 3,750 13,494 15,000 15,000 0% 15,000 0%53130 Landfill Closure Monitoring 146,872 122,122 53,600 88,500 65% 88,500 65%53600 Advertising 93 - 400 250 -38% 250 -38%54100 Information Technology 46,716 47,674 16,841 16,841 0% 15,843 -6%54200 Fleet 4,231 6,125 6,100 6,150 1% 4,917 -19%54500 Risk Management 22,175 21,353 18,236 18,236 0% 24,059 32%55210 Postal Services 333 898 700 700 0% 700 0%55230 Telecommunications 1,585 3,311 5,876 4,000 -32% 3,704 -37%55500 Travel and Training 258 814 1,700 1,700 0% 1,700 0%55810 Dues and Association Memberships 341 420 1,000 750 -25% 750 -25%56001 Office Supplies 1,095 1,251 1,500 1,500 0% 1,500 0%56012 Books and Subscriptions 139 - 500 500 0% 500 0%56017 Copier Costs 2,275 1,018 5,919 1,500 -75% 1,110 -81%58200 Capital Outlay 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


126

Department: Public Works - Grounds Maintenance

Budget Detail


51100.02 Salaries and Wages $ 130,253 $ - $ - $ - - $ - -51100.04 Salaries and Wages - Overtime 13,493 - - - - - -

52100 FICA 10,621 - - - - - -52210 VRS Retirement 21,611 - - - - - -52400 Group Life 1,534 - - - - - -

53000.02 Purchased Services - Road Maintenance Fund 28,041 - - - - - -53000.16 Purchased Services - Refuse Fund 6,700 - - - - - -

53300 Repair and Maintenance 13,800 - - - - - -53320 Maintenance Service Contracts 208,400 - - - - - -54100 Information Technology 10,130 - - - - - -54200 Fleet 25,844 - - - - - -54500 Risk Management 38,660 - - - - - -55100 Utilities 370 - - - - - -55210 Postal Services 51 - - - - - -55230 Telecommunications 645 - - - - - -56001 Office Supplies 496 - - - - - -56011 Uniforms & Wearing Apparel 1,174 - - - - - -56014 Other Operating Supplies 22,187 - - - - - -56017 Copier Costs 731 - - - - - -

Total Operating Expenditures $ 534,744 $ 0 $ 0 $ 0 - $ 0 -

Personnel Summary


22 Superintendent of Cemeteries 1 - - - - 11 Skilled Laborer 1 - - - - 8 Laborer 2 - - - -

Number of Full-Time Positions 4 - - - -

127

_____________________________________________________________________________________


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 2016 ACCOMPLISHMENTS

Completed construction of the new Whaleyville Community Center.

Initiated design for the new Central Library project.

Completed design and initiated construction for Fire Station No. 1 Renovation.

Complete construction of Police Administration Building Expansion.

Initiated design for the Bennett’s Creek Park Recreation Center (Army Reserve Center).

Implemented the Cityworks work order system to track and respond to departmental requests for services.

FY 2017 OBJECTIVES

To provide cost effective and quality building maintenance and custodial services for City departments and agencies. (Financial Stability)

To plan and facilitate the design, renovation, and construction of City buildings and facilities to enhance service delivery by City departments for the benefit of Suffolk citizens. (Civic Engagement and Responsive City Services)


FY 16 Projected

FY 17 Estimate

Building Maintenance and Custodial: Number of Buildings maintained 43 43 44 Square Footage of Buildings maintained 1,013,000 1,013,000 1,035,000 Number of Service Requests Building Maintenance 1,310 1,500 1,750 Custodial 740 800 950 Average Response Time to Service Requests 1 day 1 day 1 day Capital Projects: Percent of Capital Building Projects completed on time/within budget 90% 90% 90%

128

Department: Capital Programs & FacilitiesBudget Detail

2013-2014 2014-2015 2015-2016 2016-2017 % 2016-2017 %Account Number: 100-43250 Actual Actual Budget Requested Change Adopted Change

51100.02 Salaries and Wages $ 864,173 $ 888,691 $ 956,207 $ 956,207 0% $ 977,987 2%51100.04 Salaries and Wages - Overtime 17,787 20,957 - - - - -51100.06 Salaries and Wages - Part-time 150,528 155,322 190,872 190,872 0% 194,689 2%

52100 FICA 76,708 78,276 87,752 87,752 0% 89,710 2%52210 VRS Retirement 140,171 128,950 131,050 122,777 -6% 107,872 -18%52400 Group Life 10,244 10,610 12,622 12,622 0% 12,812 2%53000 Purchased Services - Refuse Collection 3,507 8,340 6,896 6,896 0% 6,896 0%53100 Professional Services 2,145 3,296 - - - - -53300 Repair and Maintenance 78,921 131,193 75,000 100,000 33% 140,000 87%53320 Maintenance Service Contracts 52,019 230,366 360,000 460,000 28% 360,000 0%54100 Information Technology 35,589 33,090 92,968 92,968 0% 72,059 -22%54200 Fleet 40,827 51,164 58,581 58,581 0% 57,797 -1%54500 Risk Management 300,069 299,606 282,660 282,660 0% 436,546 54%55100 Utilities 491,972 753,089 568,800 568,800 0% 634,689 12%55210 Postal Services 48 54 100 100 0% 100 0%55230 Telecommunications 6,076 6,993 9,578 9,578 0% 7,258 -24%55410 Lease/Rent of Equipment 294,024 530,207 570,043 534,415 -6% 534,415 -6%55500 Travel and Training 1,240 53 1,000 1,000 0% 1,000 0%55810 Dues & Association Memberships 1,592 - - - - - -56001 Office Supplies 1,759 2,395 2,000 2,000 0% 2,000 0%56011 Uniforms & Wearing Apparel 11,214 11,505 12,000 12,000 0% 12,000 0%56014 Other Operating Supplies 120,297 140,469 100,000 100,000 0% 150,000 50%56017 Copier Costs 4,651 6,710 6,413 6,413 0% 7,293 14%58200 Capital Outlay - - - - - - -


Personnel Summary

2013-2014 2014-2015 2015-2016 2016-2017 % 2016-2017 % 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 & Facilities 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 3 3 3 3 3 14 Executive Secretary 1 1 1 1 1 12 Secretary I 1 1 1 1 1 10 Custodial Supervisor 2 2 2 2 2

8 Custodial Worker 12 12 12 12 12


129

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 2016 ACCOMPLISHMENTS Maintained an overall timeliness of processing

standard of 97.72% which exceeded the State processing standard of 97% for assistance and benefit applications.

Achieved an 88.63% Supplemental Nutrition Assistance Program (SNAP) program participation rate and exceeding the State benchmark of 80%.

Re-launched Veteran services at the Suffolk Workforce Development Center offering Veterans, Active Duty and Military Families with a one-stop shop for benefits, compensation, education, and employment services.

FY 2017 OBJECTIVES To process benefit applications at or above the State standard of 97% and maintain low error rates.

(Leisure, Health, and Wellness)

To protect vulnerable children and the elderly from abuse/neglect by responding to 98% of valid investigative reports within state mandated guidelines. (Leisure, Health, and Wellness)

To continue the Department’s focus on preventative measures to decrease the number of children entering into foster care. (Leisure, Health, and Wellness)

To provide citizens and businesses with access to workforce development and employment services. (Expanded Economic Development)


FY 16 Projected

FY 17 Estimate

Supplemental Nutrition Assistance Program (SNAP) Program: Number of Persons/Households receiving SNAP 5,980 5,480 5,000 Percent of eligible households receiving SNAP 89% 90% 91% Temporary Assistance for Needy Families (TANF) Program: Number of Persons/Households receiving TANF 970 950 925 Medicaid Program: Number of households receiving Medicaid 13,610 13,650 13,600 Foster Care Program: Number of Children in Foster Care 17 15 15 Employment Programs: Percent of TANF recipients in employment activities 58% 57% 58% Number of visitors at Workforce Development Ctr. 22,148 24,000 22,500 Community Corrections Program: Number of persons in Community Corrections Program 665 640 650 Average Length of Supervision time 257 days 237 days 180 days

130

Department: Social Services

Budget Detail


51100.02 Salaries and Wages $ 4,551,071 $ 4,462,515 $ 4,791,099 $ 4,791,099 0% $ 4,999,177 4%51100.04 Salaries and Wages - Overtime 844 79 - - - - -51100.06 Salaries and Wages - Part-time 228,457 275,235 259,064 259,064 0% 264,245 2%51100.27 Leave Compensation 17,218 61,609 100,000 100,000 0% 100,000 0%

52100 FICA 350,351 346,994 386,337 386,337 0% 402,652 4%52210 VRS Retirement 743,289 647,226 657,580 615,177 -6% 551,409 -16%52400 Group Life 54,233 53,018 63,243 63,243 0% 65,489 4%52600 Unemployment 13,902 19,491 6,462 19,490 202% 19,490 202%53100 Professional Services 29,425 30,928 34,365 34,365 0% 34,365 0%53300 Repair and Maintenance 1,080 1,124 11,128 1,128 -90% 1,128 -90%54100 Information Technology 265,435 235,435 279,894 279,894 0% 499,625 79%54200 Fleet 48,812 54,651 60,000 60,000 0% 56,938 -5%54500 Risk Management 1,003,278 949,387 910,964 910,964 0% 1,128,222 24%55210 Postal Services 56,731 67,857 49,974 72,850 46% 72,850 46%55230 Telecommunications 24,218 40,678 81,951 81,951 0% 52,392 -36%55300 Insurance and Bonds 2,136 2,295 2,886 2,886 0% 2,886 0%55420 Lease/Rent of Building 1,092,821 1,219,517 1,184,041 1,166,011 -2% 1,166,011 -2%55500 Travel and Training 12,370 20,193 21,812 21,812 0% 21,812 0%55667 Early Childhood Development Commission 60,000 61,077 60,000 60,000 0% 60,000 0%55676 Summer Youth Program 111,896 119,511 109,452 140,000 28% 140,000 28%55677 Suffolk Workforce Development (lease) 115,256 67,872 85,968 85,968 0% 85,968 0%

55701.02 Auxiliary Assistance - Blind, Aged & Disabled 251,849 220,730 309,550 300,560 -3% 300,560 -3%55701.04 Aid to Dependent Children 2,678 1,910 2,500 2,500 0% 2,500 0%55701.06 Aid to Dependent Children - Foster Care 260,903 271,421 605,416 603,285 0% 603,285 0%55701.08 Fuel Assistance 728 435 500 500 0% 500 0%55701.10 Healthy Families - 46,218 93,507 93,507 0% 93,507 0%55701.12 Other Local Only 500 - - - - - -55701.14 Title XX Purchased Services 314,048 221,853 289,844 288,110 -1% 288,110 -1%55701.16 Adoption Payments 447,385 396,156 619,252 600,860 -3% 600,860 -3%55701.18 Employment Services Program 171,817 126,482 258,784 252,685 -2% 252,685 -2%55701.22 Quality Initiative Program 64,588 17,188 17,188 17,188 0% 17,188 0%55701.24 General Relief 14,680 12,500 12,000 12,000 0% 12,000 0%

55810 Dues and Association Memberships 1,519 605 1,525 1,525 0% 1,525 0%56001 Office Supplies 83,693 45,198 82,453 82,453 0% 82,453 0%56017 Copier Costs 71,057 122,600 108,535 108,535 0% 121,122 12%


Above costs are offset by estimated State/Fed Revenues of: $7,784,064

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 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 2 22 Workforce Center Coordinator 1 1 1 1 1 21 Family Services Worker II 14 14 14 14 14 21 ECDC Coordinator 1 1 1 1 1 20 Self Sufficiency Worker II 6 6 4 4 4 18 Financial Services Case Manager II 17 18 19 19 19 18 Family Services Worker I 12 12 12 12 12 16 Clerical Support Supervisor 1 1 1 1 1 16 Financial Services Case Manager I 15 14 15 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


131

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 2016 ACCOMPLISHMENTS

Maintained the average cost per service for CSA cases at approximately $80 per day.

Actively participated in the Hampton Roads CSA Resource/Vendor Fair, the Suffolk Conference, and State CSA Conference.

Served 41at-risk youth while working diligently to assure that only services needed were rendered.

FY 2017 OBJECTIVES To provide rehabilitative services to 80% of the CSA population in a non-residential setting.

(Leisure, Health, and Wellness)

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). (Civic Engagement and Responsive City Services)

To maintain the average cost per day for CSA services at or below the average State cost per service. (Financial Stability)


FY 16 Projected

FY 17 Estimate

Comprehensive Services Act (CSA) Program: Number of children receiving CSA services 41 50 60 Average Cost per day for CSA services $87 $80 $75

132

Department: Comprehensive Services Act

Budget Detail


51100.02 Salaries and Wages $ 102,158 $ 104,814 $ 106,597 $ 106,597 0% $ 113,924 7%51100.04 Salaries and Wages - Overtime - 75 - - - - 51100.06 Salaries and Wages - Part-time 26,589 26,661 34,930 34,930 0% 35,629 2%


53000.08 CSA Purchased Services 1,124,428 1,295,189 1,561,401 1,495,425 -4% 1,495,425 -4%54500 Risk Management 9,552 18,207 17,476 17,476 0% 21,982 26%

55701.10 Healthy Families 39,094 - - - - - -


Personnel Summary


23 CSA Coordinator 1 1 1 1 118 CSA Management Specialist 1 1 1 1 1


Above costs are offset by estimated State/Fed Revenues of: $1,011,706

133

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 2016 ACCOMPLISHMENTS Provided Immunization services to 686 citizens and maternity care and pregnancy testing to

90 indigent women who are in need of obstetrical care.

Served 36 clients with 363 visits as part of the Healthy Families Program which is designed to provide intensive in-home visitation for overburdened families.

Attained a 95% client satisfaction rating.

FY 2017 OBJECTIVES

To increase male involvements in pregnancy prevention and planning efforts to improve statewide family planning involvement. (Leisure, Health, and Wellness)

To increase the number of teens served in family planning clinics and in community education settings. (Leisure, Health, and Wellness)

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. (Leisure, Health, and Wellness)

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. (Leisure, Health, and Wellness)

To reduce environmental and communicable disease hazards at food establishments, hotels, swimming pools, migrant labor camps and campgrounds. (Leisure, Health, and Wellness)


FY 16 Projected

FY 17 Estimate

Males participating in pregnancy planning/prevention programs 284 287 290

Teens served by Family Planning Clinics 209 209 209 Percent of Immunization data entered in State Webvision system 100% 100% 100% Percent of children with primary health care provider within two months of enrollment

100% 100% 100%

Percent of food establishments inspected by due date 67% 67% 67%

134

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%


135

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 2016 ACCOMPLISHMENTS Secured funding for new or continuing programs from the Obici Healthcare Foundation including

shared psychiatric services, mobile crisis outreach, and outpatient medical detoxification.

Implemented the Nurturing Parenting Program (NPP) to build nurturing parenting skills as an alternative to abusive and neglecting parenting and child-rearing practices.

Continued the development of telemedicine to link service centers, law enforcement centers, and hospitals to facilitate evaluations for individuals under Emergency Custody Orders while they are undergoing medical assessment to determine the need for psychiatric hospitalization or diversion to other community treatment services.

FY 2017 OBJECTIVES To ensure that services provided are available, timely, and efficient. (Civic Engagement and

Responsive City Services)

To ensure that services provided are effective and meet individual needs. (Leisure, Health, and Wellness)

To maintain performance in key risk management indicators. (Civic Engagement and Responsive City Services)

To ensure that the community services board is operationally sound and maintains a high quality workforce. (Civic Engagement and Responsive City Services)


FY 16 Projected

FY 17 Estimate

Number of Persons Receiving Mental Health Services 2,982 3,071 3,163

Number of Persons Receiving Intellectual Disabilities Services 668 688 709

Number of Persons Receiving Substance Abuse Services 831 855 881

136

Department: Support of Western Tidewater Community Service BoardBudget Detail


55620 Transfer to Western Tidewater CSB $ 281,152 $ 281,152 $ 281,152 $ 295,210 5% $ 281,152 0%


137

SCHOOL SUPPORT

DESCRIPTION

Each year, the Suffolk City Council appropriates local funding in support of Suffolk Public Schools. This funding is used by the school division for the operation of its 12 elementary schools, 4 middle schools, 3 high schools, and 1 alternative school and lease expenses for the Suffolk School Administration office and print shop. Additional local funding is provided in the Debt Service Fund and Capital Projects Fund budgets for school related capital projects and debt service.

Source: City of Suffolk, Division of Budget & Strategic Planning Budgeted Local Support for Schools (excluding Capital and Debt)

138

Department: Support of Schools

Budget Detail


55420 Local Support for Lease/Rent of Building $ 492,828 $ 509,899 $ 526,784 $ 534,837 2% $ 534,837 2%55640 Support of Schools 49,684,053 50,604,809 53,570,053 54,570,053 2% 53,832,201 0%


Total School Fund Revenues:

State / Federal / Other $ 103,015,172 6% $ 103,015,172 6%

Transfer from General Fund - Local Support 55,104,890 2% 54,367,038 0%

Total Operating Revenues: $ 158,120,062 4% $ 157,382,210 4%

Total School Fund Expenditures:

Instruction $ 117,021,452 4% $ 117,021,452 4%

Administration and Attendance 3,481,726 3% 3,481,726 3%

Health and Psychology 1,912,569 1% 1,912,569 1%

Pupil Transportation 7,782,603 2% 7,782,603 2%

Operation and Maintenance 12,857,858 3% 12,857,858 3%

Food Services 8,134,000 9% 8,134,000 9%

Technology 6,395,017 10% 6,395,017 10%

- 0% - 0%

Local Support - Lease / Rent of Building 534,837 2% 534,837 2%

Local Support Reduction to REQUEST: - - (737,852) -

Total Operating Expenses: $ 158,120,062 4% 157,382,210 4%

139

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 2016 ACCOMPLISHMENTS

Completed an update to the Parks and Recreation Master Plan to include a new vision, mission, values, and short and long-term initiatives.

Increased enrollment in middle school afterschool program at Kings Fork Recreation Center by 50%.

Implemented several special events drawing over 13,000 attendees.

FY 2017 OBJECTIVES

To increase attendance at all department programs and facilities by 10% through implementation of the department marketing plan. (Leisure, Health, and Wellness)

To implement the Suffolk Initiative on Youth Crime prevention plan to include the Summer Work Success, Suffolk Youth Advisory Council, Global Youth Service Day and Mentoring programs. (Leisure, Health, and Wellness)

To implement citywide opportunities for volunteerism. (Civic Engagement and Responsive City Services)


FY 16 Projected

FY 17 Estimate

Parks: Number of Regional Park Visitors 145,471 150,000 155,000 Total Park Acres maintained 1,810 1,811 2,000 Recreation: Number of Recreation and Community Center Members 3,728 3,914 4,110 Number of Youth participating in Youth Athletic Programs 4,175 4,384 4,593 Number of Seniors participating in Senior Programs 2,138 2,267 2,420 Suffolk Initiative on Youth (SIY): Number of Out of School Youth Programs 14 15 18 Number of Youth Prevention Programs 7 10 12 Number of Youth participating in Prevention Programs 675 704 725 Suffolk Art Gallery: Number of Adult Classes/Programs 186 188 190 Number of Youth Classes/Programs 55 57 59 Number of Exhibitions 33 35 37 Business Services Number of Special Event Applications Processed 79 85 90 Number of Volunteer Hours 6,514 7,500 7,650

140

Department: Parks and Recreation - Administration

Budget Detail


51100.02 Salaries and Wages $ 342,802 $ 270,839 $ 328,188 $ 328,188 0% $ 343,278 5%52100 FICA 25,596 20,541 25,106 25,106 0% 26,261 5%52210 VRS Retirement 56,768 40,356 45,421 42,139 -7% 37,864 -17%52400 Group Life 3,122 2,279 4,332 4,332 0% 4,497 4%54100 Information Technology 282,681 277,819 338,861 338,861 0% 423,147 25%54200 Fleet 11,338 17,273 19,800 19,800 0% 16,867 -15%54500 Risk Management 525,418 568,413 581,076 581,076 0% 686,579 18%55100 Utilities 10,982 10,948 11,000 - -100% 11,000 0%55210 Postal Services 1,840 1,077 3,500 - -100% 2,000 -43%55230 Telecommunications 29,402 45,108 57,601 7,392 -87% 41,037 -29%55500 Travel and Training 2,241 2,740 2,000 2,000 0% 2,000 0%55810 Dues and Association Memberships 2,958 2,875 1,600 1,600 0% 1,600 0%56001 Office Supplies 4,211 2,389 5,000 5,000 0% 5,000 0%56012 Books and Subscriptions 543 489 500 500 0% 500 0%56014 Other Operating Supplies 7 516 - - - - -56017 Copier Costs 12,007 48,209 25,943 25,943 0% 57,742 123%

Total Operating Expenditures $ 1,311,917 $ 1,311,869 $ 1,449,928 $ 1,381,937 -5% $ 1,659,372 14%

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 - - - - 14 Executive Secretary 1 1 1 1 1


141

Department: Parks and Recreation - Office on YouthBudget Detail


51100.02 Salaries and Wages $ - $ 90,426 $ 92,187 $ 49,849 -46% $ 54,743 -41%51100.06 Salaries and Wages - Part- time - - - 48,967 - - -

52100 FICA - 6,398 7,052 7,559 7% 4,188 -41%52210 VRS Retirement - 13,402 12,759 6,401 -50% 6,038 -53%52400 Group Life - 1,075 1,217 658 -46% 717 -41%53100 Professional Services - 3,522 4,750 2,000 -58% 1,500 -68%53500 Printing and Binding - 23 1,000 500 -50% - -100%53600 Advertising - 106 600 600 0% 500 -17%55500 Travel and Training - 783 1,200 1,500 25% 1,200 0%56001 Office Supplies - 335 350 600 71% 600 71%56011 Uniforms & Wearing Apparel - 467 750 750 0% 750 0%56014 Other Operating Supplies - 7,996 5,000 11,950 139% 5,000 0%56026 Special Programs - - 25,000 29,250 17% 25,000 0%

Total Operating Expenditures $ - $ 124,532 $ 151,865 $ 160,584 - $ 100,236 -

56026 - Special Events: Special events supported by sponsorships and fees of $2,800

Personnel Summary


22 Youth Outreach Coordinator - 1 1 1 1 17 Recreation Specialist II - 1 1 - -

Number of Full-Time Positions - 2 2 1 1

142

Department: Parks and Recreation - Parks, Gateways, and Facility Maintenance

Budget Detail


51100.02 Salaries and Wages $ 614,163 $ 668,096 $ 672,655 $ 674,596 0% $ 717,744 7%51100.04 Salaries and Wages - Overtime 8,510 21,320 - - - - -51100.06 Salaries and Wages - Part- time 105,497 135,928 125,290 235,700 88% 127,796 2%


53000.16 Purchased Services - Refuse Collection 19,529 30,536 31,543 35,000 11% 35,000 11%53000.46 Purchased Services - RM Banners - 1,367 5,000 5,000 0% 5,000 0%

53100 Professional Services 1,759 10,046 9,000 15,000 67% 10,000 11%53300 Repair and Maintenance 45,296 48,734 70,000 80,000 14% 70,000 0%53320 Maintenance Service Contracts 178,980 166,967 180,000 204,100 13% 204,100 13%54200 Fleet 276,169 317,446 398,792 398,792 0% 410,395 3%55100 Utilities 169,299 248,149 150,000 259,385 73% 259,385 73%55410 Lease/Rent of Equipment 9,218 3,474 6,000 121,632 1927% 121,632 1927%55420 Lease/Rent of Building - - - 15,013 - 15,013 -55500 Travel and Training 2,348 3,512 2,000 3,000 50% 3,000 50%56001 Office Supplies 1,435 509 1,500 1,000 -33% 1,000 -33%56011 Uniforms & Wearing Apparel 15,150 16,203 13,000 15,000 15% 15,000 15%56014 Other Operating Supplies 70,744 76,703 86,000 90,000 5% 90,000 5%56026 Special Programs - - 5,000 1,265 -75% 1,265 -75%58200 Capital Outlay - - - 2,500 - - -


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 $650

Personnel Summary


25 Parks Manager 1 1 1 1 1 23 Grounds Maintenance Superintendent - 1 1 1 1 18 Park Ranger Sergeant 1 1 1 1 1 18 Parks Maintenance Coordinator 1 1 1 2 1 17 Recreation Specialist II - - - 1 - 17 Landscape Supervisor 1 - - - - 14 Recreation Facilities Supervisor 1 1 1 1 1 13 Park Ranger /Dock Master 4 4 4 4 4 11 Ground Maintenance Worker II 2 2 2 1 2

8 Ground Maintenance Worker I 5 5 5 5 5 8 Recreation Facilities Technician 3 3 3 3 3


143

Department: Parks and Recreation - Grounds MaintenanceBudget Detail

2013-2014 2014-2015 2015-2016 2016-2017 % 2016-2017 %Account Number: 100-71250- Actual Actual Budget Requested Change Adopted 0

51100.02 Salaries and Wages $ - $ 107,339 $ 145,363 $ 152,131 5% $ 150,242 3%51100.04 Salaries and Wages - Overtime - - 17,389 17,389 0% 17,389 0%51100.06 Salaries and Wages - Part- time - 6,293 - 47,140 - - -

52100 FICA - 6,716 12,451 16,574 33% 12,824 3%52210 VRS Retirement - 15,929 20,118 19,534 -3% 16,572 -18%52400 Group Life - 1,277 1,919 2,008 5% 1,968 3%

53000.02 Purchased Services - Road Maintenance Fund - 16,930 35,000 - -100% - -100%53100 Professional Services - - - 5,000 - - -53300 Repair and Maintenance - 9,825 20,000 - -100% - -100%53320 Maintenance Service Contracts - 251,481 198,400 260,000 31% 260,000 31%54200 Fleet - 44,155 70,708 70,708 0% 74,904 6%54500 Risk Management - 36,862 - - - - -55100 Utilities - 1,066 1,100 2,000 82% 2,000 82%55210 Postal Services - 9 - - - - -55500 Travel and Training - - - 1,000 56001 Office Supplies - - 500 - -100% - -100%56011 Uniforms & Wearing Apparel - 1,388 2,000 - -100% - -100%56014 Other Operating Supplies - 14,151 23,000 8,000 -65% 8,000 -65%

Total Operating Expenditures $ - $ 513,422 $ 547,947 $ 601,484 10% $ 543,898 -1%

Personnel Summary


22 Superintendent of Cemeteries - 1 1 1 1 18 Parks Maintenance Coordinator - - - 1 - 11 Grounds Maintenance Worker II - 1 1 - 1 8 Grounds Maintenance Worker I - 2 2 2 2

Number of Full-Time Positions - 4 4 4 4

144

Department: Parks and Recreation - Support Services

Budget Detail


51100.02 Salaries and Wages $ 232,086 $ 233,639 $ 242,566 $ 370,974 53% $ 306,710 26%51100.04 Salaries and Wages - Overtime (349) 1,405 - - - - -51100.06 Salaries and Wages - Part- time - 13,770 5,340 30,218 466% 5,447 2%

52100 FICA 17,017 18,098 18,965 30,691 62% 23,880 26%52210 VRS Retirement 37,522 33,933 32,947 47,633 45% 33,830 3%52400 Group Life 1,931 1,954 3,202 4,897 53% 4,018 25%53300 Repairs and Maintenance - - 4,000 28,000 600% 28,000 600%53500 Printing and Binding 8,668 10,357 10,000 10,000 0% 10,000 0%53600 Advertising 6,333 4,754 10,000 16,280 63% 10,000 0%55100 Utilities - - - 2,000 - 2,000 -55500 Travel and Training 9,557 2,165 1,000 5,000 400% 5,000 400%56001 Office Supplies 1,279 1,959 1,500 2,000 33% 2,000 33%56011 Uniforms & Wearing Apparel 10 304 1,000 3,000 200% 3,000 200%56014 Other Operating Supplies 6,231 9,336 10,000 39,895 299% 39,895 299%56026 Special Events 117,766 119,345 130,000 195,725 51% 175,725 35%


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 $72,850.

Personnel Summary


25 Business Manager 1 1 1 1 1 22 Recreation Supervisor 1 1 1 1 1 21 Marketing and Development Coordinator - - - 1 - 17 Special Event Coordinator 2 2 2 2 2 13 Accounting Technician 1 1 1 1 1 10 Office Assistant II 1 1 1 2 2


145

Department: Parks and Recreation - Recreation

Budget Detail


51100.02 Salaries and Wages $ 606,167 $ 743,724 $ 773,988 $ 782,430 1% $ 848,300 10%51100.04 Salaries and Wages - Overtime 5,068 8,855 - - - - -51100.06 Salaries and Wages - Part-time 465,510 564,422 493,409 742,500 50% 503,277 2%51100.10 Salaries and Wages - Seasonal 118,461 141,712 - - - - -

52100 FICA 91,828 105,013 96,956 116,657 20% 103,396 7%52210 VRS Retirement 96,794 103,005 103,847 100,464 -3% 93,567 -10%52400 Group Life 8,546 10,136 10,217 10,328 1% 11,113 9%53100 Professional Services 8,929 935 9,000 9,000 0% 9,000 0%53300 Repair and Maintenance 55,544 41,672 62,700 70,000 12% 70,000 12%53500 Printing and Binding 1,860 114 2,000 2,000 0% 2,000 0%53600 Advertising - - - 720 - - -54200 Fleet 69,928 94,881 95,557 95,557 0% 111,470 17%55100 Utilities 38,025 41,796 44,000 75,000 70% 75,000 70%55410 Lease/Rent of Equipment 742 978 72,012 72,012 0% 72,012 0%55420 Lease/Rent of Building 1,800 1,800 5,100 5,100 0% 5,100 0%55500 Travel and Training 5,887 4,310 4,200 5,000 19% 5,000 19%55810 Dues and Association Memberships 1,384 261 655 655 0% 655 0%55845 Expenses Related to Fee Activities 199,906 238,744 215,000 279,400 30% 240,000 12%56001 Office Supplies 4,781 4,605 5,000 5,450 9% 5,450 9%56011 Uniforms & Wearing Apparel 7,234 6,314 8,000 8,000 0% 8,000 0%56014 Other Operating Supplies 37,173 23,429 32,500 33,575 3% 33,575 3%56017 Copier Costs 16,493 3,094 - - - - -56026 Special Events 23,652 32,509 31,375 12,500 -60% 12,500 -60%58200 Capital Outlay - - - 18,000 - - -


53300 - Repair & Maintenance - Pool contract for Cypress Park, misc.55420 - Lease of Buildings: School facility rental, Joyner Park, and Elk's Lodge for American Legion meetings.55845 - Expenses Related to Fee Activities: Instructors, officials, and supply costs.56014 - Other Operating Supplies: Equipment and supplies for programs.56026 - Special Events: Supported by sponsorships and fees of $3,900.

Personnel Summary


25 Recreation Manager 1 1 1 1 122 Recreation Supervisor 2 2 2 2 221 Athletic Supervisor - - - 1 1 20 Recreation Center Supervisor 1 1 1 1 117 Recreation Specialist II 4 3 3 3 416 Fitness Specialist 2 2 2 2 215 Recreation Specialist I 8 8 8 7 7

8/10 Office Assistant I / II 3 3 3 2 28 Recreation Facilities Technician 1 1 1 1 1


146

_____________________________________________________________________________________


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 2016 ACCOMPLISHMENTS Initiated the design and master planning process for the

new Downtown Library with an intensive community input component including surveys, charrettes, and focus groups.

Continued the implementation of Libraries Transforming Communities initiative by hosting Community Conversations in different areas of the City with a diverse audience.

Implemented numerous programs including the Summer Reading Program, Youth and Family Services Storytimes, Baby and Me, Creation Exploration, Young Scientists, and the BARKS Program.

FY 2017 OBJECTIVES To expand programs, classes, and events for the community to promote lifelong learning and

recreation. (Leisure, Health, and Wellness)

To provide library services to underserved populations and areas using the Library2Go vehicle and innovative technological solutions. (Leisure, Health, and Wellness)

To implement the Libraries Transforming Communities initiative to bring people together to facilitate community conversations. (Civic Engagement and Responsive City Services)


FY 16 Projected

FY 17 Estimate

Number of Registered Borrowers 48,205 50,000 55,000 Circulation 315,084 320,000 325,000 Number of Reference Questions answered 11,460 12,000 13,000 Number of Computer Sessions 28,799 30,000 32,000 Number of Bookmobile stops 129 200 250 Number of Adult Programs offered 304 320 340 Number of Adults participating in Adult Programs 1,703 2,000 2,500 Number of Youth Programs offered 1,037 1,200 1,500 Number of Children participating in Children's Programs 16,838 17,000 19,000 Number Teen Programs offered 48 100 200 Number of Teens participating in Teen Programs 170 300 500

147

Department: Library

Budget Detail


51100.02 Salaries and Wages $ 1,115,599 $ 1,125,034 $ 1,287,556 $ 1,287,556 0% $ 1,483,659 15%51100.04 Salaries and Wages - Overtime 2,608 17 - - - - -51100.06 Salaries and Wages - Part-time 223,477 242,119 257,792 292,089 13% 262,948 2%


53000.16 Purchased Services - Refuse 3,707 3,779 3,352 3,352 0% 3,352 0%53100 Professional Services 19,270 14,296 4,500 500 -89% - -100%53200 Temporary Help Service 12,668 701 - - - - -53300 Repair and Maintenance 48,475 52,367 95,500 95,000 -1% 95,000 -1%53500 Printing and Binding 2,816 3,034 1,000 1,000 0% 1,000 0%54100 Information Technology 109,987 98,494 108,719 108,719 0% 97,917 -10%54200 Fleet 18,340 15,891 36,600 36,600 0% 54,016 48%54500 Risk Management 299,205 286,526 274,810 274,810 0% 346,395 26%55100 Utilities 56,538 56,911 61,451 61,451 0% 61,451 0%55210 Postal Services 3,445 8,553 5,700 5,700 0% 5,700 0%55230 Telecommunications 5,958 12,626 24,762 24,762 0% 15,279 -38%55420 Lease/Rent of Buildings 18,126 17,400 17,400 17,940 3% 17,940 3%55500 Travel and Training 14,963 12,283 7,000 7,000 0% 7,000 0%55810 Dues and Association Memberships 719 758 900 900 0% 900 0%55846 Marketing - - - 4,000 - - -56001 Office Supplies 38,574 41,181 26,000 26,000 0% 26,000 0%56012 Books and Subscriptions 155,743 175,567 200,000 210,000 5% 200,000 0%56017 Copier Costs 22,127 37,530 26,954 26,954 0% 38,042 41%56026 Special Events - - - 12,500 - 12,500 -58200 Capital Outlay 11,473 70,632 5,000 3,000 -40% - -100%


Personnel Summary


44 Library Director 1 1 - - - 44 Director of Libraries - - 1 1 1 36 Assistant Director of Libraries - - 1 1 1 29 Senior Administrative Analyst - - - - 1 27 Librarian IV 1 1 1 1 1

19/20/24 Librarian I, II, & III 11 11 11 11 11 17 Library Associate - 1 1 1 1 14 Executive Secretary 1 1 1 1 1 13 Library Assistant III 5 4 4 4 4 12 Secretary I 1 1 1 1 1 11 Library Assistant II 4 4 4 4 4

9 Library Assistant I 7 7 6 6 6


148

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 2016 ACCOMPLISHMENTS Managed the review and approval of 89 site plans including the

Nansemond Suffolk Academy at Towne Bank Campus, the Hampton Roads Crossing/College Drive Corridor, Harbourview Station West, Godwin Commerce Park/Boulevard Corridor, and Centerbrooke.

Coordinated village/neighborhood and open space/quality of life improvements including streetscape, roadway, and closed drainage improvements in the Huntersville and Hollywood/Jericho communities, Holland Village, and a new park in the Boston Community.

Continued the successful implementation of the Neighborhood Stabilization Program.

FY 2017 OBJECTIVES To provide coordination and development review services for all land use applications that are focused

on results and accountable to internal and external customers. (Growth Management and Comprehensive Planning)

To provide policies, recommendation and Codes and Ordinances that help protect and promote the health, safety and welfare of the City and its habitants. (Growth Management and Comprehensive Planning)

To provide policies and standards that promotes and enhances safe, quality, transportation options. (Growth Management and Comprehensive Planning)


FY 16 Projected

FY 17 Estimate

Number of Applications Processed: Major Subdivisions 24 25 30 Minor Subdivisions 43 45 50 Family Transfers 8 10 10 Site Plan Reviews 89 100 120 Rezoning & Conditional Rezoning Requests 8 10 15 Conditional Use Permits 20 30 35 Other Reviews (Variance, HLC, Wetlands, Street Vacation, etc.) 80 90 100 Percent of site/subdivision plans reviewed within 30 days 90% 90% 90%

149

Department: Planning and Community Development

Budget Detail


51100.02 Salaries and Wages $ 741,540 $ 680,703 $ 805,380 $ 821,438 2% $ 866,486 8%51100.04 Salaries and Wages - Overtime 22 14 - - - - -

52100 FICA 53,734 49,111 61,612 62,840 2% 66,286 8%52210 VRS Retirement 120,644 98,763 109,800 105,473 -4% 94,422 -14%52400 Group Life 8,824 8,096 10,631 10,843 2% 11,351 7%53100 Compensation of Planning Commission 25,130 20,250 29,400 29,400 0% 29,400 0%

53100.06 Consulting Services 172,110 32,653 57,000 71,700 26% 71,700 26%53600 Advertising 24,380 21,549 16,000 16,000 0% 16,000 0%54100 Information Technology 68,259 30,633 149,501 149,501 0% 136,158 -9%54200 Fleet 1,641 5,898 10,548 10,548 0% 17,193 63%54500 Risk Management 135,180 129,526 124,272 124,272 0% 152,847 23%55210 Postal Services 4,308 5,221 6,000 7,000 17% 7,000 17%55230 Telecommunications 2,350 4,866 8,774 8,774 0% 5,923 -32%55500 Travel and Training 3,532 5,102 4,675 5,940 27% 5,940 27%55810 Dues and Association Memberships 3,285 3,742 4,120 4,620 12% 4,120 0%56001 Office Supplies 8,558 5,268 11,000 11,500 5% 11,000 0%56012 Books and Subscriptions 830 885 1,295 1,395 8% 1,295 0%56017 Copier Costs 9,730 15,540 10,675 10,675 0% 12,964 21%58200 Capital Outlay 357 - - - - - -


Personnel Summary


44 Director of Planning and Community Development 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 1 29 Principal Planner 4 3 3 2 2

20/22 Planner I - II 2 2 2 3 317 Senior Graphics Technician 1 1 1 1 114 Executive Secretary 1 1 1 1 113 Planning Technician 2 2 2 3 310 Office Assistant II 1 1 1 1 1


150

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 2015 ACCOMPLISHMENTS Created and hosted the ReStored event in

Downtown Suffolk which introduced 30 new businesses to operate over a weekend in 6 vacant retail spaces.

Rezoned the former Obici Hospital Site and sold a portion of the site for residential development.

Hosted the Second Annual Hampton Roads LogistiX Games in Suffolk.

Completed redesign of the City’s Economic Development website, YesSuffolk.com.

CY 2016 OBJECTIVES

To partner with the Suffolk existing industry base for growth opportunities as well as continue aggressive business development efforts to the seven Suffolk industry targets which include Advanced Manufacturing, Retail, Medical, Warehousing & Distribution, Food & Beverage Processing, Hospitality and ModSim & Technology. (Expanded Economic Development)

To promote the planned business park locations for future commercial growth opportunities. (Expanded Economic Development)

To continue outreach efforts through monthly e-newsletter distribution, new business announcements, and regular speaking opportunities with civic and business organizations and Suffolk Public Schools. (Civic Engagement and Responsive City Services)


CY 15 Actual

CY 16 Estimate

Number of Jobs Created 1,924 1,803 750 Amount of Capital Investment $98.9M $185M $80M Square Footage of Capital Investment 1,050,637 1,140,000 600,000 Existing Industry Visits 426 411 450 Number of Marketing Missions 9 8 8

151

Department: Economic Development

Budget Detail


51100.02 Salaries and Wages $ 360,229 $ 373,636 $ 386,722 $ 386,722 0% $ 402,970 4%51100.04 Salaries and Wages - Overtime - - - - - - -51100.14 Transportation Expense 3,996 3,996 4,000 4,000 0% 4,000 0%

52100 FICA 26,625 27,677 29,584 29,584 0% 30,827 4%52210 VRS Retirement 59,654 55,447 53,522 49,655 -7% 44,448 -17%52400 Group Life 4,286 4,446 5,105 5,105 0% 5,279 3%53100 Professional Services 23,221 27,450 30,000 30,000 0% 30,000 0%53500 Printing and Binding 1,893 1,764 4,000 4,000 0% 4,000 0%54100 Information Technology 29,443 56,387 25,698 25,698 0% 22,963 -11%54500 Risk Management 60,741 45,611 43,777 43,777 0% 54,785 25%55210 Postal Services 1,723 3,078 3,000 3,000 0% 3,000 0%55230 Telecommunications 3,608 5,602 8,444 8,444 0% 5,897 -30%55500 Travel and Training 16,697 28,239 27,000 40,000 48% 30,000 11%55671 Economic Development Investment Program 1,661,061 2,810,400 - - - - -55810 Dues and Association Memberships 84,394 84,072 85,675 87,000 2% 87,000 2%55846 Marketing 101,868 233,751 98,000 140,000 43% 100,000 2%56001 Office Supplies 2,091 2,084 1,750 1,750 0% 1,750 0%56012 Books and Subscriptions 98 49 350 350 0% 350 0%56017 Copier Costs 7,200 10,254 8,146 8,146 0% 9,544 17%

Total Operating Expenditures $ 2,448,829 $ 3,773,943 $ 814,774 $ 867,231 6% $ 836,812 3%

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


152

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 2015 ACCOMPLISHMENTS

Surpassed previous annual visitor center attendance by 6%.

Coordinated a full tour schedule featuring Great Dismal Swamp Safaris, Historic Narrated Suffolk Bus Tours, and Legends of Main Street: A Suffolk Ghost Walk resulting in a 22% increase in participation over 2014.

Provided conference services to 60 citywide conferences, reunions, retreats, and weddings.

Produced second annual Suffolk Mystery Authors Festival featuring 24 best-selling and up and coming authors.

Continued to operate the popular Suffolk Farmers’ Market at the Visitor Center Pavilion, increasing patron attendance and sales by 20% over previous season.

CY 2016 OBJECTIVES

To increase visitor traffic at the Suffolk Visitor Center and gift shop by 3%. (Expanded Economic Development)

To coordinate and enhance narrated bus, walking, and canoe tours to attract customers and promote Suffolk’s amenities. (Expanded Economic Development)

To enhance online promotional tools to expand advertising and marketing components of current efforts. (Civic Engagement and Responsive City Services)

To oversee the function and promotion of the Suffolk Farmers’ Market. (Expanded Economic Development)


CY 2015 Actual

CY 2016 Estimate

Number of Walk-In Customers at Visitor Center 12,864 14,041 14,200 Number of visitor information packets distributed 1,445 1,736 1,900 Number of interpretive tour customers 535 653 700 Number of collaborative meetings hosted 70 80 85 Number of sales missions, conferences/tradeshows attended 12 7 12 Number of conferences, reunions, weddings serviced 50 60 70

153

Division: Tourism (Department of Economic Development)

Budget Detail


51100.02 Salaries and Wages $ 155,323 $ 160,543 $ 164,448 $ 201,170 22% $ 170,015 3%51100.04 Salaries and Wages - Overtime - 676 - - - - -51100.06 Salaries and Wages - Part-time 59,473 66,440 69,222 72,392 5% 74,088 7%

52100 FICA 16,323 16,885 17,876 20,927 17% 18,674 4%52210 VRS Retirement 25,722 23,824 22,760 25,830 13% 18,753 -18%52400 Group Life 1,848 1,911 2,171 2,655 22% 2,227 3%

53000.16 Purchases Services - Refuse Collection 1,858 330 142 142 0% 142 0%53100.00 Professional Services - - - 22,000 - 22,000 -

53500 Printing and Binding 1,555 - 2,000 2,000 0% 2,000 0%53600 Advertising 20,466 18,692 19,500 21,000 8% 21,000 8%54100 Information Technology 40,514 38,515 36,146 36,146 0% 31,749 -12%54200 Fleet 3,601 9,993 10,033 10,033 0% 12,949 29%54500 Risk Management 28,821 27,450 26,344 26,344 0% 32,745 24%55100 Utilities 18,948 16,648 18,900 18,900 0% 18,900 0%55210 Postal Services 3,801 4,178 6,000 6,000 0% 6,000 0%55230 Telecommunications 2,340 2,535 5,585 5,585 0% 2,219 -60%55500 Travel and Training 5,958 2,378 4,800 4,800 0% 4,800 0%55810 Dues and Association Memberships 1,650 2,120 2,200 2,730 24% 2,730 24%55846 Marketing 40,846 41,491 40,000 40,000 0% 40,000 0%56001 Office Supplies 2,852 4,107 4,000 4,000 0% 4,000 0%56015 Merchandise for Resale 47,750 16,362 6,500 6,000 -8% 6,000 -8%56017 Copier Costs 13,041 12,921 14,243 14,243 0% 12,435 -13%56026 Special Events 80,057 83,943 84,000 99,000 18% 99,000 18%


56026 - Special Events: Costs offset by sponsorships and fees of: $44,900

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 1 12 Visitor Center Coordinator 1 - - - -


154

MEDIA AND COMMUNITY RELATIONS

DESCRIPTION The Department of Media and Community Relations provides communication and public information advice to the City Manager, City Council, and city departments; serves as the City’s spokesperson with news and media outlets; oversees the City’s Freedom of Information Act (FOIA) Office, Municipal Access Channel 190, and the City’s website; disseminates information regarding City activities, programs, and services; and coordinates public meetings and forums. FY 2016 ACCOMPLISHMENTS

Continued to provide quality programming and the enhancement of Municipal Channel

190 with specialized graphics and station Ids.

Continued production of “Suffolk on the Scene” to provide informative features and highlight City departments and staff.

Produced the State of the City event in-house resulting in annual savings of $30,000.

Coordinated all aspects of the citywide National Night Out event, resulting in the City of Suffolk receiving the 2nd in the nation honors from the National Association of Town Watch.

Provided timely information via Facebook, YouTube, and Twitter to provide citizens with better access to information regarding City programs, services, and events, weather emergencies, and public works and economic development updates.

FY 2017 OBJECTIVES To increase social media presence to provide for better communications with citizens

and involvement in city-sponsored events. (Civic Engagement and Responsive City Services)

Provide timely and accurate FOIA responses to requests to the City of Suffolk. (Civic Engagement and Responsive City Services)

To promote City programs, services, and initiatives via social media, media releases, Public Service Announcements, and Council announcements. (Civic Engagement and Responsive City Services)


FY 16 Projected

FY 17 Estimate

Number of Public Service Announcements 67 70 70

Number of Programs produced on Municipal Channel 190 139 145 145 Number of Followers, Fans, or Subscribers to the City's Social Media Websites

9,500 10,325 11,255

Number of FOIA requests received 733 750 750 Percent of FOIA requests responded to within mandatory timeframes prescribed by State law

100% 100% 100%

Number of citizens to Visit City Hall recorded by Ambassadors 73,701 75,000 75,000

155

Department: Media and Community Relations

Budget Detail


51100.02 Salaries and Wages $ 344,474 $ 349,206 $ 360,116 $ 360,116 0% $ 379,066 5%51100.04 Salaries and Wages - Overtime 8,244 9,849 10,000 13,000 30% 10,000 -51100.06 Salaries and Wages - Part-time - 17,589 20,000 21,000 5% 20,400 -51100.14 Transportation Expense 3,500 3,500 3,500 3,500 0% 3,500 -

52100 FICA 26,873 28,449 29,844 30,150 1% 31,324 5%52210 VRS Retirement 55,669 50,244 48,965 46,239 -6% 41,811 -15%52400 Group Life 3,677 4,164 4,754 4,754 0% 4,966 4%53100 Professional Services - - - 2,000 - - -53200 Temporary Help Service Fees - 7,632 - 3,500 - - -53300 Repair and Maintenance 40 641 9,358 10,000 7% 10,000 7%53320 Maintenance Service Contracts - - 17,000 17,000 - 17,000 -53500 Printing and Binding 1,137 4,747 1,500 3,000 100% 3,000 100%53600 Advertising - - - 1,000 - - -54100 Information Technology 29,134 26,386 46,835 46,835 0% 42,067 -10%54200 Fleet 5,079 1,141 2,650 2,650 0% 4,046 53%54500 Risk Management 57,692 54,945 52,703 52,703 0% 65,436 24%55210 Postal Services 728 443 1,500 1,500 0% 1,500 0%55230 Telecommunications 4,734 5,588 7,876 7,876 0% 6,372 -19%55500 Travel and Training 1,304 171 3,000 3,000 0% 3,000 0%55810 Dues and Association Memberships 745 745 1,000 1,000 0% 1,000 0%55846 Marketing 36,393 32,248 19,000 25,000 32% 25,000 32%56001 Office Supplies 3,525 2,985 3,000 3,000 0% 3,000 0%56012 Books and Subscriptions 202 214 750 750 0% 750 0%56015 Neighborhood College/Leadership Academy - - - 2,500 - - -56017 Copier Costs 9,032 11,748 11,498 11,498 0% 10,574 -8%58200 Capital Outlay - 68 - 17,000 - - -


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


156

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 2016 ACCOMPLISHMENTS Conducted 4-H Youth Development Programs and Projects

throughout the City with key focus areas including financial management, leadership, service learning, food, health, and wellness.

Strengthened partnerships with other public service organizations as well as agricultural entities to provide overall Virginia Cooperative Extension Programming.

Implemented a Food Desert Program for the citizens in Downtown Suffolk, Holland, Chuckatuck, Hobson, and Whaleyville.

Provided training and implementation of the Suffolk Master Gardener Program.

FY 2017 OBJECTIVES

To increase the profitability and sustainability of small farmers through programs that increase productivity and availability of agricultural technology. (Expanded Economic Development)

To enhance the 4-H Youth Development Program and the City of Suffolk Master Gardener Program by involving participants in the Master Gardner College, 4-H Youth Development Program, training, and volunteerism. (Leisure, Health, and Wellness)

To eradicate food deserts through demonstrations, awareness, and acceptance of Electronic Benefits Transfer to the Farmers’ Market, Mobile Farmers’ Markets, and other programs. (Leisure, Health, and Wellness)


FY 16 Projected

FY 17 Estimate

Agriculture and Natural Resources: Number of Programs offered 9 10 12 Number of Citizens participating in Programs 523 550 600 Number of Requests for Services 225 250 275 Youth Programs: Number of Youth participating in 4-H Club (Delivery) 1,327 1,500 2,000 Number of Youth Programs offered 9 11 13 Number of Youth participating in Youth Programs 2,785 2,850 3,000

157

Department: Virginia Cooperative Extension

Budget Detail


53100 Professional Services $ 39,796 $ 41,218 $ 56,000 $ 56,000 0% $ 56,000 0%54100 Information Technology 441 441 - - - - -55210 Postal Services 713 1,065 1,100 1,100 0% 1,100 0%55230 Telecommunications 1,623 3,315 8,659 8,660 0% 4,160 -52%55500 Travel and Training 90 120 1,000 1,200 20% 1,200 20%55810 Dues and Association Memberships 230 310 350 400 14% 400 14%56001 Office Supplies 885 1,280 1,500 1,600 7% 1,600 7%56017 Copier Costs 6,723 4,956 6,103 6,110 0% 4,070 -33%


158

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.

159

Department: Local and Regional OrganizationsBudget Detail


Regional Membership Organizations:55661 Hampton Roads Planning District Commission 65,218 69,170 70,265 71,669 2% 71,669 2%55680 Hampton Roads Military and Fed Fac. Alliance 42,293 43,235 43,916 44,793 2% 44,793 2%55810 City Wide Dues/ Memberships 41,389 42,549 46,264 47,000 2% 47,000 2%

Local Organization Partnerships:55655 SRHA 150,000 150,000 150,000 234,775 57% 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 20,000 100% 10,000 0%55652 ForKids 26,790 23,000 23,000 30,000 30% 23,000 0%55653 Food Bank of Southeastern Virginia 20,000 20,000 20,000 30,000 50% 20,000 0%55654 The Genieve Shelter 26,790 23,000 23,000 30,000 30% 23,000 0%55656 Endependence Center, Inc. 7,500 7,500 7,500 15,000 100% 7,500 0%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 10,000 100% 5,000 0%55660 Suffolk Clean Community Commission 13,509 15,663 15,000 24,000 60% 15,000 0%55664 Suffolk Sister Cities International 5,000 5,000 5,000 5,000 0% 5,000 0%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 75,000 150% 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% 85,449 7%55685 Nansemond Suffolk Vol. Rescue Squad 40,000 40,000 40,000 40,000 0% 40,000 0%

Building Trades Academy - - - 84,000 - - -CHKD Child Abuse Program - - - 15,000 - - -Eastern Virginia Medical School - - - 15,300 - - -The Healing Place of Hampton Roads - - - 61,378 - - -Paul D Camp Community College - - - 21,201 - - -Peanut Soil and Water Conservation District - - - 10,000 - - -STOP Inc. - - - 21,517 - - -Suffolk Partnership for Healthy Community - - - 25,000 - - -United Way of South Hampton Roads - - - 5,000 - - -Virginia Housing & Community Development Corp - - - 26,500 - - -

Total Operating Expenditures $ 996,489 $ 972,117 $ 976,945 $ 1,724,133 76% $ 985,411 1%

160

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.

161

Department: Non-Departmental - General FundBudget Detail


Fringe Benefits & Insurances:51100.27 Leave Compensation $ 271,319 $ 502,704 $ 384,027 $ 400,000 4% $ 402,569 5%

52100 Leave Compensation - FICA 18,997 19,203 22,950 25,000 9% 25,000 9%Compensation Vacancy Savings Estimate - - - - - - -

52210 VRS - 332 - - - - -52600 Unemployment Payments 41,943 37,767 100,000 100,000 0% 100,000 0%53100 Professional Services - 70,000 - - - - -55230 Telecommunications 8,875 18,123 - - - -55821 Employee Funds Expense 15,000 - - - - - -58200 Capital Outlay 174,950 1,200,000 - - - -

Transfer to Other Funds / Designations:59902 Contingency $ - $ - $ 60,000 $ 60,000 0% $ 60,000 0%

Sub-Total: $ 531,083 $ 1,848,129 $ 566,977 $ 585,000 3% $ 587,569 4%

50000.211 Transfer to Grants (Local Cash Match) 206,244 286,518 350,000 547,579 56% 350,000 0%50000.212 Transfer to Transit Fund (Operating Support) 598,779 677,935 795,395 806,625 1% 820,832 3%50000.220 Transfer to Aviation Fund (Operating Support) 227,266 135,276 156,116 109,306 -30% 98,860 -37%50000.310 Transfer to Capital Projects (Cash Fund Projects) 3,539,000 4,539,600 3,386,409 4,064,920 20% 2,064,920 -39%50000.401 Transfer to Debt Service Fund 24,822,588 26,552,540 27,239,952 26,965,413 -1% 27,024,913 -1%

Sub-Total: $ 29,393,878 $ 32,191,869 $ 31,927,872 $ 32,493,843 2% $ 30,359,525 -5%

Total Operating Expenditures $ 29,924,961 $ 34,039,998 $ 32,494,849 $ 33,078,843 2% $ 30,947,094 -5%

162

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 2016-2017 CAPITAL PROJECTS

Parks and Recreation - Capital Maintenance

Public Buildings

- Public Building Capital Maintenance - Southwestern Elementary Demolition - Airport Parking Expansion & Entrance Improvements - Airport Taxi Rehab-Construction - Airport Runway 4-22 Rehabilitation

Public Safety

- Fire Engine Replacement - Replacement of Analog Security Cameras

Public Schools - Hazardous Materials Management - HVAC/Chiller Replacements - New Middle School - New Elementary School

Village & Neighborhood

- Open Space Improvements

Transportation - Local Urban Roadway Construction – Comprehensive Plan

Nansemond Parkway Holland Road

- Local Urban Intersection Construction – Comprehensive Plan Nansemond Parkway/Bennetts Pasture Road Intersection Kings Highway/Godwin Boulevard Nansemond Parkway/Wilroy Road Godwin/Route 58 Off Ramp

- Oak Ridge/Colonial Ave. Connector - North Suffolk Connector (Study) - Harbour View Area Signal Improvements - Rail Crossing Improvements

Stormwater - Pughsville Drainage Improvements - Respass Beach Drainage Improvements

Refuse

- MSW Transfer Station

Public Utilities - Water Source Development & Treatment Plant Expansion - Water Distribution & Transmission System Expansion - Water System Upgrades - Sewer System Extensions - Sanitary Sewer System Upgrades

163

CAPITAL PROJECTS FUNDRevenue

2013-2014 2014-2015 2015-2016 2016-2017 % 2016-2017 %Actual Actual Budget Requested Chng Adopted Chng

Transfer from General Fund (Pay-Go) $ 3,539,000 $ 4,539,600 $ 3,386,409 $ 4,064,920 20% $ 2,064,920 -39%General Obligation Bonds 36,017,000 31,075,000 19,727,105 27,493,105 39% 29,493,105 50%RT17 - Obligation Bonds - - 1,900,000 - -100% - -100%State/Federal Aviation Grants 150,229 617,634 2,170,400 1,197,798 -45% 1,197,798 -45%State/Federal Parks & Recreation - 416,740 - - - - -State/Federal Stormwater - 11,028 - 500,000 - 500,000 -State/Federal Tourism - 57,601 - - - - -State/Federal Transportation - - 1,280,000 8,340,000 552% 8,340,000 552%State/Federal VDOT Revenue Sharing 1,364,305 2,858,641 5,045,000 - -100% - -100%Federal CDBG (141,490) - - - - - -Miscellaneous Revenue 8,757 299,198 - - - - -Transfer from RT 17 Tax District 850,000 250,000 260,000 - -100% - -100%Transfer from Aviation - - - - - - -Transfer from Road Maintenance Fund 600,000 - - - - - -Transfer from Debt - 500,000 - 2,000,000 - 2,000,000 -Transfer from Stormwater Fund 425,000 500,000 1,625,000 645,000 -60% 645,000 -60%Transfer from Fleet - - - - - - -

Refuse - Obligation Bonds - - 4,500,000 6,500,000 44% 6,500,000 44%

Transfer from Public Utility Fund (Pay-Go) - - 1,000,000 2,500,000 150% 2,500,000 150%Public Utility - Obligation Bonds 900,000 - 6,332,500 14,841,000 134% 14,841,000 134%Miscellaneous Revenue - Public Utilities (2,608) 2,608 - - - - -

Total Revenue $ 43,710,193 $ 41,128,049 $ 47,226,414 $ 68,081,823 44% $ 68,081,823 44%

Expenditure Summary


Capital Projects Expenditures $ 48,247,595 $ 33,055,285 $ 47,226,414 $ 68,081,823 44% $ 68,081,823 44%

Total Expenditures $ 48,247,595 $ 33,055,285 $ 47,226,414 $ 68,081,823 44% $ 68,081,823 44%

164

CAPITAL PROJECTS FUND

2013-2014 2014-2015 2015-2016 2016-2017 % 2016-2017 %Account Number: Actual Actual Budget Requested Chng Adopted Chng

Parks Bennett's Creek Recreation Center $ 52,169 $ 285,045 $ - - - - -Kidzone 5,805 - - - - - -Parks & Rec - Capital Maintenance 292,841 337,069 425,000 425,000 0% 425,000 0%Planters Club Improvements 153,290 - - - - - -Whaleyville Community Center 2,064,083 1,565,336 - - - - -Sleepy Hole Park Renovation 38,591 6,451 - - - - -Lake Meade Park Trail 1,003 125,345 - - - - -Trail Enhancements - 13,767 - - - - -Suffolk Seaboard Trails (Tea21 Grant) 41,115 661,542 - - - - -

Public Public Building Capital Maintenance 1,073,978 1,033,725 860,000 1,020,000 19% 1,020,000 19%Buildings New Municipal Building 18,863,004 7,507,340 - - - - -

Municipal Property Acquisition 2,974 - - - - - -Municipal Channel Upgrades 34,398 47,409 - - - - -Godwin Courthouse Security System 10,537 870 - - - - -Police Headquarters Expansion 639,743 2,220,590 - - - - -Downtown Police Precinct Security 100,000 - - - - - -Central Library/W. Washington St Plan 1,757,521 106,806 - - - - -Operations Maintenance Facility 510,622 6,505,852 885,000 - -100% - -100%Great Dismal Swamp Int Center 3,970 41,720 - - - - -Southwestern Elem Demolition - - - 400,000 - 400,000 -Airport Security Improvements 14,060 191,828 - - - - -Airport Corporate Hanger Access Rd 99,933 278,829 - - - - -Airport Weather System Replacement 53,886 - - - - - -Airport Parallel Taxiway 10,772 151,801 1,050,000 - -100% - -100%Airport Parking Expansion & Entrance Im - 13,978 500,000 191,748 -62% 191,748 -62%Airport Taxi Rehab Construction - - 400,000 350,000 -13% 350,000 -13%Airport Runway 4-22 Obstruction Remov - 76,422 400,000 - -100% - -100%Airport Runway 4-22 Rehabilitation - - 30,000 780,000 2500% 780,000 2500%

Public Ambulance 734,433 23,326 - - - - -Safety Fire Engines - - - 790,370 - 790,370 -

Aerial Ladder Truck - - 678,631 - -100% - -100%Fire Station 1 Renovations 35,026 106,311 - - - - -Lake Kilby Addition - 31,306 - - - - -E-911 Equipment Upgrade & Tower 5,873,059 3,203,718 - - - - -Specialized Public Safety Storage Bldg 167,062 - - - - - -Replacement of Analog Security Camera - - - 200,000 - 200,000 -

Schools Pioneer Elem Replacement 10,392,534 2,865,119 - - - - -Multiple Campus Land Acquisition - 78,043 - - - - -New Middle School - - 9,057,408 12,957,408 43% 12,957,408 43%New Elementary School - - 9,669,697 13,669,697 41% 13,669,697 41%Hazardous Material Management 28,914 1,398 75,000 75,000 0% 75,000 0%HVAC/Chiller Replacements - - 1,000,000 1,000,000 0% 1,000,000 0%

Villages Village & Neighborhood Improvements 742,476 849,626 500,000 - -100% - -100%Open Space Improvements - - 250,000 250,000 0% 250,000 0%

Budget Detail

165

Transprtn Local Urban Intrsctn Const-Comp Plan Godwin Blvd/Kings Hwy Intersection - 13,627 - 500,000 - 500,000 - Nansemond Pkwy/Wilroy Rd Intersec 10,920 117,293 - 800,000 - 800,000 - Pender/Washington Intersection 152,891 336,177 - - - - - N Pkwy/Bennett's Pasture Rd Intersec - - 300,000 300,000 0% 300,000 0% RT17/Bennett's Pasture Rd Intersectio - - 7,100 - -100% - -100% RT17/Lee Farm Lane Intersection - - 5,200 - -100% - -100%Local Urban Rdway Const-Comp Plan Holland Rd Improvements 210,518 55,642 - 6,525,000 - 6,525,000 - Nansemond Pkwy Phase II - 484,958 - 1,341,000 - 1,341,000 -Suff ITS MasPlan 216,993 79,750 - - - - -College Drive/Harbourview Blvd (Rt. 17 70,339 93,076 - - - - -Kimberly Bridge Replacement Feasibility 61,915 3,301 - - - - -Downtown Connector Rd Improvements 2,982 - - - - - -Railroad Crossing Upgrade 125,345 41,072 - 65,600 - 65,600 -HSIP Proactive Safety Project 84,823 104,569 - - - - -Channel Dredging 222,382 - - - - - -North Division Street 185,870 - - - - - -Lewis Avenue 166,026 92,925 - - - - -CMAQ Improvements 282,359 1,708,667 - - - - -Harbour View Area Signal Improvement - - 1,000,000 925,000 -8% 925,000 -8%Shoulders Hill Rd/RT17 Intersection - - 5,878 - -100% - -100%Public Utilities Pavement Projects - - 1,650,000 - -100% - -100%Rt 58 Signal Retiming/Connector - 75,000 - - - - -Nansemond Pkwy/Shoulders Hill Rd 1,003,248 134,415 - - - - -Holland Road Paving - - - - - - -Godwin Road Paving - - - - - - -W Washington/Henley Pl Improvements 43,284 95,000 - - - - -Kenyon Road Connector 38,375 54,550 - - - - -Godwin/RT 58 Ramp Improvements 25,907 114,062 - 80,000 - 80,000 -College Dr/Hampton Rds Crossing Conn 8,088 441,912 - - - - -Harbour Towne Pkwy/Habour View Blvd 204,691 75,018 - - - - -Oak Ridge/Colonial Ave Connector - - 300,000 350,000 17% 350,000 17%Shoulders Hill Rd Sidewalk Improvemen - - 350,000 - -100% - -100%Lake View Pkwy/College Dr Sidewalk - - 520,000 - -100% - -100%North Suffolk Connector - - - 100,000 - 100,000 -

RT17 Harbour Towne Pkwy Connector & Wetl - - 1,900,000 - -100% - -100%Refuse MSW Transfer Station - - 4,500,000 6,500,000 44% 6,500,000 44%Stormwater EPA Phase II Stormwater 27,756 28,599 - - - - -

Sadler Pond Improvements 7,414 26,810 - - - - -Pughsville Drainage - - 250,000 1,000,000 300% 1,000,000 300%Bay TMDL Implementation Projects - 29,684 - - - - -Rural Stormwater Improvements - - 1,000,000 - -100% - -100%Old College Dr Ditch Piping - - 325,000 - -100% - -100%Downtown St Upgrades & Drainage Imp - - 2,000,000 - -100% - -100%Respass Beach Drainage Improvements - - - 145,000 - 145,000 -

Utilities Water Source Development & Treatment - 258,576 2,532,500 9,060,000 258% 9,060,000 258%Water Distribution and Transmission Sys 4,090 3,142 - 1,800,000 - 1,800,000 -Water System Upgrades 1,291,354 - 1,800,000 250,000 -86% 250,000 -86%Sanitary Sewer Extensions - 5,916 - 300,000 - 300,000 -Sanitary Sewer System Upgrades - 17,938 3,000,000 5,931,000 98% 5,931,000 98%Non-Residential Sewer Extensions 2,226 24,591 - - - - -

Non-Departmental Transfer to Grants Funds - 208,445 - - - - -

Total Operating Expenses $ 48,247,595 $ 33,055,285 $ 47,226,414 $ 68,081,823 - $ 68,081,823 -

166

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.

167

DEBT SERVICE FUNDRevenue


Interest on Investments $ 1,764 $ 40 $ - $ - - $ - -2011 VPSA Interest Refund 295,800 295,481 - - - - -Miscellaneous - - - - - - -Local Bond Issues 6,706,968 24,600,020 - - - - -Transfer from General Fund 24,822,588 26,552,540 27,239,952 26,965,413 -1% 27,024,913 -1%Transfer from Grant Fund (CDBG 108 loan) 333,980 324,214 314,410 304,567 -3% 304,567 -3%Transfer from Rt 17 Special Taxing District 732,441 721,791 698,355 682,978 -2% 682,978 -2%Fund Balance - - - 2,000,000 2,000,000

Total Revenue $ 32,893,541 $ 52,494,087 $ 28,252,717 $ 29,952,958 6% $ 30,012,458 6%

Expenditure Summary


Consolidated Debt $ 32,806,362 $ 52,519,240 $ 28,252,717 $ 29,952,958 6% $ 30,012,458 6%


168

DEBT SERVICE FUND

2013-2014 2014-2015 2015-2016 2016-2017 % 2016-2017 %Account Number: 401-95100 Actual Actual Budget Requested Chng Adopted Chng

59110 Bond Principal $ 22,077,996 $ 40,266,016 $ 16,760,462 $ 16,311,132 -3% $ 16,311,132 -3%59120 Interest on Bonded Debt 10,194,993 10,323,524 10,992,255 11,141,826 1% 11,201,326 2%

59130/59140 Bond Issuance and Coupon Handling 533,372 508,944 500,000 500,000 0% 500,000 0%Transfer to General Fund - 920,756 - - - - -Transfer to Capital Fund - 500,000 - 2,000,000 - 2,000,000 -


Budget Detail

169

_____________________________________________________________________________________


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 2016 ACCOMPLISHMENTS Completed installation of Ramp Security Lighting.

Completed an update of the Storm Water Pollution Prevention Plan and the Spill Prevention Control & Countermeasure Plan.

Completed design of the Taxiway “A” Rehabilitation, Terminal Building Parking Lot Upgrade, and the Parallel Taxiway for the Main Runway.

Received grant funding and completed the Obstruction Removal for the Main Runway.

Signed 5 year lease for the airport’s largest Box Hangar.

FY 2017 OBJECTIVES

To continue a strategic approach to fuel pricing structure to enhance revenue and promote new users. (Financial Stability)

To facilitate capital improvements necessary for the provision of quality aviation services to commercial and recreational users of the airport. (Expanded Economic Development)


FY 16 Projected

FY 17 Estimate

Number of Airplanes Taking Off/Flying into Airport 14,600 14,500 14,700 Number of Businesses located at Airport 6 6 6 Percent of Hangar Space Leased 100% 100% 100% Gallons of Fuel Sold at Airport 131,572 147,361 163,000

170

AVIATION FACILITIES FUNDRevenue


Interest on Investments $ 678 $ 1,172 $ - $ - - $ - -100%Rent of Facilities 221,149 177,649 238,000 249,948 5% 249,948 -64%Sale of Fuel 782,717 652,729 687,500 675,000 -2% 675,000 -2%Miscellaneous Revenue 10,568 10,337 12,500 13,750 10% 13,750 10%State Aviation Maintenance Grants 54,568 24,808 - - - - -Transfer from General Fund 227,266 135,276 156,116 109,306 -30% 98,860 -37%

Total Revenue $ 1,296,945 $ 1,001,971 $ 1,094,116 $ 1,048,004 -4% $ 1,037,558 -5%

Expenditure Summary


Aviation Services $ 1,210,786 $ 952,383 $ 1,094,116 $ 1,048,005 -4% $ 1,037,558 -5%

Total Expenditures $ 1,210,786 $ 952,383 $ 1,094,116 $ 1,048,005 -4% $ 1,037,558 -5%

171

AVIATION FACILITIES FUND (Department of Economic Development)Budget Detail


51100.02 Salaries and Wages $ 137,926 $ 137,260 $ 141,141 $ 141,141 0% $ 145,008 3%51100.04 Salaries and Wages - Overtime 8,638 6,310 - - - - -51100.06 Salaries and Wages - Part-time 6,139 2,805 34,910 34,910 0% 35,608 2%


53000.16 Purchased Service - Refuse Collection 977 1,033 909 909 0% 909 0%53300 Repair and Maintenance 34,904 24,699 30,000 35,000 17% 35,000 17%

53300.110 Repair and Maintenance - State 39,298 22,120 - - - - -53300.220 Repair and Maintenance - Aviation 9,825 4,954 - - - - -

53600 Advertising 1,192 224 10,000 10,000 0% 10,000 0%53600.110 Advertising - State 5,364 2,146 - - - - -53600.220 Advertising - Aviation 5,364 2,146 - - - - -

54100 Information Technology 20,080 20,361 9,668 9,668 0% 9,304 -4%54200 Fleet 43,475 51,556 55,000 55,000 0% 48,992 -11%54500 Risk Management 47,422 61,342 59,483 59,483 0% 49,609 -17%55100 Utilities 26,066 29,673 27,300 27,300 0% 27,300 0%55210 Postal Services 50 70 500 500 0% 500 0%55230 Telecommunications 863 1,477 3,757 3,757 0% 1,724 -54%55410 Lease/Rent of Equipment 38,800 41,317 40,600 40,600 0% 40,600 0%55500 Travel and Training 1,084 500 1,200 1,200 0% 1,200 0%55810 Dues and Association Memberships 100 100 100 100 0% 100 0%56001 Office Supplies 1,000 171 500 500 0% 500 0%56011 Uniforms & Wearing Apparel 1,222 1,611 1,500 1,500 0% 1,500 0%56014 Other Operating Supplies 2,639 5,741 5,000 5,000 0% 5,000 0%56015 Merchandise for Resale 358 181 1,700 2,000 18% 2,000 18%56017 Copier - 1,453 3,123 3,123 0% 2,013 -36%56022 Fuel Inventory 574,515 461,019 550,000 500,000 -9% 500,000 -9%58200 Capital Outlay - - - - - - -

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 122,976 40,311 52,860 52,860 0% 58,979 12%

Total Operating Expenditures $ 1,210,786 $ 952,383 $ 1,094,116 1,048,005 - $ 1,037,558 -5%

55410 - Lease of Equipment: Generator and refueler.

Personnel Summary


29 Airport Manager 1 1 1 1 113 Airport Technician 2 2 2 2 2


172

_____________________________________________________________________________________


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 adopted FY 2016-2017 real estate tax rate in the DBOD is $.105.

173

DOWNTOWN BUSINESS OVERLAY TAXING DISTRICT FUNDRevenue


Real Property Taxes $ 218,264 $ 223,536 $ 170,000 $ 181,000 6% $ 167,973 -1%Penalties and Interest 2,381 2,267 - - - - -Interest on Investments 471 841 - - - - -

Total Revenue $ 221,116 $ 226,643 $ 170,000 $ 181,000 6% $ 167,973 -1%

Expenditure Summary


Services $ 120,690 $ 157,779 $ 170,000 $ 181,000 6% $ 167,973 -1%

Total Expenditures $ 120,690 $ 157,779 $ 170,000 $ 181,000 6% $ 167,973 -1%

174

DOWNTOWN BUSINESS OVERLAY TAXING DISTRICT FUNDBudget Detail

2013-2014 2014-2015 2015-2016 2016-2017 % 2016-2017 %Account Number: 209- Actual Actual Budget Requested Chng Adopted Chng

41310-53100 Professional Services (Beautification) $ 67,391 $ 88,978 $ 72,000 $ 83,000 15% $ 69,973 -3%41310-55100 Utilities 653 1,028 1,000 1,000 0% 1,000 0%

41310-53000.02 Purchased Service - RM (Maintenance, Sweepin 14,847 28,102 57,000 57,000 0% 57,000 0%41310-53000.46 Purchased Service - RM Banners - 2,233 - - - - -42310-53000.16 Purchased Service - Refuse Fund 37,798 37,439 40,000 40,000 0% 40,000 0%


Note: 3100 Professional Services provides for beautification and landscape services.

175

_____________________________________________________________________________________


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 2016 ACCOMPLISHMENTS Inspected 75 bridges to meet State and Federal

standards and guidelines and replaced three structurally deficient bridge structures on Arthur Drive and Pittmantown Road.

Cleaned/maintained 165,454 linear feet of closed conveyance storm drain system and 464,112 linear feet of open conveyance ditch drainage system.

Developed and implemented signal coordination plans for Downtown, North Main Street, and East Washington Street.

FY 2017 OBJECTIVES Continue capital street improvements as identified through the neighborhood street initiative program.

(Transportation)

To provide quality maintenance service of the city roadway network and supported assets. (Transportation)


FY 16 Projected

FY 17 Estimate

Roadway: Number of Lane Miles maintained 1,626 1,657 1,657

Number of Lane Miles resurfaced 42 40 40 Cost per Lane Mile resurfaced $108,977 $110,000 $112,000 Number of Potholes repaired 7,827 5,000 5,000 Average Pothole repair time 72 hours 72 hours 72 hours Linear Feet of Open Conveyance Systems maintained

578,337 500,000 500,000

Traffic: Number of Traffic Signals maintained 104 105 105

Number of Traffic Signals receiving preventative maintenance services

104 105 105

Percent of Priority 1 Traffic Signal requests repaired within 4 hours

100% 100% 100%

176

ROAD MAINTENANCE FUNDRevenue


Sale of Permits A $ 12,887 $ 31,542 $ 20,000 $ 35,000 75% $ 35,000 75%Height/Weight Permit Fees B 252,125 294,920 175,000 200,000 14% 200,000 14%Fines & Forfeitures C 165,135 268,635 200,000 200,000 0% 200,000 0%Operations of Street Lights D 97,314 54,873 150,000 150,000 0% 150,000 0%Developer Street Sign Contributions E 7,200 6,000 6,000 6,000 0% 6,000 0%Developer Traffic Signal Contributions F - 536 200,000 200,000 0% 200,000 0%Sale of Service - Stormwater (Mosquito) G 48,011 60,000 60,000 60,000 0% 60,000 0%Sale of Service - Capital Projects H 355,571 291,668 350,000 200,000 -43% 200,000 -43%Sale of Service - Stormwater (Engineering) I 275,000 300,000 300,000 300,000 0% 300,000 0%Sale of Service - DBOD J 14,847 28,102 57,000 57,000 0% 57,000 0%Sale of Service - General Fund (PW Admin.) K 30,000 30,000 60,000 60,000 0% 60,000 0%Sale of Service - Animal Control L 5,000 5,000 5,000 15,000 200% 15,000 200%Sale of Service - Public Utilities M 5,797 7,800 20,000 10,000 -50% 20,000 0%Sale of Service - Developer Plan Review N 32,370 26,082 25,000 30,000 20% 30,000 20%Sale of Service - P&R Grounds Maint (Cemetery) O 28,041 16,930 35,000 - -100% - -100%Sale of Service - Refuse Salary Allocation P - 55,000 55,000 55,000 0% 55,000 0%Sale of Service - PW Salary Allocation Q - 45,000 45,000 45,000 0% 45,000 0%Sale of Service - PW Streetlight Installation R - 20,000 20,000 20,000 0% 20,000 0%Sale of Service - Impact Analysis S - 15,000 15,000 15,000 0% 15,000 0%Sale of Service - Banners T - 3,600 5,000 15,000 200% 5,000 0%Sale of Salvage/Surplus U - 9,830 10,000 5,000 -50% 5,000 -50%Miscellaneous Revenue V 38,469 21,672 7,500 7,500 0% 7,500 0%Virginia Logo Program W 9,985 9,950 15,000 12,000 -20% 12,000 -20%Urban Maintenance Funds X 20,764,829 21,512,965 21,705,092 22,733,072 5% 23,523,116 8%Insurance Recovery Y 773 1,435 2,000 2,000 0% 2,000 0%Interest Proceeds 42,922 44,757 - - - - -Transfer from Fund Balance - - 5,000,000 2,600,000 -48% 2,600,000 -48%

Total Revenue $ 22,186,277 $ 23,161,298 $ 28,542,592 $ 27,032,572 -5% $ 27,822,616 -3%

Expenditure Summary


Road Maintenance $ 19,647,268 $ 19,995,061 $ 23,859,928 $ 22,223,464 -7% $ 22,881,244 -4%Traffic Engineering 3,770,919 4,389,639 4,682,664 4,809,108 3% 4,941,372 6%

Total Expenditures $ 23,418,188 $ 24,384,700 $ 28,542,592 $ 27,032,572 -5% $ 27,822,616 -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. light pymts (Dev.) for st. light 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 services 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 1326.30 lane miles x $11,719 secondary & 399.85 x $19,958 pri

Y - Insurance recovery for public property accident damage

177

DIVISION: ROADWAY - TRAFFIC ENGINEERING (Department of Public Works)Budget Detail

2013-2014 2014-2015 2015-2016 2016-2017 % 2016-2017 %Account Number: 210-41400- Actual Actual Budget Requested Chng Adopted Chng

51100.02 Salaries and Wages $ 831,606 $ 867,338 $ 970,701 $ 1,024,425 6% $ 1,091,434 12%51100.04 Salaries and Wages - Overtime 65,862 76,826 75,566 75,000 -1% 77,077 2%

52100 FICA 64,258 67,070 80,039 84,106 5% 89,391 12%52210 VRS Retirement 135,891 126,475 132,323 131,536 -1% 120,385 -9%52400 Group Life 9,939 10,170 12,813 13,522 6% 14,298 12%53100 Professional Services 105,866 130,350 300,000 300,000 0% 300,000 0%

53100.26 Professional Services - Traffic Signal Ins - - 200,000 200,000 0% 200,000 0%53200 Temporary Help Service Fees - 43,665 - - - - -53300 Repair and Maintenance 12,856 21,145 15,000 15,000 0% 15,000 0%54100 Information Technology 244,572 255,354 131,825 131,825 0% 142,870 8%54200 Fleet 153,953 189,062 140,500 140,500 0% 165,587 18%54500 Risk Management 264,772 256,169 245,217 245,217 0% 279,228 14%55100 Utilities (Street Lights) 1,300,825 1,381,969 1,250,000 1,500,000 20% 1,500,000 20%55210 Postage 319 683 1,000 1,000 0% 1,000 0%55230 Telecommunications 9,711 15,579 9,480 16,000 69% 12,919 36%55500 Travel and Training 10,840 10,508 18,000 18,000 0% 18,000 0%55810 Dues and Association Memberships 2,951 3,158 3,500 5,000 43% 5,000 43%56001 Office Supplies 5,935 4,175 4,000 4,000 0% 4,000 0%56011 Uniforms & Wearing Apparel 10,166 9,310 15,000 15,000 0% 15,000 0%56012 Books & Subscriptions 1,283 1,049 1,500 1,500 0% 1,500 0%56014 Other Operating Supplies 418,932 407,769 763,477 643,477 -16% 643,477 -16%56017 Copier Costs 8,756 10,866 2,724 14,000 414% 15,205 458%58200 Capital Outlay 27,044 101,449 240,000 110,000 -54% 110,000 -54%58210 New Street Light Installation 12,070 8,074 20,000 20,000 0% 20,000 0%58215 Improvements (signals/signs) 72,513 391,427 50,000 100,000 100% 100,000 100%

93000-50000.601 Transfer to Fleet (cash funded equipment purchases) - - - - - - -


Personnel Summary


31 Traffic Engineer 1 1 1 1 125 Assistant Traffic Engineer 1 1 1 1 125 Transportation Planner - - - 1 1 21 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 2 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 - - - 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 3 3 310 Sign Technician 2 2 2 2 2


178

DIVISION: ROADWAY - MAINTENANCE (Department of Public Works)Budget Detail


51100.02 Salaries and Wages $ 3,124,440 $ 2,998,710 $ 3,623,488 $ 3,650,316 1% $ 3,853,430 6%51100.04 Salaries and Wages - Overtime 428,434 503,053 186,900 186,900 0% 190,638 2%


53000.06 Purchase Services - Stormwater Fund - 170,000 170,000 170,000 0% 170,000 0%53000.10 Purchase Services - General Fund (landsc 7,489 2,030 28,000 28,000 0% 28,000 0%53000.12 Purchase Services - General Fund (Police 141,763 88,834 100,000 100,000 0% 100,000 0%53000.16 Purchase Services - Refuse Fund 23,691 27,932 20,000 20,000 0% 20,000 0%

53100 Professional Services 85,220 71,598 100,000 100,000 0% 100,000 0%53100.22 Medical Services 315 - 3,500 3,500 0% 3,500 0%

53200 Temporary Help Service Fees 6,660 - - - - - -53300 Repair and Maintenance 124,587 85,466 150,000 150,000 0% 150,000 0%53310 Repairs - Bridges 1,394,025 1,642,423 4,283,582 2,750,000 -36% 2,750,000 -36%53500 Printing and Binding 875 507 1,500 1,500 0% 1,500 0%54100 Information Technology 239,741 306,444 314,883 314,883 0% 300,520 -5%54200 Fleet 2,084,157 2,119,363 1,767,213 1,767,213 0% 1,818,811 3%54500 Risk Management 1,132,916 1,106,848 1,040,629 1,040,629 0% 1,260,315 21%55210 Postage 234 41 300 300 0% 300 0%55230 Telecommunications 3,902 6,655 10,933 10,933 0% 7,696 -30%55420 Lease/Rent of Buildings 157,524 144,397 160,000 - -100% 2,003 -99%55500 Travel and Training 34,887 21,485 40,000 40,000 0% 40,000 0%55810 Dues and Association Memberships 1,398 4,911 4,000 5,000 25% 5,000 25%56001 Office Supplies 6,827 4,977 15,000 10,000 -33% 10,000 -33%56011 Uniforms & Wearing Apparel 41,186 42,714 60,000 60,000 0% 60,000 0%56012 Books and Subscriptions 701 306 1,000 1,000 0% 1,000 0%56014 Other Operating Supplies 250,617 374,577 670,000 570,000 -15% 570,000 -15%56017 Copier Costs 14,278 19,769 10,404 25,000 140% 23,646 127%56024 Street Improvements 5,701,281 6,382,753 6,959,051 6,150,000 -12% 6,150,000 -12%58200 Capital Outlay 164,298 65,787 2,566,000 2,930,000 14% 2,930,000 14%

91400-59902 Contingency - - 188,663 126,244 -33% 308,018 63%93000-50000.165 Indirect Costs 631,697 705,009 552,851 552,851 0% 593,220 7%93000-50000.310 Transfer to Capital Projects 600,000 - - - - - -93000-50000.601 Transfer to Fleet (cash funded equipment purchases) 2,443,000 2,381,000 - - - - -

95100-59120 Interest - - - 648,763 - 648,763 -


Personnel Summary


36 Assistant Director of PW-Operations 1 1 1 1 1 31 Public Works General Manager - 1 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 7

23 Operations Office Manager 1 1 1 1 1 19 Technical Asset Manager 1 - - - - 18 Construction Inspector 1 2 2 3 3 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 - - - - 15 Permit Technician-Weights/Measures 1 - - - -

13/15 Heavy Equipment Operator I / II 31 31 31 31 31 13 Secretary II 1 1 1 - - 13 Accounting Technician 1 1 2 2 2 12 Litter Control Coordinator 1 - - - -

9/11 Street Maintenance Worker I / II 28 28 28 28 28 11 Street Sweeper Operator 3 3 3 4 4 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


179

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.

180

GRANTS FUNDRevenue


Transfer from General Fund $ 206,618 $ 286,518 $ 350,000 $ 547,579 56% $ 350,000 0%Transfer from Capital Fund - 208,445 - - - - -CDBG Annual Allocation - 463,358 314,410 304,567 -3% 304,567 -3%HOME Annual Allocation - 662,966 - - - - -Revenue from the Commonwealth 384,182 379,564 - - - - -Revenue from the Federal Government 2,291,120 436,089 - - - - -Miscellaneous 26,726 337,223 - - - - -

Total Revenue $ 2,908,647 $ 2,774,162 $ 664,410 $ 852,146 28% $ 654,567 -1%

Expenditure Summary


Grants Operating Expenditures $ 2,850,147 $ 2,506,943 $ 664,410 $ 852,146 28% $ 654,567 -1%

Total Expenditures $ 2,850,147 $ 2,506,943 $ 664,410 $ 852,146 28% $ 654,567 -1%

181

GRANTS FUND


59905 Local Cash Match Requirements $ - $ - $ 350,000 $ 547,579 56% $ 350,000 0%CDBG Funding Allocation: CDBG Administration 71,131 53,676 - - - - - Geneive Shelter 10,500 17,366 - - - - - ForKids Homeless Shelter 2,000 20,000 - - - - - Habitat for Humanity-SHR - - - - - - - Western Tidewater Free Clinic 34,240 30,000 - - - - - SRHA Emergency Repair Program 61,125 17,803 - - - - - Ches. Bay Presvtn-Septic Pump Out P 575 300 - - - - - Suffolk - Neighborhood Stabilization 95,285 845 - - - - -HOME Grant Allocation: Lead Agency Admin-Suffolk 222,327 84,012 - - - - - CHDO-Admin. 60,870 405,412 - - - - - Isle of Wight 50,163 81,079 - - - - - Southampton 6,967 3,346 - - - - - Franklin 72,904 89,117 - - - - -Other Funding Allocation: Judicial 682,841 677,590 - - - - - Public Safety 955,283 316,841 - - - - - Public Works 23,393 19,088 - - - - - Health and Welfare 77,923 21,397 - - - - - Education - - - - - - - Parks, Recreation and Cultural 88,641 344,858 - - - - - Community Development - - - - - - -

-93000-50000.401 Transfer to Debt Fund (CDBG 108 loan) 333,980 324,214 314,410 304,567 -3% 304,567 -3%

Total Operating Expenses $ 2,850,147 $ 2,506,943 $ 664,410 $ 852,146 28% $ 654,567 -1%

Budget Detail

182

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TRANSIT SYSTEM FUND

DESCRIPTION The Transit System Fund was established to manage transportation services provided to the citizens of Suffolk. This special revenue fund is supported by fare box revenue, State and Federal grants, and a transfer from the General Fund. The City contracts with Virginia Regional Transit (VRT) for the operation of the City’s transit service which includes six bus routes and ADA service. FY 2016 ACCOMPLISHMENTS Began the process towards receiving Federal funding

assistance.

Initiated monthly passes for ridership convenience.

Demonstrated gains in ridership across all routes.

FY 2017 OBJECTIVES To provide safe, clean and effective public transit.

(Transportation)

To provide cost effective local transit service with connections to the Hampton Roads region. (Transportation)

To continue towards Federal funding assistance to offset declining State capital and operating assistance. (Financial Stability)

To implement a Transit Passenger Information System to assist transit riders with making on-time connections and to enhance passenger counting for NTD reporting. (Transportation)


FY 16 Projected

FY 17 Estimate

Ridership: Green Line (Main St/Godwin Blvd) 26,092 30,500 32,000 Orange Line (Lake Kennedy/East Washington) 28,792 34,100 36,000 Red Line (Magnolia/East Constance/Main Street) 8,344 9,800 11,000 Yellow Line (Holland Road/Saratoga) 7,105 7,900 9,000 Blue Line (Harbour View/College Drive/Burbage) 2,511 3,750 4,500 Gold Line (Downtown/North Suffolk/HRT Connector) 4,787 6,250 7,000 Americans with Disabilities Act (ADA) Ridership 1,353 1,500 1,500

183

TRANSIT SYSTEM FUNDRevenue


Interest on Investments $ 809 $ 639 $ - $ - - $ - -Fare Collections 46,870 53,055 50,000 52,100 4% 52,100 4%Miscellaneous 3,036 7,571 6,000 7,500 25% 7,500 25%VRPT Operating Revenue 142,793 152,565 137,309 156,002 14% 156,002 14%VRPT Capital Revenue 1,561 206,665 48,750 104,325 114% 104,325 114%Transfer from General Fund 598,779 677,935 795,395 806,625 1% 820,832 3%

Total Revenue $ 793,848 $ 1,098,429 $ 1,037,454 $ 1,126,552 - $ 1,140,759 10%

Expenditure Summary


Transit System $ 672,274 $ 1,209,090 $ 1,037,454 $ 1,126,552 9% $ 1,140,759 10%

Total Expenditures $ 672,274 $ 1,209,090 $ 1,037,454 $ 1,126,552 - $ 1,140,759 10%

184

DIVISION: TRANSIT SYSTEM (Department of Public Works)Budget Detail


53100 Professional Services 607,424 887,358 953,424 957,522 0% 957,522 0%53300 Repair and Maintenance 7,004 4,558 5,000 5,000 0% 5,000 0%53600 Advertising 336 90 500 500 0% 500 0%55100 Utilities - 386 2,000 1,500 -25% 1,500 -25%55500 Travel and Training 306 205 850 850 0% 850 0%55810 Dues & Association Memberships 745 678 680 680 0% 680 0%58200 Capital Outlay 56,459 315,814 75,000 160,500 114% 160,500 114%

93000-50000.165 Transfer to GF-Indirect Cost - - - - - 14,207 -

Total Operating Expenditures $ 672,274 $ 1,209,090 $ 1,037,454 $ 1,126,552 - $ 1,140,759 10%

185

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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 2016 ACCOMPLISHMENTS Provided the general public, attorneys, and other

professionals with free legal resources.

FY 2017 OBJECTIVES To coordinate with City departments and agencies to

enhance awareness of resources available in the Law Library. (Civic Engagement and Responsive City Services)

To maximize the number of individuals assisted by Law Library resources. (Civic Engagement and Responsive City Services)


CY 15 Actual

CY 16 Estimate

Number of Patron visits: Public 1,669 1,397 1,400 Attorney 2,659 2,493 2,800

186

LAW LIBRARY FUNDRevenue


Interest on Investments $ 637 $ 753 $ - $ - - $ - -Law Library Fees 37,580 39,120 44,562 41,774 -6% 41,774 -6%Miscellaneous Fees 77 191 - - - - -

Total Revenue $ 38,294 $ 40,065 $ 44,562 $ 41,774 -6% $ 41,774 -6%

Expenditure Summary


Circuit Court - Law Library $ 30,792 $ 33,543 $ 44,562 $ 41,774 -6% $ 41,774 -6%

Total Expenditures $ 30,792 $ 33,543 $ 44,562 $ 41,774 -6% $ 41,774 -6%

187

LAW LIBRARY FUND


51100.06 Salaries and Wages - Part-time $ 15,391 $ 16,463 $ 20,000 $ 20,000 0% $ 20,400 2%52100 FICA 1,226 1,187 1,530 1,530 0% 1,561 2%54100 Information Technology 88 88 - - - - -55230 Telecommunications 325 663 724 724 0% 516 -29%55500 Travel & Training - - 200 200 0% 200 0%55810 Dues and Association Memberships - - 20 20 0% 20 0%56001 Office Supplies 298 489 1,000 1,000 0% 1,000 0%56012 Books and Subscriptions 12,431 13,613 17,000 17,000 0% 16,782 -1%56017 Copier Costs 1,033 1,040 1,088 1,300 19% 1,295 19%58200 Capital Outlay - - 3,000 - -100% - -100%

Total Operating Expenditures $ 30,792 $ 33,543 $ 44,562 $ 41,774 -6% $ 41,774 -6%

Budget Detail

188

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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 adopted FY 2016-2017 real estate tax is $.24 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.

189

ROUTE 17 SPECIAL TAXING DISTRICT FUNDRevenue


Real Property Taxes $ 1,544,342 $ 1,713,579 $ 1,400,000 $ 1,400,000 0% $ 1,400,000 0%Penalties and Interest 2,391 5,452 - - - - -

Total Revenue $ 1,546,733 $ 1,719,032 $ 1,400,000 $ 1,400,000 0% $ 1,400,000 0%

Expenditure Summary


Route 17 Special Taxing District $ 2,482,441 $ 971,791 $ 1,400,000 $ 1,400,000 0% $ 1,400,000 0%

Total Expenditures $ 2,482,441 $ 971,791 $ 1,400,000 $ 1,400,000 0% $ 1,400,000 0%

190

ROUTE 17 SPECIAL TAXING DISTRICT FUND


93000-50000.310 Transfer to Capital Projects 850,000 250,000 260,000 - -100% - -100%93000-50000.401 Transfer to Debt Service Fund 732,441 721,791 698,355 682,978 -2% 682,978 -2%93000-50000.501 Transfer to Capital Projects - PU 900,000 - - - - - -

Reserve for Capital/Debt - - 441,645 717,022 62% 717,022 62%

Total Operating Expenses $ 2,482,441 $ 971,791 $ 1,400,000 $ 1,400,000 0% $ 1,400,000 0%

Budget Detail

191

_____________________________________________________________________________________


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, 144 sanitary sewer pump stations, 344 miles of sewer mains, and 467 miles of water mains. The adopted water rate for FY 2016-2017 is $9.03 per 100 cubic feet. The adopted sewer collection rate for FY 2016-2017 is $6.97 per 100 cubic feet. FY 2016 ACCOMPLISHMENTS Refinanced and restructured approximately

$60 million of existing debt to minimize future near-term utility rate increases while continuing capital improvement needs.

Continued the reduction in experienced wet weather sanitary sewer overflows through ongoing find and fix programs, sewer system overflow evaluation process, enhanced preventive gravity sewer collection system and pump station wet well cleaning, MOM activities, and capital plan sewer system facility upgrades.

Completed numerous capital projects including the Shoulder Hill 24-inch water transmission main, the Kenyon Road Connector 16-inch water transmission main, rehabilitation/painting of North Suffolk Elevated Storage, and the Turlington Road and Turlington Park sanitary sewer extension projects.

FY 2017 OBJECTIVES To reevaluate and adjust the Utility Fund 10 Year Capital Improvements Plan to ensure projects are

implemented within the appropriate schedule to meet demands and minimize unnecessary financial impacts to the system’s customers. (Financial Stability)

To utilize modeling and enhanced technology to increase efficiencies in the operation of the utility systems and delivery of service. (Civic Engagement and Responsive City Services)

To continue established programs in accordance with Consent Order to minimize sanitary sewer overflows. (Civic Engagement and Responsive City Services)


FY 16 Projected

FY 17 Estimate

Number of Water Customers 24,912 25,200 25,600 Number of Sewer Customers 21,486 21,800 22,200 Number of Sanitary Sewer Overflows 35 25 25

Number of Wet Weather Capacity Related overflows 8 8 8

Number of Plan Reviews 167 140 150 Percent of Plan Reviews completed within 30 days 100% 100% 100%

Debt Service Ratio 1.25 1.2 1.15

192

UTILITY FUNDRevenue


Interest Earned $ 70,847 $ 59,771 $ 70,000 $ 60,200 -14% $ 60,200 -14%Capitalized Interest Reserve - - 1,304,975 1,400,000 7% 1,400,000 7%Sale of Service - Engineering 212,713 189,116 200,000 175,000 -13% 175,000 -13%Water Availability Charges 2,485,475 2,230,740 2,070,000 2,070,000 0% 2,070,000 0%Bulk Water Sales 3,172,415 3,344,059 3,097,980 3,462,430 12% 3,462,430 12%Water Service Charges 17,338,015 18,059,326 19,736,064 20,254,290 3% 20,254,290 3%Water Connection Charges 50,185 78,160 50,000 50,000 0% 50,000 0%Meter Service Charges 1,721,092 2,101,724 2,320,026 2,978,100 28% 2,978,100 28%Hydrant Rental 117,000 117,790 140,000 117,000 -16% 140,000 0%Sewer Service Charges 11,025,318 12,408,269 13,284,061 13,591,500 2% 13,591,500 2%Sewer Connection Charges 51,375 65,765 50,000 50,000 0% 50,000 0%Special Fees 417,521 449,944 400,000 475,000 19% 475,000 19%Sewer Availability Charges 2,539,770 2,282,243 2,250,000 2,250,000 0% 2,250,000 0%2009 Build American Bonds Rebate 486,438 483,568 476,550 468,130 -2% 468,130 -2%Miscellaneous 25,844 55,534 25,000 60,000 140% 60,000 140%Capital Contributions from Development 456,001 565,595 - - - - -Transfer from Fund Balance - - 1,000,000 2,500,000 - 2,500,000 -

Total Revenue $ 40,170,008 $ 42,491,605 $ 46,474,656 $ 49,961,650 8% $ 49,984,650 8%

Expenditure Summary


Administration $ 1,036,533 $ 970,012 $ 1,150,139 $ 1,145,021 0% $ 1,215,956 6%Customer Service 1,278,985 1,247,623 1,598,504 1,730,148 8% 1,778,558 11%Line Maintenance 3,058,860 3,094,405 3,399,147 3,487,011 3% 3,619,206 6%Maintenance 2,831,897 3,012,217 3,812,742 3,726,330 -2% 3,955,893 4%Water Production 7,830,397 7,953,788 9,262,180 9,824,780 6% 9,923,420 7%Engineering 1,502,391 1,324,257 1,478,556 1,399,065 -5% 1,440,406 -3%Non-Departmental 26,868,407 31,997,824 25,773,388 28,649,294 11% 28,051,212 9%


193

DEPARTMENT: PUBLIC UTILITIES - ADMINISTRATION


51100.02 Salaries and Wages $ 445,852 480,727 $ 537,287 $ 537,287 0% $ 574,663 7%51100.04 Salaries and Wages - Overtime 285 263 3,060 3,000 -2% 3,060 0%

52100 FICA 32,443 35,218 41,337 41,332 0% 44,196 7%52210 VRS Retirement 73,926 0 74,042 68,988 -7% 63,385 -14%52400 Group Life 5,592 5,453 7,092 7,092 0% 7,528 6%53100 Professional Services 188,402 217,698 300,000 300,000 0% 300,000 0%53300 Repairs and Maintenance 314 111 200 200 0% 200 0%53500 Printing and Binding - 115 250 250 0% 250 0%53600 Advertising - - 250 250 0% 250 0%54100 Information Technology 65,096 62,597 40,309 40,309 0% 72,204 79%54200 Fleet 20,400 16,166 26,100 26,100 0% 9,883 -62%54500 Risk Management 87,323 74,698 80,412 80,412 0% 98,171 22%55100 Utilities 12,036 3,361 - - - - -55210 Postal Services 1,248 122 500 500 0% 500 0%55230 Telecommunications 4,927 7,450 9,047 9,047 0% 8,341 -8%55420 Lease/Rent of Building 84,306 46,627 10,228 10,228 0% 10,228 0%55500 Travel and Training 582 699 3,000 3,000 0% 3,000 0%55810 Dues and Association Memberships 5,323 5,860 5,000 5,000 0% 5,000 0%56001 Office Supplies 1,259 2,574 5,000 5,000 0% 5,000 0%56011 Uniforms & Wearing Apparel 215 - 1,500 1,500 0% 1,500 0%56012 Books and Subscriptions - - 750 750 0% 750 0%56017 Copier Costs 4,560 7,557 4,776 4,776 0% 7,846 64%58200 Capital Outlay 2,444 2,716 - - - - -

Total Operating Expenses $ 1,036,533 $ 970,012 $ 1,150,139 $ 1,145,021 0% $ 1,215,956 6%

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 - - - 16 Water Distribution Operator 1 1 - - - 14 Parts and Procurement Specialist - 1 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 1 8 Office Assistant I - - 1 1 1


Budget Detail

Personnel Summary

194

DEPARTMENT: PUBLIC UTILITIES - CUSTOMER SERVICE


51100.02 Salaries and Wages $ 542,063 $ 498,948 $ 639,371 $ 714,553 12% $ 774,442 21%51100.04 Salaries and Wages - Overtime 12,964 20,953 25,500 25,500 0% 25,500 0%51100.06 Salaries and Wages - Part-time - - 15,700 15,700 - 16,014

52100 FICA 39,145 36,696 50,863 57,815 14% 61,196 20%52210 VRS Retirement 89,283 0 87,378 91,749 5% 85,421 -2%52400 Group Life 6,456 6,321 8,440 9,432 12% 10,145 20%

53000.16 Purchased Services - Refuse Collection 927 400 300 300 0% 300 0%53100 Professional Services 146,564 327,501 341,650 384,000 12% 344,000 1%53300 Repairs and Maintenance 526 10,762 12,000 12,000 0% 12,000 0%53320 Maintenance Service Contracts - - 7,200 3,900 -46% 3,900 -46%53500 Printing and Binding 403 715 4,000 4,000 0% 4,000 0%54100 Information Technology 47,947 43,949 85,987 89,974 5% 80,035 -7%54200 Fleet 86,831 75,229 70,666 72,786 3% 72,225 2%54500 Risk Management 172,127 164,023 157,432 178,371 13% 217,157 38%55100 Utilities - - 6,450 5,800 -10% 5,800 -10%55210 Postal Service 528 660 500 500 0% 500 0%55230 Telecommunications 2,069 4,988 8,621 8,621 0% 8,136 -6%55420 Lease of Buildings - 12,408 21,270 21,270 0% 21,270 0%55500 Travel and Training 1,337 100 1,500 1,500 0% 1,500 0%55810 Dues and Association Memberships 174 252 500 500 0% 500 0%56001 Office Supplies 2,454 4,025 2,500 3,000 20% 3,000 20%56011 Uniform & Wearing Apparel 3,734 5,825 7,500 7,500 0% 7,500 0%56012 Books and Subscriptions 119 109 100 100 0% 100 0%56014 Other Operating Supplies 12,743 16,048 14,000 14,000 0% 14,000 0%56017 Copier Costs 5,484 7,049 4,777 4,777 0% 7,417 55%58200 Capital Outlay 105,107 10,662 24,300 2,500 -90% 2,500 -90%

Total Operating Expenses $ 1,278,985 $ 1,247,623 $ 1,598,504 $ 1,730,148 8% $ 1,778,558 11%

53100 - Professional Service: Contracted meter reading service.56014 - Other Operating Supplies: Hand tools and protective equipment for meter service staff.


23 Operational Account Manager - - 1 1 1 20 Customer Service Manager 1 1 - - - 20 Assistant Customer Service Manager - - - 1 1 20 Field Account Manager - - 1 1 1 17 Meter Services Supervisor 1 1 - - - 16 Water Distribution System Operator - - 2 2 2 13 Accounting Technician 2 2 2 3 3 10 Customer Service Representative 6 6 6 6 6

9 Water Meter Service Worker 8 8 8 8 8


Budget Detail

Personnel Summary

195

DEPARTMENT: PUBLIC UTILITIES - LINE MAINTENANCE


51100.02 Salaries and Wages $ 846,548 $ 813,397 $ 932,462 $ 932,462 0% $ 1,057,187 13%51100.04 Salaries and Wages - Overtime 103,770 119,693 153,000 153,000 0% 153,000 0%

52100 FICA 68,683 66,692 83,038 83,038 0% 92,579 11%52210 VRS Retirement 138,984 0 130,957 119,728 -9% 116,608 -11%52400 Group Life 10,093 9,702 12,309 12,308 0% 13,849 13%

53000.02 Purchased Services - Road Maintenance 5,797 7,800 20,000 20,000 0% 20,000 0%53000.16 Purchased Services - Refuse Collection 909 182 800 800 0% 800 0%

53100 Professional Services 15,622 26,616 26,800 28,000 4% 28,000 4%53300 Repairs and Maintenance 696,909 878,304 750,000 800,000 7% 800,000 7%53320 Maintenance Service Contract - - 8,010 8,010 0% 8,010 0%54100 Information Technology 60,032 78,366 103,799 106,913 3% 91,476 -12%54200 Fleet 381,188 437,217 454,822 468,467 3% 431,351 -5%54500 Risk Management 299,660 278,173 275,181 299,591 9% 352,655 28%55100 Utilities 12,243 2,839 17,275 14,000 -19% 14,000 -19%55230 Telecommunications 10,769 12,995 19,651 19,651 0% 17,415 -11%55410 Lease/Rent of Equipment - 5,662 10,000 10,000 0% 10,000 0%55420 Lease/Rent of Building 28,400 - - - - - -55500 Travel and Training 648 1,648 4,000 4,000 0% 4,000 0%55852 HRSD Interceptors Interest Payment 131,278 128,313 132,000 132,000 0% 132,000 0%56001 Office Supplies 2,454 970 1,500 1,500 0% 1,500 0%56011 Uniforms & Wearing Apparel 15,660 13,733 19,500 19,500 0% 19,500 0%56014 Other Operating Supplies 196,287 182,011 215,000 225,000 5% 225,000 5%56017 Copier Costs 2,136 3,051 2,043 2,043 0% 3,276 60%56024 Paving & Construction Supplies 21,068 27,040 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 12 12 12

9 Utility System Worker 7 8 8 8 8


Personnel Summary

Budget Detail

196

DEPARTMENT: PUBLIC UTILITIES - MAINTENANCE


51100.02 Salaries and Wages $ 771,409 $ 778,767 $ 870,610 $ 870,610 0% $ 953,661 10%51100.04 Salaries and Wages - Overtime 96,187 81,312 142,800 142,800 0% 142,800 0%

52100 FICA 63,278 61,946 77,526 77,526 0% 83,879 8%52210 VRS Retirement 125,964 (0) 118,992 111,786 -6% 105,189 -12%52400 Group Life 9,225 9,305 11,492 11,492 0% 12,493 9%

53000.16 Purchased Services - Refuse Collection 927 945 800 800 0% 800 0%53100 Professional Services 52,227 12,152 42,000 97,000 131% 97,000 131%53300 Repairs and Maintenance 176,190 262,942 305,000 305,000 0% 305,000 0%53320 Maintenance Service Contract - - 6,120 6,120 0% 6,120 0%54100 Information Technology 47,252 60,316 107,510 110,753 3% 106,704 -1%54200 Fleet 247,925 389,483 424,282 437,010 3% 523,876 23%54500 Risk Management 245,590 243,430 225,101 231,854 3% 291,285 29%55100 Utilities 253,297 295,807 243,430 275,000 13% 275,000 13%55230 Telecommunications 13,634 17,301 15,987 15,987 0% 18,260 14%55410 Lease/Rent of Equipment 549,890 678,639 999,000 850,000 -15% 850,000 -15%55420 Lease/Rent of Building 37,800 - - - - - -55500 Travel and Training 114 (3) 4,000 4,000 0% 4,000 0%55810 Dues and Association Memberships 5,896 5,964 6,500 7,000 8% 7,000 8%56001 Office Supplies 404 607 2,300 2,300 0% 2,300 0%56011 Uniforms & Wearing Apparel 12,489 14,168 17,250 17,250 0% 17,250 0%56014 Other Operating Supplies 105,210 96,083 190,000 150,000 -21% 150,000 -21%56017 Copier Costs 1,974 3,053 2,042 2,042 0% 3,276 60%58200 Capital Outlay 15,015 - - - - - -

Total Operating Expenses $ 2,831,897 $ 3,012,217 $ 3,812,742 $ 3,726,330 -2% $ 3,955,893 4%

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 9 8 8 8 8


Budget Detail

Personnel Summary

197

DEPARTMENT: PUBLIC UTILITIES - WATER PRODUCTION


51100.02 Salaries and Wages $ 1,252,168 $ 1,237,178 $ 1,249,736 $ 1,227,307 -2% $ 1,316,833 5%51100.04 Salaries and Wages - Overtime 159,226 152,819 153,000 153,000 0% 153,000 0%51100.06 Salaries and Wages - Part-time 729 - - - - - -

52100 FICA 102,167 99,461 107,309 105,593 -2% 112,442 5%52210 VRS Retirement 206,208 0 171,924 157,586 -8% 145,247 -16%52400 Group Life 14,807 14,832 16,497 16,200 -2% 17,251 5%

53000.16 Purchases Services - Refuse Collection 927 909 3,750 3,750 0% 3,750 0%53100 Professional Services 96,003 150,965 160,000 126,000 -21% 126,000 -21%53300 Repairs and Maintenance 129,121 114,603 86,500 50,000 -42% 50,000 -42%53320 Maintenance Service Contract - 300 3,240 139,000 4190% 139,000 4190%53500 Printing and Binding 562 412 2,000 2,000 0% 2,000 0%53600 Advertising (616) - 2,000 2,000 0% 2,000 0%54100 Information Technology 63,018 67,871 133,884 133,884 0% 113,975 -15%54200 Fleet 60,596 45,843 54,266 54,266 0% 57,598 6%54500 Risk Management 335,574 333,286 318,438 318,438 0% 348,264 9%55100 Utilities 589,424 753,568 800,000 700,000 -13% 700,000 -13%55210 Postal Service 1,211 805 2,000 2,500 25% 2,500 25%55230 Telecommunications 18,857 22,538 19,656 19,656 0% 17,051 -13%55311 Well Mitigation Claims - - 10,000 10,000 0% 10,000 0%55410 Lease/Rent of Equipment 252,449 310,221 486,000 487,000 0% 487,000 0%55500 Travel and Training 3,851 10,013 12,000 6,000 -50% 6,000 -50%55810 Dues and Association Memberships 96,435 97,704 96,900 107,610 11% 107,610 11%55853 Bulk Water Purchase 4,056,986 4,121,041 4,841,740 5,457,650 13% 5,457,650 13%56001 Office Supplies 2,506 2,458 4,000 3,000 -25% 3,000 -25%56011 Uniforms & Wearing Apparel 12,873 13,981 17,000 17,000 0% 17,000 0%56012 Books & Subscriptions 893 - - - - - -56014 Other Operating Supplies 364,152 391,763 500,000 515,000 3% 515,000 3%56017 Copier Costs 5,851 7,615 5,340 5,340 0% 8,249 54%58200 Capital Outlay 4,420 3,604 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 7 7 7 17 Quality Control Technician 4 4 4 4 4

14/17 Water Treatment Plant Operator I - II 5 5 4 3 3 16 Water Distribution System Operator 2 2 1 2 2 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 1 8 Office Assistant I 1 1 - - -


Personnel Summary

Budget Detail

198

DEPARTMENT: PUBLIC UTILITIES - ENGINEERING


51100.02 Salaries and Wages $ 849,550 $ 833,535 $ 883,575 $ 816,075 -8% $ 855,896 -3%51100.04 Salaries and Wages - Overtime 21,084 19,255 10,200 20,000 96% 10,200 0%

52100 FICA 63,637 61,891 68,374 63,960 -6% 66,256 -3%52210 VRS Retirement 140,806 (0) 122,287 104,784 -14% 94,405 -23%52400 Group Life 10,118 9,940 11,663 10,772 -8% 11,212 -4%

53000.16 Purchases Services - Refuse Collection - - 100 100 0% 100 0%53300 Repairs and Maintenance 3,683 3,045 6,000 6,000 0% 6,000 0%53320 Maintenance Service Contract - - 2,160 2,160 0% 2,160 0%53500 Printing and Binding - 175 500 500 0% 500 0%54100 Information Technology 138,197 139,900 109,033 112,304 3% 101,356 -7%54200 Fleet 48,425 44,577 52,363 53,933 3% 53,461 2%54500 Risk Management 147,938 142,093 136,412 131,137 -4% 166,021 22%55100 Utilities 6,486 3,125 2,150 3,600 67% 3,600 67%55210 Postal Service 599 938 600 600 0% 600 0%55230 Telecommunications 6,396 9,758 16,316 16,316 0% 10,811 -34%55420 Lease/Rent of Building 41,937 38,596 29,112 29,112 0% 29,112 0%55500 Travel and Training 3,866 3,369 7,500 7,500 0% 7,500 0%55810 Dues and Association Memberships 1,288 1,113 1,500 1,500 0% 1,500 0%56001 Office Supplies 2,009 2,170 5,200 5,200 0% 5,200 0%56011 Uniforms & Wearing Apparel 3,060 3,347 3,750 3,750 0% 3,750 0%56012 Books and Subscriptions - 98 500 500 0% 500 0%56014 Other Operating Supplies 1,063 697 5,000 5,000 0% 5,000 0%56017 Copier Costs 9,598 6,635 4,262 4,262 0% 5,265 24%58200 Capital Outlay 2,652 - - - - - -

Total Operating Expenses $ 1,502,391 $ 1,324,257 $ 1,478,556 $ 1,399,065 -5% $ 1,440,406 -3%


34 Utility Engineering Manager 1 1 1 1 125/29/30 Civil Engineer I, II, III 5 5 5 4 4

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 3 3

13 Engineering Aide 1 1 1 - -


Budget Detail

Personnel Summary

199

DEPARTMENT: PUBLIC UTILITIES - NONDEPARTMENTAL


51100.27 Leave Compensation $ 35,717 $ 46,497 $ 40,000 $ 40,000 0% $ 40,000 0%52100 Leave Compensation - FICA 4,483 3,535 3,000 3,000 0% 3,000 0%52000 Pro Rata Reimbursements 74,520 24,535 - - - - -52001 Western Tidewater Water Authority 75,000 62,058 50,000 50,000 0% 50,000 0%52600 Unemployment Expense - (16,584) 5,000 5,000 0% 5,000 0%54500 Risk Management Expense 281,869 309,228 307,292 316,511 3% 284,154 -8%55305 Employer Pension Expense - 378,319 - - - - -55424 Contribution to Reserve - - 2,239,247 5,373,767 140% 4,976,905 122%55615 WTWA Donation (Well Migation Progra 2,221,760 5,220,891 - - - - -55890 Bad Debt Expense 430,352 508,128 430,000 500,000 16% 400,000 -7%58211 Depreciation 10,289,518 11,477,844 - - - - -59902 Contingency - - 701,431 498,799 -29% 450,000 -36%59906 Environmental Incentive Reimbursement 54,625 89,250 100,000 150,000 50% 150,000 50%

95100-59110 Bond Principal - - 4,762,538 2,723,297 -43% 2,723,297 -43%95100-59120 Bond Interest 12,615,955 12,609,060 15,424,627 15,705,305 2% 15,705,305 2%95100-59130 Bond Coupon & Handling 188,289 708,929 100,000 100,000 0% 100,000 0%

93000-50000.165 Transfer to GF-Indirect Cost 596,320 576,133 610,253 683,615 12% 663,551 9%93000-50000.310 Transfer to Capital Projects - - 1,000,000 2,500,000 - 2,500,000 150%


Budget Detail

200

_____________________________________________________________________________________


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 2016 ACCOMPLISHMENTS Removed approximately 70,000 special/bulk collections for

Suffolk residents and collected close to $5,000 revenue in paid special collections.

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 in rental revenue.

FY 2017 OBJECTIVES To continue to promote and expand the curbside recycling program. (Civic Engagement and

Responsive City Services)

To protect the health and safety of the public by providing exceptional and cost effective collection and disposal of municipal solid waste. (Civic Engagement and Responsive City Services)

To continue to provide excellent customer service to our residents who contact the Refuse office, responding promptly to issues as they arise. (Civic Engagement and Responsive City Services)


FY 16 Projected

FY 17 Estimate

Tons of refuse collected 36,568 37,500 38,000 Tons of recycling collected 5,478 5,645 5,700 Recycling participation rate 51% 58% 58%

201

REFUSE FUNDRevenue


Refuse Services Fee $ 5,977,487 $ 5,729,376 $ 5,646,564 $ 5,685,372 1% $ 5,685,372 1%Automated Refuse Containers 29,280 30,870 25,000 31,000 24% 31,000 24%Special Events 9,072 3,658 - - - - -Weekly Refuse Collection 626 (163) - - - - -Recycling Bins - - - - - - -Sale of Service - DBOD Refuse Collection 37,798 37,439 40,000 40,000 0% 40,000 0%Sale of Service - RM Refuse Collection 23,691 27,932 20,000 20,000 0% 20,000 0%Sale of Service - GF Refuse Collection 28,380 49,841 48,095 51,000 6% 51,553 7%Sale of Service - PU Refuse Collection 3,689 2,435 5,750 2,550 -56% 5,750 0%Sale of Service - Aviation Refuse Collection 977 1,033 909 1,000 10% 909 0%Sale of Service - Fleet Refuse Collection 1,781 1,036 1,854 1,000 -46% 1,854 0%Bulk Refuse Fees 35,256 20,790 25,000 25,000 0% 25,000 0%Sale of Service - GF Grounds Salary Allocation 6,700 - - - - - -Miscellaneous Revenue 3,905 3,213 - - - - -Dumpster Service 158,989 161,586 144,269 160,000 11% 160,000 11%Penalties & Interest 54,575 66,185 - - - - -Transfer from Fund Balance - - - - - 100,000 -

Total Revenue $ 6,372,204 $ 6,135,230 $ 5,957,441 $ 6,016,922 1% $ 6,121,438 3%

Expenditure Summary


Refuse Services $ 5,354,827 $ 5,980,667 $ 5,957,441 $ 6,016,922 1% $ 6,121,438 3%


202

REFUSE FUND


51100.02 Salaries and Wages 976,395 1,087,355 1,203,671 1,203,671 0% 1,365,749 13%51100.04 Salaries and Wages - Overtime 106,581 95,443 30,600 30,600 0% 31,212 2%

52100 FICA 77,834 82,724 94,422 94,422 0% 106,868 13%52210 VRS Retirement 158,154 0 162,244 154,551 -5% 150,642 -7%52400 Group Life 11,788 12,883 15,888 15,888 0% 17,891 13%53000 Purchased Services - Recycling 1,480,854 1,137,829 1,124,460 1,237,460 10% 1,237,460 10%

53000.06 Purchased Services - Stormwater 28,061 28,975 25,000 30,000 20% 30,000 20%53000.42 Purchased Services - Road Maintenance - 55,000 55,000 55,000 0% 55,000 0%53100.22 Medical Services 554 3,178 3,500 4,000 14% 3,500 0%

53300 Repair and Maintenance 64,537 37,022 20,000 20,000 0% 20,000 0%53500 Printing and Binding 286 515 1,000 1,000 0% 1,000 0%54100 Information Technology 61,008 62,509 140,129 140,129 0% 127,682 -9%54200 Fleet 1,621,259 1,602,084 1,658,429 1,658,429 0% 1,723,904 4%54500 Risk Management 413,362 425,271 397,752 397,752 0% 482,844 21%55100 Utilities 24,346 21,646 22,300 22,300 0% 22,300 0%55210 Postal Services 980 179 1,000 1,000 0% 1,000 0%55230 Telecommunications (refuse hotline) 2,889 3,403 6,012 6,012 0% 3,894 -35%55500 Travel and Training 978 2,337 500 500 0% 500 0%55810 Dues and Association Memberships 5,778 6,691 11,210 11,710 4% 11,710 4%56001 Office Supplies 8,339 6,417 10,000 10,000 0% 10,000 0%56011 Uniforms & Wearing Apparel 18,224 18,661 25,000 25,000 0% 25,000 0%56014 Other Operating Supplies 86,625 987,204 115,769 145,769 26% 145,769 26%56017 Copier 1,376 2,959 1,561 3,300 111% 3,556 128%58200 Capital Outlay 46,659 9,179 5,000 5,000 0% 5,000 0%58211 Depreciation 1,681 3,362 - - - - -

91400-55305 Employer Pension Expense - 79,415 - - - - -91400-59902 Contingency - - 407,369 323,803 -21% 30,464 -93%

93000-50000.165 Indirect Costs 156,279 208,427 256,247 256,247 0% 237,746 -7%93000-50000.601 Transfer to Fleet (Capital Outlay) - - - - - - -

95100-59120 Interest - - 163,378 163,378 0% 270,747 66%


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 - - - - 19 Sanitation Supervisor - 1 1 1 1 17 Sanitation Field Supervisor 1 - - - - 16 Customer Service Manager - 1 1 1 1 13 Sanitation Inspector 3 2 2 2 2 11 Sanitation Equipment Operator 26 26 26 26 26

9 Sanitation Dispatcher 2 2 2 2 2 8 Sanitation Worker 8 8 8 8 8


Budget Detail

203

_____________________________________________________________________________________


STORMWATER FUND

DESCRIPTION The Stormwater 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 adopted stormwater utility rate is $6.00 per month in FY 2016-2017. FY 2016 ACCOMPLISHMENTS Completed several capital projects including the

Portsmouth Boulevard Park and Ride facility, the Bridge Road and Bennett’s Pasture Road Intersection Improvements, Bridge Road and Lee Farm Lane Intersection Improvements, the Suffolk Seaboard Coastline Trail Phase IV, and overlay of Shoulder’s Hill Road in conjunction with the Public Utilities waterline extension project

Conducted 25 stormwater education outreach events to educate and engage citizens on stormwater and water quality initiatives.

Continued the illicit discharge detection and elimination program surface water monitoring on the Nansemond River and its tributaries.

FY 2017 OBJECTIVES To provide quality plan reviews and related activities in a timely manner to ensure compliance with

regulatory and safety requirements. (Civic Engagement and Responsive City Services)

To provide quality inspection services to ensure compliance with regulatory and safety requirements. (Civic Engagement and Responsive City Services)

To provide for the protection and safety of public health through the suppression, abatement and eradication of mosquito populations.(Leisure, Health, and Wellness)


FY 16 Projected

FY 17 Estimate

Stormwater Engineering: Number of Development Plans reviewed 163 180 190 Percent of Development Plan reviews meeting/exceeding review timeframes

87% 90% 92%

Mosquito Control: Number of traps set for the whole mosquito season 1,433 1,400 1,400 Mosquitoes caught for the whole season 512,080 275,000 300,000 Amount of acres treated with adulticide 42,312 50,000 50,000 Amount of acres treated with larvacide 4.003 3.00 3.00 Amount of Mosquito Dunks provided to public 343 300 300 Tons of tires collected 29.55 30.00 30.00 Number of citizen calls for mosquito services 102 125 125

204

STORMWATER UTILITY FUNDRevenue


Penalties and Interest $ 24,390 $ 30,273 $ - $ - - $ - -Interest Earnings 6,637 10,399 - - - - -Sale of Services - Capital Projects A 363,909 441,922 450,000 450,000 0% 450,000 0%Sale of Services - Road Maintenance B - 170,000 170,000 170,000 0% 170,000 0%Sale of Services - General Fund (PW Admin.) C 340,000 340,000 400,000 400,000 0% 400,000 0%Permit and Inspection Fees D 146,004 827,566 200,000 250,000 25% 250,000 25%Sale of Services - Refuse E 28,061 28,975 25,000 30,000 20% 30,000 20%Stormwater Utility Fee F 3,307,678 4,050,894 4,353,975 4,353,975 0% 4,353,975 0%Miscellaneous Revenue 16,642 83,859 - - - - -Transfer from Fund Balance G - - 1,625,000 645,000 -60% 645,000 -60%

Total Revenue $ 4,233,323 $ 5,983,887 $ 7,223,975 $ 6,298,975 -13% $ 6,298,975 -13%

Expenditure Summary


Engineering $ 3,425,054 $ 4,177,876 $ 6,423,768 $ 5,452,517 -15% $ 5,413,490 -16%Mosquito Control 635,436 644,476 800,206 846,458 6% 885,485 11%

Total Expenditures $ 4,060,490 $ 4,822,351 $ 7,223,975 $ 6,298,975 -13% $ 6,298,975 -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.

205

DIVISION: STORMWATER UTILITY - ENGINEERING (Department of Public Works)Budget Detail


51100.02 Salaries and Wages $ 1,422,592 $ 1,585,696 $ 1,822,252 $ 2,009,956 10% $ 2,102,941 15%51100.04 Salaries and Wages - Overtime 2,218 1,777 - 10,000 - - -51100.06 Salaries and Wages - Part-time 26,889 51,836 21,482 21,482 0% 21,912 2%

52100 FICA 106,102 118,413 139,402 156,170 12% 160,875 15%52210 VRS Retirement 225,909 0 248,097 258,078 4% 231,954 -7%52400 Group Life 16,738 18,820 24,054 26,531 10% 27,549 15%

53000.04 Purchased Services - Road Maint. Fund 275,000 300,000 300,000 300,000 0% 300,000 0%53100 Professional Services 18,257 56,766 275,000 275,000 0% 275,000 0%

53100.18 HRPDC Stormwater Management Fees 21,631 25,129 58,813 30,000 -49% 30,000 -49%53200 Temporary Help Service 7,823 - - - - - -53500 Printing and Binding - 436 - - - - -53600 Advertising 158 - - - - - -54100 Information Technology 234,461 279,713 266,363 292,350 10% 251,515 -6%54200 Fleet 68,001 56,178 52,500 52,500 0% 55,429 6%54500 Risk Management 269,324 285,241 334,928 367,604 10% 412,904 23%55210 Postal Services 819 770 1,231 1,231 0% 1,231 0%55230 Telecommunications 7,085 13,889 17,289 18,554 7% 25,493 47%55420 Lease/Rent of Building 60,402 60,402 60,402 60,402 0% 74,628 24%55500 Travel and Training 13,072 12,725 18,530 20,482 11% 20,482 11%55810 Dues and Association Memberships 6,687 10,640 7,630 11,667 53% 11,667 53%56001 Office Supplies 7,191 12,066 14,256 15,647 10% 15,647 10%56012 Books and Subscriptions 1,734 396 1,231 1,351 10% 1,351 10%56014 Other Operating Supplies 7,737 3,921 11,881 11,881 0% 11,881 0%56017 Copier Costs 12,991 21,845 6,616 7,261 10% 22,052 233%58200 Capital Outlay - Additions - 6,024 303,000 134,668 -56% 134,668 -56%58211 Depreciation 13,707 37,057 - - - - -

91400-55305 Employer Pension Expense - 129,808 - - - - -91400-59902 Contingency - - 469,902 347,240 -26% 260,960 -44%

93000-50000.165 Indirect Costs 173,526 322,327 343,910 377,462 10% 318,352 -7%93000-50000.310 Transfer to Capital Project 425,000 500,000 1,625,000 645,000 -60% 645,000 -60%93000-50000.601 Transfer to Fleet (cash funded equipment purchases) - 266,000 - - - - -


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

2013-2014 2014-2015 2015-2016 2016-2017 % 2016-2017 % 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 1

25/29/30 Civil Engineers I, II, III 8 7 7 8 8 29 Enterprise Programs Manager 1 1 1 1 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 2 2 2 3 3 20 Senior Construction Inspector 1 1 1 1 1 19 Technical Asset Manager - 1 1 1 1 19 Senior Engineering Technician - 1 1 1 1 18 Construction Inspector 7 7 7 7 7 18 Engineering Technician 4 5 5 5 5 18 Right of Way Technician - 1 1 1 1 15 Permit Technician - 1 1 1 1 15 Asset Management Data Technician - 1 1 1 1 13 Engineering Aide 2 2 2 2 2 13 Accounting Technician 1 1 1 2 2 12 Litter Control Coordinator - 1 1 1 1 10 Customer Service Representative 1 1 1 1 1


206

DIVISION: STORMWATER UTILITY - MOSQUITO CONTROL (Department of Public Works)


51100.02 Salaries and Wages $ 212,270 $ 236,435 $ 259,671 $ 259,671 0% $ 298,765 15%51100.04 Salaries and Wages - Overtime 4,398 - - - - - -51100.06 Salaries and Wages - Part-time 21,606 29,072 42,840 42,840 0% 43,697 2%

52100 FICA 17,769 19,542 23,142 23,142 0% 26,198 13%52210 VRS Retirement 35,809 0 35,503 33,342 -6% 32,954 -7%52400 Group Life 2,616 2,811 3,428 3,428 0% 3,914 14%

53000.02 Purchased Services - Road Maint. Fund ( 48,011 60,000 60,000 60,000 0% 60,000 0%53100 Professional Services - 34,455 50,000 50,000 0% 50,000 0%53300 Repair and Maintenance 239 857 5,000 5,000 0% 5,000 0%53500 Printing and Binding - 473 800 800 0% 800 0%54100 Information Technology 42,806 42,056 62,464 62,464 0% 49,146 -21%54200 Fleet 39,979 39,818 42,303 42,303 0% 36,092 -15%54500 Risk Management 74,265 68,908 66,035 66,035 0% 80,862 22%55100 Utilities - - 500 500 0% 500 0%55210 Postage 1,625 290 1,450 1,450 0% 1,450 0%55230 Telecommunications 1,243 1,993 2,503 2,503 0% 1,977 -21%55500 Travel & Training 491 4,700 4,000 3,413 -15% 3,413 -15%55810 Dues and Memberships 265 640 500 500 0% 500 0%56001 Office Supplies 576 792 1,000 1,000 0% 1,000 0%56011 Uniforms & Wearing Apparel 1,373 1,710 2,500 2,500 0% 2,500 0%56012 Books and Subscriptions 43 - 250 250 0% 250 0%56014 Other Operating Supplies 80,779 96,857 89,423 89,423 0% 89,423 0%56017 Copier Costs 1,275 1,488 894 894 0% 2,044 129%58200 Capital Outlay - 1,580 46,000 95,000 107% 95,000 107%

93000-50000.601 Transfer to Fleet 48,000 - - - - - -

Total Operating Expenses $ 635,436 $ 644,476 $ 800,206 $ 846,458 6% $ 885,485 11%

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 1

8 Mosquito Control Technician 4 3 3 3 3


Budget Detail

207

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 2016 ACCOMPLISHMENTS Completed an upgrade to the time and

attendance system providing for optimization and improved capabilities.

Upgraded the Microsoft Exchange email system from 2006 to 2013.

Completed numerous software upgrades to support operational functions such as jury selection, helpdesk, personnel recruitment, library domains, and the financial system.

FY 2017 OBJECTIVES To perform a security assessment on the entire technology infrastructure to secure all information

stored by the City. (Civic Engagement and Responsive City Services)

To maintain existing staff, continue training on latest technology, and provide the highest quality customer service to our users. (Civic Engagement and Responsive City Services)

To expand existing fiber network to connect more City owned facilities and reduce costs with outside vendors. (Financial Stability)

To enhance business continuity/disaster recovery by creating a redundant data center at the new Public Works Operation Center. (Civic Engagement and Responsive City Services)


FY 16 Projected

FY 17 Estimate

Number of Computers maintained 850 1,267 1,350 Number of Helpdesk requests received 9,500 10,500 11,000 Percent of Helpdesk requests closed within 72 hours 99.8% 99.8% 99.8% Percent of Time Network is operational 99.6% 99.7% 99.9% Number of GIS requests for service 675 700 700 Number of Website Visits 425,000 1,943,605 2,137,965

208

INFORMATION TECHNOLOGY FUNDRevenue


Interest on Investments $ 10,478 $ - $ - $ - - $ - -Sale of Service - Interfund Revenues 5,535,765 5,396,543 6,039,510 8,583,576 42% 7,542,816 25%Sale of Service - Intergovernmental Revenues 40,686 70,762 15,896 20,311 28% 219,256 1279%GIS Data & Maps 513 1,538 - - - - -Miscellaneous Revenue 1,143 5,052 - - - - -

Total Revenue $ 5,588,585 $ 5,473,895 $ 6,055,406 $ 8,603,887 42% $ 7,762,072 28%

Expenditure Summary


Information Technology $ 5,051,804 $ 5,938,318 $ 6,055,406 $ 8,603,887 42% $ 7,762,072 28%


Sale of Service - Intergovernmental Revenue - provides service to: Community Corrections, Workforce Development Center.

209

DEPARTMENT: INFORMATION TECHNOLOGY Budget Detail


51100.02 Salaries and Wages $ 1,242,095 $ 1,334,913 $ 1,476,400 $ 1,541,637 4% $ 1,645,558 11%51100.04 Salaries and Wages - Overtime 11,945 12,484 7,956 8,000 1% 8,115 2%51100.06 Salaries and Wages - Part-time - - - - - - -51100.26 Special Compensation 22,447 17,290 - - - - -

52100 FICA 95,985 100,918 113,553 118,547 4% 126,506 11%52210 VRS Retirement 189,279 99,957 196,912 206,593 5% 181,505 -8%52400 Group Life 14,787 15,817 19,488 20,350 4% 21,557 11%53100 Professional Services 155,493 178,451 185,000 300,000 62% 185,000 0%53200 Temporary Help Services Fees 243,515 125,404 - - - - -53300 Repair and Maintenance 41,541 66,333 155,000 155,000 0% 155,000 0%53320 Maintenance Service Contracts 849,291 1,297,923 2,541,298 3,062,060 20% 3,062,060 20%54200 Fleet 16,805 19,057 25,166 25,166 0% 24,537 -2%54500 Risk Management Expense 235,666 237,338 238,877 238,877 0% 292,420 22%55100 Utilities 14,463 17,138 30,000 30,000 0% 30,000 0%55210 Postal Services 813 1,972 800 800 0% 800 0%55230 Telecommunications 20,222 27,194 23,034 84,000 265% 84,000 265%55240 Data Communications 58,172 61,306 131,559 130,600 -1% 130,600 -1%55410 Lease/Rent of Equipment 29,123 31,839 51,690 56,690 10% 56,690 10%55420 Lease/Rent of Building 45,977 55,219 45,977 45,977 0% 45,977 0%55500 Travel and Training 10,835 33,225 30,000 105,000 250% 35,000 17%55810 Dues and Association Memberships 939 1,129 3,000 3,000 0% 3,000 0%56001 Office Supplies 10,101 9,439 7,000 7,000 0% 7,000 0%56012 Books and Subscriptions 276 - 1,000 1,000 0% 1,000 0%56014 Other Operating Supplies - - - - - - -56017 Copier Costs 32,907 9,598 6,793 10,159 50% 9,637 42%

91400-59902 Contingency - - 101,867 101,867 0% 177,123 74%95100-59120 Interest 4,347 1,737 102,164 102,164 0% 97,207 -5%

93000-50000.165 Indirect Costs 266,140 237,993 212,758 212,758 0% 186,427 -12%


Expenses Related to Asset Acquisition58100 Capital Outlay - Replacement 60,613 14,295 - - - - -58110 Non Capital Outlay 827,377 611,574 - 751,048 - 513,294 -58200 Capital Outlay 12,105 686,209 - 937,480 - 175,000 -58211 Depreciation 538,547 632,566 348,114 348,114 0% 507,059 46%

Total Annual Budget $ 5,051,804 $ 5,938,318 $ 6,055,406 $ 8,603,887 42% $ 7,762,072 28%

Personnel Summary


44 Director of Information Technology 1 1 1 1 1 36 Assistant Director of Information Techno 1 1 1 1 1 29 Project Manager 1 1 1 1 1 29 Service Support Manager 1 1 1 1 1 29 Network Manager 1 1 1 1 1 29 Enterprise Systems Manager 1 1 1 1 1 25 Systems Analyst 3 3 3 - - 25 Database Administrator 1 1 1 1 1 25 Network Engineer 2 2 2 2 2 25 Systems Administrator - - - 1 1 24 Programmer Analyst II - - - 4 5 22 LAN Administrator 1 1 1 1 1 22 Network Coordinator 1 1 1 1 1 20 Programmer/Analyst I - - 1 - - 19 Radio & Electronics Supervisor 1 1 1 1 1 17 Computer Support Technician 2 2 4 4 4 16 GIS Technician 3 3 2 2 1 16 Computer Operator 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 - - -


210

_____________________________________________________________________________________


FLEET MANAGEMENT FUND

DESCRIPTION The Division of Fleet Management is operated as an internal service fund for the purpose of providing equipment and vehicles to City departments. The Division also houses a portion of the school transportation personnel and supplies them with controlled inventory and computerized maintenance records. FY 2016 ACCOMPLISHMENTS Continued high fleet availability of over 90% and

work order completion time of 6 days.

Maintained parts stockroom efficiency by staying on target for an annual inventory turn rate of 4.4 for FY 16.

Preserved an immediate parts fill rate of 80%.

Utilized online auction to dispose of surplus tires rather than paying weight-based disposal fees to landfill generating $15,000 in savings.

FY 2017 OBJECTIVES

To utilize municipal and state contracts to obtain competitive pricing for the purchase of City assets.

(Financial Stability)

To continue to maintain a strong replacement program to ensure fleet customers have safe, proper equipment and lower the expense of repairing an aging fleet. (Financial Stability)

To communicate clearly with departments to understand their fleet needs and better serve the city organization. (Civic Engagement and Responsive City Services)


FY 16 Projected

FY 17 Estimate

Number of Fleet Work Orders received 5,242 5,400 5,400 Average Work Order completion time 6.8 6.0 5.5 Percent of time Fleet is available for users 88% 90% 90% Parts Inventory Turns 4.6 4.7 4.7 Immediate Parts Fill Rate 82% 80% 80%

211

FLEET MANAGEMENT FUNDRevenue


Interest on Investments $ 3,261 $ 9,091 $ - $ - - $ - -Sale of Service - Interfund Revenue 8,976,154 9,251,504 9,238,704 11,110,588 20% 9,776,043 6%Sale of Service - Intergovernmental Revenue 869,318 997,028 885,000 936,000 6% 936,000 6%Sale of Surplus Property 363,127 224,303 - - - - -Miscellaneous 3,513 11,018 - - - - -Transfer from RM Fund Maintenance - Equipment Capital 2,443,000 2,381,000 - - - - -Transfer from RM Fund Traffic - Equipment Capital - 266,000 - - - - -Transfer from Stormwater Engineering - Equipment Capital 48,000 - - - - - -Transfer from Stormwater Mosq - Equipment Capital - - - - - - -Transfer from Refuse Fund - Equipment Capital - - - - - - -Transfer from Fund Balance - - 1,500,000 - - 1,500,000 -

Total Revenue $ 12,706,373 $ 13,139,944 $ 11,623,704 $ 12,046,588 4% $ 12,212,043 5%

Expenditure Summary


Fleet Management $ 10,720,695 $ 10,650,977 $ 11,623,704 $ 12,046,588 4% $ 12,212,043 5%


Sale of Service - Intergovernmental Revenue - includes Fleet service to WTCSB, Health Dept., WTRJ, School Transportation, VRT.

212

DIVISION: FLEET MANAGEMENT (Department of Public Works)


51100.02 Salaries and Wages $ 850,533 $ 834,553 $ 934,011 $ 930,508 0% $ 941,430 1%51100.04 Salaries and Wages - Overtime 31,975 25,949 26,520 25,000 -6% 27,050 2%51100.26 Special Compensation 4,133 10,149 - - - - -

52100 FICA 64,611 63,531 73,481 73,096 -1% 74,089 1%52210 VRS Retirement 139,426 68,537 127,561 119,477 -6% 103,840 -19%52400 Group Life 10,202 9,918 12,329 12,283 0% 12,333 0%

53000.16 Purchased Services - Refuse Collection 1,781 1,036 1,854 1,854 0% 1,854 0%53300 Repairs and Maintenance 32,921 14,960 40,200 40,200 0% 40,200 0%53320 Maintenance Service Contracts 9,378 12,935 13,000 35,000 169% 35,000 169%53500 Printing and Binding - 155 1,100 1,100 0% 1,100 0%54100 Information Technology 55,202 96,504 83,911 83,911 0% 77,062 -8%54500 Risk Management 657,223 632,636 629,003 629,003 0% 602,982 -4%55100 Utilities 32,377 31,168 41,000 41,000 0% 41,000 0%55210 Postal Services 54 43 150 150 0% 150 0%55230 Telecommunications 1,515 3,094 7,378 7,378 0% 3,883 -47%55410 Lease/Rent of Equipment 16,428 26,751 41,160 41,161 0% 41,161 0%55500 Travel and Training 1,839 613 5,993 6,000 0% 6,000 0%55810 Dues and Association Memberships 1,054 1,057 1,465 1,500 2% 1,500 2%56001 Office Supplies 1,251 2,116 3,000 4,500 50% 4,500 50%

56007.04 Vehicle & Power Equipment Fuels 2,217,226 1,696,663 2,345,200 1,722,000 -27% 1,722,000 -27%56007.06 Vehicle & Power Equipment Supplies 2,122,646 2,310,253 2,136,868 2,226,723 4% 2,226,723 4%

56011 Uniforms & Wearing Apparel 5,079 4,620 8,000 8,000 0% 8,000 0%56014 Other Operating Supplies 32,336 22,151 45,000 105,000 133% 105,000 133%56017 Copier Costs 5,913 8,604 4,872 5,000 3% 8,861 82%

91400-59902 Contingency - - 12,679 - -100% - -100%95100-59120 Interest 118,191 158,029 226,863 226,863 0% 303,273 34%

93000-50000.165 Indirect Costs 429,043 222,378 228,352 228,352 0% 351,523 54%

Total Operating Expenses $ 6,842,337 $ 6,258,403 $ 7,050,950 $ 6,575,059 -7% $ 6,740,514 -4%

Expenses Related to Asset Acquisition58200 Capital Outlay 67,534 1,293,441 - - - - -58211 Depreciation 3,810,824 3,099,134 4,572,754 5,471,529 20% 5,471,529 20%

Total Annual Budget $ 10,720,695 $ 10,650,977 $ 11,623,704 $ 12,046,588 4% $ 12,212,043 5%

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 2 2 2 2

14/16/17 Automotive Mechanic I, II and III 12 11 11 11 11 14 Fleet Accounting Coordinator 1 1 1 1 1 14 Parts & Procurement Specialist 1 1 1 1 1 11 Automotive Stockroom Clerk 2 2 2 2 2

8 Office Assistant I 1 1 1 1 1


Budget Detail

Personnel Summary

213

_____________________________________________________________________________________


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 2016 ACCOMPLISHMENTS Audited insurance policies and deductibles based on

history. Property/Liability and Workers’ Compensation deductibles were increased resulting in a reduction in insurance premiums of $220,000.

Significantly lowered dental plan premiums under a new contract with Anthem Dental.

Increased the number of wellness programs designed to enhance the health and wellness of the workforce and ultimately manage the rising costs of healthcare.

Initiated two city-wide safety teams to foster collaboration among departments when implementing sound safety policies and procedures, the wise use of resources, and compliance with all OSHA requirements and regulations.

FY 2017 OBJECTIVES To improve employee well-being and productivity, reduce healthcare costs, reduce absenteeism and

enhance the overall well-being of the organization. (Financial Stability)

To manage liability through an annual audit of all contract insurance requirements and deductibles. (Financial Stability)

To reduce the workers’ compensation liability exposure through management of claims using appropriate settlement strategies. (Financial Stability)

To improve workplace safety through employee engagement in safety practices and enhanced safety awareness training. (Financial Stability)


FY 16 Projected

FY 17 Estimate

Workers Compensation Number of Claims Filed 164 148 148 Total Incurred $744,959 $250,000 $250,000 Property & Liability Number of Claims Filed 298 250 250 Total Incurred $349,282 $200,000 $200,000 Safety Number of Audits Completed 101 120 130 Number of Employees trained OSHA requirements 250 300 350 Health & Wellness Program Percentage of Employees completing Risk Assessments 49% 53% 62%

Number of Wellness Programs provided for City staff 55 65 70 Number of Wellness Program Participants 1,900 2,112 2,500

214

RISK MANAGEMENT FUNDRevenue


Sale of Service - Interfund Revenues $ 14,966,347 $ 14,576,239 $ 13,977,600 $ - -100% $ 16,742,737 20%Employee Premiums 3,116,053 3,108,272 2,580,000 - -100% 2,764,768 7%Interest 36,123 39,877 - - - - -Insurance Recoveries 128,839 251,167 - - - - -Miscellaneous Revenue 225 449 - - - - -Transfer from Fund Balance - - 2,800,000 - -100% 1,000,000 -64%

Total Revenue $ 18,247,587 $ 17,976,004 $ 19,357,600 $ 0 -100% $ 20,507,505 6%

Expenditure Summary


Risk Management $ 16,234,220 $ 19,124,146 $ 19,357,600 $ 20,312,188 5% $ 20,507,505 6%


* Includes funding for OPEB (Post Employment Benefit) funding requirement per GASB 45.* Includes funding for State unfunded Line of Duty Mandate.

215

DEPARTMENT: RISK MANAGEMENT (Department of Human Resources)


51100.02 Salaries and Wages $ 199,020 $ 240,394 $ 341,116 $ 341,116 0% $ 362,053 6%51000.06 Salaries and Wages - Part Time 59,932 50,079 29,164 48,000 65% 29,747 2%

52100 FICA 19,144 21,196 28,326 29,767 5% 29,973 6%52210 VRS Retirement 30,353 15,415 45,985 43,799 -5% 39,934 -13%52400 Group Life 2,294 2,656 4,503 4,503 0% 4,743 5%53100 Professional Services 41,612 42,810 65,054 65,505 1% 65,505 1%54100 Information Technology 14,538 13,539 21,836 21,836 0% 22,998 5%54200 Fleet 18,011 17,144 19,100 19,100 0% 16,219 -15%55210 Postal Services 1,984 516 500 500 0% 500 0%55230 Telecommunications 2,908 3,660 3,651 3,651 0% 3,384 -7%55300 Insurance Premiums

12552-55300 Insurance Premiums - Wcomp + LODA 373,485 686,772 738,005 729,425 -1% 644,429 -13%12553-55300 Insurance Premiums - Property/Casualty 2,084,349 1,424,611 1,440,599 1,348,960 -6% 1,260,807 -12%

55420 Lease/Rent of Building 4,428 17,555 4,428 4,428 0% 21,930 395%55500 Travel and Training 1,428 5,492 5,000 5,000 0% 5,000 0%55810 Dues & Memberships 3,390 3,006 1,840 2,840 54% 2,840 54%

12551-55815 Post Employment Benefits (OPEB) 1,512,700 2,310,000 1,800,000 1,800,000 0% 2,280,300 27%55825 Insurance Claims

12551-55825 Claims Payments - Health 11,507,627 12,605,416 13,900,000 14,823,840 7% 14,823,840 7%12552-55825 Claims Payments - Workers Compensatio (6,802) 973,025 600,000 694,425 16% 675,638 13%12553-55825 Claims Payments - Property/Casualty 126,900 225,142 180,000 198,000 10% 111,000 -38%12554-56026 Health & Wellness - Special Events 16,636 67,901 13,895 13,895 0% 13,895 0%

56001 Office Supplies 1,903 707 2,500 2,500 0% 2,500 0%56012 Books and Subscriptions 1,332 2,743 3,000 2,000 -33% 2,000 -33%56014 Other Operating Supplies 2,556 1,007 6,000 6,000 0% 6,000 0%56017 Copier Costs 5,704 4,894 6,319 6,319 0% 5,179 -18%58200 Capital Outlay - Additions - 188,112 - - - - -58211 Depreciation 98,419 107,379 - - - - -

91400-59902 Contingency - - 8,419 8,419 0% 7,411 -12%93000-50000.165 Indirect Costs 110,370 92,976 88,360 88,360 0% 69,680 -21%



31 Risk Benefits & Wellness Manager - 1 1 1 1 30 Risk Manager 1 - - - - 30 Benefit Manager - - 1 1 1 20 Safety Officer 1 1 1 1 1 19 Human Resources Generalist 1 1 2 2 2 17 Risk Management Coordinator 1 1 1 1 1


Budget Detail

Personnel Summary

216

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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 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.

STATISTICS/PERFORMANCE MEASURES 2013

Actual 2014

Actual 2015

Actual School Enrollment (Fall Membership) 14,429 14,476 14,365 Accreditation 100% 100% 100% High School Graduation Rate (4 Yr. Cohort) 88.4% 86.4% 86.2% High School Dropout Rate (4 Yr. Cohort) 9.2% 8.8% 9.5% Percent of Students receiving Advanced Diploma 41% 41% 43% Percent of Students enrolled in Advanced Placement courses 8.79% 8.18% 8.04% Percent of Students enrolled in Dual Enrollment courses 1.35% N/A 2.41%

217

SCHOOL OPERATING FUNDRevenue


State / Federal / Other $ 88,230,062 $ 92,726,546 $ 97,335,108 $ 103,015,172 6% $ 103,015,172 6%Transfer from General Fund - Local Support 50,176,881 51,114,708 54,096,837 55,104,890 2% 54,367,038 0%

Total Revenue $ 138,406,943 $ 143,841,254 $ 151,431,945 $ 158,120,062 4% $ 157,382,210 4%

Expenditure Summary


School Operating Expenditures $ 139,222,506 $ 142,584,567 $ 151,431,945 $ 158,120,062 4% $ 157,382,210 4%


218

SCHOOL OPERATING FUND

2013-2014 2014-2015 2015-2016 2016-2017 % 2016-2017 %Account Number: 205-610000-51000 Actual Actual Budget Requested Chng Adopted Chng

Instruction $ 100,955,370 $ 101,524,969 $ 112,198,606 $ 117,021,452 4% $ 117,021,452 4%Administration and Attendance 3,171,230 3,355,388 3,374,342 3,481,726 3% 3,481,726 3%Health and Psychology 1,803,174 1,736,957 1,898,356 1,912,569 1% 1,912,569 1%Pupil Transportation 7,826,300 7,959,411 7,651,738 7,782,603 2% 7,782,603 2%Operation and Maintenance 12,154,580 13,340,909 12,504,050 12,857,858 3% 12,857,858 3%Food Services 7,089,578 7,196,052 7,440,301 8,134,000 9% 8,134,000 9%Technology 5,729,446 6,960,982 5,837,768 6,395,017 10% 6,395,017 10%

Local Support - Lease / Rent of Building 492,828 509,899 526,784 534,837 2% 534,837 2%Local Support Reduction to Request: - - - - - (737,852) -

Total Operating Expenses $ 139,222,506 $ 142,584,567 $ 151,431,945 $ 158,120,062 4% $ 157,382,210 3.93%

Budget Detail

219

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Appendix

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CITY OF SUFFOLK, VIRGINIAFISCAL YEAR 2016-17' OPERATING AND CAPITAL BUDGET

Personnel Summary

2013-2014 2014-2015 2015-2016 2016-2017Budget Budget Budget Budget

General Fund:General Government:

City Council 2 2 2 2City Manager 7 7 7 7Budget & Strategic Planning 4 4 3 3City Attorney 9 9 9 9Human Resources 10 10 7 7Commissioner of Revenue 12 12 12 12Assessor 16 17 17 18Treasurer 15 15 16 16Finance - Administration and Accounting 14 16 17 15Purchasing 4 4 4 4Registrar 2 2 2 3

Total General Government 95 98 96 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 214 213 213 213 Emergency Communications 27 27 27 27 Animal Shelter Management 10 10 10 10Community Development 26 26 26 26Fire and Rescue 253 252 252 252

Total Public Safety 530 528 528 528Public Works:

Public Works Administration 2 2 2 2 Grounds Maintenance 4 0 0 0 Capital Programs & Facilities 24 24 24 24

Total Public Works 30 26 26 26Health and Welfare:

Social Services 103 103 103 103Comprehensive Services Act 2 2 2 2

Total Health and Welfare 105 105 105 105

220


Personnel Summary


Parks, Recreation and Cultural:Parks and Recreation Administration 5 4 4 4 Office on Youth 0 2 2 1 Support Services 6 6 6 7 Parks, Gateway and Facility Maintenance 19 19 19 19 Grounds Maintenance 0 4 4 4 Recreation 22 21 21 21Library 31 31 31 32

Total Parks, Recreation and Cultural 83 87 87 88Community Development:

Planning 14 14 14 15

Economic Development 5 5 5 5Tourism 3 3 3 3Media & Community Relations 6 6 6 6

Total Community Development 28 28 28 29Total General Fund 936 937 935 937Special Revenue Funds:

Aviation Facilities 3 3 3 3Road Maintenance Road Maintenance 101 99 100 101 Traffic Engineering 23 23 24 25

Total Special Revenue Funds 127 125 127 129Enterprise Fund:

Public Utilities Administration 8 9 9 9 Customer Service 18 18 20 22 Line Maintenance 26 27 28 28 Maintenance 26 25 25 25 Water Production 30 30 28 28 Engineering 15 15 15 14Refuse Services Refuse Services 41 40 40 40Stormwater Utility Engineering 31 38 38 41 Mosquito Control 7 7 7 7

Total Enterprise Funds 202 209 210 214

221


Personnel Summary


Internal Service Funds:Fleet Management 21 21 21 21Information Technology 25 25 25 26Risk Management 4 4 6 6

Total Internal Service Funds 50 50 52 53Total All Funds 1,315 1,321 1,324 1,333

222

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CAPITALIMPROVEMENTS PLAN

FY 2017-2026

CITY of SUFFOLK

_____________________________________________________________________________________


Previous 5 Year 6-10 Year 10 YearFunding Subtotal Subtotal Total

PUBLIC UTILITIES FUND 17,341,000 8,356,000 24,331,000 10,711,500 16,513,000 77,252,500 117,507,500 194,760,000

FLEET FUND - - - - - - 14,500,000 14,500,000

STORMWATER FUND 1,145,000 - - - - 1,145,000 - 1,145,000

REFUSE FUND 6,500,000 - - - - 6,500,000 4,800,000 11,300,000

GENERAL GOV'T. FUND 43,095,823 40,841,762 25,337,970 33,067,231 32,291,497 174,634,283 313,364,520 487,998,803

TOTAL ALL FUNDS: 68,081,823 49,197,762 49,668,970 43,778,731 48,804,497 259,531,783 450,172,020 709,703,803

Previous 5 Year 6-10 Year 10 Year Funding Subtotal Subtotal Total

Public Utilities Revenue Bonds 14,841,000 5,356,000 20,831,000 8,711,500 14,513,000 64,252,500 105,007,500 169,260,000 Transfer from Public Utilities Fund 2,500,000 3,000,000 3,500,000 2,000,000 2,000,000 13,000,000 12,500,000 25,500,000

PUBLIC UTILITIES FUND 17,341,000 8,356,000 24,331,000 10,711,500 16,513,000 77,252,500 117,507,500 194,760,000

General Obligation Bonds - - - - - - 14,500,000 14,500,000

FLEET FUND - - - - - - 14,500,000 14,500,000

State Transportation Funds 500,000 - - - - 500,000 - 500,000 Transfer from Stormwater Fund 645,000 - - - - 645,000 - 645,000

STORMWATER FUND 1,145,000 - - - - 1,145,000 - 1,145,000

General Obligation Bonds 6,500,000 - - - - 6,500,000 4,800,000 11,300,000

REFUSE FUND 6,500,000 - - - - 6,500,000 4,800,000 11,300,000

State Transportation Funds 7,415,000 6,000,000 6,400,000 7,100,000 7,000,000 33,915,000 45,750,000 79,665,000 State/Federal Grant Funds 2,122,798 4,921,900 543,000 25,000 25,000 7,637,698 300,000 7,937,698 Transfer from Debt Fund 2,000,000 - - - - 2,000,000 - 2,000,000 Transfer from General Fund 4,064,920 4,118,870 2,187,370 3,895,881 1,442,000 15,709,041 12,893,243 28,602,284 General Obligation Bonds 27,493,105 25,800,992 16,207,600 22,046,350 23,824,497 115,372,544 254,421,277 369,793,821

GENERAL GOV'T. FUND 43,095,823 40,841,762 25,337,970 33,067,231 32,291,497 174,634,283 313,364,520 487,998,803

TOTAL ALL FUNDS: 68,081,823 49,197,762 49,668,970 43,778,731 48,804,497 259,531,783 450,172,020 709,703,803

GO Debt Capacity per Financial Advisor: 30,000,000 30,000,000 30,000,000 30,000,000 30,000,000

UTILITY FUND - OPERATIONS: - - - - - ANTICIPATED DEBT SERVICE: - 1,484,100 535,600 2,083,100 871,150

UTILITY FUND - CAPITAL CASH: 2,500,000 500,000 500,000 (1,500,000) -

PUBLIC UTILITIES FUND 2,500,000 1,984,100 1,035,600 583,100 871,150

STORMWATER FUND: - - - - -

GENERAL FUND - OPERATIONS: - - 3,000,000 45,000 264,000 ANTICIPATED DEBT SERVICE: - 2,749,311 2,580,099 1,620,760 2,204,635

GENERAL FUND - CAPITAL CASH: 4,064,920 53,950 (1,931,500) 1,708,511 (2,453,881)

GENERAL GOV'T. FUND 4,064,920 2,803,261 3,648,599 3,374,271 14,754

General Fund Real Estate Tax Rate Impact: 4.969 3.427 4.460 4.125 0.018

SUMMARY BY FUNDFY 2017 - 2026

CAPITAL IMPROVEMENTS PLAN

2016-2017 2017-2018 2018-2019 2019-2020 2020-2021

5 Year SummaryPLANNED EXPENDITURES

FUNDING SOURCES

2016-2017 2017-2018 2018-2019 2019-2020 2020-2021Annual Operating Impact

2016-2017 2017-2018 2018-2019 2019-2020 2020-2021

223

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General Government

_____________________________________________________________________________________



Parks & Recreation 425,000 3,075,000 4,475,000 5,275,000 2,400,000 15,650,000 5,475,000 21,125,000 Public Building & Facilities 2,741,748 6,210,000 4,022,259 9,446,776 3,692,259 26,113,042 4,160,000 30,273,042 Public Safety 990,370 1,834,234 2,965,711 1,413,655 1,240,549 8,444,519 60,487,720 68,932,239 Transportation 10,986,600 13,140,400 12,800,000 14,356,800 14,057,000 65,340,800 91,918,200 157,259,000 Public Schools 27,702,105 15,332,128 1,075,000 1,075,000 10,901,689 56,085,922 146,823,600 202,909,522 Village and Neighborhood Initiatives 250,000 1,250,000 - 1,500,000 - 3,000,000 4,500,000 7,500,000

Total General Government: 43,095,823 40,841,762 25,337,970 33,067,231 32,291,497 174,634,283 313,364,520 487,998,803


State Transportation Funds 7,415,000 6,000,000 6,400,000 7,100,000 7,000,000 33,915,000 45,750,000 79,665,000 State/Federal Grant Funds 2,122,798 4,921,900 543,000 25,000 25,000 7,637,698 300,000 7,937,698 Transfer from Debt Fund 2,000,000 - - - - 2,000,000 - 2,000,000 Transfer from General Fund 4,064,920 4,118,870 2,187,370 3,895,881 1,442,000 15,709,041 12,893,243 28,602,284 General Obligation Bonds 27,493,105 25,800,992 16,207,600 22,046,350 23,824,497 115,372,544 254,421,277 369,793,821

Total General Government: 43,095,823 40,841,762 25,337,970 33,067,231 32,291,497 174,634,283 313,364,520 487,998,803

Parks & Recreation - - - 20,000 264,000 Public Building & Facilities - - - - - Public Safety - - - 25,000 - Transportation - - - - - Public Schools - - 3,000,000 - - Village and Neighborhood Initiatives - - - - -

Total Operating Cost - - 3,000,000 45,000 264,000

CAPITAL IMPROVEMENTS PLANGENERAL GOV'T. FUND

FY 2017 - 2026

General Government Projects 5 Year Summary

Funding Sources

Annual Operating Impact

2016-2017 2017-2018 2018-2019

2016-2017 2017-2018 2018-2019

Planned Expenditures

General Government Projects

2019-2020 2020-2021

2019-2020 2020-2021

2016-2017 2017-2018 2018-2019 2019-2020 2020-2021

224

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Previous 5 Year 6-10 Year 10 YearFunding * Subtotal Subtotal Total

Parks & Rec-Capital Maintenance 1,785,000 425,000 425,000 425,000 425,000 425,000 2,125,000 2,125,000 4,250,000 Parks Maintenance and Storage Facility 250,000 - - 3,500,000 - - 3,500,000 - 3,500,000 Lone Star Lodge - - - 200,000 1,500,000 - 1,700,000 - 1,700,000 Trail Enhancements 50,000 - 50,000 - 50,000 - 100,000 50,000 150,000 Driver Park Sports Complex Ph I - - - 250,000 3,200,000 - 3,450,000 1,000,000 4,450,000 Sleepy Hole Park Renovation 564,975 - 100,000 100,000 100,000 100,000 400,000 300,000 700,000 East Suffolk Athletic Fields - - - - - - - 1,500,000 1,500,000 Water Access Sportsplex-Nansemond - - 500,000 - - 500,000 - 500,000 Joint Use Facilities - - - - - - - 500,000 500,000 Bennett's Creek Recreation Center 1,614,346 - 2,000,000 - - - 2,000,000 - 2,000,000 Shoreline Stabilization Project - - - - - 1,875,000 1,875,000 - 1,875,000

Total 425,000 3,075,000 4,475,000 5,275,000 2,400,000 15,650,000 5,475,000 21,125,000


Trail Enhancements (50% State) - - - - - Driver Park Sports Complex Ph I 200,000 Sleepy Hole Park Renov (Federal) - - 25,000 25,000 25,000

State/Federal Grant Funds - - 225,000 25,000 25,000 275,000 300,000 575,000 Parks & Rec-Capital Maint. 425,000 425,000 425,000 425,000 425,000 Trail Enhancements - 50,000 - 50,000 - Sleepy Hole Park Renovation - 100,000 75,000 75,000 75,000

Transfer from General Fund 425,000 575,000 500,000 550,000 500,000 2,550,000 2,425,000 4,975,000 Parks Maintenance and Storage Facility - - 3,500,000 - - Lone Star Lodge - - 200,000 1,500,000 - Driver Park Sports Complex Ph I - - 50,000 3,200,000 - East Suffolk Athletic Fields - - - - - Water Access Sportsplex-Nansemond - 500,000 - - - Joint Use Facilities - - - - - Bennett's Creek Recreation Center - 2,000,000 - - - Shoreline Stabilization Project - - - - 1,875,000

General Obligation Bonds - 2,500,000 3,750,000 4,700,000 1,875,000 12,825,000 2,750,000 15,575,000

Total 425,000 3,075,000 4,475,000 5,275,000 2,400,000 15,650,000 5,475,000 21,125,000

Parks & Rec-Capital Maintenance - - - - - Parks Maintenance and Storage Facility - - - 20,000 - Lone Star Lodge - - - - 78,000 Trail Enhancements - - - - - Driver Park Sports Complex Ph I - - - - 186,000 Sleepy Hole Park Renovation - - - - - East Suffolk Athletic Fields - - - - - Water Access Sportsplex-Nansemond - - - - - Joint Use Facilities - - - - - Bennett's Creek Recreation Center - - - - - Shoreline Stabilization Project - - - - -

Total Operating Cost - - - 20,000 264,000

*Previous funding includes total funding for the last five fiscal years.

Annual Operating Impact 2016-2017 2017-2018 2018-2019 2019-2020

2019-2020Funding Sources 2016-2017 2017-2018 2018-2019

2020-2021

2020-2021

Parks and Recreation

CAPITAL IMPROVEMENTS PLANPARKS AND RECREATION

FY 2017 - 2026

Parks and Recreation 5 Year Summary

Planned Expenditures 2016-2017 2017-2018 2018-2019 2019-2020 2020-2021

225

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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 17 FY 18 FY 19 FY 20 FY 21 FY 22-26 Total$425,000 $425,000 $425,000 $425,000 $425,000 $2,125,000 $4,250,000

Operating Costs: The project will not have an operating impact on the City.

FY 17 FY 18 FY 19 FY 20 FY 21 FY 22-26 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 $20,000beginning in FY 20.

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 ground maintenance/landscaping staffand equipment. FY19 funding is for design andconstruction. The compound will consist of 10,000square feet of office and warehouse space.

226


FY 17 FY 18 FY 19 FY 20 FY 21 FY 22-26 Total$0 $0 $200,000 $1,500,000 $0 $0 $1,700,000

Trail EnhancementsThis project will provide for enhancements to existingtrails at the City’s regional parks. The total FY18allocation is $50,000 in local funds.

FY 17 FY 18 FY 19 FY 20 FY 21 FY 22-26 Total$0 $50,000 $0 $50,000 $0 $50,000 $150,000

Operating Costs: This project will not have an operating impact on the City in FY17.

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, conservation education activities, and smallspecial event rentals.

Operating Costs: The projected annual operating cost of the new Lone Star Lodge is $78,000 for utilities, staffing and program supplies beginning in FY 21.

227


Driver Sports ComplexThe project will fund the Driver Sports Complex. FY19 funding will provide for an update of the previousfacility plan that will revaluate the needs andincorporate data identified in the 2015 department’smaster plan. FY 19 funding will be used for A&E andconstruction of the project based on a phasedapproach.

FY 17 FY 18 FY 19 FY 20 FY 21 FY 22-26 Total$0 $100,000 $100,000 $100,000 $100,000 $300,000 $700,000

FY 17 FY 18 FY 19 FY 20 FY 21 FY 22-26 Total$0 $0 $250,000 $3,200,000 $0 $1,000,000 $4,450,000

Operating Costs: The projected annual operating cost of the Driver Athletic Complex is $186,000 for staffing, utilities, lease and rent of equipment, and supplies beginning in FY 23.

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 $10,000beginning in FY 25.

228


FY 17 FY 18 FY 19 FY 20 FY 21 FY 22-26 Total$0 $0 $0 $0 $0 $1,500,000 $1,500,000

Operating Costs: The projected annual operating cost of the East Suffolk Athletic Fields is $74,500 forstaffing, utilities, supplies and repairs beginning in FY23.

FY 17 FY 18 FY 19 FY 20 FY 21 FY 22-26 Total$0 $500,000 $0 $0 $0 $0 $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.

229


FY 17 FY 18 FY 19 FY 20 FY 21 FY 22-26 Total$0 $0 $0 $0 $0 $500,000 $500,000

Operating Costs: The projected annual operating cost of the joint use facilities is $10,000 for utilitiesbeginning in FY 23.

Joint Use FacilitiesThe project will provide for the continueddevelopment of joint-use recreation facilities thatare shared with Suffolk Public Schools. Thedevelopment includes renovation to existing jointuse facilities and architecture and engineering fornew facilities.

Bennett’s Creek Recreation CenterThe project will provide for the renovation ofproperty that was swapped with the U.S.Government on Bennett’s Creek Park Road for afull service recreation center.

FY 17 FY 18 FY 19 FY 20 FY 21 FY 22-26 Total$0 $2,000,000 $0 $0 $0 $0 $2,000,000

Operating Costs: The projected annual operating cost of the Bennett’s Creek Recreation Center is$10,000 for utilities beginning in FY 19.

230


FY 17 FY 18 FY 19 FY 20 FY 21 FY 22-26 Total$0 $0 $0 $0 $1,875,000 $0 $1,875,000

Shoreline Stabilization ProjectThe project will provide for the shorelinestabilization of approximately 350 feet of shorelinealong Sleepy Hole Park Complex. Costs includedesign, permitting, wetland mitigation andconstruction.

231


City Airport: Parking Expan & Entrance Imprv (20% local) 575,000 191,748 - - - - 191,748 - 191,748 Taxi Rehab-Construction (20% local) 400,000 350,000 - - - - 350,000 - 350,000 Runway 4-22 Rehabilitation (2% local) 30,000 780,000 5,000,000 - - - 5,780,000 - 5,780,000 Covered Terminal Entranceway (27% local) - - 30,000 100,000 - - 130,000 - 130,000 Equipment Storage Facility - - 400,000 - - - 400,000 - 400,000 Airport Layout Plan Update (2% local) - - - 250,000 - - 250,000 - 250,000

City Buildings: Public Building Capital Maintenance 5,461,760 1,020,000 780,000 790,000 800,000 810,000 4,200,000 4,160,000 8,360,000 Central Library /W.Washington St. Plan 2,935,000 - - 2,882,259 8,646,776 2,882,259 14,411,294 - 14,411,294 Southwestern Elementary Demolition - 400,000 - - - - 400,000 - 400,000

Total 2,741,748 6,210,000 4,022,259 9,446,776 3,692,259 26,113,042 4,160,000 30,273,042


State Transportation Funds - - - - - - - Parking Expan & Entrance Imprv (80% State) 153,398 - - - - Taxi Rehab-Construction (80% State) 280,000 - - - - Runway 4-22 Rehabilitation (90% Federal) 702,000 4,500,000 - - - Runway 4-22 Rehabilitation (8% State) 62,400 400,000 - - - Covered Terminal Entranceway (73% State) 21,900 73,000 Airport Layout Plan Update (90% Federal) - - 225,000 - - Airport Layout Plan Update (8% State) - - 20,000 - - State/Federal Grant Funds 1,197,798 4,921,900 318,000 - - 6,437,698 - 6,437,698

Parking Expan & Entrance Imprv (20% local) 38,350 - - - -

Taxi Rehab-Construction (20% Local) 70,000 - - - -

Runway 4-22 Rehabilitation (2% local) 15,600 100,000 - - -

Covered Terminal Entranceway (27% local) - 8,100 27,000 - -

Equipment Storage Facility (100% local) - 400,000 - - -

Airport Layout Plan Update (2% local) - - 5,000 - - Public Building Capital Maintenance 1,020,000 780,000 790,000 800,000 810,000 Southwestern Elementary Demolition - - - - - Transfer from General Fund 1,143,950 1,288,100 822,000 800,000 810,000 4,864,050 4,160,000 9,024,050 Central Library /W.Washington St. Plan - - 2,882,259 8,646,776 2,882,259 Southwestern Elementary Demolition 400,000 - - - - General Obligation Bonds 400,000 - 2,882,259 8,646,776 2,882,259 14,811,294 - 14,811,294

Total 2,741,748 6,210,000 4,022,259 9,446,776 3,692,259 26,113,042 4,160,000 30,273,042

City Airport: Parking Expan & Entrance Imprv (20% local) - - - - - Taxi Rehab-Construction (20% local) - - - - - Runway 4-22 Rehabilitation (2% local) - - - - - Covered Terminal Entranceway (27% local) - - - - - Equipment Storage Facility - - - - - Airport Layout Plan Update (2% local) - - - - -

City Buildings: Public Building Capital Maintenance - - - - - Central Library /W.Washington St. Plan - - - - - Southwestern Elementary Demolition - - - - -

Total Operating Cost - - - - -



2019-2020Funding Sources 2016-2017 2017-2018 2018-2019

2020-2021

2020-2021

Public Building and Facilities

CAPITAL IMPROVEMENTS PLANPUBLIC BUILDINGS AND FACILITIES

FY 2017 - 2026

Public Building and Facilities 5 Year Summary


232

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Public Buildings and Facilities

Parking Expansion & Entrance Improvements

The project will provide for the design and constructionof an expanded Airport Terminal parking lot andentranceway. The improvements will eliminateoverflow parking on grass areas and provide bettercircular access to the terminal entrance. The projectwas previously approved in FY15 and FY16 and latestestimates for construction require an additional$191,748 in FY17. The project will be funded through acombination of state (80%) and local (20%) funds.

City Airport

FY 17 FY 18 FY 19 FY 20 FY 21 FY 22-26 Total$191,748 $0 $0 $0 $0 $0 $191,748

Operating Costs: The project will not have an operational impact on the City.



Taxi Rehab-ConstructionThe project will provide for the construction phase ofthe Taxiway Rehabilitation Project between T-HangerD-E & F that was started in FY15. An additional$350,000 is estimated to complete this project whichwill be funded through a combination of state (80%)and local (20%) funds.

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Public Buildings and FacilitiesCity Airport

FY 17 FY 18 FY 19 FY 20 FY 21 FY 22-26 Total$780,000 $5,000,000 $0 $0 $0 $0 $5,780,000


The project will provide for the design andconstruction of a covered entranceway to theterminal. It will provide weather protection forpatrons being dropped off or picked up at the mainentrance. This project will be funded through acombination of state (73%) and local (27%) funds.

FY 17 FY 18 FY 19 FY 20 FY 21 FY 22-26 Total$0 $30,000 $100,000 $0 $0 $0 $130,000


.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. Environmental was completed inFY16. FY17 funding will be for design and FY18funding will be for construction of the project. Theproject will be funded through a combination offederal (90%), state (8%) and local (2%) funds.

Covered Terminal Entranceway

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Public Buildings and FacilitiesCity Airport

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 thefuture facility requirements. The project will be fundedthrough a combination of federal (90%), state (8%) andlocal (2%) funds.

FY 17 FY 18 FY 19 FY 20 FY 21 FY 22-26 Total$0 $0 $250,000 $0 $0 $0 $250,000


The project will provide for the demolition of thecurrent storage building and construction of aground maintenance equipment storage unit tohouse airport maintenance equipment.



Equipment Storage Facility

Airport Layout Plan Update

235

Public Building Capital MaintenanceA proactive building maintenance program isimplemented to protect the City’s significant investmentin public buildings. Capital maintenance projectsinclude renovations and repairs to buildings andsystems, as well as compliance with Americans withDisabilities Act (ADA) requirements. FY16 funding alsoincludes one-time expenses for Suffolk Art GalleryHVAC replacement and old Municipal parking lotupgrades for resurfacing, striping, curbing, landscapingand lighting.

City Buildings


FY 17 FY 18 FY 19 FY 20 FY 21 FY 22-26 Total$1,020,000 $780,000 $790,000 $800,000 $810,000 $4,160,000 $8,360,000


FY 17 FY 18 FY 19 FY 20 FY 21 FY 22-26 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 FY22.

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. FY19 funding is programmedfor the final design of the new Central Libraryfacility.

236

Southwestern Elementary DemolitionThis project will provide for the demolition of the 53,000square foot vacated Southwestern Elementary Schoolbuilding and the stabilization of the 10,000 square foothistoric Nansemond County Training School building for apotential adaptive re-use of the facility.

City Buildings




237

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Fire & Rescue:Fire Engines (Various New Stations) - - - - - - - 3,721,623 3,721,623 Fire Engines (New/Holland Rd Station) - - - - - - - 790,370 790,370 Fire Engines (Replacements) 550,000 790,370 790,370 790,370 814,081 - 3,185,191 3,033,688 6,218,879 Ambulance (Replacements) 1,105,000 - 332,001 348,601 366,031 - 1,046,633 515,043 1,561,676 Ambulance (Refurbished) - - 220,136 226,740 233,543 240,549 920,968 1,036,557 1,957,525 Ambulance (Various New Stations ) - - - - - - - 1,739,348 1,739,348 Ambulance (New Holland Rd Station) - - - - - - - 332,001 332,001 Aerial Platform Truck - - - - - - - 1,671,673 1,671,673 Aerial Ladder Truck 1,103,631 - - - - - - 1,881,482 1,881,482 Fire Rescue Truck (College Drive) - - - - - - - 1,475,848 1,475,848 Fire Rescue Truck (New/Holland Rd Station) - - - - - - - 1,273,080 1,273,080 Fire Rescue Truck (Replacements) - - - - - - - 1,520,124 1,520,124 Fire Tanker Truck - - 491,727 - - - 491,727 - 491,727 Holland Road Fire/PS Ctr Traing (36 staff) - - - - - - - 8,496,000 8,496,000 Fire Station 4 Renovations - - - - - - - 1,000,000 1,000,000 Fire & Rescue Storage Building - - - 1,600,000 - - 1,600,000 - 1,600,000 Nansmnd & Wilroy Rd Fire Stn (36 staff) - - - - - - - 4,500,000 4,500,000 Carolina Road Fire Stn (21 staff) - - - - - - - 4,500,000 4,500,000 College Drive Fire Station (36 staff) - - - - - 1,000,000 1,000,000 4,000,000 5,000,000 Pruden Blvd. Rt. 460 Fire Stn (21 staff) - - - - - - - 4,500,000 4,500,000 Breathing Air System 995,992 - - - - - - 500,000 500,000

Police:

Holland Road Fire/PS Ctr Traing (44 staff) - - - - - - - 14,000,883 14,000,883 Replacement of Analog Security Cameras - 200,000 - - - - 200,000 - 200,000

Total 990,370 1,834,234 2,965,711 1,413,655 1,240,549 8,444,519 60,487,720 68,932,239


Fire Engines (Replacements) 790,370 790,370 790,370 814,081 - Ambulance (Replacements) - - - - - Breathing Air System - - - - - Replacement of Analog Security Cameras 200,000 - - - -

Transfer from General Fund 990,370 790,370 790,370 814,081 - 3,385,191 1,015,043 4,400,234 Fire Engines (Various New Stations) - - - - - Fire Engines (New/Holland Rd Station) - - - - - Fire Engines (Replacements) - - - - - Ambulance (Replacements) - 332,001 348,601 366,031 - Ambulance (Refurbished) - 220,136 226,740 233,543 240,549 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 Rescue Truck (Replacements) - - - - - Fire Tanker Truck - 491,727 - - - Holland Road Fire/PS Ctr Traing (36 staff) - - - - - Fire Station 4 Renovations - - - - - Fire & Rescue Storage Building - - 1,600,000 - - - Nansmnd & Wilroy Rd Fire Stn (36 staff) - - - - - Carolina Road Fire Stn (21 staff) - - - - - College Drive Fire Station (36 staff) - - - - 1,000,000 Pruden Blvd. Rt. 460 Fire Stn (21 staff) - - - - - Holland Road Fire/PS Ctr Traing (44 staff) - - - - -

General Obligation Bonds - 1,043,864 2,175,341 599,574 1,240,549 5,059,328 59,472,677 64,532,005

Total 990,370 1,834,234 2,965,711 1,413,655 1,240,549 8,444,519 60,487,720 68,932,239

CAPITAL IMPROVEMENTS PLANPUBLIC SAFETY

FY 2017 - 2026

Public Safety 5 Year Summary


Public Safety

Funding Sources 2016-2017 2017-2018 2018-2019 2019-2020 2020-2021

238

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 Rescue Truck (Replacements) - - - - - Fire Tanker Truck - - - - - Holland Road Fire/PS Ctr Traing (36 staff) - - - - - Fire Station 4 Renovations - - - - - Fire & Rescue Storage Building - - - 25,000 - Nansmnd & Wilroy Rd Fire Stn (36 staff) - - - - - Carolina Road Fire Stn (21 staff) - - - - - College Drive Fire Station (36 staff) - - - - - Pruden Blvd. Rt. 460 Fire Stn (21 staff) - - - - Breathing Air System - - - - -

Police:Holland Road Fire/PS Ctr Traing (44 staff) - - - - - Replacement of Analog Security Cameras - - - - -

Total Operating Cost - - - 25,000 -


2020-2021Annual Operating Impact 2016-2017 2017-2018 2018-2019 2019-2020

239

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 17 FY 18 FY 19 FY 20 FY 21 FY 22-26 Total$790,370 $790,370 $790,370 $814,081 $0 $7,545,681 $10,730,872

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 FY22-FY26 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 thathave exceeded their life expectancy.

FY 17 FY 18 FY 19 FY 20 FY 21 FY 22-26 Total$0 $552,137 $575,341 $599,574 $240,549 $3,622,949 $5,590,550

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 22-FY 26 and associated with newly planned fire stations will haveadditional annual operating costs of $37,000 per ambulance.

240

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 FY23 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.


Operating Costs: Replacement aerial ladder truck programmed for FY 25 will not have an operationalimpact on the City.

241


Fire & Rescue


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 FY22-26 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 18 will not have anoperational impact on the City.

242


Fire Station 4 RenovationsThis project will provide for additional funding forthe renovation of Fire Station 4. The originalproject scope is only for the modest renovation ofthe existing station square footage. Uponcompleting a preliminary space needs analysis aspart of the initial design efforts, it has beendetermined that a more in depth space programassessment is necessary to determine the completescope of the project.


Operating Costs: The projected annual operating cost is $2,150,000 beginning in FY 23 to include theaddition of 36 new firefighters and utilities.

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Operating Costs: The projected annual operating cost is $25,000 beginning in FY 25.

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.

243


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.

FY 17 FY 18 FY 19 FY 20 FY 21 FY 22-26 Total$0 $0 $1,600,000 $0 $0 $0 $1,600,000

Operating Costs: The projected annual operating cost is $25,000 beginning in FY 20.

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Operating Costs: The projected annual operating cost is $2,150,000 beginning in FY 24 to includethe addition of 36 new firefighters and utilities.

Fire & Rescue Storage BuildingThe project will provide for the construction of a5,000 square foot Fire & Rescue Storage Building tobe located at the King’s Fork Public Safety Center tocentralize the storage of EMS supplies, FirePrevention evidence, station supplies and reserveapparatus.

244


FY 17 FY 18 FY 19 FY 20 FY 21 FY 22-26 Total$0 $0 $0 $0 $1,000,000 $4,000,000 $5,000,000

Operating Costs: The projected annual operating cost of the project is $2,150,000 including 36 newfirefighters and utilities beginning in FY 24.


Operating Costs: The projected annual operating cost of the project is $1,254,166 including 21 new firefighters and utilities beginning in FY 25.

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.

245


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 FY26.

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 newbreathing air system for the new Holland RoadPublic Safety Center.

FY 17 FY 18 FY 19 FY 20 FY 21 FY 22-26 Total$0 $0 $0 $0 $0 $500,000 $500,000


246

Public SafetyPolice


Operating Costs: The projected annual operating cost of the police department’s portion of the project is$2,746,282 beginning in FY 24 to include the addition of 36 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 12,200 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.

Replacement of Analog Security CamerasThe project will provide for the replacement ofanalog security cameras at both precincts. Thecurrent cameras have been in place since 2003 andare no longer operating well. The picture quality ofthe current cameras are poor. The analog cameraswill be replaced with digital cameras.



247


Hazardous Material Management 325,000 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 1,000,000 5,000,000 - 5,000,000 New Middle School - 800 pupil 9,557,408 12,957,408 9,142,738 - - - 22,100,146 - 22,100,146 New Elementary School - 1,000 student 9,669,697 13,669,697 5,114,390 - - - 18,784,087 - 18,784,087 Operations Facility - - - - - 9,826,689 9,826,689 - 9,826,689 JFK Middle Renovation - - - - - - - 19,596,000 19,596,000 Forest Glen Middle School Renovation - - - - - - - 10,934,000 10,934,000 John Yeates Middle School 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 School Renovatio - - - - - - - 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 27,702,105 15,332,128 1,075,000 1,075,000 10,901,689 56,085,922 146,823,600 202,909,522


New Middle School - 800 pupil 1,000,000 - - - - - New Elementary School - 1,000 student 1,000,000 - - - - -

Transfer from Debt Fund 2,000,000 - - - - 2,000,000 - 2,000,000 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 - 800 pupil 11,957,408 9,142,738 - - - student 12,669,697 5,114,390 - - - Operations Facility - - - - 9,826,689 JFK Middle Renovation - - - - - Forest Glen Middle School Renovation - - - - - John Yeates Middle School - - - - - Elephants Fork Elem. Renovation - - - - - Lakeland High School Renovation - - - - - Nansemond River High School - - - - - Kilby Shores Elem. Renovation - - - - - N Pkwy Elem. Renovation - - - - - New High School - - - - -

General Obligation Bonds 25,627,105 15,257,128 1,000,000 1,000,000 10,826,689 53,710,922 146,448,600 200,159,522

Total 27,702,105 15,332,128 1,075,000 1,075,000 10,901,689 56,085,922 146,823,600 202,909,522

Hazardous Material Management - - - - - HVAC/Chiller Replacements - - - - - New Middle School - 800 pupil - - 3,000,000 - - New Elementary School - 1,000 student - - - - - Operations Facility - - - - - JFK Middle Renovation - - - - - Forest Glen Middle School Renovation - - - - - John Yeates Middle School Renovation - - - - - Elephants Fork Elem. Renovation - - - - - Lakeland High School Renovation - - - - - Nansemond River High School Renovation - - - - - Kilby Shores Elem. Renovation - - - - - N Pkwy Elem. Renovation - - - - - New High School - - - - -

Total Operating Cost - - 3,000,000 - -



2019-2020Funding Sources 2016-2017 2017-2018 2018-2019

2020-2021

2020-2021

Public Schools

CAPITAL IMPROVEMENTS PLANPUBLIC SCHOOLS

FY 2017 - 2026

Public Schools 5 Year Summary


248

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Public Schools

HVAC/Chiller ReplacementThis 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 17 FY 18 FY 19 FY 20 FY 21 FY 22-26 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.

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 17 FY 18 FY 19 FY 20 FY 21 FY 21-26 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.

249

Public Schools

FY 17 FY 18 FY 19 FY 20 FY 21 FY 22-26 Total$12,957,408 $9,142,738 $0 $0 $0 $0 $22,100,146

Operating Costs: The projected annual operating cost of the new middle school is $3,000,000 including building utilities and staffing beginning in FY 18.

New Middle SchoolThe project will provide for a new 800 pupil middleschool in the northern/eastern area of the City toaccommodate the citywide growth of the middleschool population and to help reduce the use of mobileclassrooms and relieve overcrowding at John Yeatesand other middle schools serving the northern end ofthe City. Previous funding was approved in FY15 of$9,557,408 The new middle school is scheduled toopen in the fall of 2018.

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. Previous funding was approved in FY15of $9,669,697. The new elementary school isscheduled to open in the fall of 2018.

FY 17 FY 18 FY 19 FY 20 FY 21 FY 22-26 Total$13,669,697 $5,114,390 $0 $0 $0 $0 $18,784,087

Operating Costs: The project will not result in substantial operating costs.

250

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.

FY 17 FY 18 FY 19 FY 20 FY 21 FY 22-26 Total$0 $0 $0 $0 $9,826,689 $0 $9,826,689

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.

251

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.

252

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.



253

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.



254

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 design phase associated with the new highschool.

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.

255

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Village & Neighborhood Improvements ** 4,393,329 - 1,250,000 - 1,250,000 - 2,500,000 3,750,000 6,250,000

Open Space Improvements 250,000 250,000 - - 250,000 - 500,000 750,000 1,250,000

Total 250,000 1,250,000 - 1,500,000 - 3,000,000 4,500,000 7,500,000


Village & Neighborhood Improvements ** - 1,250,000 - 1,250,000 - Open Space Improvements 250,000 - - 250,000 -

Transfer from General Fund 250,000 1,250,000 - 1,500,000 - 3,000,000 4,500,000 7,500,000 General Obligation Bonds

Total 250,000 1,250,000 - 1,500,000 - 3,000,000 4,500,000 7,500,000

Neighborhood & Village Imprvmts * - - - - - Open Space Improvements - - - - -


*Previous funding includes total funding for the last five fiscal years.** Project includes consolidated funding to address all neighborhood issues to include curb, gutter, and sidewalk improvements.

Village & Neighborhood Initiatives

CAPITAL IMPROVEMENTS PLANVILLAGE & NEIGHBORHOOD INITIATIVES

FY 2017 - 2026

Village & Neighborhood Initiatives 5 Year Summary



2019-2020Funding Sources 2016-2017 2017-2018 2018-2019

2020-2021

2020-2021

256

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Village & Neighborhood ImprovementsThe project will provide for the systematicimplementation of short and long term strategiesand initiatives specified in the 2035Comprehensive Plan including the adoptedVillage and Neighborhood Initiatives Plans andother documented neighborhood needsassessments. The funding request represents thecontinuation of multi-year implementationstrategy to prioritize, fund, and complete safetyand drainage related projects that are currentlyunderway and new initiatives subject to theobjective analysis and evaluation of theNeighborhood Needs Assessment Tool.

Village and Neighborhood Initiatives

FY 17 FY 18 FY 19 FY 20 FY 21 FY 22-26 Total$0 $1,250,000 $0 $1,250,000 $0 $3,750,000 $6,250,000


Open Space ImprovementsThis project provides for the systematic andongoing implementation of both short and longterm strategies and initiatives as specified in the2035 Comprehensive Plan, including the adoptedVillage and Neighborhood Initiatives Plans andother documented neighborhood needs assessments.The request of $250,000 in FY17 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 17 FY 18 FY 19 FY 20 FY 21 FY 22-26 Total$250,000 $0 $0 $250,000 $0 $750,000 $1,250,000


257

Community Project 2016-2017 2017-2018 2018-2019 2019-2020 2020-2021 5 Year Subtotal 2022-2026 10 Year Total

Future ProjectsFuture Projects (As yet to be Determined per Neighborhood Assessment Tool and Assessment of Other Specified Needs)

- 1,250,000 - 1,250,000 - 2,500,000 3,750,000 6,250,000

FY 2017 - 2026 CAPITAL IMPROVEMENTS PLAN

VILLAGE & NEIGHBORHOOD IMPROVEMENTS

FUTURE / PROPOSED VILLAGE & NEIGHBORHOOD IMPROVEMENT PROJECTS (As Determined per Neighborhood Assessment Tool and Assessment of Other Specified

Needs)

6,250,000 - 1,250,000 2,500,000

FY 2016 / 2017 Proposed Budget Request

1,250,000 - TOTALS 3,750,000 -

258

Community Project 2016-2017 2017-2018 2018-2019 2019-2020 2020-2021 5 Year Subtotal 2022-2026 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 - 500,000 750,000 1,250,000

FY 2017 - 2026 CAPITAL IMPROVEMENTS PLAN

OPEN SPACE and QUALITY OF LIFE IMPROVEMENTS

FY 2016 / 2017 Proposed Budget Request

- 250,000

FUTURE / PROPOSED OPEN SPASE & QUALITY of LIFE IMPROVEMENT PROJECTS (As Determined per Neighborhood Assessment Tool and Assessment of Other

Specified Needs)

TOTALS 1,250,000 750,000 - 500,000 250,000 -

259

_____________________________________________________________________________________



Local Urban Rdway Constrn-Comp Plan Nansemond Pkwy 1,341,000 - - - - 1,341,000 - 1,341,000 Holland Road 21,000,000 6,525,000 10,000,000 10,000,000 10,000,000 10,000,000 46,525,000 38,500,000 85,025,000

Local Urban Intrsctn Const-Comp Plan N Pkwy/Bennetts Pasture Rd Intrsctn 300,000 300,000 - - - - 300,000 - 300,000 Kings Hwy/Godwin Blvd 300,000 500,000 - - - - 500,000 - 500,000 N Pkwy/Wilroy Road 1,600,000 800,000 - - - - 800,000 - 800,000 Godwin/Rt. 58 Off Ramp 1,000,000 80,000 - - - - 80,000 - 80,000 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 - - - - 350,000 - 350,000

North Suffolk Connector 100,000 - - - 2,000,000 2,100,000 43,000,000 45,100,000

Harbour View Area Signal Improvements 2,575,000 925,000 - - - - 925,000 - 925,000 Rail Crossing Improvements 65,600 140,400 - 156,800 57,000 419,800 418,200 838,000 New Elementary School Roadway Improvements - 1,000,000 - - - 1,000,000 - 1,000,000 Pruden Center Signal & Turn Lanes - - 800,000 2,200,000 - 3,000,000 - 3,000,000

Total 10,986,600 13,140,400 12,800,000 14,356,800 14,057,000 65,340,800 91,918,200 157,259,000


Nansemond Pkwy 400,000 - - - - Holland Road 6,000,000 5,000,000 5,000,000 5,000,000 5,000,000N Pkwy/Bennetts Pasture Rd Intrsctn 150,000 - - - - Kings Hwy/Godwin Blvd 250,000 - - - - N Pkwy/Wilroy Road 400,000 - - - - Godwin/Rt. 58 Off Ramp 40,000 - - - - Yr. 2 - 10 Projects - TBD - 1,000,000 1,000,000 1,000,000 1,000,000 Oak Ridge/Colonial Ave Connector 175,000 - - - - North Suffolk Connector - - - - 1,000,000 Pruden Center Signal & Turn Lanes - - 400,000 1,100,000 -

State Transportation Funds 7,415,000 6,000,000 6,400,000 7,100,000 7,000,000 33,915,000 45,750,000 79,665,000 Habour View Area Signal Improvements CMAQ 925,000 - - - -

State/Federal Grant Funds 925,000 - - - - 925,000 - 925,000 N Pkwy/Bennetts Pasture Rd Intrsctn 150,000 - - - - Kings Hwy/Godwin Blvd 250,000 - - - - N Pkwy/Wilroy Road 400,000 - - - - Godwin/Rt. 58 Off Ramp 40,000 - - - - Oak Ridge/Colonial Ave Connector 175,000 - - - - North Suffolk Connector 100,000 - - - - Rail Crossing Improvements 65,600 140,400 - 156,800 57,000

Transfer from General Fund 1,180,600 140,400 - 156,800 57,000 1,534,800 418,200 1,953,000 Holland Road 525,000 5,000,000 5,000,000 5,000,000 5,000,000 Yr. 2 - 10 Projects - TBD - 1,000,000 1,000,000 1,000,000 1,000,000 North Suffolk Connector - - - - 1,000,000 Pruden Center Signal & Turn Lanes - - 400,000 1,100,000 - New Elementary School Roadway Improvements - 1,000,000 - - - Nansemond Pkwy 941,000 - - - -

General Obligation Bonds 1,466,000 7,000,000 6,400,000 7,100,000 7,000,000 28,966,000 45,750,000 74,716,000

Total 10,986,600 13,140,400 12,800,000 14,356,800 14,057,000 65,340,800 91,918,200 157,259,000

2019-2020Funding Sources 2016-2017 2017-2018 2018-2019 2020-2021

Transportation

CAPITAL IMPROVEMENTS PLANTRANSPORTATION

FY 2017 - 2026

Transportation 5 Year Summary


260

Local Urban Rdway Constrn-Comp Plan

Nansemond Pkwy - - - - -

Holland Road - - - - -

Local Urban Intrsctn Const-Comp Plan

N Pkwy/Bennetts Pasture Rd Intrsctn - - - - -

Kings Hwy/Godwin Blvd - - - - -

N Pkwy/Wilroy Road - - - - -

Godwin/Rt. 58 Off Ramp - - - - -

Yr. 2 - 10 Projects - TBD - - - - -

Oak Ridge/Colonial Ave Connector - - - - -

North Suffolk Connector - - - - -

Harbour View Area Signal Improvements - - - - -

Rail Crossing Improvements - - - - -

New Elementary School Roadway Improvements - - - - -

Pruden Center Signal & Turn Lanes - - - - -

- - - - -


Annual Operating Impact 2016-2017 2017-2018 2018-2019 2019-2020 2020-2021

261

Transportation

FY 17 FY 18 FY 19 FY 20 FY 21 FY 22-26 Total$7,866,000 $10,000,000 $10,000,000 $10,000,000 $10,000,000 $38,500,000 $86,366,000


.



Local Urban Roadway Construction -Comprehensive Plan

The project will provide funding to undertakevarious roadway construction projectsrecommended in the City’s 2035Comprehensive Plan such as NansemondParkway and Route 58 Widening. FY17funding provides local matching fundsrequired for state revenue sharing 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 2035Comprehensive Plan. Priority intersectionimprovements for FY17 include NansemondParkway/Bennetts Pasture Road Intersection, KingsHwy/Godwin Blvd. Intersection, NansemondParkway/Wilroy Intersection and Godwin Blvd/Rt.58 Off Ramp Intersection.

262

Transportation



FY 17 FY 18 FY 19 FY 20 FY 21 FY 22-26 Total$100,000 $0 $0 $0 $2,000,000 $43,000,000 $45,100,000


North Suffolk ConnectorThis project will provide for a new roadway for anew alignment between Nansemond Parkway andShoulders Hill Road bypassing two at-grade railcrossings with 50% of funding anticipated from theState Revenue Sharing Program. FY17 funding willprovide for a study of this project.

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. $300,000 wasallocated in FY16 for design and right of wayphases.

263

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.



Rail Crossing ImprovementsThis project provides for improvements to thequality of a select group of at-grade crossingswhile working collectively with different railroadcompanies. Asphalt or wood flange crossings atLiberty Street and Nansemond Parkway would bereplaced with concrete panel sections resulting in asmoother ride and reducing traffic backups due tovehicles slowing in order to traverse the crossing.Elevated crossings at Suburban Drive, WellonsStreet and Harvest Drive would be replaced withconcrete panels and have additional improvementsmade to reduce or eliminate the steep approachesto the rail crossing.

FY 17 FY 18 FY 19 FY 20 FY 21 FY 22-26 Total$65,600 $140,400 $0 $156,800 $57,000 $418,200 $838,000

Operating Costs: The project will not have an operational impact on the City

264

Transportation

FY 17 FY 18 FY 19 FY 20 FY 21 FY 22-26 Total$0 $1,000,000 $0 $0 $0 $0 $1,000,000


FY 17 FY 18 FY 19 FY 20 FY 21 FY 22-26 Total$0 $0 $800,000 $2,200,000 $0 $0 $3,000,000

Operating Costs: The project will not have an operational impact on the City

New Elementary School Roadway Improvements

This project provides for the intersectionimprovements and roadway extension to serve thenew elementary school in Northern Suffolk.

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 Pruden 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.

265

Utility Fund

_____________________________________________________________________________________



Water Projects

Water Source Development and Water Treatment Plant Expansion 44,302,000 9,060,000 925,000 1,750,000 880,500 6,907,000 19,522,500 46,752,500 66,275,000 Water Distribution & Transmission System Expansion 18,700,000 1,800,000 150,000 14,600,000 650,000 125,000 17,325,000 24,250,000 41,575,000

Water System Upgrades 5,800,000 250,000 1,050,000 450,000 450,000 450,000 2,650,000 2,250,000 4,900,000

Subtotal Water Projects: 11,110,000 2,125,000 16,800,000 1,980,500 7,482,000 39,497,500 73,252,500 112,750,000

Sewer Projects

Sanitary Sewer Extensions 4,900,000 300,000 - 300,000 - 300,000 900,000 600,000 1,500,000

Sanitary Sewer System Upgrades 33,700,000 5,931,000 6,231,000 7,231,000 8,731,000 8,731,000 36,855,000 43,655,000 80,510,000

Subtotal Sewer Projects: 6,231,000 6,231,000 7,531,000 8,731,000 9,031,000 37,755,000 44,255,000 82,010,000

Total Public Utilities Fund 17,341,000 8,356,000 24,331,000 10,711,500 16,513,000 77,252,500 117,507,500 194,760,000

Previous 5 Year 6-10 Year 10 Year

Funding Subtotal Subtotal Total

Public Utilities Revenue Bonds 14,841,000 5,356,000 20,831,000 8,711,500 14,513,000 64,252,500 105,007,500 169,260,000

Transfer from Public Utilities Fund 2,500,000 3,000,000 3,500,000 2,000,000 2,000,000 13,000,000 12,500,000 25,500,000

Total Public Utilities Fund 17,341,000 8,356,000 24,331,000 10,711,500 16,513,000 77,252,500 117,507,500 194,760,000

Water Projects

Water Source Development and Water Treatment Plant Expansion - - - - - Water Distribution & Transmission System Expansion - - - - - Water System Upgrades - - - - -

Subtotal Water Projects: - - - - -

Sewer ProjectsSanitary Sewer Extensions - - - - - Sanitary Sewer System Upgrades - - - - -

Subtotal Sewer Projects: - - - - -

Utility Fund - Capital Cash: 2,500,000 500,000 500,000 (1,500,000) -

Estimated Debt Service: - 1,484,100 535,600 2,083,100 871,150

Total Operating Cost 2,500,000 1,984,100 1,035,600 583,100 871,150


2020-2021

5 Year Summary


Funding Sources

2018-2019 2019-2020

Public Utilities Fund

2016-2017 2017-2018 2018-2019 2019-2020 2020-2021

CAPITAL IMPROVEMENTS PLANPUBLIC UTILITIES FUND

FY 2017 - 2026

Planned Expenditures 2020-2021

Public Utilities Fund

2016-2017 2017-2018

266

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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. Projectsinclude upgrades to the G. Robert House WaterTreatment Plant, EDR membrane replacement andthe expansion of the surface water plant, Crump MillPond surface dam upgrades, renewal of WTWAground water permit and Phase III Water SourceDevelopment. Funding in FY 17 is programmed forthe rehabilitation of the existing Surface Water Plantsedimentation basins and pipe galley, the continuesWTWA ground water permit engineering/modeling,and the water source development.

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. Robert HouseWater Treatment Plant to Rt. 460, Rt. 460 to KenyonRoad transmission main, and Rt. 10 transmissionmain from the water treatment plant to Isle of Wightcounty. Funding in FY17 is programed for the initialphase of the south transmission main design inclusiveof the booster pump station.

FY 17 FY 18 FY 19 FY 20 FY 21 FY 22-26 Total$9,060,000 $925,000 $1,750,000 $880,500 $6,907,000 $46,752,500 $66,275,000


FY 17 FY 18 FY 19 FY 20 FY 21 FY 22-26 Total$1,800,000 $150,000 $14,600,000 $650,000 $125,000 $24,250,000 $41,575,000


267

Water System UpgradesThe project will provide for the efforts associatedwith the replacement and rehabilitation of agingor undersized water distribution systeminfrastructure. Funding provides for thecontinuation of the City’s elevated storage tankrehabilitation program, annual meterreplacements, and aging/undersized water mainupgrades.

Water Projects

FY 17 FY 18 FY 19 FY 20 FY 21 FY 22-26 Total$250,000 $1,050,000 $450,000 $450,000 $450,000 $2,250,000 $4,900,000

Operating Costs: A projected reduced operating cost savings due to replacement of aging mains.

268

Capital Improvements PlanUtility Fund

FY 2016-2017 through FY 2025-2026Programmed Water Projects

Projects Projects Projects Projects Projects Projects Projects Projects Projects Projects

2016-2017 2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 2023-2024 2024-2025 2025-2026

Water Source Development & Water Treatment Plant Upgrades

$9,060,000 $925,000 $1,750,000 $880,500 $6,907,000 $830,500 $6,356,000 $1,771,000 $36,944,000 $851,000

Crumps Mill Pond Dam &

Impoundment Improvements (D) $800,000

Crumps Mill Pond Dam & Impoundment Improvements (C)

$6,000,000

Surface Water Plant Basins & Intake Upgrades (C) $8,000,000

EDR Plant Membrane Replacement (C)

$5,000,000

Surface Water Treatment Plant 8 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)

$75,000


$150,000


$150,000

Water Source Development Charge $985,000











2016-2017 2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 2023-2024 2024-2025 2025-2026

Water Distribution & Transmission System Expansion

$1,800,000 $150,000 $14,600,000 $650,000 $125,000 $5,400,000 $750,000 $150,000 $7,200,000 $10,750,000

Southern Transmission Main Ph. 1 & Pump Station (Moores

Farm Ln to Exeter Dr.) (D) $1,300,000

Southern Transmission Main Ph. 1 (Moores Farm Ln to

Exeter Dr.) (D) $150,000

Southern Transmission Main Ph. 1 & Pump Station (Moores

Farm Ln to Exeter Dr.) (D) $11,500,000

Southern Transmission Main Ph. 2 (Water Plant to Moores

Farm Ln) (D) $650,000

Southern Transmission Main Ph. 2 (Water Plant to Moores Farm Ln)

(L.A.) $125,000

Southern Transmission Main Ph. 2 (Water Plant to Moores

Farm Ln) (C) $5,400,000

Southern Transmission Main Ph. 3 (Exeter Dr. to Rt. 460) (D)

$750,000

Southern Transmission Main Ph. 3(Exeter Dr. to Rt. 460) (L.A.)

$150,000

Southern Transmission Main Ph. 3 (Exeter Dr. to Rt. 460) (C)

$6,000,000

RT 58 Supply Transmission

Main (Rt. 460 to Kenyon Rd. (D)$1,200,000

RT 58 Supply Transmission Main (Rt. 460 to Kenyon Rd.

(C) $10,750,000

RT 10 Transmission Main (Water Plant to IOW) (D)

$500,000

RT 10 Transmission Main (Water Plant to IOW) (C)

$3,100,000


2016-2017 2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 2023-2024 2024-2025 2025-2026

Water System Upgrades $250,000 $1,050,000 $450,000 $450,000 $450,000 $450,000 $450,000 $450,000 $450,000 $450,000

Neighborhood Replacements $100,000










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 Meter Upgrades $150,000

Water Tank Rehabilitation (County St Tank) $800,000

Programmed Water Projects



269

Sewer Projects

Sanitary Sewer Extensions The project will continue efforts to extend sanitarysewer into existing developed neighborhoods that arecurrently without sewer service. Identified funding is forminor extensions of sewer service or potentialpartnerships in pro rate agreements. FY 17 fundingsupplements the Raleigh Dr. and Fairfield Ave. sewerextension project.

Sanitary Sewer System UpgradesThe project will provide for the renovation,rehabilitation, and replacement of the City’s sanitarysewer system. The system currently consists of 145pump stations, 334 miles of gravity sewer mains andforce mains. In 2007, the Hampton Roads region,inclusive 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 17 funding and futurefunding continues MOM program, immediate find &fix repairs; and provides for systematic pump stationupgrades/replacements.

FY 17 FY 18 FY 19 FY 20 FY 21 FY 22-26 Total$300,000 $0 $300,000 $0 $300,000 $600,000 $1,500,000




270

Capital Improvements PlanUtility Fund

FY 2016-2017 through FY 2025-2026Programmed Sewer Projects


2016-2017 2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 2023-2024 2024-2025 2025-2026

Sanitary Sewer Extension Projects 300,000 300,000 300,000 300,000 300,000

Misc. Extensions (C) $300,000

Misc. Extensions (C) $300,000

Misc. Extensions (C) $300,000Misc. Extensions (C)

$300,000Misc. Extensions (C)

$300,000


2016-2017 2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 2023-2024 2024-2025 2025-2026

Sanitary Sewer System Upgrades $5,931,000 $6,231,000 $7,231,000 $8,731,000 $8,731,000 $8,731,000 $8,731,000 $8,731,000 $8,731,000 $8,731,000

MOM Program (System Maintenance Find & Fix

Upgrades; Flow Monitoring) $5,231,000



















Pump Station & Collection System Upgrades

$700,000


$1,000,000

Pump Station & Collection System Upgrades $2,000,000


$3,500,000







$3,500,000

Programmed Sewer Projects

Programmed Sewer Projects

271

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Stormwater

_____________________________________________________________________________________



Pughsville Drainage Improvements 250,000 1,000,000 - - - - 1,000,000 - 1,000,000 Respass Beach Drainage Improvements - 145,000 - - - - 145,000 - 145,000

Total Stormwater Fund 1,145,000 - - - - 1,145,000 - 1,145,000


Pughsville Drainage Improvements 500,000 - - - - Respass Beach Drainage Improvements - - - - -

State Transportation Funds 500,000 - - - - 500,000 - 500,000 Pughsville Drainage Improvements 250,000 500,000 - - - - Respass Beach Drainage Improvements 145,000 - - - -

Transfer from Stormwater Fund 645,000 - - - - 645,000 - 645,000 Pughsville Drainage Improvements - - - - - Respass Beach Drainage Improvements - - - - -

General Obligation Bonds - - - - - - - -

Total Stormwater Fund 1,145,000 - - - - 1,145,000 - 1,145,000

Pughsville Drainage Improvements - - - - - Respass Beach Drainage Improvements - - - - -



2020-2021

5 Year Summary



Stormwater Fund

Funding Sources 2016-2017 2017-2018 2018-2019 2019-2020 2020-2021

CAPITAL IMPROVEMENTS PLANSTORMWATER FUND

FY 2017 - 2026

Stormwater Fund

2016-2017 2017-2018 2018-2019 2019-2020 2020-2021

272

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Stormwater

FY 17 FY 18 FY 19 FY 20 FY 21 FY 22-26 Total$1,000,000 $0 $0 $0 $0 $0 $1,000,000




Pughsville Drainage ImprovementsThe project will provide for the continuation ofPhase 1 drainage improvements in the Pughsvillearea based on the recommendations from thedrainage study. Approximately 50% of the projectfunding in anticipated from State Revenue SharingProgram.

Respass Beach Drainage ImprovementsThe project provides for the completion of astormwater drainage study for the Holly Acressubdivision located off of Respass Beach Road.Limited improvements to address immediateconcerns on James Ave will be completed inconjunction with the study.

273

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Refuse

_____________________________________________________________________________________



MSW Transfer Station 4,500,000 6,500,000 - - - - 6,500,000 - 6,500,000 Relocation of Refuse Operations - - - - - - - 4,800,000 4,800,000

Total Refuse Fund 6,500,000 - - - 6,500,000 4,800,000 11,300,000


MSW Transfer Station 6,500,000 - - - - Relocation of Refuse Operations - - - - -

General Obligation Bonds 6,500,000 - - - - 6,500,000 4,800,000 11,300,000

Total Refuse Fund 6,500,000 - - - - 6,500,000 4,800,000 11,300,000

MSW Transfer Station - - - - -

Total Operating Cost - - - -


2016-2017 2017-2018 2018-2019 2018-2019 2020-2021

2020-2021


2016-2017 2017-2018 2018-2019 2019-2020

2016-2017 2017-2018 2018-2019 2019-2020


Funding Sources

CAPITAL IMPROVEMENTS PLANREFUSE FUNDFY 2017 - 2026

Refuse Fund

Refuse Fund

2020-2021

5 Year Summary

274

_____________________________________________________________________________________


Refuse

FY 17 FY 18 FY 19 FY 20 FY 21 FY 22-26 Total$6,500,000 $0 $0 $0 $0 $0 $6,500,000


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 $6,500,000 for FY17 will befor construction phase.

Relocation of Refuse OperationsThe project will provide for the relocation of theRefuse Operations. The current operations facility islocated on Pine Street. The current location is notideal and may hamper any type of urban renewal inthis area. Relocation would involve the design andconstruction of a building and the additional parking& storage areas necessary to accommodate thispurpose and the refuse staff.


Operating Costs: The projected annual operating cost of the project is $45,000 beginning in FY24.

275

_____________________________________________________________________________________


Fleet Fund

_____________________________________________________________________________________



Replacement of Fleet Facilities - - - - - - - 14,500,000 14,500,000

Total Fleet Fund - - - - - - 14,500,000 14,500,000


Replacement of Fleet Facilities - - - - - General Obligation Bonds - - - - - - 14,500,000 14,500,000

Total Fleet Fund - - - - - - 14,500,000 14,500,000

Replacement of Fleet Facilities - - - - -



2020-2021

2016-2017 2017-2018 2018-2019 2019-2020 2020-2021


2016-2017 2017-2018 2018-2019 2019-2020

2016-2017 2017-2018 2018-2019 2019-2020


Funding Sources

CAPITAL IMPROVEMENTS PLANFLEET FUNDFY 2017 - 2026

Fleet Fund

Fleet Fund

2020-2021

5 Year Summary

276

_____________________________________________________________________________________


Fleet Fund



Replacement of Fleet FacilitiesThe project will provide for the relocation of theFleet Facilities which are currently located in ashared facility with Suffolk Public Schools onKenyon Road. The project would involve the designand construction of a building with additionalparking and storage areas necessary to accommodatethis facility and the purchase of necessary equipmentand furnishings required to operate the facility.

277

_____________________________________________________________________________________


278

_____________________________________________________________________________________


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 AAA Pursuant to the Constitution of Virginia, the City is authorized to issue bonds secured by a pledge of its full faith and credit and unlimited taxing power. There is no requirement in the Constitution, the Virginia Code, or the City Charter that the issuance of general obligation bonds be subject to the approval of voters of the City at referendum. The issuance of general obligation bonds is subject to a constitutional limitation of ten percent (10%) of the assessed value of taxable real property. The City’s Charter further limits the issuance of general obligation bonds to seven percent (7%) and the City’s Financial Policy further limits to four percent (4%) of the assessed value of taxable property. 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.

279

The total debt service required in FY 2016-2017 is as follows: Principal & Interest *General Fund $27,024,913 Consolidated Grants Fund 304,567 **Capital Leases 4,920,454 Route 17 Special Taxing District Fund 682,978 *Public Utility Fund 18,528,602 *Refuse Fund 270,747 Road Maintenance Fund 648,763 $52,381,024 *Reflects new debt for FY17 of $50,834,105.

**FY17 Budget reflects $400,479 interest expense, as opposed to the $4,519,975 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 17 budget includes depreciation expenses to adequately cover the $4,519,975 of required principal for capital leases.

The attached schedule provides an overview of the City’s total debt service and obligations.

280

City of Suffolk

Long Term Debt Obligations

June 30, 2016

Fiscal Year

Principal Interest Principal Interest Principal Interest

2017 16,118,132 10,211,842 193,000 111,567 3,470,548 311,141

2018 17,968,915 9,414,341 193,000 101,521 2,998,434 250,068

2019 20,567,146 8,627,375 193,000 91,215 2,138,396 209,741

2020 15,653,161 7,950,731 193,000 80,764 1,611,801 148,613

2021 15,572,316 7,370,610 193,000 70,187 1,295,000 104,750

2022 14,582,319 6,695,732 193,000 59,495 800,000 40,000

2023 14,866,323 5,987,376 193,000 48,697 - -

2024 14,393,328 5,309,511 193,000 37,812 - -

2025 14,056,341 4,672,617 193,000 26,849 - -

2026 13,593,355 4,059,398 193,000 15,810 - -

2027 13,590,000 3,446,961 178,000 5,135 - -

2028 14,045,000 2,873,931 - - - -

2029 10,310,000 2,287,795 - - -

2030 9,655,000 1,894,150 - - - -

2031 9,755,000 1,377,638 - - - -

2032 7,825,000 852,238 - - - -

2033 8,125,000 554,638 - - - -

2034 4,930,000 294,163 - - - -

2035 2,780,000 107,900 - - - -

2036 - - - - - -

2037 - - - - - -

2038 - - - - - -

2039 - - - - - -

2040 - - - - - -

2041 - - - - - -

2042 - - - - - -

2043 - - - - - -

2044 - - - - - -

2045 - - - - - -

2046 - - - - - -

Total 238,386,335 83,988,947 2,108,000 649,052 12,314,179 1,064,314

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

281

City of Suffolk


June 30, 2016

Fiscal Year

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

2045

2046

Total

Principal Interest Principal Interest Principal Interest Principal Interest

2,721,272 15,274,345 497,164 115,970 - 92,747 - 648,763

6,051,085 15,164,441 197,164 88,424 - 82,646 720,000 648,763

6,921,854 14,881,897 197,164 78,579 4,541,000 41,323 730,000 634,363

7,246,839 14,604,830 188,654 69,673 - - 745,000 619,763

12,280,684 14,264,670 188,654 62,126 - - 770,000 597,413

12,860,681 13,731,436 188,654 54,462 - - 805,000 558,913

13,415,677 13,144,822 188,654 46,680 - - 845,000 518,663

14,065,672 12,488,627 187,673 38,801 - - 890,000 476,413

14,655,659 11,883,318 187,673 30,825 - - 935,000 431,913

15,300,645 11,212,071 187,673 22,802 - - 980,000 385,163

16,025,000 10,459,982 187,673 14,075 - - 1,030,000 336,163

14,765,000 9,693,049 187,673 4,692 - - 1,070,000 294,963

15,415,000 9,009,039 - - - - 1,115,000 252,163

16,070,000 8,329,406 - - - - 1,160,000 207,563

15,720,000 7,704,879 - - - - 1,195,000 172,763

15,175,000 7,099,919 - - - - 1,230,000 136,913

15,795,000 6,461,324 - - - - 1,270,000 96,938

16,450,000 5,783,211 - - - - 1,315,000 49,313

16,450,000 5,090,529 - - - - - -

17,140,000 4,365,556 - - - - - -

17,060,000 3,600,536 - - - - - -

15,600,000 2,829,069 - - - - - -

13,910,000 2,077,467 - - - - - -

10,325,000 1,493,314 - - - - - -

9,205,000 978,431 - - - - - -

5,310,000 538,019 - - - - - -

2,610,000 292,316 - - - - - -

1,530,000 194,613 - - - - - -

1,605,000 119,303 - - - - - -

1,680,000 40,375 - - - - - -

343,360,069 222,810,791 2,584,472 627,112 4,541,000 216,717 16,805,000 7,066,900

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

City of Suffolk - Debt Service Schedule - Refuse Fund, Suffolk Department of Finance

City of Suffolk - Debt Service Schedule - Road Maintenance Fund, Suffolk Department of Finance

Public Utility Bonds Route 17 Special Taxing District Refuse Bonds Road Maintenance Bonds

282

City of Suffolk


June 30, 2016

Fiscal Year

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

2045

2046

Total

Principal Interest Total

23,000,117$ 26,766,375 49,766,492$

28,128,598$ 25,750,204 53,878,801$

35,288,560$ 24,564,493 59,853,053$

25,638,455$ 23,474,373 49,112,828$

30,299,654$ 22,469,756 52,769,410$

29,429,654$ 21,140,037 50,569,691$

29,508,654$ 19,746,238 49,254,892$

29,729,673$ 18,351,164 48,080,837$

30,027,673$ 17,045,522 47,073,195$

30,254,673$ 15,695,243 45,949,916$

31,010,673$ 14,262,316 45,272,989$

30,067,673$ 12,866,635 42,934,308$

26,840,000$ 11,548,997 38,388,997$

26,885,000$ 10,431,119 37,316,119$

26,670,000$ 9,255,279 35,925,279$

24,230,000$ 8,089,069 32,319,069$

25,190,000$ 7,112,899 32,302,899$

22,695,000$ 6,126,686 28,821,686$

19,230,000$ 5,198,429 24,428,429$

17,140,000$ 4,365,556 21,505,556$

17,060,000$ 3,600,536 20,660,536$

15,600,000$ 2,829,069 18,429,069$

13,910,000$ 2,077,467 15,987,467$

10,325,000$ 1,493,314 11,818,314$

9,205,000$ 978,431 10,183,431$

5,310,000$ 538,019 5,848,019$

2,610,000$ 292,316 2,902,316$

1,530,000$ 194,613 1,724,613$

1,605,000$ 119,303 1,724,303$

1,680,000$ 40,375 1,720,375$

620,099,055 316,423,832 936,522,887

Total Debt Service

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_____________________________________________________________________________________


CITY GOVERNMENT, HISTORY, AND COMMUNITY ATTRACTIONS CITY GOVERNMENT The City of Suffolk is organized under the Council-Manager form of government as defined under the Code of Virginia. The governing body of the City is the City Council which establishes policies, sets goals and priorities, and interprets and represents the needs of the community to ensure the economic, social, educational, and physical quality of the City. The City Council consists of eight members: the Mayor elected at large and one member from each of the seven voting boroughs who are elected for four year terms by the voters of the borough in which the member resides. The City Council appoints a City Manager to act as the administrative head of the City. The City Manager directs the general operation of the city government in order to meet the needs of its constituents in accordance with the policies established by the City Council. The City Manager establishes service priorities and advises City Council members about the financial requirements needed to provide services to the community. Each fiscal year, the City Manager prepares and submits a proposed budget to the City Council, which is consistent with the identified goals and priorities of the City. The City Manager also interacts with various elements of the community, including members of the legislative delegation, the business community, civic organizations, and other government bodies. HISTORY The area around Suffolk, Virginia, which is now an independent city in the Hampton Roads region in the southeastern part of the state, was originally inhabited by Native Americans. At the time of European contact, the Nansemonds lived along the river later known by the same name. Suffolk was first explored by the English settlers based at Jamestown, not long after their arrival. They sought a means to survive the inhospitable environment at Jamestown Island.

The area was first part of 1634’s Elizabeth River Shire and then, in 1637, part of Upper Norfolk County, part of which became Nansemond County in 1646. The English created a settlement at Constant’s Wharf (named for Captain John Constant) at Sleepy Hole Point on the Nansemond River, to take advantage of commerce they could conduct along the river. In 1742, authorized by the House of Burgesses, the new town was officially named “Suffolk” after Royal Governor William Gooch’s home county of Suffolk in England.

During the American Revolutionary War, the town was burned by the British in 1779. It was totally destroyed after thousands of barrels of turpentine and pitch caught fire in warehouses along the river.

Suffolk became an incorporated town in Nansemond County in 1808. As part of Virginia, it sided with the Confederacy in the American Civil War. From May 12,

284

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.

285

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.

286

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.

287

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 2016-2017 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 90,426 residents, which is a 1% increase over the previous year. Overall, Suffolk’s population has increased 40.8% since the 2000 Census count. Building Permits Over the last year, the City has seen a slight decrease in the number of permits issued but a slight increase in the 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 2015

289

Median Household Income Median household income is estimated at $66,822, second highest in the Hampton Roads region and above the State average ($64,792). Unemployment Rate The average annual unemployment rate has ranged from 3.5% to 5.0% over the last 10 years and generally followed the trends of state and federal unemployment. Suffolk’s unemployment rate of 5.0% for 2015 was higher than the state average (4.4%), but slightly less than the national average of (5.3%).

Source: U.S. Census Bureau, American FactFinder

5.0%

4.4%

5.3%

0.0%

2.0%

4.0%

6.0%

8.0%

10.0%

12.0%

2006 2007 2008 2009 2010 2011 2012 2013 2014 2015

Unemployment Rate2006 ‐ 2015

Suffolk Virginia United States

Source: Virginia Employment Commission

290

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 $.91 to $1.07 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


291

$4.00 $4.08 $4.25 $4.33 $4.50 $4.50$5.00

$0.00

$1.00

$2.00

$3.00

$4.00

$5.00

$6.00

Personal Property Tax Rate Comparsion


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 $5.8 billion to $9.1 billion in FY 2009. However, real estate values have fallen in the last few years and remain stagnant.

$5.8B

$7.6B$8.5B

$9.1B $9.1B $9.0B $8.8B $8.7B $8.6B $8.8B

$0

$1,000,000,000

$2,000,000,000

$3,000,000,000

$4,000,000,000

$5,000,000,000

$6,000,000,000

$7,000,000,000

$8,000,000,000

$9,000,000,000

$10,000,000,000

FY06 FY07 FY08 FY09 FY10 FY11 FY12 FY13 FY14 FY15

Total Assessed Value of Real PropertyLast Ten Fiscal Years


292

Allocation of Real Property Values A comparison of real property values from FY 2001 to FY 2016 indicates that residential parcels as a percentage of the overall distribution of parcels by assessed value have increased from 63.2% to 74.2%. Agricultural parcels have declined from 13.6% to 4.2% and commercial parcels dropped from 21.8% to 19.9%. Multifamily parcels have increased from 1.4% to 1.7%. Major Real Property Tax Payers Taxpayer Taxable Assessed Value 116 Lakeview Parkway, LLC $54,894,200 Maryview Hospital 47,290,200 The Pergola Group 45,361,700 QVC of Suffolk Inc. /CVN Distribution 43,743,100 Sysco Food Services of Hampton Roads 42,381,300 Target Corporation 39,245,000 TowneBank 38,798,300 Centerpoint Properties Trust 35,384,600 Lake Prince Center Inc. 33,412,500 Wal-Mart Stores 31,433,800 Lake View Development Group LLC 25,960,100 Inland American Suffolk LV, LLC 25,852,800 Rubicon – NGP 66,939,400 JM Smucker Company 24,258,100 BASF Corporation 23,701,000 Lockhead Martin 31,146,100 Source: Comprehensive Annual Financial Report for FY 2015

Distribution of Parcels by Assessed Value

FY 2001 FY 2016

Multifamily 1.4% 1.7%

Agriculture 13.6% 4.2%

Commercial 21.8% 19.9%

Residential 63.2% 74.2% Source: City Assessor

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0

20,000,000

40,000,000

60,000,000

80,000,000

100,000,000

120,000,000

140,000,000

FY06 FY07 FY08 FY09 FY10 FY11 FY12 FY13 FY14 FY15

Property Tax Levies and CollectionsLast Ten Fiscal Years

Total Tax Levy Current Tax Collections

Source: City Treasurer

General Property Tax 47% Sales and Use Tax

33%

BPOL34%

Motor Vehicle License69%

Bank Stock Tax46%

Lodging399%

Meals114%

Communication100%

Percentage Increase in Tax Revenue By SourceLast Ten Fiscal Years


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 source.

294

Size of City Government The FY 2016-2017 budget provides for 14.7 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 36% of the schools operating fund is derived from local fund support.


$45.1M $44.1M$49.1M $50.2M $50.2M $54.1M

$98.5M $96.2M$91.2M $92.3M

$97.9M $97.3M

0

20,000,000

40,000,000

60,000,000

80,000,000

100,000,000

120,000,000

FY 11 FY 12 FY 13 FY 14 FY 15 FY 16

Support of Schools

Local

State/Federal/Other

Source: Suffolk Department of Budget and Strategic Planning *FY 13’ figures inclusive of $2M one‐time appropriation/local contribution

295

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

296

297

298

299

300

CITY OF SUFFOLKFEE SCHEDULEFISCAL YEAR 2016-2017

Fees Fiscal Year 2015-2016 Fiscal Year 2016-2017

AIRPORT

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 27% (projected) Average for all prices 35% (projected) Tow Tug 35.00 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 50.00

CLERK 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 15.00 15.00Local 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 5.00

List of Heirs or Affidavit 25.00 25.00

Local 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

25.00 100.00

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%

301



FIRE & RESCUE

Fire Prevention Bureau Plan Review

Fire sprinkler system new < 10 w/calcs, or alterations < 10 existing sprinkler heads not located in the most remote area involving new hydraulic calculations 0.00 50.005 foot stub-out for fire protection systems submitted separately from complete fire sprinkler or fire main 0.00 50.00Fire alarm system alterations where the submittal does not require battery calculations, or the removal of any or all components of non-required system 0.00 50.00Kitchen hood fire suppresion systems installation / alteration 0.00 50.00Fire sprinkler system new installation 11-20 w/calcs, alterations of 11-20 existing sprinkler heads not located in the most remote area involving new hydraulic calculations or removal of any sprinkler h d

0.00 100.00FM 200 clean agent system installation or alertation 0.00 100.00Fire alarm new installations or alterations that involve < 5 devices, that require battery calculations 0.00 100.00Spray paint booth installation / alteration 0.00 100.00Fire sprinkler systems installation or altreration that involve > 21sprinkler heads 0.00 200.00Fire alarm systems new installations or alterations > 6 devices, that require battery calculations 0.00 200.00

Plans Review 75.00 N/AOn-Site Inspection Hazardous Materials Resonse Responsible Party Billed Responsible Party Billed Relocation of up to 20 sprinkler heads 50.00 50.00 Hood/Extinguishing Systems 50.00 50.00

Re-Inspection Fee - All 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

Permits

Fireworks Permit 150.00 150.00

Tent Permit 25.00 50.00

Above/below ground hazmat storage tanks installation < 499 gallons capacity 50.00 (each additional tank 20.00) 50.00 (each additional tank 25.00)

Private hydrant/water line 0.00 75.00

Above/below ground hazmat storage tanks installation 500-2000 gallons capacity, removal of tanks or fill in place any capacity or storage/dispensing system 0.00 100.00

Above/below ground hazmat storage tank installation > 2,001 gallons capacity or hazmat storage/dispensing systems 0.00 200.00

ReportsIncident or Computer Generated Reports-Residents 6.00 No Charge Incident or Computer Generated Reports-Commercial 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 75.00Alarm 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 mile

302



Apparatus Use Fee Ambulance 30.00 per hour 30.00 per hour Command Unit 0.00 30.00 per hour Brush Truck 0.00 30.00 per hour Tanker 0.00 75.00 per hour Engine 75.00 per hour 75.00 per hour Ladder 125.00 per hour 125.00 per hour

Rescue 0.00 125.00 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 Officers (Captains and Lieutenants) 35.00 per hour/per person 35.00 per hour/per person Command Chiefs 0.00 45.00 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

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* 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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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 10.00

LIBRARY

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 40.00Rental 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 160.00 160.00

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Lake 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 hourRecreation CentersBirthday 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 3.00 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 N/AUnless 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 Non resident rate 0.00 81.25/hr Commercial Events (w/fee or admission) Hourly Rate 75.00/hr 75.00/hr Non resident rate 0.00 93.75/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 canoeNational Guard Armory Rental Period: 8:00 a.m. to midnight Deposit 150.00 N/A Non-Commercial Events Resident hourly rental rate (minimum 4-hour rental) 150.00 per hour N/A Non-resident hourly rental rate (minimum 4-hour rental) 200.00 per hour N/A Late Fee (per 15 minutes) for not vacating rental on time 25.00 per 15 minutes N/A Commercial Events Resident hourly rental rate (minimum 4-hour rental) 200.00 per hour N/A Non-resident hourly rental rate (minimum 4-hour rental) 300.00 per hour N/A Late Fee (per 15 minutes) for not vacating rental on time 25.00 per 15 minutes N/ASpecial 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

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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 Annex 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 62.50/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 Stage - Portable 0.00 500.00/per day 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

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 50.00Chesapeake Bay Preservation Area Special Exception Request (Planning Commission) 250.00 250.00

* Please see Suffolk Parks & Recreation Connection brochure on the City's website for other events and rates at the following link: http://www.suffolkva.us/parks/

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Historic 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 60.00151 - 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 80.00

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201 - 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) 320.00 320.00801 - 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) 360.00 360.00

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901 - 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) 100.00 100.00Backflow 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 thereof

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Replacement, 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 valueMiscellaneous 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 valueCertificate 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 50.00

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Business 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

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 100.00 100.00

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General 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 10.00 10.00Accident Report 10.00 10.00

Incident Report 10.00 10.00Fingerprinting $10 for first card, and $5 for additional cards $10 for first card, and $5 for additional cardsPhotographs 7.00 or cost whatever is greater 7.00 or cost whatever is greaterChauffeur's License 20.00 20.00Solicitation Permit 15.00 15.00

Concealed Weapon Permit 35.00 35.00Computer Generated Reports Cost, but not less than 15.00 Cost, but not less than 15.00

Certificate of Public Convenience$30.00 plus $20 for annual inspection or

reinspection of each vehicle listed$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 75.00

Adoption - Canine Spayed or Neutered with Vaccines (Animal Shelter) 95.00 95.00Adoption - 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 10.00Full Scale Accident Diagram 5.00 5.00Audio Dispatch Tape/CD 15.00 15.00CAD Report 6.00 6.00Color Copy 0.50 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 35.00Delinquency 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 8.86 9.03WTWA Wholesale Water Rate (per 100 cubic feet) 4.67 4.56WTWA Fixed Capacity Charge (per month) 204,959.00 222,995.00

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) 44.30 44.15

Meter Service Charge (per month)

5/8 and 3/4 inch meter 7.00 (Billed at $0.230 per day per billing cycle) 8.40 (Billed at $0.276 per day per billing cycle)

1 inch meter 17.51 (Billed at $0.576 per day per billing cycle) 21.05 (Billed at $0.692 per day per billing cycle)

1½ inch meter 35.00 (Billed at $1.151 per day per billing cycle) 42.00 (Billed at $1.381 per day per billing cycle)




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10 inch meter 805.00 (Billed at $26.466 per day per billing cycle) 966.00 (Billed at $31.759 per day per billing cycle)Water Connection Charge (installed by city) 5/8 inch meter 1,100.00 2,000.00 3/4 inch meter 1,100.00 0.00 1 inch meter 1,340.00 2,300.00 1½ inch meter 1,670.00 2,600.00 2 inch meter 1,975.00 3,000.00When 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 Mobile Home Park (cost per unit) 3,900.00 3,900.00Water 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 250.00 400.00

Sewer Collection (per 100 cubic feet) 6.74 6.97 Sewer Usage Not Metered (per month 5 ccf) 33.70 34.85Sewer Connection Charge (installed by city) 4 inch lateral size 1,450.00 1,800.00 6 inch lateral size 2,650.00 3,000.00 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 (Building with 2 to 4 units), (cost per unit) 5,400.00 5,400.00 Attached Multi Family (Building with 5 to 16 units), (cost per unit) 4,800.00 4,800.00 Attached Multi Family (Building with 17-24 units), (cost per unit) 4,200.00 4,200.00 Attached Multi Family (Building 25+ units), (cost 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 674,600.00 674,600.00Manual 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*

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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 $500/Submittal Plats 200.00 200.00 Pump Station Review/Sewer Model Evaluation $1,500 per station $2,000 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 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 81,250.00Environmental Incentive - Sewer 5/8 and 3/4 inch meter 1,750.00 1,750.00 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: $1,000/application $1,000/application Engineering Plans: $1,500/application $1,500/application Major Final Subdivision Plats: $100/plat $100/plat Traffic Engineering Study Fee $100/hr $100/hr Traffic Signal Inspection Fee $18,000 per location $18,000 per location Inspection Services $70/hr $70/hr Golf Cart Study Fee $1,600/application $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/ERUInspection Fee for Engineering Plans 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 plus 2% of E&S bond estimate;

$1,400 minimum

Inspection Fee for Site Plans/E&S Only Plans $1,400 minimum; $400/acre; not to exceed $8,000

$400/acre;$1,400 minimum 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.

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Stormwater/E &S plan review Site Plan Review Fee

0-10,000 sf of disturbance - $46010,000-0.5 acre of disturbance -$835

0.5-1.0 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

>5.0-10.0 acres + $952 >10.0-50.0 acres + $1,260

>50.00-100.00 acres + $1,708 >100.00 acres + $2,688

Stormwater Maintenance Agreement - $150

Site Plan Amendment = $350/submittal

Less than-10,000 sf of disturbance - $46010,000-0.5 acre of disturbance -$835

Greater than 0.5 and up to 1.0 acre of disturbance- $1585 (Plans with disturbance greater than 1.0 acre shall add

$250/additional acre of disturbance or any portion thereof) The following state fees shall be added accordingly

>1.0-5.0 acres + $756 >5.0-10.0 acres + $952

>10.0-50.0 acres + $1,260 >50.00-100.00 acres + $1,708

>100.00 acres + $2,688

Plan Amendment = $350 Engineering Plan Review Fee $1000 + $1/lf of roadway

The following state fees shall be added accordingly >1.0-5.0 acres + $756

>5.0-10.0 acres + $952 >10.0-50.0 acres + $1,260

>50.00-100.00 acres + $1,708 >100.00 acres + $2,688

Plan Amendments = $350/submittal

$1000 + $1/lf of roadway The following state fees shall be added accordingly

>1.0-5.0 acres + $756 >5.0-10.0 acres + $952

>10.0-50.0 acres + $1,260 >50.00-100.00 acres + $1,708

>100.00 acres + $2,688 Plan Amendments = $350

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



Minor Subdivision Plan Review Fee 0.00 150.00

Major Subdivision Maintenance Agreement Review Fee $750 per plat 750.00Single Family E&S Site Plan Review 209.00 290.00Stormwater Maintenance Agreement Review Fee 150.00 150.00Pro 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 See Geographic Information System section for map rates Other Map Product (single map) 5.00 See Geographic Information System section for map rates Generalized City Base Map (single map) 5.00 See Geographic Information System section for map ratesMaps - Specialized Map Services Special Map Production Services (per hour) 50.00 See Geographic Information System section for map rates Specialized Data Analysis Services (per hour) 50.00 See Geographic Information System section for map ratesRefuse Collection

Automated 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

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Bulk Refuse Service - Roll Off

Weekdays 50.00 50.00

Weekends 90.00 90.00

Recycling Carts 60.00 0.00

* Does not include commercial refuse collection

TRANSIT

Faires-Regular Bus Service (Not Paratransit)

Adult - One way (No Transfer) 1.50 1.50

Adult - All day (Unlimited Transfer) 3.00 3.00

Adult - Monthly Pass 57.50 57.50

Student (6-18 yrs) - One way (No Transfer) 1.00 1.00

Student (6-18 yrs) - All day (Unlimited Transfer) 2.00 2.00

Student (6-18 yrs) - Monthly Pass 37.50 37.50

Disabled and/or Senior (55+ yrs) - One way (No Transfer) 0.75 0.75

Disabled and/or Senior (55+ yrs) - All day (Unlimited Transfer) 1.50 1.50

Disabled and/or Senior (55+ yrs) - Monthly Pass 27.50 27.50

Fare - Paratransit - One way (Qualified individuals only) 3.00 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 60.00/season 60.00/season

Expanded Booth 100.00/season 100.00/season

Exterior (Uncovered) Space 35.00/season 40.00/season

One-day Vendor Pass 15.00/one day 15.00/one day

Interpreted Bus Tour Historic District Adult 5.00 8.00

Senior (60+) and Child (3 to 12), Military 3.00 6.00

Interpreted Bus Tour Great Dismal Swamp Adult 10.00 10.00


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 when available $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 35.00

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Delinquent 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 Fees 2.2% 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 by the City Assessor as a basis for levying real estate taxes.

Asset - Resources owned or held by the City that has 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 Plan - A plan for capital outlay to be incurred each year over a fixed number of years to meet capital needs arising from the City’s long-term needs.

Capital Project - Major construction, acquisition, or renovation activities which add value to the City’s physical assets or significantly increase their useful life.

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.

Compensation Study – A study commissioned by the City to review pay grades and position salaries and provide recommendations to address salary compression and bring individual position salaries commensurate with the market average.

Comprehensive Services Act – State legislation adopted in 1995 by the Virginia General Assembly to provide a collaborative system of services and funding for at-risk youth and their families. The City administers Comprehensive Services Act (CSA) funds through the Department of Social Services.

Community Development Block Grant – A Federal grant which funds local community development activities such as affordable housing, blight removal, infrastructure development, and other public services (e.g. community health, homelessness, poverty) which aim to improve the lives of low income persons and families.

Consolidated Grants Fund – The funds accounts for revenues and expenditures involving governmental grant programs.

Contingency - A budgetary reserve set aside for emergencies or unforeseen expenditures not otherwise budgeted.

Contractual Services - Services rendered to a government by private firms, individuals, or other governmental agencies. Examples include utilities, rent, maintenance agreements, and professional consulting services.

Cost-of-Living Adjustment - An increase in salaries to offset the adverse effect of inflation on compensation.

Cost Share – The allocation of expenses between two or more government entities.

Debt Service - The cost of paying principal and interest on borrowed funds through instruments such as bonds.

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 Taxing District Fund – The fund accounts for the revenues and expenditures related to services provided in the Downtown Business Overlay District. Revenues are derived from a specific percentage of annual real estate tax assessments in the Downtown Business Overlay District.

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Employee (or Fringe) Benefits - Contributions that are made to meet commitments or obligations for employee fringe benefits. Included are the City’s share of costs for Social Security, the Virginia Retirement System, medical, and life insurance plans.

Encumbrance - The commitment of appropriated funds to purchase an item or service. To encumber funds means to set aside or commit funds for a specified future expenditure.

Enterprise Funds – These funds account for costs of providing goods or services to the general public on a continuing basis be financed or recovered primarily through user charges. The City of Suffolk has the following enterprise funds: Public Utilities Fund, Refuse Fund, and Stormwater Fund.

Equivalent Residential Unit – A measure of the amount of service or impact to the water and sewer utility system that would be required from a typical residence.

Expenditure - The payment of cash on the transfer of property or services for the purpose of acquiring an asset, or service or settling a loss.

Expense - Charges incurred (whether paid immediately or unpaid) for operations, maintenance interest or other charges.

Fee Schedule – The collection of all fees charged by the City for various services.

Fiduciary Funds – Funds used to account for assets held by the City as an agent for individuals, private organizations, and other governments.

Fiscal Policy – The City’s policies with respect to revenues, spending, and debt management as these relate to government services, programs, and capital investment. Fiscal policy provides an agreed-upon set of principles for the planning and programming of government budgets and their funding.

Fiscal Year - A twelve-month period designated as the operating year for accounting and budgeting purposes in an organization. The City’s fiscal year begins July 1, and ends the following June 30.

Fixed Assets - Assets of long-term character that are intended to continue to be held or used, such as land, buildings, machinery, furniture, and other equipment.

Fleet Management Fund – The fund accounts for the financing of vehicles and the related maintenance, repairs and fuel costs of the City and allocates operating costs to the various departments or agencies using the equipment.

Full Faith and Credit - A pledge of a government’s taxing power to repay debt obligations.

Full-time Equivalent Position – The number of hours per year that a full-time employee is expected to work, usually 2080 hours. If there are two workers, each of whom works half that number of hours per year, the two workers together equal one full-time equivalent.

Fund - A fiscal entity with revenues and expenses which are segregated for the purpose of carrying out a specific purpose or activity.

Fund Balance - The excess of the assets of a fund over its liabilities.

Fund Transfer - The movement of money between funds of the same governmental entity.

Generally Accepted Accounting Principles - Uniform minimum standards for financial accounting and recording, encompassing the conventions, rules, and procedures that define accepted accounting principles.

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General Fund – The primary operating fund of the City. This fund is used to account for all financial transactions and resources except those required to be accounted for in another fund.

General Operating Budget – The primary operating fund of the City which accounts for most tax funded functions such as general government, police and fire protection, parks and recreation, planning and community development, etc.

General Obligation Bond - A bond that is backed by the full faith and credit of the government to repay the debt.

Governmental Accounting Standards Board - A non-governmental organization which serves as the source of generally accepted accounting principles used by state and local governments.

Governmental Funds – Funds through which most governmental functions of the City are financed. The three major funds used are General Fund, Capital Projects Fund, and Debt Service Fund.

Grants - A contribution by a government or other organization to support a particular function. Grants may be classified as either operational or capital, depending upon the grantor.

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.

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.

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Operating Expenses - The cost for personnel, materials, and equipment required for a department to function.

Operating Revenue - Funds that the City receives as income to pay for ongoing operations. It includes such items as taxes, fees from specific services, interest earnings, and grant revenues. Operating revenues are used to pay for day-to-day services.

Other Post Employment Benefits – An accounting and financial reporting provision of the Governmental Accounting Standards Board (GASB) requiring government employers to measure and report the liabilities associated with other (than pension) postemployment benefits (or OPEB) such as post-retirement medical, pharmacy, dental, vision, life, long-term disability and long-term care benefits that are not associated with a pension plan.

Outsource - The practice of contracting out a service to a private entity.

Pay-as-you-go Basis - A term used to describe a financial policy by which capital outlays are financed from current revenues rather than through borrowing.

Performance Measure - Indicators that show the amount of work that is accomplished, the efficiency with which tasks were completed, and the effectiveness of a program.

Program - A group of related activities performed by one or more organizational units for the purpose of accomplishing a function for which the government is responsible.

Proprietary Funds – Funds used to account for all assets, liabilities, equities, revenues, expenses, and transfer relating to the primary government’s business activities. The City maintains two different types of proprietary funds including 1) enterprise funds (public utilities, refuse, and stormwater) and 2) internal service funds (fleet, information technology, and risk management).

Rating Agency – An agency which assesses the creditworthiness of bond issuers, such as the City of Suffolk, which issues bonds to assist in financing capital improvement projects. There are three primary rating agencies including Moody’s, Standard & Poor’s, and Fitch.

Reassessment Impact - The effective change of the real estate tax burden as a result of the newly assessed value of real property.

Refuse Fund – The fund accounts for the provision of solid waste disposal and recycling services to City residents, as well as landfill post closure requirements.

Reserve - An account used either to set aside budgeted revenues that are not required for expenditure in the current budget year or to earmark revenues for a specific future purpose.

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.

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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 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.

Stormwater Utility Fund – The fund accounts for the maintenance and improvements to the City’s stormwater infrastructure.

Tax Levy - The resultant product when the tax rate is multiplied by the tax base.

Taxes - Charges levied by the City for the purpose of financing services performed for the common benefit of the people. This term does not include specific charges made against particular persons or property for current or permanent benefit, such as special assessments.

Transit System Fund – The fund accounts for revenues and expenditures of the City’s transit system which includes four bus routes and ADA service. Revenues are derived from far collections, State and Federal grants, and transfer of funding support from the General Fund.

Unassigned Fund Balance – The City’s “rainy day” fund or reserves which have accumulated via surplus General Fund revenues or unspent General Fund dollars from prior years.

User Charges - The payment of a fee for direct receipt of a public service by the party who benefits from the service.

Utility Fund – The fund accounts for the provision of water and sewer services to City residents

Virginia Retirement System – The Commonwealth of Virginia’s retirement program for public employees.

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ABBREVIATIONS CDBG – Community Development Block Grant CIP – Capital Improvements Plan COLA – Cost-of-Living Adjustment CSA – Comprehensive Services Act DBOD – Downtown Business Overlay Taxing District ERU – Equivalent Residential Unit FTE – Full-Time Equivalent GAAP – Generally Accepted Accounting Principles GASB – Governmental Accounting Standards Board HOME – HOME Investment Partnerships Program OPEB – Other Postemployment Benefits PAY GO – Pay-as-you-Go PP – Personal Property RE – Real Estate RT 17 – Route 17 VRS – Virginia Retirement System

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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