Adopted Operating & Capital Budget FY 2020-2021 by City of Suffolk, Virginia

ADOPTED OPERATING & CAPITAL BUDGET CITY of SUFFOLK

FY 20202021

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, 2019. In order to receive this award, a government unit must publish a budget document that meets program criteria as a policy document, as an operation guide, as a financial plan, and as a communication device. The award is valid for a period of one year only. We believe our current budget continues to conform to the program requirements and we are submitting it to GFOA to determine its eligibility for another award.

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FY 2020-2021 Operating & Capital Budget Table of Contents I.

City Managerâ&#x20AC;&#x2122;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 ............................................................................................................................ 60 General Fund Revenue Summary .................................................................................................... 69 General Fund Expenditure Summary .............................................................................................. 72 General Fund Specific Revenue and Appropriation Details City Council ............................................................................................................................ 74 City Manager ........................................................................................................................... 76 Budget and Strategic Planning ................................................................................................ 78 City Attorney ........................................................................................................................... 80 Human Resources .................................................................................................................... 82 Commissioner of the Revenue................................................................................................. 84 City Assessor ........................................................................................................................... 86 City Treasurer .......................................................................................................................... 88 Finance .................................................................................................................................... 90 Purchasing ............................................................................................................................... 92 Registrar .................................................................................................................................. 94 Circuit Court - Judges.............................................................................................................. 96

FY 2020-2021 Operating & Capital Budget General District Court ............................................................................................................. 98 Magistrate’s Office ................................................................................................................ 100 Juvenile and Domestic Relations District Court ................................................................... 102 Court Service Unit ................................................................................................................. 104 Clerk of the Circuit Court ...................................................................................................... 106 Sheriff .................................................................................................................................... 108 Commonwealth’s Attorney ................................................................................................... 110 Police .................................................................................................................................... 112 Police –Emergency Communications.................................................................................... 114 Police Department – Animal Shelter Management ............................................................... 116 Community Development Services ....................................................................................... 118 Fire & Rescue ........................................................................................................................ 120 Fire & Rescue – Emergency Management ............................................................................ 122 Western Tidewater Regional Jail Authority .......................................................................... 124 Public Works ......................................................................................................................... 126 Capital Programs and Facilities ............................................................................................. 128 Social Services ...................................................................................................................... 130 Social Services – Children’s Service 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

FY 2020-2021 Operating & Capital Budget 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 ................................................................................................... 299 Debt Service……………………………………………………………………………………. 300 City Government, History and Community Attractions ............................................................... 305 City Demographics and Statistics ................................................................................................. 310 Budget Adoption Ordinance ......................................................................................................... 318 Fee Schedule................................................................................................................................. 321 Glossary of Terms ........................................................................................................................ 337

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City Managerâ&#x20AC;&#x2122;s Message

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CITY OF SUFFOLK P.O. BOx 1858, SUFFOLK, VIRGINIA

23439-18s8 PHONE:

(7571 514-4012

CITY MANAGER

June 25,2020

The Honorable Council City of Suffolk, Virginia Dear Council Members:

Attached is the adopted Fiscal Year 2020-2021 (FY 21) Operating and Capital Budget. The FY 21 budget addresses the operational and capital needs required to provide City services in the amount of $650,901,297 , a 1.8o/o increase over FY 20. The adopted General Fund budget totals $225,099,M9, a 2.8o/o increase over the current fiscal year.

The development of the FY 21 budget was unlike any in recent years. Prior to the coronavirus pandemic, local revenues were exceeding current fiscal year projections and appeared poised for continued groMh. However, the coronavirus pandemic has created uncertainty. The projected duration and long-term economic impact of the pandemic are unknown. As a result, the following principles were used to guide the development of the FY21 budget:

. . .

Continuity of Service Protection of Human Health and Safety Short-Term Austerity Measures in a Period of Great Unknowns

Our primary focus during this national emergency will be to maintain essential City functions and services. Real Estate Tax Rate

The real estate tax rate will remain at $1.11 per $100 of assessed value in FY 21. The additional real estate tax rates levied in the Downtown Business Overlay Taxing District (DBOD) and the Route 17 Special Taxing District also remain unchanged at $.105 and $.24, respectively. Financial Policv Compliance

The adopted FY 21 budget

continues the implementation of sound financial principles management which has allowed the City to achieve the highest possible credit rating (AAA) available from Moody's, Standard & Poor's, and Fitch rating agencies. The adopted FY 21 budget maintains compliance with all financial policies to include cash funding for a portion of capital projects, maintenance of debt levels below key thresholds, and retainage of adequate reserves above policy goals.

Support for Suffolk Public Schools

The adopted FY 21 budget provides an additional $1.5M in local funding for school operations and a $1M increase in capital funding for major systems repairs and replacements in school facilities. An additional $5.9M in state funding is also budgeted as approved by the General Assembly. The School Operating Fund is adopted at $'180.9M which represents a total increase of nearly $7.2M ot 4?/o ovet FY 20. Emplovee Compensation and Critical Personnel Resources

Five new positions are recommended in the General Fund to address critical workload and service demands including:

. . .

Firefighteri Medic ll (Converted from part-time) Fire Proteclion Plans Reviewer Fire Protection Building Plans Reviewer

3 1

! 5

Additional pa(-time funding is also proposed to address workload and service needs in the following departments: Assessor, Capital Programs, City Clerk, Clerk of the Circuit Court, Finance, Parks and Recreation, Police, and Sheriff. Health and Welfare

The adopted FY 21 budget includes additional funding in support of departments and local service partners that provide vital health and human services to our most vulnerable citizens including the Department of Social Services, Suffolk Health Department, Westem Tidewater Community Services Board, and various local and regional nonprofit organizations. Capital Proiects

The adopted FY 21 Capital Projects Fund budget totals $55.6M and provides funding authorization for all projects included in the first year of the adopted Capital lmprovements Pmgram and Plan. However, all bond funded projects will be delayed until debt financing can be secured given the uncertain market conditions. Staff will evaluate the affordability and timing of debt issuance in consultation with the City's financial advisor. A plan of finance will be presented for City Council review and approval prior to debt issuance. Public Utilities

The Department of Public Utilities is funded through the self-sustaining Utility Fund and provides safe drinking water and sewage collection services. The City is under a special order by consent and mandated by the state and federal government to ensure the City's water and sanitary sewer system is in compliance with increasingly stringent regulations. As a result, the City is required to make capital improvements to its utility systems to ensure the health and welfare of our citizens. ii

The adopted FY 21 Public Utility Fund budget totals $61M in FY 21. We have minimized anticipated water and sewer rate increases for the upcoming fiscal year to the greatest extent possible by reducing operating expenses, delaying capital projects, and through previous utility debt restructuring. Additionally, the adopted FY 21 budget provides for budgeted salary savings and capitalized interest. The adopted budget will still require adjustments of $.26 and $.27 monthly per 100 cubic feet to metered and non-metered water and sewer rates, and a $'1.50 per month increase to the fixed monthly meter service charge. The rate adjustments will be delayed for 90 days. Refuse Fund

The Refuse Fund budget is proposed at $10.3M in FY 21. The proposed budget maintains a conlinuous level of service for recycling and addresses increasing disposal costs at the regional landfill. The refuse fee will be adjusted i3.95 per month from $2'1.30 to $25.25 per month. The adjustment to the refuse fee will be delayed fo|I80 days. Closinq Remarks

The adopted FY 21 budget provides for the continuity of essential City services and protection of human health and safety during a period of signiflcant economic, health, and social uncertainty. lt is my hope that normalcy will be restored to daily life as soon as possible and our collective efforts can return to moving the City forward. I look foMard to working with City Council, City staff, and our local service partners in FY 21 to continue providing quality services to our residents, businesses, and visitors.

Respectfully,

/-Lc,<=.----Roberts ---\)

Patrick City l\.4anager Attachment

iii

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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 Program and 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

CITY COUNCIL OF THE CITY OF SUFFOLK

Linda T. Johnson Mayor At Large Term Expires: 12/31/2020

Leroy Bennett Vice Mayor Cypress Borough Term Expires: 12/31/2022

Michael D. Duman Councilman Chuckatuck Borough Term Expires: 12/31/2022

Timothy J. Johnson Councilman Holy Neck Borough Term Expires: 12/31/2022

Lue R. Ward, Jr. Councilman Nansemond Borough Term Expires: 12/31/2020

Roger W. Fawcett Councilman Sleepy Hole Borough Term Expires: 12/31/2020

Donald Z. Goldberg Councilman Suffolk Borough Term Expires: 12/31/2022

Curtis R. Milteer, Sr. Councilman Whaleyville Borough Term Expires: 12/31/2020 2

TARGETED AREAS PUBLIC SAFETY

Preserve, promote, and continue to invest in public safety.

FINANCIAL STABILITY

Continue practices that ensure strong financial management and fiscal responsibility.

GROWTH MANAGEMENT AND COMPREHENSIVE PLANNING

VISION FOR SUFFOLK SUFFOLK CITY COUNCIL

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:

Use 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 SERVICES

Ensure 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 DEVELOPMENT

Implement 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 EDUCATION

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

LEISURE, HEALTH, AND WELLNESS

Implement programs and services designed to improve the health, economic and social wellbeing of citizens.

TRANSPORTATION

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

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.

Treasurer

Director of Public Works

Director of Public Utilities

Director of Parks & Recreation

Director of Capital Programs & Facilities

Director of Economic Development

Director of Planning & Community Development

Assessor

Commissioner of the Revenue

Deputy City Manager

City Attorney

Clerk of the Circuit Court

City Manager

Director of Human Resources

Director of Finance

Fire Chief

Chief of Police

Planning Commission

City Council

Citizens

Commonwealthâ&#x20AC;&#x2122;s Attorney

Other Authorities, Boards, and Commissions

School Board

City of Suffolk FY 2020-2021 Operating and Capital Budget Organizational Chart

Director of Libraries

Director of Social Services

Director of Media & Community Relations

Director of Information Technology

Chief of Staff

City Clerk

Sheriff

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 September 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 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 Manager and his/her Budget Development Committee, and the City Council. Long and Short Term Strategic Planning: City Council annually reviews the City’s vision, target areas, and priorities to be addressed in the short and long term. This review takes into account the City’s Comprehensive Development Plan, service needs, and economic and financial position. Target areas and strategic initiatives are then updated for use in the development of the City’s ten year Capital Improvements Program and Plan (CIP) and Annual Operating and Capital Budget. Long Range Budget Forecast: The Finance Department’s Division of Budget and Strategic Planning, in coordination with the City’s financial advisor, develops a long range budget forecast annually to evaluate projected revenue and expenditures over a five year period. The forecast includes projected operating costs, anticipated debt service for planned capital improvements and the anticipated costs of all new capital facilities. The first year of the forecast is used as a framework for guidelines and targets in planning future CIPs and operating budgets. Development of the Annual Capital Improvements Program and Plan (CIP): The City of Suffolk begins the development of its annual Capital Improvements Program and Plan (CIP) in September to address in detail the five year capital program and additional five year planning 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 document to the City Council who receives the plan, holds a public hearing, edits as necessary, and adopts the plan.

The CIP process is concluded in February prior to the development of the annual operating and capital budget. The first year of the adopted CIP is incorporated into the City Manager’s proposed annual operating and capital budget. Development of the Annual Revenue Estimates and Operating and Capital Budget: The development of the annual operating and capital budget begins in November with the assembly of a budget development committee comprised of appointed staff by the City Manager. A budget work plan and calendar is created to ensure a thorough review of service areas, work processes, and cost centers to address the efficiency and effectiveness of the City, as well as review budget requests from City departments and local service partners. Budget request forms and instructions are disseminated to City departments and local service partners in November. Budget requests are due to the Division of Budget and Strategic Planning in mid-December. Budget staff reviews the budget requests to include line item support detail and personnel and program requests. If necessary, additional information is requested from departments and local service departments. The budget requests are compiled and provided to each member of the City Manager’s budget committee. Meetings are scheduled and held with each department to review budget requests and address questions and possible solutions to improve efficiency and effectiveness. Follow-up meetings are later held to review the City Manager’s proposed budget with each department and address any remaining issues. Revenue estimates and projections are developed by budget staff, the Director of Finance, and the City Manager. 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 historic trends; local, regional, state and national economic analysis; and state and federal legislation. Additionally, local tax revenue estimates are reviewed with input from the City Assessor, Commissioner of Revenue, and Treasurer. 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. Public information meetings are typically 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 and sets the tax rates and fees 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 fiscal year end with exception to outstanding encumbrances stated 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 fiscal 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 to minimize arbitrage rebates and penalties.

CITY OF SUFFOLK, VIRGINIA BUDGET DEVELOPMENT CALENDAR _____________________________________________________________________________ September – February  Capital Improvement Program and Plan development and adoption November

December



Budget Packages Distributed to Departments / Agencies



Budget Requests Due from Departments/Agencies

January - February  Budget Development Committee – Meetings with Requesting Departments / Agencies March

April

   

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

    

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



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

May

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, 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 General Fund revenue 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 of 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 of 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.

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 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 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:

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.

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

The budget is prepared on a “zero base”.

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

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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.

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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.

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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.

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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.

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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. 12

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 Fundsâ&#x20AC;&#x2122; 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 carryforward or prior year encumbrances. According to City Code, unexpended and unencumbered appropriations lapse at June 30 of each year. 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 Cityâ&#x20AC;&#x2122;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.

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 adopted FY 21 Operating & Capital Budget.  Revenue collections are strong with collection rates between 96% - 99%. Budget  The adopted FY 21 Operating & Capital Budget is balanced with current revenues supporting all current expenditures.  The City has met the General Fund unassigned fund balance policy minimum rate of 15% of Governmental Fund Expenditures. The City’s General Fund unassigned fund balance is projected at 18.9% of Governmental Fund Expenditures.  The projected fund balance in the Risk Fund is anticipated to be sufficient to provide the required support in the FY 21 Operating and Capital Budget. Capital Improvements Planning  A 10 year Capital Improvements Plan has been prepared and adopted for use in the FY 21 budget year.  The adopted FY 21 Operating and Capital Budget includes 3.2% of General Fund departmental expenditures in cash funding to achieve the policy goal of a 3% pay-as-you-go capital funding level. Debt  Debt as a percentage of assessed value is 2.0% for FY 21, below the 4% policy ceiling.  Debt as a percentage of general government expenditures is 7.9% for FY 21, below the 10% policy ceiling.

CITY OF SUFFOLK

Financial Policies Adopted: December 5, 2007 Revised: August 21, 2019

FY 21 Budget Status: Responses where appropriate for all compliance requirements for FY 21 are denoted in red.

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 quarterly in concert with the release of the City’s quarterly financial projection. The purpose of the Finance Committee is to review the financial affairs of the city generally; and its specific duties shall include, but not be limited to: review of the quarterly financial projection; the tracking of expenditures and revenues generally; compliance with city financial policies and guidelines; and the consideration and recommendations concerning candidates for financial management positions. 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.

CITY OF SUFFOLK, VIRGINIA FINANCIAL POLICIES

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 21 Budget Status: Local revenues are diversified in the FY 21 budget. Real estate assessed values increased 3.92% overall due to reassessment and new construction resulting in nearly $4.8M of additional revenue. Personal Property tax revenue is projected to increase $1.6M or 7%. Meals tax revenue is anticipated to increase $300,000 or 3% in FY 21. Overall, local tax revenue including general property and other local taxes are anticipated to increase $5.7M or 3%. 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 21 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 delivery. New fees included in the adopted FY 21 fee schedule include a 3D printer fee at the Suffolk Public Library; Public Works fees including a no wake zone study fee and no wake zone posting fee, and a system application fee and impact fee for shared mobility devices, and a storm sandbag fee. Additional fee adjustments have been made to the courthouse security fee, Parks and Recreation portable stage rental fee, and Tourism farmers’ market booth rentals, public utilities fees, and the refuse/recycling fee. Metered/non-metered water and sewer, and meter service charges are set for an increase beginning October 1, 2020. The monthly refuse and recycling fee will be increased on January 1, 2021. The following fees are eliminated in the FY 21 budget including the Finance Department payroll history report/check reprint processing fee and W-2 reissuance processing fee. 2.03 Revenue Collections The City will strive to achieve an overall property tax collection rate of 100%.

CITY OF SUFFOLK, VIRGINIA FINANCIAL POLICIES

FY 21 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 Cityâ&#x20AC;&#x2122;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 21 Budget Status: The Cityâ&#x20AC;&#x2122;s budget is balanced with current General Fund revenues supporting all current General Fund expenditures for FY 21. The FY 21 budget provides for $1.0M from the General Fund unassigned fund balance for one-time capital projects. 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 21 Budget Status: The adopted budget utilizes restricted revenues for designated intended purposes.

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 21 Budget Status: The adopted FY 21 budget is balanced for all funds operated by the City and includes appropriate tax rates where applicable to sustain operations. Budget and tax rate ordinances have been adopted by City Council for 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. 18

CITY OF SUFFOLK, VIRGINIA FINANCIAL POLICIES

FY 21 Budget Status: The City’s 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 21 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 21 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 21 Budget Status: A five-year projection of revenues and expenditures has been prepared using conservative assumptions including 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 21 Budget Status: Quarterly revenue and expenditure projections are provided to the City Manager and City Council. All required budget adjustments are reviewed and approved by the City Manager or designee to comply with budget requirements. 3.07 Maintenance of Capital Assets The budget should provide sufficient funds for regular repair and maintenance of capital assets. 19

CITY OF SUFFOLK, VIRGINIA FINANCIAL POLICIES

FY 21 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 Cityâ&#x20AC;&#x2122;s ability to cope with financial emergencies and fluctuations in revenue cycles. The City has established a minimum rate of 15% at the close of each fiscal year as computed on the upcoming budget year. Once the Unassigned General Fund balance minimum rate 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 15% minimum 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 21 Budget Status: The General Fund unassigned fund balance exceeds the financial policy minimum rate of 15% and is projected at 18.9% at the close of the fiscal year. 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 21 Budget Status: The Risk Management unrestricted fund balance exceeds the required $3.5M in rate stabilization funds to support the FY 21 budget.

CITY OF SUFFOLK, VIRGINIA FINANCIAL POLICIES

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 21 Budget Status: A 10 year Capital Improvements and Program and Plan (CIP) is prepared and updated annually providing five 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 operating budget proposal. A current CIP was adopted by City Council in February 2020. The projects and funding included in the first year of the CIP are included in the FY 21 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 21 Budget Status: The adopted FY 21 budget includes $5,158,250 in General Fund cash for capital projects which equates to 3.2% of General Fund departmental expenditures in FY 21.

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 21

CITY OF SUFFOLK, VIRGINIA FINANCIAL POLICIES

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 longterm 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. 22

CITY OF SUFFOLK, VIRGINIA FINANCIAL POLICIES 

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 Debt as a Percentage of Assessed Value 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 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 selfsupporting from a user fee revenue stream. A selfsupporting 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)

10%

FY 21 Status 2%

7.9%

CITY OF SUFFOLK, VIRGINIA FINANCIAL POLICIES

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 longterm 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 24

CITY OF SUFFOLK, VIRGINIA FINANCIAL POLICIES     

General Obligation Bonds sold to Virginia Public School Authority for School Capital Projects Revenue Bonds Certificates of Participation Lease Revenue Bonds Selected State Pooled-Borrowing Programs for Utility Revenue Bonds, Including Those of the Virginia Resources Authority.

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

CITY OF SUFFOLK, VIRGINIA FINANCIAL POLICIES

The City will consider the use of derivatives as a hedge against future interest rate risk or to create “synthetic” fixed rate or variable rate debt, when appropriate. The City will not use derivative structures for speculative or investment purposes. The City will consider the use of derivative structures when it is able to gain a comparative borrowing advantage, and is able to quantify and understand potential risks. Prior to the use of such structures, the City will consider the adoption of a comprehensive Swap and Derivative Management Plan that is consistent and does not conflict in principle with this governing policy. Prior to use of a derivative structure, the City will provide written communication to City Council describing potential risks associated with each proposed derivative structure. 5.10 Variable Rate Debt To maintain a predictable debt service burden, the City may give preference to debt that carries a fixed interest rate. The City, however, may consider variable rate debt. The percentage of variable rate debt outstanding (excluding debt which has been converted to synthetic fixed rate debt) shall not exceed 20% of the City’s total outstanding debt and will take into consideration the amount and investment strategy of the City’s operating cash. The City will consider issuing variable rate debt to: 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. 26

CITY OF SUFFOLK, VIRGINIA FINANCIAL POLICIES

3. Term of Refunding Issues. The City will refund bonds within the term of the originally issued debt. However, the City may consider maturity extension, when necessary to achieve a desired outcome, provided that such extension is legally permissible. The City may also consider shortening the term of the originally issued debt to realize greater savings. The remaining useful life of the financed facility and the concept of inter-generational equity should guide this decision. 4. Escrow Structuring. The City shall utilize the least costly securities available in structuring refunding escrows. A certificate will be provided by a third party agent stating that the securities were procured through an arms-length, competitive bid process (in the case of open market securities), and that the price paid for the securities was reasonable within Federal guidelines. Under no circumstances shall an underwriter, agent or financial advisor sell escrow securities to the City from its own account. 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 Cityâ&#x20AC;&#x2122;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 â&#x20AC;&#x153;storyâ&#x20AC;? 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.

CITY OF SUFFOLK, VIRGINIA FINANCIAL POLICIES

In the case of a competitive sale, the City may permit bidders for its bonds to purchase bond insurance if such insurance will enhance the market reception and lower the interest rate on the City’s bonds. The City will submit an application for pre-qualification for insurance to facilitate bidders’ ability to purchase bond insurance. The winning bidder in a competitive sale will bear any associated cost with such enhancement. In the instance of a negotiated sale, the City will solicit quotes for bond insurance from interested providers. The City will select a provider whose bid is most cost effective and whose terms and conditions governing the guarantee are satisfactory to the City. 5.14 Use of Special Districts The City may consider using special districts such as Tax Increment Financing Districts, Community Development Authorities and special taxing districts to finance projects that:      

Strengthen the employment and economic base of the City; 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 28

CITY OF SUFFOLK, VIRGINIA FINANCIAL POLICIES

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

CITY OF SUFFOLK, VIRGINIA FINANCIAL POLICIES

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

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

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

CITY OF SUFFOLK, VIRGINIA FINANCIAL POLICIES

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 Cityâ&#x20AC;&#x2122;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, VIRGINIA ADOPTED FY 2020-21 OPERATING AND CAPITAL BUDGET Annual Operating and Capital Budget by Fund

Budget 2017-2018

Fund General Fund

202,168,029 $

Budget 2018-2019 213,191,824 $

Budget 2019-2020 219,040,993 $

Adopted Budget 2020-2021

Prior Yr. % Change

225,099,449

Capital Projects Fund

68,386,582

66,589,675

64,557,855

55,640,736

-14%

Debt Service Fund

27,179,729

28,420,944

28,964,818

29,674,356

176,222

171,907

171,749

173,479

1,855,432

1,702,885

1,715,017

1,982,163

16%

424,594

634,215

660,129

Transit System Fund

1,624,388

1,934,197

1,699,144

1,931,709

14%

Aviation Facilities Fund

1,026,872

1,052,067

1,055,583

1,053,454

41,561

39,815

41,580

42,658

Road Maintenance Fund

26,186,245

26,587,628

27,956,333

28,915,601

Fleet Management Fund

15,559,912

13,615,592

14,768,171

15,260,520

8,666,702

9,466,929

10,087,567

11,530,356

14%

Risk Management Fund

21,429,654

20,513,322

20,541,171

19,943,061

-3%

Utility Fund

52,684,425

59,124,808

58,924,100

61,039,200

Stormwater Fund

6,114,295

7,246,864

6,297,183

6,660,706

Refuse Services Fund

7,595,277

8,528,433

9,091,649

10,294,673

13%

161,536,936

168,662,537

173,824,500

180,999,048

602,656,857 $

627,483,641 $

639,397,543 $

650,901,297

Downtown Business Overlay District Route 17 Special Taxing District Grants Fund

Law Library Fund

Information Technology Fund

School Fund Total Funds Budget

.05 .07 .07 .29

.33

_______________General Government ______________Health and Welfare ______________________Debt Service ______________________Public Safety

__________Education & Related Debt

Total______________________________$1.00

.01 .01 .02 .03 .03 .04 .05

_______________Local and Regional _______________Non Department __________________ Capital “Pay Go” _____________________ Public Works __________Community Development ___________________________Judicial ________Parks, Recreation & Culture

Debt Service Fund $29,674,356

Capital Projects Fund $55,640,736

. General Govt. $11,358,194 Judicial 9,347,456 Public Safety 65,282,430 Public Works 5,515,804 Health &Welfare 15,545,111 Education 62,775,180 Parks, Rec. & Cultural 11,528,733 Community Development 7,291,692 Local and Regional Orgs. 1,242,101 Non-Departmental Fringe Benefits/Insurances 852,472 Transfer to Funds 34,360,276 $225,099,449

General Fund $225,099,449

Major Govâ&#x20AC;&#x2122;t. Funds

Governmental Funds

SUMMARY CHART

Transit System Fund $1,931,709

Route 17 Taxing District Fund $1,982,163

Law Library Fund $42,658

Grants Fund $660,129

Road Maint. Fund $28,915,601

Downtown Business Overlay District $173,479

Aviation Fund $1,053,454

Special Revenue Funds

Stormwater Fund $6,660,706

Refuse Services Fund $10,294,673

Utility Fund $61,039,200

Enterprise Funds

$650,901,297

Operating & Capital Budget

Risk Management Fund $19,943,061

Fleet Management Fund $15,260,520

Information Technology Fund $11,530,356

Internal Service Funds

School Funds $180,999,048

Component Unit

TOTAL EXPENDITURES

City of Suffolk Adopted FY 2020-21 Operating and Capital Budget General Fund - Executive Summary Current R.E. Tax Rate: Adopted R.E. Tax Rate:

$ $

1.11 1.11

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

$ $

0.02

% Change

General Fund

Adopted Revenues:

225,099,449

2.8%

Adopted Expenditures:

225,099,449

2.8%

Unfunded Gap:

BUDGET PRIORITIES: 1 Continuity of Service 2 Protection of Human Health and Safety 3 Short-Term Austerity Measures in Period of Great Unknowns

OTHER IMPORTANT BUDGET ITEMS TO NOTE:  $1,500,000 additional local funding provided in support of Suffolk Public Schools.  Provides for five new FTEs: • Fire Protection Building Plans Reviewer • Fire Protection Plans Reviewer • Fire Fighter/Medic II (3) - Converted from Part-Time  $1,000,000 transfer to the Capital Projects Fund to comply with the capital pay-go financial policy.  $10,819 in General Fund Non-Departmental funds to be used to eliminate deficit in old Suffolk Taxing District Fund which was eliminated in FY 2008.

FINANCIAL POLICY COMPLIANCE STATUS:  Unassigned Fund Balance as % of Governmental Funds - 15% minimum  Capital Cash "Pay-Go" - 3% min. of General Fund Expenses  Debt as % of Assessed Value - 4% maximum  Debt as % of General Govt. Expense - 10% maximum

18.9% Projected 3.2% Projected 2% Projected 7.9% Projected

SUMMARY OF BUDGETED REVENUE CHANGES FROM PRIOR YEAR:  Revenue Gains / (Losses) : - Local Tax - Miscellaneous/Fees - State Revenue & Aid - Federal Revenue & Aid - Other

6,058,456

5,704,087 (1,061,720) 1,098,409 106,159 211,521

SUMMARY OF BUDGETED EXPENDITURE CHANGES FROM PRIOR YEAR:  Expenditure Increases / (Decreases): - Personnel & Benefits - Purchased Services - Professional Services - Repairs and Maintenance - Maintenance Service Contracts - Printing and Binding - Advertising - Juvenile Detention Services - Information Technology - Fleet - Risk - Utilities - Postage - Telecommunications - Lease of Equipment - Lease of Buildings - Travel & Training - Dues and Memberships - Codes - Rewards - Marketing - Office Supplies - Uniforms - Books & Subscriptions - Other Operating Supplies - Merchandise for Resale - Copier - Special Programs - Capital Outlay - Regional Jail Detention Costs - Health & Welfare - Social Services - Local Organization Contributions - Regional Organization Memberships - Local Contribution to Schools (including lease payment) - Debt Payments - Contingency - Transfer to Other Funds (Aviation, Capital, Debt, Fleet, Grants, Public Utilities, Transit)

6,058,456

1,679,981 1,111,908 268,180 28,236 20,750 (500) 10,500 1,224,206 2,077 (2,236,789) 28,000 25,000 8,364 38 22,431 127,908 20,283 28,750 (30) 155,950 25,147 88,915 1,200 36,271 40,393 227,091 194,973 180,036 136,000 1,125 1,408,260 565,932 150,000 477,871

6,058,456

TOTAL INCREASED SERVICE REQUIREMENTS:

City of Suffolk Adopted FY 2020-21 Operating and Capital Budget Capital Projects Fund - Executive Summary % Change

Capital Projects Adopted Revenues:

55,640,736

-14%

Adopted Expenditures:

55,640,736

-14%

Unfunded Gap:

Increase / (Decrease) from Prior Fiscal Year:

(8,917,119)

Includes:  $6,190,000 in Public Utility bond funding for recommended essential water/sewer projects.  Includes GO Bonded Projects of the following: Education: Major Repairs/Systems Replacement Parks & Recreation: Cypress Park and Pool Inclusive Playground Constant's North Park Public Buildings & Facilities: Central Library Public Safety: Fire Engines Aerial Ladder Truck College Drive Fire Station Transportation: Local Urban Intersections (N Pkwy/Bennett's Pasture Intersection/Kenyon Rd Connector) Pitchkettle Road Improvements Shoulders Hill Rd/RT17 Intersection Nansemond Pkwy/Wilroy Rd Flyover Relocation of Zone C Headquarters Portsmouth Blvd Sidewalk

2021 Bond $ $ 3,500,000

% Grant

1,512,500 300,000 350,000 4,021,000 838,503 1,417,792 3,800,000

 Cash Pay-Go Funding to leverage significant grant support of the following projects: Aviation: Obstruction Removal Adjacent Properties Terminal Apron Rehabilitation Corporate Apron - Utility Extension

Grant $

1,030,000 851,407 3,510,243 459,757 1,650,000 554,301 23,795,503

Cash Pay-Go 3,500 50,000 90,000 $ 143,500 $ $

1,030,000 601,651 3,510,243 459,757

50% 41% 50% 50%

5,601,651

Grant $ $ $ $

171,500 2,450,000 2,621,500

98% 98% 0%

 $14.6M or 26% of proposed capital project expenses funded by State/Federal dollars.

FINANCIAL POLICY COMPLIANCE STATUS:

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

3.2% Projected

City of Suffolk Adopted FY 2020-21 Operating and Capital Budget Aviation Facilities Fund- Executive Summary % Change

Aviation Adopted Revenues:

1,053,454

Adopted Expenditures:

1,053,454

Unfunded Gap:

Increase / (Decrease) from Prior Fiscal Year:

(2,129)

Includes:  Administrative and operational services and facilities to the general aviation community. Division maintains and operates the Suffolk Executive Airport to include runways, taxiways, hangar facilities, apron and tie down facilities, fueling facilities, required navigational equipment, and the airport café.  A transfer of $115,490 to support Airport operations from the General Fund to a Special Revenue Fund under the management of the Department of Economic Development.

City of Suffolk Adopted FY 2020-21 Operating and Capital Budget Downtown Business Overlay Tax District Fund - Executive Summary

Current Tax Rate: Proposed Tax Rate:

$ $

0.105 0.105

Adopted Tax Rate Adjustment:

% Change

DBOD

Adopted Revenues:

173,479

Adopted Expenditures:

173,479

Unfunded Gap:

Increase / (Decrease) from Prior Fiscal Year:

1,730

Includes: ď&#x192;&#x2DC; 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.

City of Suffolk Adopted FY 2020-21 Operating and Capital Budget Law Library Fund - Executive Summary % Change

Law Library

Adopted Revenues:

42,658

Adopted Expenditures:

42,658

Unfunded Gap:

Increase / (Decrease) from Prior Fiscal Year:

(0)

1,078

Includes: ď&#x192;&#x2DC; 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 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 of the library.

City of Suffolk Adopted FY 2020-21 Operating and Capital Budget RT. 17 Tax District Fund - Executive Summary

Current Tax Rate: Adopted R.E. Tax Rate:

$ $

0.24 0.24

Adopted Tax Rate Adjustment:

RT. 17 Tax District

% Change

Adopted Revenues:

1,982,163

16%

Adopted Expenditures:

1,982,163

16%

Unfunded Gap:

Increase / (Decrease) from Prior Fiscal Year:

267,146

Includes: ď&#x192;&#x2DC; Funding to promote infrastructure improvements to facilitate economic development and business attraction in the taxing district located in north Suffolk.

ď&#x192;&#x2DC; Transfer of debt service for payment of financed transportation improvements in the taxing district.

City of Suffolk Adopted FY 2020-21 Operating and Capital Budget Road Maintenance Fund - Executive Summary % Change

Road Maintenance

Adopted Revenues:

28,915,601

Adopted Expenditures:

28,915,601

Unfunded Gap:

Increase / (Decrease) from Prior Fiscal Year:

(0)

959,269

Includes: ď&#x192;&#x2DC; State Road Maintenance revenue based on City lane miles of: 1,265.75 secondary and 380.85 primary.

City of Suffolk Adopted FY 2020-21 Operating and Capital Budget Debt Fund - Executive Summary % Change

Debt

Adopted Revenues:

29,674,356

Adopted Expenditures:

29,674,356

709,538

Unfunded Gap:

Increase / (Decrease) from Prior Fiscal Year:

Includes:  Current annual debt service for General Government and RT17 Taxing District Projects.  Includes GO Bond Revenue for the following projects: Education: Major Repairs/Systems Replacement Parks & Recreation: Cypress Park and Pool Inclusive Playground Constant's North Park Public Buildings & Facilities: Central Library Public Safety: Fire Engines Aerial Ladder Truck College Drive Fire Station Transportation: Local Urban Intersections (N Pkwy/Bennett's Pasture Intersection/Kenyon Rd Connector) Pitchkettle Road Improvements Shoulders Hill Rd/RT17 Intersection Nansemond Pkwy/Wilroy Rd Flyover Relocation of Zone C Headquarters Portsmouth Blvd Sidewalk

3,500,000 1,512,500 300,000 350,000 4,021,000 838,503 1,417,792 3,800,000

1,030,000 851,407 3,510,243 459,757 1,650,000 554,301 23,795,503

FINANCIAL POLICY COMPLIANCE STATUS:  Debt as % of Assessed Value - 4% maximum  Debt as % of General Govt. Expense - 10% maximum

2% Projected 7.9% Projected

City of Suffolk Adopted FY 2020-21 Operating and Capital Budget Public Utilities - Executive Summary % Change

Public Utilities

Adopted Revenues:

61,039,200

Adopted Expenditures:

61,039,200

2,115,099

Unfunded Gap:

Increase / (Decrease) from Prior Fiscal Year: Includes:  New customer revenue projection of 575 ERUs (Equivalent Residential Units)  Adjustments to metered/non-metered water and sewer rates and meter service charge delayed for 90 days.  The following rate structure adjustments are effective October 1: FY 20 Water per 100 cubic feet (Oct. 1, 2020) $ 9.71 Sewer per 100 cubic feet (Oct. 1, 2020) $ 7.27 Meter Service Charge 5/8 inch & 3/4 inch meter (October 1, 2020) $ 11.25 Water Availability Charge - Single Family $ 5,520 Sewer Availability Charge - Single Family $ 6,000

FY 21 $ $ $ $ $

9.97 7.54 12.75 5,520 6,000

% Change 3% 4% 13% 0% 0%

 Transfer of $6.190M to cash fund Public Utilities Capital Projects.

FINANCIAL POLICY COMPLIANCE STATUS:  Utility Fund Financial Independence of the General Fund  Unrestricted Cash and Long Term Investments Balance at 25% of operations  Bond amortization not to exceed useful life of projects financed  Debt Service Coverage Ratio of 1.15 or greater

Yes 83% Yes 1.15

City of Suffolk Adopted FY 2020-21 Operating and Capital Budget Stormwater Fund - Executive Summary

Current Monthly Fee per ERU: Adopted Monthly Fee per ERU:

$ $

6.00 6.00

% Change

Stormwater

Adopted Revenues:

6,660,706

Adopted Expenditures:

6,660,706

363,521

Unfunded Gap:

Increase / (Decrease) from Prior Fiscal Year:

Includes: ď&#x192;&#x2DC; Mandated provision of Stormwater management services citywide to include mosquito control services.

City of Suffolk Adopted FY 2020-21 Operating and Capital Budget Transit Fund - Executive Summary % Change

Transit

Adopted Revenues:

1,931,709

14%

Adopted Expenditures:

1,931,709

14%

Unfunded Gap:

Increase / (Decrease) from Prior Fiscal Year:

232,565

Includes:  Outsource of service delivery via Virginia Regional Transit Authority.  Capital acquisition of (2) 19 passenger bus.  One hour increase to Pink Route (Downtown/North Suffolk/HRT Connector) weekday service hours.

City of Suffolk Adopted FY 2020-21 Operating and Capital Budget Refuse Fund - Executive Summary

Current Monthly Fee per Household: Adopted Monthly Fee per Household (Jan. 1, 2021):

$ $

21.30 25.25

% Change

Refuse

Adopted Revenues:

10,294,673

13%

Adopted Expenditures:

10,294,673

13%

Unfunded Gap:

Increase / (Decrease) from Prior Fiscal Year:

(0)

1,203,023

Includes:  Provides for Citywide Refuse, Recycling, Bulk Refuse pick up and Landfill post closure planning and management.  Provides for Citywide residential refuse and recycling pick-up to an estimated 30,680 households.  Compliance plan for State 25% citywide recycling requirement.  $3.95 per month fee increase beginning Jan. 1, 2021 to maintain continuous level of service for recycling and address increasing disposal costs at SPSA regional landfill.

City of Suffolk Adopted FY 2020-21 Operating and Capital Budget Grants Fund - Executive Summary % Change

Grants

Adopted Revenues:

660,129

Adopted Expenditures:

660,129

Unfunded Gap:

Increase / (Decrease) from Prior Fiscal Year:

Includes: ď&#x192;&#x2DC; $660,129 in local cash match funds to leverage State and Federal grant opportunities for the City.

City of Suffolk Adopted FY 2020-21 Operating and Capital Budget Fleet Fund - Executive Summary % Change

Fleet

Adopted Revenues:

15,260,520

Adopted Expenditures:

15,260,520

Unfunded Gap:

Increase / (Decrease) from Prior Fiscal Year:

(0)

492,349

Includes:  Cost estimate for fuel of $2.44 per gallon (govt. secured rate).  $2.4M cash funding for fleet equipment additions and replacements due to cost and safety factors.

City of Suffolk Adopted FY 2020-21 Operating and Capital Budget Information Technology Fund - Executive Summary

Information Technology

% Change

Adopted Revenues:

11,530,356

14%

Adopted Expenditures:

11,530,356

14%

1,442,789

Unfunded Gap:

Increase / (Decrease) from Prior Fiscal Year:

Includes: ď&#x192;&#x2DC; Funding for citywide technology support services including: - information technology disaster recovery - website maintenance - telecommunications, radio and tower services - network infrastructure - internet services - numerous and varied hardware and software program support

City of Suffolk Adopted FY 2020-21 Operating and Capital Budget Risk Fund - Executive Summary % Change

Risk

Adopted Revenues:

19,943,061

-3%

Adopted Expenditures:

19,943,061

-3%

Unfunded Gap:

Increase / (Decrease) from Prior Fiscal Year:

(0)

(598,110)

Includes:  Mandated coverage of workman's compensation, public safety "line of duty" benefits, and employee drug and alcohol screenings.  Mandated provision of health insurance benefits to employees with employer/employee cost sharing formula.  Mandated funding of required contribution to retiree benefits per GASB 45 OPEB ruling.

FINANCIAL POLICY COMPLIANCE STATUS:  Projected compliance for Risk Stabilization Reserve of 20% of anticipated claims.

Yes

City of Suffolk Adopted FY 2020-21 Operating and Capital Budget School Operating Fund - Executive Summary % Change

Schools

Adopted Revenues:

180,999,048

Adopted Expenditures:

180,999,048

Unfunded Gap:

Increase / (Decrease) from Prior Fiscal Year:

(0)

7,174,548

Includes:  $1.5M increase in local support for Suffolk Public Schools operations.

Request: $

 Additional local appropriation request for funding of $3,940,000.

3,940,000

Adopted: $ 1,500,000

Operating Fund

Year to Year Comparative Data Adopted FY 20 Requested FY 21 Adopted FY 21 % Change $ 153.0 $ 162.8 $ 160.3 4.77%

Lease of Building

0.5

0.4

-20.00%

Grant Fund

11.7

12.2

4.27%

Food Services Fund

8.6

8.0

-6.98%

Operating Request: $

173.8

183.5

180.9

4.09%

School Debt Service: $

11.6

11.4

-1.72%

Total School Funding: $

185.4

194.9

192.3

3.72%

Student Population: September Enrollment: Average Daily Membership: * Spending Per Pupil:

14,265 13,800

14,325 13,800

0% 0%

13,435

14,123

13,935

3.72%

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

Summary of Revenues and Expenditures for All Funds FY 2019 - FY 2021 FY 2019 Actual REVENUES General Property Taxes Other Local Taxes Permits, Fees, and Regulatory Licenses Fines and Forfeitures Use of Money and Property Charges for Services Miscellaneous Revenue Recovered Costs Revenue from the Commonwealth Revenue from the Federal Government Fund Transfers In Long Term Debt Issuance Fund Balance TOTAL REVENUES EXPENDITURES - by Function General Government Judicial Public Safety Public Works Public Utilities Health & Welfare Education Parks, Recreation & Cultural Community Development Other Public Services Non-Departmental Debt Fund Transfers Out TOTAL EXPENDITURES

FY 2020 Budget

135,733,217 46,250,834 2,430,966 1,179,109 5,843,854 110,825,503 4,191,992 1,371,718 142,266,128 24,046,923 110,009,748 19,127,718 603,277,708

35,605,516 9,632,201 63,964,525 69,562,367 21,926,214 13,634,568 173,143,215 13,514,021 8,396,726 4,561,987 20,640,652 43,592,241 109,962,408 588,136,641

FY 2021 Budget

135,679,043 45,850,000 2,170,475 1,040,000 2,954,998 117,614,049 2,908,000 949,423 161,820,735 21,656,753 106,803,615 27,040,510 12,909,942 639,397,543

44,646,521 9,312,919 70,893,012 92,929,963 36,868,125 14,507,652 176,399,500 14,333,726 8,666,454 4,710,387 7,888,727 51,436,941 106,803,614 639,397,543

142,402,006 45,100,000 1,735,700 1,060,000 1,799,070 118,488,868 3,528,000 949,243 157,330,757 23,856,617 109,074,805 28,635,503 16,940,728 650,901,297

48,728,189 9,390,114 72,688,725 81,967,170 33,941,718 15,545,111 184,574,048 15,216,233 9,006,442 6,956,842 8,278,811 55,533,090 109,074,805 650,901,297

Projected Fund Balances - June 30, 2020

202,919,056

Projected Fund Balances - June 30, 2021

191,244,755

Notes: FY 2019 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. Fund Balances include nonspendable, restricted, unrestricted, committed, assigned, and unassigned fund balance classifications.

City of Suffolk All Funds Revenues and Expenditures Summary FY 2020 - 2021 Adopted Operating and Capital Budget

General Fund REVENUES General Property Taxes Other Local Taxes Permits, Fees, and Regulatory Licenses Fines and Forfeitures Use of Money and Property Charges for Services Miscellaneous Revenue Recovered Costs Revenue from Commonwealth Revenue from Federal Government Fund Transfers In Long Term Debt Issuance Fund Balance TOTAL REVENUES EXPENDITURES - by Function General Government Judicial Public Safety Public Works Public Utilities Health & Welfare Education Parks, Recreation & Cultural Community Development Other Public Services Non-departmental Debt Fund Transfers Out TOTAL EXPENDITURES Fund Balances - June 30, 2019

140,246,364 45,100,000 1,365,700 810,000 1,176,706 3,413,856 992,000 697,037 22,305,960 5,084,374 2,907,451 1,000,000 225,099,449

11,358,194 9,347,456 65,282,430 5,515,804 15,545,111 11,528,733 7,291,692 1,242,101 852,472 97,135,456 225,099,449

73,858,094

Downtown Business Overlay Taxing District Fund

Aviation Fund $

242,964 695,000 115,490 1,053,454

173,479 173,479

988,910 64,544 1,053,454

173,479 173,479

Projected Fund Balances - June 30, 2020

72,683,094

Appropriations to/from Fund Balances during the year - FY 21

(1,000,000)

Projected Fund Balances - June 30, 2021

71,683,094

Notes: General Fund: $1M budgeted from General Fund unassigned fund balance for one-time capital projects.

City of Suffolk All Funds Revenues and Expenditures Summary FY 2020 - 2021 Adopted Operating and Capital Budget

Law Library Fund

Transit Fund REVENUES General Property Taxes Other Local Taxes Permits, Fees, and Regulatory Licenses Fines and Forfeitures Use of Money and Property Charges for Services Miscellaneous Revenue Recovered Costs Revenue from Commonwealth Revenue from Federal Government Fund Transfers In Long Term Debt Issuance Fund Balance TOTAL REVENUES EXPENDITURES - by Function General Government Judicial Public Safety Public Works Public Utilities Health & Welfare Education Parks, Recreation & Cultural Community Development Other Public Services Non-departmental Debt Fund Transfers Out TOTAL EXPENDITURES Fund Balances - June 30, 2019

1,910,831 20,878 1,931,709

590,173

Projected Fund Balances - June 30, 2020

590,173

29,674,356 29,674,356

226,212

219,632

38,750 3,908 42,658

42,658 42,658

590,173

Appropriations to/from Fund Balances during the year - FY 21 Projected Fund Balances - June 30, 2021

85,000 18,500 279,617 628,643 919,949 1,931,709

Debt Service Fund

(3,908) $

215,724

Notes: Law Library Fund: $3,908 budgeted from Law Library Fund restricted fund balance for one-time expenses.

City of Suffolk All Funds Revenues and Expenditures Summary FY 2020 - 2021 Adopted Operating and Capital Budget

Utility Fund REVENUES General Property Taxes Other Local Taxes Permits, Fees, and Regulatory Licenses Fines and Forfeitures Use of Money and Property Charges for Services Miscellaneous Revenue Recovered Costs Revenue from Commonwealth Revenue from Federal Government Fund Transfers In Long Term Debt Issuance Fund Balance TOTAL REVENUES

Information Technology Fund

- $ 364,400 54,384,800 100,000 6,190,000 61,039,200 $

- $ 12,857,420 2,403,100 15,260,520 $

11,530,356 11,530,356

- $ 24,161,718 50,000 4,586,045 25,264,625 6,976,812 61,039,200 $

- $ 14,714,648 31,432 134,300 380,140 15,260,520 $

10,798,469 164,053 278,196 289,637 11,530,356

39,691,979 $

13,461,431 $

(315,505)

Projected Fund Balances - June 30, 2020

36,471,089

11,561,181

(315,505)

Appropriations to/from Fund Balances during the year - FY 21

(2,495,112)

(2,403,100)

EXPENDITURES - by Function General Government Judicial Public Safety Public Works Public Utilities Health & Welfare Education Parks, Recreation & Cultural Community Development Other Public Services Non-departmental Debt Fund Transfers Out TOTAL EXPENDITURES Fund Balances - June 30, 2019

Projected Fund Balances - June 30, 2021

Fleet Management Fund

33,975,977 $

9,158,081 $

(315,505)

Notes: Utility Fund: $6.2M budgeted from Utility Fund unrestricted fund balance for cash funded water and sewer capital projects. $3.7M contribution to reserve for policy compliance. Fleet Management Fund: $2.4M budgeted from Fleet Management Fund unrestricted fund balance for cash funded vehicle and equipment purchases.

City of Suffolk All Funds Revenues and Expenditures Summary FY 2020 - 2021 Adopted Operating and Capital Budget

Risk Mgmt. Fund REVENUES General Property Taxes Other Local Taxes Permits, Fees, and Regulatory Licenses Fines and Forfeitures Use of Money and Property Charges for Services Miscellaneous Revenue Recovered Costs Revenue from Commonwealth Revenue from Federal Government Fund Transfers In Long Term Debt Issuance Fund Balance TOTAL REVENUES EXPENDITURES - by Function General Government Judicial Public Safety Public Works Public Utilities Health & Welfare Education Parks, Recreation & Cultural Community Development Other Public Services Non-departmental Debt Fund Transfers Out TOTAL EXPENDITURES Fund Balances - June 30, 2019

16,391,387 3,551,675 19,943,061

19,780,396 111,329 51,336 19,943,061

12,239,661

Route 17 Taxing District Fund $

1,982,163 1,982,163

1,916,561

3,538,871

1,916,561

Appropriations to/from Fund Balances during the year - FY 21

(3,551,675)

1,571,539

8,706,475

3,488,100

8,729,711 600,000 250,206 714,754 10,294,673

9,600,429 259,043 167,750 267,451 10,294,673

12,258,150

1,571,539 410,624 1,982,163

Projected Fund Balances - June 30, 2020

Projected Fund Balances - June 30, 2021

Refuse Fund

3,065,287 (714,754) $

2,350,533

Notes: Risk Management Fund: $3.5M budgeted from Risk Management Fund unrestricted fund balance to provide a health savings credit to all departments and funds. Refuse Fund: $714,754 budgeted from Refuse Fund restricted fund balance for one-time expenses.

City of Suffolk All Funds Revenues and Expenditures Summary FY 2020 - 2021 Adopted Operating and Capital Budget Stormwater Management Fund

Road Maintenance Fund REVENUES General Property Taxes Other Local Taxes Permits, Fees, and Regulatory Licenses Fines and Forfeitures Use of Money and Property Charges for Services Miscellaneous Revenue Recovered Costs Revenue from Commonwealth Revenue from Federal Government Fund Transfers In Long Term Debt Issuance Fund Balance TOTAL REVENUES

370,000 250,000 15,000 1,307,056 22,500 2,000 24,390,615 2,558,430 28,915,601

26,361,783 249,003 2,304,815 28,915,601

Fund Balances - June 30, 2019

13,695,529

3,078,288

49,339,477

Projected Fund Balances - June 30, 2020

11,821,090

3,308,827

Appropriations to/from Fund Balances during the year - FY 21

(2,558,430) 9,262,660

12,185,622 2,407,500 12,022,250 28,635,503 389,861 55,640,736

6,131,000 7,406,295 20,191,330 9,780,000 3,575,000 3,687,500 1,714,750 2,765,000 389,861 55,640,736

6,531,706 129,000 6,660,706

5,409,697 453,895 13,863 783,251 6,660,706

Projected Fund Balances - June 30, 2021

Capital Projects Fund

49,339,477

(129,000) $

3,179,827

(389,861) $

48,949,616

Notes: Road Maintenance Fund: $2.5M budgeted from Road Maintenance Fund restricted fund balance for one-time equipment purchases. Stormwater Management Fund: $129,000 budgeted from Stormwater Management Fund unrestricted fund balance for one-time mosquito control expenses. Capital Projects Fund: $389,861 budgeted from Capital Projects Fund restricted fund balance for debt service associated with proffer payments received for the construction of the new Colonel Fred Cherry Middle School.

City of Suffolk All Funds Revenues and Expenditures Summary FY 2020 - 2021 Adopted Operating and Capital Budget

Grants Fund REVENUES General Property Taxes Other Local Taxes Permits, Fees, and Regulatory Licenses Fines and Forfeitures Use of Money and Property Charges for Services Miscellaneous Revenue Recovered Costs Revenue from Commonwealth Revenue from Federal Government Fund Transfers In Long Term Debt Issuance Fund Balance TOTAL REVENUES

Schools Fund 660,129 660,129

$ $

660,129 660,129

Fund Balances - June 30, 2019

Grand Total

3,218,826 1,100,000 98,168,943 15,736,100 62,775,180 180,999,048

180,999,048 180,999,048

142,402,006 45,100,000 1,735,700 1,060,000 1,799,070 118,488,868 3,528,000 949,243 157,330,757 23,856,617 109,074,805 28,635,503 16,940,728 650,901,297

48,728,189 9,390,114 72,688,725 81,967,170 33,941,718 15,545,111 184,574,048 15,216,233 9,006,442 6,956,842 8,278,811 55,533,090 109,074,805 650,901,297

211,320,771

Projected Fund Balances - June 30, 2020

202,919,056

Appropriations to/from Fund Balances during the year - FY 21

(11,674,301)

Projected Fund Balances - June 30, 2021

191,244,755

REVENUE ANALYSIS General Fund The General Fund is the primary operating fund of the City. It provides the financial resources for the majority of City programs and services including general administration, capital programs, courts, economic development, planning, zoning, and inspections, health and social services, libraries, public safety, public works, parks and recreation, and tourism. General Fund revenue is comprised of general property tax revenue (62%), other local tax revenue (20%), revenue from fees and charges (4%), state revenue (10%), federal revenue (2%), and fund transfers (2%). General Fund revenue is projected to increase 2.8% over the previous year budget in FY 21 to $225M.

General Fund Revenue FY 18 Actual General Property Taxes

Other Local Taxes

FY 19 Actual

FY 20 Budget

FY 20 Projected

FY 21 Adopted

125,207,480 $ 133,783,121 $ 133,792,277 $ 136,165,881 $ 140,246,364 45,736,944

46,250,834

45,850,000

48,888,636

45,100,000

9,204,034

10,566,168

9,517,019

12,067,338

8,455,299

20,291,781

21,361,817

21,207,551

21,434,814

22,305,960

Federal Revenue

4,919,215

5,946,341

4,978,215

4,994,621

5,084,374

Fund Transfers

2,350,066

2,443,701

3,695,930

2,695,930

3,907,451

Revenue from Fees and Charges State Revenue

207,709,520 $ 220,351,982 $ 219,040,992 $ 226,247,220 $ 225,099,448

General Fund Revenue State 10%

Federal 2%

Fund Transfers 2%

Fees & Charges 4%

Other Local Taxes 20%

General Property Taxes 62%

General Property Taxes General property taxes account for approximately 62% of General Fund revenue and consist of taxes on real estate, personal property (i.e. 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 Cityâ&#x20AC;&#x2122;s largest source of revenue, comprising 49% of General Fund revenue. A 5% or $4.8M increase in real estate tax revenue is projected in FY 21 which is attributed to assessed value growth and new construction. The assessed value of real estate increased 2.1% due to reassessment. Assessed value growth of existing properties accounted for 1.87% of the increase, while new construction garnered 2.04% of the total increase in assessed value. The real estate tax rate will remain at $1.11 per $100 of assessed value in FY 21. Personal property tax revenue, which accounts for nearly 10% of General Fund revenue, is projected to increase 7% or $1,575,894 in FY 21. The projected increase is based on analysis of current assessed values and historic trends.

Real and Personal Property Tax Revenue $104.0M $100,000,000

$91.8M

$95.5M

$106.6M

$110.7M

$97.6M

$80,000,000

$60,000,000

$40,000,000 $19.8M

$20.7M

$22.0M

$23.8M

$23.4M

$23.5M

$20,000,000

$0 FY 16 Actual FY 17 Actual FY 18 Actual FY 19 Actual

Real Property

FY 20 Projected

FY 21 Budget

Personal Property

Other Local Taxes Other local taxes include levies on sales and use, communications sales, utilities, business licenses, motor vehicle licenses, bank stock, recordation and probate, tobacco, admissions, lodging and meals. Other local tax revenue is projected to decrease 2% or $750,000 in FY 21. Local taxes driving the 2% decrease include lodging tax (-43%), admissions tax (-29%), and communications sales tax (-7%). Sales and use, business license, and meals tax revenue were revised downward from initial projections due to the COVID-19 pandemic. New residential, office, commercial, retail, and restaurant developments in central and northern Suffolk have bolstered local tax revenue in recent years. 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 at $8.4M in FY 21 or 11% decrease over the previous year budget. The decrease is attributed to interest rate reductions by the Federal Reserve, which will negatively impact interest on investments and bond proceeds, and a projected decline in recreation and special event fee revenue due to the COVID-19 pandemic. Revenue from Fees and Charges $14,000,000 $12.0M $12,000,000

$10.5M $9.2M

$10,000,000 $8,000,000

$7.5M

$8.1M

$8.2M

FY 16 Actual

FY 17 Actual

$8.4M

$6,000,000 $4,000,000 $2,000,000 $0 FY 15 Actual

FY 18 Actual

FY 19 FY 20 FY 21 Actual Projected Budget

Permits, Privilege Fees, and Regulatory Licenses Revenue from permits, privilege fees, and regulatory licenses consists of fees for animal licenses, land use applications, land transfers, zoning, use and ordinances, building and weapons permits, borrow pit fees, and fishing and other miscellaneous permits. Revenue from permit, privilege fees and regulatory licenses are projected to increase 1% or approximately $19,225 in FY 21. The slight increase in revenue is due to zoning use and ordinance fees and miscellaneous permits which have trended higher in recent years.

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 3% or approximately $20,000 in FY21. The increased revenue is due to false alarm violations fees which have trended higher the last two years. Revenue from Use of Money and Property Revenue from the use of money and property consists of interest earned on investments, bond proceeds, and the rental of City facilities. A decrease of $1,094,240 is projected in FY 21 due to interest rate reductions on investments and bond proceeds by the Federal Reserve to address the COVID-19 pandemic. Charges for Services Charges for Services include 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. Revenue from Charges for Services is projected to decrease 1% or $28,535 in FY 21. The decrease is attributable to a projected decline in fees received for recreation and special events due to closures and activity cancelations resulting from the COVID-19 pandemic. 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. Miscellaneous revenue is projected to slightly increase by $22,000 in FY 21. Recovered Costs Recovered costs include reimbursements from other governmental agencies such as Suffolk Public Schools and the Western Tidewater Community Service Board for services provided to these entities by City departments. Recovered cost revenue is projected to remain flat in FY 21. State Revenue Revenue from the Commonwealth of Virginia represents approximately 10% of General Fund revenue and includes non-categorical aid, shared expenses, and categorical aid. State revenue is projected to increase by 5% or approximately $1,098,409 in FY 21. The increase is primarily due to an increase in Childrenâ&#x20AC;&#x2122;s Services Act and Wireless E911 grant funding. 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 increase by 2% in FY 21 due to an increase in Police House Bill 599 funding. 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 Commonwealthâ&#x20AC;&#x2122;s Attorney, Sheriff, the Commissioner of the Revenue, Treasurer, Voter Registrar, and Circuit Court Clerk. State shared expense revenue is projected to remain flat in FY 21.

Categorical Aid The City receives categorical aid from the Commonwealth of Virginia for specific locally administered programs and services including social services, public safety, courthouse maintenance, and library services. Categorical aid is projected to increase 19% in FY 21 to $5.2M based on state aid estimates for social services and E911 programs. 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 2% or approximately $106,159 in FY 21.

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 budget for FY 21 is $55.6M which represents a 14% decrease over FY 20. 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 in FY21: $23.8M general obligation bonds (43%), $14.6M state and federal funds (26%), $7.3M transfer from other funds (13%), $3.6M public utility bonds (7%), $5.2M general funds cash (9%) and $1.2M information technology bonds (2%).

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 general government projects that are debt financed. Revenues in this fund are derived through the transfer of funds from the General Fund, Road Maintenance Fund, and the Route 17 Special Taxing District Fund. The Debt Service Fund budget will increase 2% in FY 21 to $29.7M. Special Revenue Funds Special Revenue Funds provide for revenue derived from specific sources other than major capital projects that are restricted by legal and regulatory provisions to finance specific activities. Downtown Business Overlay Taxing District Fund 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 districtâ&#x20AC;&#x2122;s boundaries. The projected DBOD revenue for FY 21 is projected to slightly increase by 1% to $173,479. 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 21 is $28.9M, a 3% increase over FY 20. The increase is due primarily to use of fund balance for onetime equipment purchases in FY 21. State revenue, which is based on a funding formula accounting for roadway miles in the City, is projected to increase by 1% to $24.4M in FY 21. Consolidated Grants Fund The Consolidated Grants Fund accounts for revenues and expenditures of grant and local matching funds provided for various programs and services. Budgeted revenue includes a transfer from the General Fund, which is used for required local matching funds to state and federal grants accepted and appropriated during the fiscal year. The Consolidated Grants Fund budget for FY 21 remains flat at $660,129. 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 21 is $42,658, a 3% increase over FY 20. Route 17 Special Taxing District Fund The Route 17 Special Taxing District Fund accounts 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 districtâ&#x20AC;&#x2122;s boundaries. The projected revenue for FY 21 is $1,982,163, a 16% increase over FY 20 due to an increase in real estate assessed values.

Aviation Facilities Fund The Aviation Facilities Fund accounts for the revenues and expenditures of the Suffolk Executive Airport. Fund revenues are comprised of fuel sales (64%), rental of facilities such as airport hangars (23%), miscellaneous revenue to include an airport usage fee (2%), and the transfer of funding support from the General Fund (11%). The Aviation Facilities Fund budget for FY 21 remains flat at approximately $1.1M. Transit Fund The Transit Fund accounts for the revenues and expenditures of Suffolkâ&#x20AC;&#x2122;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 General Fund transfers (48%), state and federal funding (47%), fare collections (4%), and miscellaneous revenue (1%). The Transit Fund budget for FY 21 is approximately $1.9M, a 14% increase over FY 20 due to a projected increase in local and state funding. 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 provides for water and sewer services to City residents and businesses. All activities necessary to provide these 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 21 is approximately $61M, a 4% increase over FY20. 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. New customer or equivalent residential units (ERU) are projected at 575 ERUs in FY21, an increase of 100 ERUs over FY20 due to increasing residential and commercial growth. Consumption based water and sewer rates will remain at FY20 rates for 90 days in FY21 to minimize financial impacts to citizens. Beginning October 1, 2020 the following utility rates will be increased: the water rate will increase $.26 per 100 cubic feet, the sewer collection rate will increase $.27 per 100 cubic feet, and meter service charges will increase $1.50 per month.

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 21 is approximately $6.7M, a 6% increase over FY 20, which is attributale to an increase in equivalent residential units, sale of services to other funds, and use of fund balance. 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, sale of service to other City funds, and landfill host fee revenue. The Refuse Fund budget for FY 21 is approximately $10.3M, a 13% increase over FY 20. The FY 21 monthly refuse collection fee will remain flat at $21.30 for six months to assist in offsetting the financial impact to citizens due to the COVID-19 pandemic. The refuse fee will increase in January 2021 to $25.25 per month to address cost requirements of trash disposal at the regional landfill and changes in the recycling market. 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 provides for the operation and maintenance of the City’s technology infrastructure including computer, software, 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 21 is approximately $11.5M, a 14% increase over FY 20. Fleet Management Fund The Fleet Management Fund accounts for the revenue and expenditures of the City’s centralized fleet management program including vehicle and equipment acquisition, maintenance, repairs, and fuel. Operating costs are allocated to city departments and agencies that use fleet equipment and assets on a cost reimbursement basis. The Fleet Management Fund budget for FY 21 is approximately $15.2M, a 3% increase over FY 20. 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. The Fund derives revenue from the allocation of costs to City departments based on insured asset values, the number of employees per department, and estimated premiums and claims for the year. The Risk Management Fund budget for FY 21 is approximately $19.9M, a 3% decrease over FY20. 67

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 21 is approximately $180.9M, a 4% increase over FY 20. The increase is primarily due to a $5.9M increase in state, federal, and other funding for education and a $1.5M increase in local funding.

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General Operating Fund

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CITY OF SUFFOLK, VIRGINIA ADOPTED FY 2020-21 OPERATING AND CAPITAL BUDGET GENERAL FUND Revenue Summary

Revenue Type

2017-2018 Actual

2018-2019 Actual

2019-2020 Budget

2020-2021 Adopted

110,770,470 4,600,000 23,575,894 1,300,000

Budget % Change

GENERAL PROPERTY TAXES Real Property Public Service Corporation Taxes Personal Property Penalties and Interest on Taxes

97,643,722 $ 4,344,058 22,008,594 1,211,106

104,046,836 $ 4,605,519 23,835,395 1,295,372

105,992,277 $ 4,600,000 22,000,000 1,200,000

5% 0% 7% 8%

Total General Property Taxes

125,207,480 $

133,783,121 $

133,792,277 $

140,246,364

10,977,388 3,212,841 4,839,131 7,552,220 2,354,440 675,738 1,866,957 1,971,283 387,581 1,787,927 10,111,438

10,421,185 3,001,565 4,799,814 8,095,262 2,472,521 691,626 1,697,180 1,955,756 366,992 1,762,778 10,986,154

11,300,000 3,000,000 4,700,000 7,500,000 2,400,000 650,000 1,800,000 1,900,000 350,000 1,750,000 10,500,000

11,300,000 2,800,000 4,700,000 7,500,000 2,400,000 650,000 1,800,000 1,900,000 250,000 1,000,000 10,800,000

0% -7% 0% 0% 0% 0% 0% 0% -29% -43% 3%

45,736,944 $ 170,944,424 $

46,250,834 $ 180,033,955 $

45,850,000 $ 179,642,277 $

45,100,000 185,346,364

-2% 3%

31,311 14,610 3,281 373,590 886,897 57,656 100,497 1,620 625

24,260 17,790 2,977 302,246 839,424 43,790 90,918 1,170 1,450

35,000 15,000 3,000 262,500 918,750 45,000 65,000 1,600 625

OTHER LOCAL TAXES Sales and Use Tax Communications Sales Tax Utility Taxes ( Electric / Gas) Business License Tax Motor Vehicle License Tax / Fee Bank Stock Tax Recordation & Probate Tax Tobacco Tax Admissions Tax Lodging Tax Meals Tax Total Other Local Taxes TOTAL LOCAL TAX REVENUE

$ $

PERMITS, PRIVILEGE FEES, AND REGULATORY LICENSES Animal License Land Use Application Fee Land Transfer Fee Zoning, Use and Ordinance Fee Building Permits Weapons Permits Borrow Pit Fees Fishing Permits Miscellaneous Permits Total Permits, Privilege Fees, and Regulatory Licenses

1,470,087 $

1,324,025 $

1,346,475 $

35,000 15,000 3,000 300,000 900,000 45,000 65,000 1,300 1,400

0% 0% 0% 14% -2% 0% 0% -19% 124%

1,365,700

500,000 140,000 170,000

0% 0% 13%

FINES & FORFEITURES General District Court Fines Parking Fines and Violation Fees False Alarm Violation Fees Total Fines & Forfeitures

547,450 175,092 161,766 $

884,308 $

510,627 144,773 179,572 834,973 $

500,000 140,000 150,000 790,000 $

810,000

REVENUE FROM USE OF MONEY AND PROPERTY Interest on Investments Interest on Bond Proceeds Municipal Center Building Rent Park Facility Use Fees Recreational Building Rental Antenna Space Rental Vending Machine Commission Other Rentals Total Revenue from Use of Money and Property

576,456 1,067,338 205,148 27,933 101,215 28,800 18,488 4,675 $

2,030,053 $

1,369,489 1,215,050 217,468 21,317 158,659 28,800 15,994 4,675 3,031,452 $

800,000 1,100,000 217,471 20,000 100,000 28,800 4,675 2,270,946 $

400,000 400,000 217,471 20,000 100,000 34,560 4,675

-50% -64% 0% 0% 0% 20% 0%

1,176,706

-48%

CITY OF SUFFOLK, VIRGINIA ADOPTED FY 2020-21 OPERATING AND CAPITAL BUDGET GENERAL FUND Revenue Summary 2017-2018 Actual

Revenue Type

2018-2019 Actual

2019-2020 Budget

2020-2021 Adopted

Budget % Change

CHARGES FOR SERVICES Excess Fees - Circuit Court Clerk Sheriff's Fees (Serving Court Papers) Court Appointed Attorney Fees Court Security Fee Commonwealth Attorney's Fees Police Fire & Rescue EMS Fee Animal Control Fees Recreation & Special Event Fees Library Fines and Charges Tourism Special Event Fees Charges for Planning & Community Development Sale of Service - Capital Projects Administration Sale of Service - Road Maintenance (Police Weights & Measures) Sale of Service - Road Maintenance Fund (Landscape by P&R) Sale of Service - PW Outreach Grave Openings Total Charges for Services

99,389 5,787 18,102 113,192 11,556 39,612 22,786 1,722,296 51,965 927,991 19,284 16,442 5 48,792 103,631 22,925 51,404 $

3,275,161 $

81,287 5,787 18,639 96,790 10,507 41,373 16,253 2,099,186 42,573 896,118 26,919 24,720 22 48,543 115,025 8,793 69,463 3,601,996 $

85,000 5,787 18,000 120,000 10,000 30,000 15,000 1,975,594 50,000 900,000 18,000 27,400 100 15,000 115,000 7,500 50,000 3,442,381 $

85,000 5,787 18,000 120,000 10,000 35,000 15,000 2,201,419 50,000 600,000 20,000 26,100 50 55,000 115,000 7,500 50,000

0% 0% 0% 0% 0% 17% 0% 11% 0% -33% 11% -5% -50% 267% 0% 0% 0%

3,413,856

-1%

3,000 1,000 6,000 700,000 275,000 7,000

0% -75% 0% 0% 10% 0%

MISCELLANEOUS REVENUE SRHA - Payment in Lieu of Taxes Sale of Salvage/Surplus Property Sale of Real Estate Delinquent Tax Collection Fee Miscellaneous Revenue Sales - Tourism Total Miscellaneous Revenue

8,744 10,666 749,434 163,540 16,705 $

949,089 $

1,105 8,283 701,237 272,272 10,506 993,402 $

3,000 4,000 6,000 700,000 250,000 7,000 970,000 $

992,000

100,000 496,537 100,000 500

5% -1% 0%

697,037 8,455,299

0% -11%

RECOVERED COSTS Reimbursement - Other Localities Reimbursement - School Board Reimbursement - Community Service Board Reimbursement - Extradition of Prisoners Reimbursement - Jury Duty Compensation Total Recovered Costs TOTAL REVENUE FROM FEES / CHARGES

73,903 374,837 146,059 537 $ $

595,336 $ 9,204,034 $

150,489 425,079 204,056 696 780,319 $ 10,566,168 $

95,000 501,717 100,000 500 697,217 $ 9,517,019 $

REVENUE FROM THE COMMONWEALTH - NON CATEGORICAL AID Mobile Home Titling Tax Tax on Deeds - Grantors Tax Rolling Stock Tax Police House Bill 599 Personal Property Tax Relief Vehicle Rental Tax Total Non-Categorical Aid

21,641 369,677 128,377 2,853,820 10,169,730 183,121 $

13,726,367 $

45,042 362,634 253,256 2,959,412 10,169,730 221,046 14,011,120 $

25,000 350,000 130,000 2,959,411 10,169,730 150,000 13,784,141 $

25,000 350,000 130,000 3,200,896 10,169,730 150,000 14,025,626

0% 0% 0% 8% 0% 0% 2%

CITY OF SUFFOLK, VIRGINIA ADOPTED FY 2020-21 OPERATING AND CAPITAL BUDGET GENERAL FUND Revenue Summary 2017-2018 Actual

Revenue Type

2018-2019 Actual

2019-2020 Budget

2020-2021 Adopted

Budget % Change

SHARED EXPENSES Commonwealth Attorney Sheriff Commissioner of the Revenue Treasurer Registrar Circuit Court Clerk Total Shared Expenses

1,037,668 947,533 176,773 215,777 47,458 602,953 $

3,028,161 $

1,047,189 954,023 181,320 215,111 47,586 549,530 2,994,760 $

1,065,744 980,485 188,983 219,529 47,458 507,089 3,009,288 $

1,065,744 980,485 188,983 219,529 47,586 507,089 3,009,416

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

CATEGORICAL AID Asset Forfeiture Funds Jurors' Fees Courthouse Maintenance Fees Public Assistance Grants Comprehensive Services Act Property Seizure Program - Police Wireless E911 Grant Miscellaneous Grants Four for Life Grant - EMS Fire Programs Fund Economic Development Incentive Program Library Aid Total Categorical Aid TOTAL STATE REVENUE

$ $

23,139 24,033 39,479 1,742,163 839,581 50,034 235,603 95 80,663 282,780 60,000 159,683

10,507 9,030 35,581 2,302,599 1,058,309 24,809 373,523 229 86,896 292,774 161,681

20,000 40,000 2,669,809 945,928 200,000 81,046 292,774 164,565

10,000 40,000 2,726,971 1,631,877 300,000 86,512 308,072 167,486

-50% 0% 2% 73% 50% 7% 5% 2%

3,537,253 $ 20,291,781 $

4,355,938 $ 21,361,817 $

4,414,122 $ 21,207,551 $

5,270,918 22,305,960

19% 5%

7,396 21,914 4,870,412 19,493

29,510 20,390 5,874,233 22,207

4,958,215 20,000

5,064,374 20,000

2% 0%

5,084,374

REVENUE FROM THE FEDERAL GOVERNMENT - NON CATEGORICAL AID Property Seizure Program - Police Public Safety DEA Overtime Public Assistance Grants Refuge Revenue Sharing (Dismal Swamp) TOTAL FEDERAL REVENUE

FUND TRANSFERS Transfer from Fund Balance Indirect Cost Return: Transfer from Road Maintenance Fund Transfer from Transit Transfer from Aviation Fund Transfer from Utility Fund Transfer from Stormwater Fund Transfer from Refuse Fund Transfer from Fleet Management Fund Transfer from Information Technology Fund Transfer from Risk Management Fund

4,919,215 $

5,946,341 $

4,978,215 $

1,000,000

571,885 18,027 51,046 644,822 284,527 235,036 311,652 182,629 50,442

664,438 1,480 61,577 651,324 276,291 228,279 291,159 220,111 49,042

802,494 6,194 49,554 544,139 421,959 293,539 329,236 204,476 44,339

763,402 20,878 64,544 786,812 283,251 267,451 380,140 289,637 51,336

TOTAL OTHER REVENUE

2,350,066 $

2,443,701 $

3,695,930 $

3,907,451

TOTAL REVENUES

207,709,517 $

220,351,982 $

219,040,993 $

225,099,449

-5% 237% 30% 45% -33% -9% 15% 42% 16% 6% 2.8%

CITY OF SUFFOLK, VIRGINIA ADOPTED FY 2020-21 OPERATING AND CAPITAL BUDGET GENERAL FUND Expenditure Summary Budget 2017-2018

2018-2019

2019-2020

2020-2021

Actual

Budget

Request

Incr

Adopted

Change

GENERAL GOVERNMENT City Council

City Manager

357,203 $

393,821 $

434,207 $

555,129

28% $

471,059

1,048,200

1,041,615

1,107,573

1,111,611

1,107,984

330,681

338,021

354,633

354,634

352,847

-1%

City Attorney

1,045,912

1,045,437

1,090,671

1,092,672

1,163,969

Human Resources

1,090,225

1,062,910

1,030,036

1,129,625

10%

1,045,276

Commissioner of the Revenue

1,153,618

1,064,261

1,135,083

1,181,364

1,105,344

-3%

Assessor

1,674,250

1,677,047

1,745,106

1,997,102

14%

1,858,196

Treasurer

1,585,431

1,523,710

1,636,998

1,743,393

1,644,388

Finance

1,500,378

1,434,164

1,555,021

1,727,035

11%

1,583,291

Purchasing

339,181

318,606

331,860

331,670

331,989

Registrar

452,307

505,640

640,040

688,787

693,851

10,577,387 $

10,405,231 $

11,061,228 $

11,358,194

Budget & Strategic Planning

Total General Government

11,913,022

8% $

JUDICIAL Circuit Court Judges

202,660

206,483

213,733

219,016

211,962

-1%

General District Court

57,600

68,143

68,631

87,631

28%

82,585

20%

Magistrate's Office

16,061

15,929

18,129

21,529

19%

21,161

17%

Juvenile & Domestic Relations Court

11,605

12,393

17,028

20,228

19%

17,560

543,995

728,821

973,435

Clerk of the Circuit Court

1,536,081

1,525,332

1,589,049

1,613,067

1,603,590

Sheriff

2,741,880

2,960,419

2,891,771

3,105,802

2,948,345

Commonwealth's Attorney

3,074,829

3,245,364

3,499,563

3,560,107

3,488,818

8,184,711 $

8,762,884 $

9,271,338 $

9,600,815

4% $

9,347,456

Court Services Unit

Total Judicial

PUBLIC SAFETY Police Police - Emergency Communications Animal Shelter Management Community Development Services

23,742,763

25,010,614

25,191,961

25,514,388

1,966,240

1,932,577

2,057,198

2,192,334

1,990,725

-3%

941,230

989,215

983,004

1,023,594

957,257

-3%

2,466,645

Fire and Rescue Fire and Rescue - Emergency Management Western Tidewater Regional Jail Total Public Safety

23,368,380

28,987,053

31,302,424

31,717,884

33,525,103

32,309,163

28,365

10,860

17,047

23,294

37%

18,267

4,364,052

4,424,060

4,297,658

4,492,631

65,282,430

62,121,964 $

62,401,899 $

64,083,405 $

66,448,917

4% $

PUBLIC WORKS Public Works - Administration Capital Programs & Facilities Total Public Works

925,633

950,825

946,862

1,045,176

10%

1,051,908

11%

4,055,844

4,035,455

4,334,775

4,386,775

4,463,896

4,981,477 $

4,986,281 $

5,281,637 $

5,431,951

3% $

5,515,804

CITY OF SUFFOLK, VIRGINIA ADOPTED FY 2020-21 OPERATING AND CAPITAL BUDGET GENERAL FUND Expenditure Summary Budget 2017-2018

2018-2019

2019-2020

2020-2021

Actual

Budget

Request

Incr

Adopted

Change

10,779,465

10,695,479

11,844,087

11,986,684

11,754,552

-1%

1,402,240

1,803,879

1,460,580

1,860,580

27%

2,507,538

72%

Western Tidewater Health District

840,000

895,655

920,000

Western Tidewater Community Service Board

295,210

307,330

418,713

36%

363,021

18%

13,316,914 $

13,634,568 $

14,507,652 $

15,185,977

5% $

15,545,111

56,467,515

60,353,259

61,366,920

65,306,920

62,775,180

56,467,515 $

60,353,259 $

61,366,920 $

65,306,920

6% $

62,775,180

2,827,713

-2%

HEALTH & WELFARE Social Services Children's Services Act

Total Health & Welfare

EDUCATION Transfer to School Operating - Local Support Total Education

PARKS, RECREATION & CULTURAL Parks and Recreation - Administration

1,764,049

2,597,283

2,889,796

91,855

2,316,542

3,049,399

2,916,187

Parks and Recreation - Grounds Maintenance

569,603

Parks and Recreation - Support Services

582,158

Parks and Recreation - Recreation

2,558,659

2,536,189

2,294,325

3,479,571

52%

2,331,978

Library

3,062,504

3,132,289

3,358,918

3,635,408

3,376,267

13,401,882

17% $

11,528,733

Parks and Recreation - Office on Youth Parks and Recreation - Parks, Gateways & Maintenance

Total Parks, Recreation & Cultural

10,945,371 $

11,315,160 $

11,459,226 $

3,025,236 3,261,667

5% 12%

2,992,774

3% -

COMMUNITY DEVELOPMENT Planning and Community Development

1,484,429

3,642,211

4,387,276

5,597,601

28%

4,533,507

Economic Development

1,207,634

1,007,989

986,960

1,096,610

11%

1,099,100

11%

Tourism

665,941

685,785

746,704

777,119

768,395

Media and Community Relations

725,301

747,739

771,321

821,264

821,002

39,735

17,285

69,444

69,688

4,123,040 $

6,101,008 $

6,961,704 $

8,362,038

20% $

7,291,692

982,096

1,032,762

1,091,408

2,010,821

84%

1,242,101

14%

982,096 $

1,032,762 $

1,091,408 $

2,010,821

84% $

1,242,101

14%

Virginia Cooperative Extension Service Total Community Development

OTHER PUBLIC SERVICES Local and Regional Organizations Total Other Public Services

NON-DEPARTMENTAL Non-departmental Transfer to Funds (Capital, Debt, Transit, Aviation)

226,481

675,842

640,000

760,000

19%

852,472

33%

30,305,592

34,135,481

33,316,473

34,717,858

34,360,276

30,532,072 $

34,811,324 $

33,956,473 $

Total Non-departmental

35,477,858

4% $

35,212,748

Total General Fund Expenditures

$ 202,232,546 $ 213,804,376 $ 219,040,993 $ 233,140,201

6% $

225,099,449

2.8%

THIS PAGE INTENTIONALLY BLANK

CITY COUNCIL DESCRIPTION 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 2020 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 2021 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 seven 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 Average time to post Council actions to City website Percentage Council Member attendance at public meetings Public inquiries received Average response time to public inquiries

FY 19 Actual 2 days 99% 1,900 2 days

FY 20 Projected 2 days 99% 2,200 2 days

FY 21 Estimate 2 days 100% 2,400 2 days

Department: City Council Budget Detail 2017-2018 Actual

Account Number: 100-1111051100.02 51100.06 52100 52210 52400 53100 53200 53500 53600 54100 54500 55210 55230 55500 55810 55840 56001 56012 56017 56026

Salaries and Wages Salaries and Wages - Part-time FICA VRS Retirement Group Life Professional Services Temporary Help Service Fees Printing and Binding Advertising Information Technology Risk Management Postal Services Telecommunications Travel and Training Dues & Association Memberships Code Expense Office Supplies Books and Subscriptions Copier Costs Special Events

Total Operating Expenditures

2018-2019 Actual

2019-2020 Budget

2020-2021 Requested

% Change

2020-2021 Adopted

% Change

258,890 19,312 14,988 1,780 13,288 22,169 487 7,213 3,849 365 2,360 3,191 4,009 5,302

262,288 19,665 15,314 1,825 4,932 41,863 21,648 205 7,007 3,673 385 1,494 1,990 4,006 7,525

265,770 20,331 15,376 1,870 5,000 49,610 21,228 1,000 8,007 15,000 500 5,000 5,000 500 5,014 15,000

343,714 26,294 23,771 2,891 20,000 1,500 1,000 49,610 21,228 1,000 8,007 15,000 600 15,000 5,000 500 5,014 15,000

29% $ 29% 55% 55% 300% 0% 0% 0% 0% 0% 20% 200% 0% 0% 0% 0%

265,771 33,040 22,859 17,804 1,913 5,000 53,354 16,047 1,000 8,007 15,000 500 5,000 5,000 500 5,265 15,000

0% 12% 16% 2% 0% 8% -24% 0% 0% 0% 0% 0% 0% 0% 5% 0%

357,203

393,821

434,207

555,129

28%

471,059

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

Range

Class Mayor Councilman City Clerk 138 Chief Deputy City Clerk 127 Deputy City Clerk

Number of Full-Time Positions

2017-2018 Actual

2018-2019 Actual

2019-2020 Budget

1 7 1

2020-2021 Requested

2020-2021 Adopted

1 7 1 1 1

1 7 1 1 10

CITY MANAGER DESCRIPTION The City Manager is the Chief Executive Officer of the City of Suffolk and is responsible for the day-today administration of 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 2020 ACCOMPLISHMENTS 

Affirmed strong bond ratings on the City’s general obligation bonds (AAA/Aaa).



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



Initiated capital improvement projects to improve the quality of life of citizens including various roadway and intersection improvements, parks and recreation, public safety enhancements, village and neighborhoods, stormwater, and utility improvements.

FY 2021 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)

STATISTICS/PERFORMANCE MEASURES 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 Jobs created Private Investment

FY 19 Actual

FY 20 Projected

FY 21 Estimate

Aa1 AAA AAA 18.9%   1,395 $83.6M

Aaa AAA AAA 19.2%   1,700 $240.0M

Aaa AAA AAA 18.9%   1,000 $80.0M

Department: City Manager Budget Detail 2017-2018 Actual

Account Number: 100-1211051100.02 51100.04 51100.14 52100 52210 52400 53100 53600 54100 54200 54500 55210 55230 55310 55410 55500 55810 56001 56012 56017

Salaries and Wages Salaries and Wages - Overtime Transportation Expense FICA VRS Retirement Group Life Professional Services Advertising Information Technology Fleet Risk Management Postal Services Telecommunications Employer HDHP Expense Lease/Rent of Equipment Travel and Training Dues and Association Memberships Office Supplies Books and Subscriptions Copier Costs

Total Operating Expenditures

2018-2019 Actual

2019-2020 Budget

2020-2021 Requested

% Change

2020-2021 Adopted

% Change

687,929 149 13,200 46,167 75,878 9,012 53,856 48,497 3,376 77,228 53 8,727 5,529 4,569 3,419 288 10,322

703,901 70 13,200 47,129 75,989 9,166 51,648 30,138 2,968 75,870 51 8,919 1,000 4,562 4,029 2,421 268 10,285

722,759 13,200 55,291 77,841 9,468 60,000 37,340 3,848 74,498 1,000 10,655 1,000 20,000 2,833 2,500 1,500 13,839

722,759 13,200 55,291 77,841 9,468 60,000 37,340 3,848 74,498 1,000 10,647 1,000 20,000 5,580 3,800 1,500 13,839

0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 97% 52% 0% 0%

726,806 13,200 55,601 90,633 9,739 60,000 39,511 3,917 65,458 100 10,655 1,000 10,000 2,833 2,500 1,500 14,531

1,048,200

1,041,615

1,107,573

1,111,611

1,107,984

1% 0% 1% 16% 3% 0% 6% 2% -12% -90% 0% 0% -50% 0% 0% 0% 5% 0%

53100 - Professional Services: Legislative Services Personnel Summary

Range

Class

146 145 133 130 125 121

City Manager Deputy City Manager Chief of Staff Senior Administrative Analyst Administrative Analyst Administrative Assistant Executive Secretary

Number of Full-Time Positions

2017-2018 Actual

2018-2019 Actual

2019-2020 Budget

1 1 1

2020-2021 Requested 1 1 1 1

1 1 2

2020-2021 Adopted

1 1 1 1 -

1 2

BUDGET AND STRATEGIC PLANNING DESCRIPTION The Division of Budget and Strategic Planning provides financial, management information, control, and guidance to the City Council, City Manager, and City departments. The primary responsibilities of the division include the development of the annual operating and capital budget and capital improvements program and plan, revenue and expenditure analysis and quarterly financial reporting, strategic financial planning, and fiscal impact analysis. FY 2020 ACCOMPLISHMENTS 

Assisted the City Manager and City Council achieve compliance with 100% of the City’s financial policies through the annual operating budget.



Awarded the Distinguished Budget Presentation Award from the Government Finance Officers Association (GFOA) for the 11th consecutive year reflecting the achievement of the highest principles in governmental budgeting.

FY 2021 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)

STATISTICS/PERFORMANCE MEASURES 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 Percent of budget transfers reviewed/processed within 48 hours

FY 19 Actual  

FY 20 Projected  

FY 21 Estimate  

3.0% 2.2% 8.3% 18.9% 5.1% 99%

3.1% 2.1% 8.0% 19.2% 3.0% 100%

3.2% 2.0% 7.9% 18.9% 3.0% 100%

Division: Budget & Strategic Planning (Department of Finance) Budget Detail 2017-2018 Actual

Account Number: 100-1244051100.02 52100 52210 52400 53600 54100 54500 55210 55230 55310 55500 55810 56001 56012 56017

Salaries and Wages FICA VRS Retirement Group Life Advertising Information Technology Risk Management Postal Services Telecommunications Employer HDHP Expense Travel and Training Dues and Association Memberships Office Supplies Books and Subscriptions Copier Costs

Total Operating Expenditures

2018-2019 Actual

2019-2020 Budget

2020-2021 Requested

% Change

2020-2021 Adopted

% Change

230,388 16,784 25,412 3,018 2,384 10,900 33,061 135 748 1,430 211 690 820 4,700

236,149 17,198 25,459 3,094 2,523 12,559 32,485 56 748 1,250 831 690 713 4,267

245,746 18,800 26,467 3,219 2,000 14,883 31,859 100 1,387 2,000 1,200 1,500 200 5,273

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

245,748 18,800 30,645 3,293 2,600 15,751 24,087 100 1,387 2,000 1,200 1,500 200 5,537

0% 0% 16% 2% 30% 6% -24% 0% 0% 0% 0% 0% 0% 5%

330,681

338,021

354,633

354,634

352,847

-1%

Personnel Summary

Range

Class 138 Assistant Director of Finance - Budget 134 Senior Budget Analyst 133 Budget Analyst

Number of Full-Time Positions

2017-2018 Actual

2018-2019 Actual

2019-2020 Budget

1 1 1

1 2

1 1 1

2020-2021 Requested

2020-2021 Adopted

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 City departments, boards, and commissions. The City Attorney’s Office institutes and defends all legal proceedings which it deems necessary and proper to protect the interests of the City of Suffolk. FY 2020 ACCOMPLISHMENTS 

Successfully represented the City in court on various matters including condemnation, juvenile and domestic relations cases, and property maintenance violations.



Represented the City in various real estate transactions in support of economic development, transportation, stormwater, and public utilities projects.



Provided monthly training to Department of Social Services to include staffing current cases and researching legal issues for circumstances that the family services workers encounter and civil liability issues for police personnel.

FY 2021 OBJECTIVES 

To limit 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 training to City staff on legal issues affecting the City. (Civic Engagement and Responsive City Services)

STATISTICS/PERFORMANCE MEASURES Request for legal services Contract reviews Court appearances Real Estate matters handled: Deeds Easements Closings

FY 19 Actual 1547 349 302

FY 20 Projected 1,800 400 350

FY 21 Estimate 1,875 400 350

3 17 48

6 18 44

8 18 44

Department: City Attorney Budget Detail 2017-2018 Actual

Account Number: 100-1221051100.02 52100 52210 52400 53100 53100.11 53600 54100 54500 55210 55230 55310 55500 55810 56001 56012 56017

Salaries and Wages FICA VRS Retirement Group Life Professional Services Legal Services Advertising Information Technology Risk Management Postal Services Telecommunications Employer HDHP Expense Travel and Training Dues and Association Memberships Office Supplies Books and Subscriptions Copier Costs

Total Operating Expenditures

2018-2019 Actual

2019-2020 Budget

2020-2021 Requested

% Change

2020-2021 Adopted

% Change

702,320 49,561 77,425 9,817 10,384 51,848 99,444 856 6,982 2,860 16,009 3,645 2,302 3,443 9,017

705,921 50,037 76,387 9,919 15,718 4,053 428 41,127 97,719 851 6,007 2,500 14,193 3,581 3,138 4,871 8,986

739,538 56,575 79,648 9,688 5,000 4,000 1,000 48,203 95,768 1,500 9,798 13,000 5,633 5,000 5,000 11,321

739,538 56,575 79,648 9,688 5,000 4,000 1,000 48,203 95,768 1,500 9,798 15,000 5,633 5,000 5,000 11,321

0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 15% 0% 0% 0% 0%

802,048 61,357 100,015 10,747 5,000 4,000 1,000 53,539 72,444 1,500 9,798 15,000 5,633 5,000 5,000 11,887

1,045,912

1,045,437

1,090,671

1,092,672

1,163,969

8% 8% 26% 11% 0% 0% 0% 11% -24% 0% 0% 15% 0% 0% 0% 5% 7%

Personnel Summary

Range

144 135/138/140 130 127 124 120

Class City Attorney Deputy City Attorney Assistant City Attorney I-III Paralegal Administrator Legal Services Coordinator Paralegal Legal Secretary

Number of Full-Time Positions

2017-2018 Actual

2018-2019 Actual

2019-2020 Budget

1 1 3 1 1 1 1

2020-2021 Requested

2020-2021 Adopted 1 1 3 1 1 2

1 1 3 1 1 2 -

HUMAN RESOURCES DESCRIPTION The Department of Human Resources provides support to the City Manager and City departments in the recruitment, hiring, development, and retention of employees. These services are provided through data collection, needs projection, recruitment, selection, retention, general training, advice to management, and review of human resources policies and procedures. The Department oversees ongoing programs related to employee health and welfare, employee recognition, and employee relations with internal and external customers. FY 2020 ACCOMPLISHMENTS 

Revised the City’s performance evaluation tool to simplify the process for managers and employees to make strategic decisions about learning and development, goal-setting, and performance.



Fostered enhanced partnerships with City departments to ensure individual department needs are met with recruitment and hiring efforts including expanded background checks appropriate to the individual positions, training, and market based compensation of employees.



Developed new training initiatives to ensure hiring managers have the tools needed for selecting and interviewing candidates, utilizing technology tools available, especially the City’s recruitment platform NEOGOV to enrich the quality of candidates hired into positions, minimizing the time to hire.



Expanded recruitment reach of candidates with City jobs posting on governmentjobs.com, indeed, and monster at a minimal cost to the City.



Developing/expanding program within the City to attract and hire military veterans through the Society for Human Resources Management (SHRM) Veteran’s at Work program and the Virginia Values Veterans V3 program.

FY 2021 OBJECTIVES 

To maintain a well-trained and engaged workforce now and in the future. (Civic Engagement and Responsive City Services)



To provide for a successful implementation of the new human resources management system. (Civic Engagement and Responsive City Services)



To implement candidate text messaging to enhance the applicant experience and response times. (Civic Engagement and Responsive City Services)

STATISTICS/PERFORMANCE MEASURES Employee Turnover Rate New Hires Percent of Vacant Positions Training Programs: Training programs provided for City staff Training program participants

FY 19 Actual 6.5% 289 6.8%

FY 20 Projected 6.8% 290 7.0%

FY 21 Estimate 6.7% 300 7.0%

13 513

11 475

15 600

Department: Human Resources Budget Detail 2017-2018 Actual

Account Number: 100-1222051100.02 51100.04 51100.06 52100 52210 52400 52820 53100 53600 54100 54500 55210 55230 55310 55500 55810 55841 56001 56012 56017

Salaries and Wages Salaries and Wages - Overtime Salaries and Wages - Part-time FICA VRS Retirement Group Life Tuition Assistance Professional Services Advertising Information Technology Risk Management Postal Services Telecommunications Employer HDHP Expense Travel & Training Dues and Association Memberships Service Awards Office Supplies Books and Subscriptions Copier Costs

Total Operating Expenditures

508,458 (1,163) 20,979 39,313 56,079 6,660 13,810 75,984 3,007 236,471 77,132 3,651 5,420 180 17,275 1,466 13,400 8,132 3,972 1,090,225

2018-2019 Actual

2019-2020 Budget

2020-2021 Requested

% Change

2020-2021 Adopted

% Change

475,584 326 18,638 36,775 51,754 6,332 12,512 38,935 3,621 263,341 75,785 3,403 6,981 40,064 558 18,991 5,380 3,931

514,171 32,662 41,833 55,376 6,736 30,000 65,000 10,000 123,939 74,315 3,500 12,539 18,000 980 25,000 8,000 3,000 4,986

575,243 32,948 46,527 62,112 7,536 30,000 85,000 10,000 129,939 74,315 3,500 12,539 18,000 980 25,000 8,000 3,000 4,986

12% 1% 11% 12% 12% 0% 31% 0% 5% 0% 0% 0% 0% 0% 0% 0% 0% 0%

512,601 32,662 41,713 63,921 6,869 30,000 97,000 5,000 122,888 56,368 3,500 12,539 18,000 980 25,000 8,000 3,000 5,235

1,062,910

1,030,036

1,129,625

10%

1,045,276

0% 0% 0% 15% 2% 0% 49% -50% -1% -24% 0% 0% 0% 0% 0% 0% 0% 5% 1%

55500 - Travel & Training: City wide training. Personnel Summary

Range

Class 144 138 135 135 133 130 122

Director of Human Resources Assistant Director of Human Resources Training Manager Human Resources Manager Senior Human Resources Generalist Human Resources Generalist Human Resources Assistant

Number of Full-Time Positions

2017-2018 Actual

2018-2019 Actual

2019-2020 Budget

1 1 1 1

2 1

1 1 1 1 1 1 1

2020-2021 Requested

2020-2021 Adopted 1 1

1 1 1 1 2

2 3 -

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 2020 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 Auditor of Public Accounts.



Responded to all customer inquiries within one business day.



Maintained certification with the Weldon Cooper Center for Public Service.



Maintained membership of all eligible deputies in the Career Development Program of the Commissioners of the Revenue Association of Virginia.



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

FY 2021 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% audit compliance with the Commonwealth of Virginia Auditor of Public Accounts. (Civic Engagement and Responsive City Services)



To respond to all customer inquiries and 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 Number of Tax Accounts: Meals Lodging Admissions Business Licenses

CY 17 Actual

CY 18 Actual

CY 19 Actual

384 16 7 5,821

359 19 5 5,651

350 23 6 5,830

Department: Commissioner of the Revenue Budget Detail 2017-2018 Actual

Account Number: 100-1231051100.02 51100.04 51100.06 52100 52210 52400 53500 53600 54100 54500 55210 55230 55500 55810 56001 56012 56017

Salaries and Wages Salaries and Wages - Overtime Salaries and Wages - Part-time FICA VRS Retirement Group Life Printing and Binding Advertising Information Technology Risk Management Postal Services Telecommunications Travel and Training Dues and Association Memberships Office Supplies Books and Subscriptions Copier Costs

Total Operating Expenditures

2018-2019 Actual

2019-2020 Budget

2020-2021 Requested

% Change

615,694 4,030 27,782 47,251 67,815 8,054 5,049 287 175,229 132,112 15,576 4,312 5,621 1,030 30,085 1,776 11,916

628,713 29,226 48,170 67,053 7,707 5,297 230 82,758 129,798 12,736 4,758 6,084 1,595 26,702 1,577 11,856

659,115 31,823 52,857 70,987 8,634 4,250 350 93,453 127,258 16,100 7,635 6,200 1,575 35,100 1,800 17,946

697,915 31,823 55,825 75,165 9,143 5,100 500 93,453 127,258 14,500 7,635 7,000 2,000 34,115 1,986 17,946

1,153,618

1,064,261

1,135,083

1,181,364

2020-2021 Adopted

% Change

6% 0% 6% 6% 6% 20% 43% 0% 0% -10% 0% 13% 27% -3% 10% 0%

662,708 31,823 53,132 82,640 8,880 4,250 350 78,500 96,183 14,500 7,635 7,000 2,000 35,100 1,800 18,843

1% 0% 1% 16% 3% 0% 0% -16% -24% -10% 0% 13% 27% 0% 0% 5%

1,105,344

-3%

Personnel Summary

Range

Class

138 132 125 127 124 122 121 121

Commissioner of the Revenue Chief Deputy Commissioner of the Revenue Auditor Business Tax Investigator Deputy Commissioner of the Revenue IV Deputy Commissioner of the Revenue III Deputy Commissioner of the Revenue II Deputy Commissioner of the Revenue I Executive Secretary

Number of Full-Time Positions

2017-2018 Actual

2018-2019 Actual

2019-2020 Budget

1 1 1 1 1 1 3 3

2020-2021 Requested

2020-2021 Adopted 1 1 1 1 1 3 2 2 1 13

1 1 1 1 1 3 2 2 12

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.

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 2020 ACCOMPLISHMENTS 

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



Refined reporting methodology and electronic approval process for exonerations, supplements and assessment updates.



Continued with commercial implementation and refinement.



Achieved substantial reduction in informal hearings and Board of Equalization hearings through improved customer service.

neighborhood

structure

FY 2021 OBJECTIVES 

To continue enhanced taxpayer service to achieve customer satisfaction with increased understanding of the assessment process leading to fewer informal petitions and formal appeals. (City Engagement and Responsive City Services)



To continue development of aspects of the Vision Appraisal Computer Assisted Mass Appraisal (CAMA) and implementation of Mobile Assessor for electronic data collection and documentation of property inspections. (City Engagement and Responsive City Services)



To develop a comprehensive building permit database in conjunction with the new CityWorks PLL system. (City Engagement and Responsive City Services)



To continue development and update of procedures to increase efficiencies of mission critical processes within the department. (City Engagement and Responsive City Services)

STATISTICS/PERFORMANCE MEASURES Number of Parcels Assessed Number of Sales Transactions Median Residential Sales Price Foreclosures Tax Relief Programs Elderly/Disabled Program Participants Value of Exemptions Veterans Program Participants Value of Exemptions

FY 19 Actual 39,501 4,037 $275,000 185

FY 20 Projected 39,809 4,067 $287,300 151

FY 21 Estimated 40,068 4,100 $297,000 150

1,656 $2,484,241 452 $1,433,601

1,513 $2,351,701 601 $1,948,857

1,625 $2,377,400 691 $2,276,900

Department: City Assessor Budget Detail 2017-2018 Actual

Account Number: 100-1232051100.02 51100.04 51100.06 51100.27 52100 52210 52400 53100 53200 53500 53600 54100 54200 54500 55210 55230 55310 55500 55810 56001 56011 56012 56014 56017

Salaries and Wages Salaries and Wages - Overtime Salaries and Wages - Part-time Special Compensation FICA VRS Retirement Group Life Professional Services Temporary Services Printing and Binding Advertising Information Technology Fleet Risk Management Postal Services Telecommunications Employer HDHP Expense Travel and Training Dues and Association Memberships Office Supplies Uniforms & Wearing Apparel Books and Subscriptions Other Operating Supplies Copier Costs

Total Operating Expenditures

2018-2019 Actual

2019-2020 Budget

2020-2021 Requested

% Change

2020-2021 Adopted

% Change

937,299 2,598 16,385 1,129 69,195 102,646 12,614 600 16,837 4,368 543 222,714 20,710 202,688 16,106 7,552 18,649 4,477 3,587 1,008 2,768 825 8,953

956,793 169 114,923 1,457 78,325 103,576 13,077 2,628 4,946 527 121,526 24,799 187,544 16,029 7,999 2,000 15,374 4,900 5,278 1,395 3,640 1,225 8,917

1,080,706 2,100 82,835 116,392 14,157 7,380 780 148,625 25,639 184,286 23,000 11,926 20,000 4,600 5,500 1,000 4,000 900 11,280

1,232,260 63,336 2,100 99,113 132,714 16,143 7,380 780 148,625 25,639 184,286 20,000 11,926 25,000 5,500 5,620 1,000 3,500 900 11,280

14% 0% 20% 14% 14% 0% 0% 0% 0% 0% -13% 0% 25% 20% 2% 0% -13% 0% 0%

1,109,315 63,336 2,100 89,868 138,332 14,865 7,380 780 168,159 25,622 156,681 20,000 13,894 20,000 5,000 5,620 1,000 3,500 900 11,844

3% 0% 8% 19% 5% 0% 0% 13% 0% -15% -13% 17% 0% 9% 2% 0% -13% 0% 5%

1,674,250

1,677,047

1,745,106

1,997,102

14%

1,858,196

53500 - Printing and Binding: Assessment notices. Personnel Summary

Range

138 134 131 131 128 126/127/130 125 123 121 121 119

Class Assessor Deputy Assessor Real Estate Valuations/Cama Analyst Residential Appraiser Supervisor Commercial Appraiser Systems Analyst Appraiser I-III Senior Land Records Technician Land-Use Compliance Coordinator Land Records Technician Executive Secretary Office Assistant

Number of Full-Time Positions

2017-2018 Actual

2018-2019 Actual

2019-2020 Budget

1 1 1 1 2

1 1 1 1 3 1 9 1 1 1 1 1

1 1 1 1 2 1 7 1 1 1 1 1

6 1 1 1 1 1

1 1 1 1 2 1 7 1 1 1 1 1

2020-2021 Requested

% Change

2020-2021 Adopted

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 2020 ACCOMPLISHMENTS 

Continued to refine and improve the E-Treasurer services via the Sturgis webpage links for efficiency and improved customer service.



Refined and improved operations of the PCI hardware/software for efficiency, issues resolution, fiscal reporting, and improved customer service.



Monitored and refined the State Set-Off Debt Collections Program and DMV Block processes for the collection of taxes to help improve revenue results.

FY 2021 OBJECTIVES 

To maintain a current 3-year combined real estate and personal property tax collection rate of 98.66%. (Financial Stability)



To maintain a current 3-year combined storm water maintenance and refuse fee collection rate of 98.66%. (Financial Stability)



To continue to monitor and refine the State Set-Off Debt Collections Program and DMV Block processes for the collection of taxes or other charges owed and to help improve revenue results. (Financial Stability)

STATISTICS/PERFORMANCE MEASURES Tax Collection Rate: Real Estate Personal Property Storm Water Maintenance Fee Vehicle License Fee Refuse Collection Fee

FY 19 Actual

FY 20 Projected

FY 21 Estimate

99% 97% 98% 93% 98%

99% 97% 98% 94% 98%

Department: City Treasurer Budget Detail 2017-2018 Actual

Account Number: 100-1241051100.02 51100.04 51100.06 52100 52210 52400 53100 53300 53600 54100 54200 54500 55210 55230 55310 55410 55500 55810 56001 56012 56015 56017 58200

Salaries and Wages Salaries and Wages - Overtime Salaries and Wages - Part-time FICA VRS Retirement Group Life Professional Services Repair and Maintenance Advertising Information Technology Fleet Risk Management Postal Services Telecommunications Employer HDHP Expense Lease/Rent of Equipment Travel and Training Dues and Association Memberships Office Supplies Books and Subscriptions Merchandise for Resale Copier Costs Capital Outlay

Total Operating Expenditures

2018-2019 Actual

2019-2020 Budget

2020-2021 Requested

% Change

2020-2021 Adopted

% Change

832,139 21,126 31,636 64,982 91,471 11,326 236 2,081 180,674 4,921 176,156 101,098 9,237 180 85 8,450 3,561 12,346 2,114 7,863 21,967 1,781

881,416 1,618 38,870 67,764 94,434 13,172 166 2,720 51,371 3,524 173,072 107,455 9,363 3,250 7,628 1,837 17,022 5,077 11,087 21,824 11,040

942,449 32,069 74,551 101,502 12,346 1,000 2,350 89,297 7,366 169,687 115,000 12,844 9,100 2,200 15,000 5,620 16,600 28,018 -

984,096 32,069 77,737 105,987 12,892 42,500 1,000 3,000 89,297 7,366 169,687 125,000 12,844 12,000 2,200 15,300 5,800 16,600 28,018 -

4% 0% 4% 4% 4% 0% 28% 0% 0% 0% 9% 0% 32% 0% 2% 3% 0% 0% -

954,333 32,069 75,460 119,005 12,788 1,000 3,000 94,507 10,000 136,263 115,000 12,844 9,100 2,200 15,000 5,800 16,600 29,419 -

1,585,431

1,523,710

1,636,998

1,743,393

1,644,388

1% 0% 1% 17% 4% 0% 28% 6% 36% -20% 0% 0% 0% 0% 0% 3% 0% 5% 0%

NOTE: Comp Board provides partial salary reimbursement for 11 of 17 full time positions with reimbursement by the State and contribution by the City of the balance annually for operations.

Personnel Summary

Range

Class

138 135 133 133 133 130 130 130 127 124 122 121

Treasurer Chief Deputy Treasurer II - Operations Accounting Manager Compliance Manager Chief Deputy Treasurer I - Accounting Chief Deputy Treasurer I - Operations Chief Deputy Treasurer I - Operations Assistant Compliance Manager Deputy Treasurer - Accounting Deputy Treasurer IV Deputy Treasurer III Deputy Treasurer II Deputy Treasurer I

Number of Full-Time Positions

2017-2018 Actual

2018-2019 Actual

1 -

1 1 -

1 1

3 5

4 -

1 1 1 1

1 1

4 3

1 1 1 3 1 4 3

1 4 1 1 6

2020-2021 Adopted

2020-2021 Requested

1 1

1 -

2019-2020 Budget

1 1 3 -

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. FY 2020 ACCOMPLISHMENTS 

Received an unmodified opinion for the FY 2018-2019 financial audit.



Attained a AAA bond rating with all three major rating agencies including Fitch, Moody’s, and Standard & Poor’s.



Received the Government Finance Officers Association (GFOA) Award for Excellence in Financial Reporting and Outstanding Achievement In Popular Annual Financial Reporting.

FY 2021 OBJECTIVES 

To deliver high quality programs and services within allocated resources. (Financial Stability)



To make financial information accessible to the public by publishing the Popular Annual Financial Report and the Citizen’s Centric Report. (Civic Engagement and Responsive City Services)



To implement a more effective and efficient payroll system to track spending on personnel services. (Financial Stability)

STATISTICS/PERFORMANCE MEASURES Annual Audit Audit Opinion Received GFOA Certificate of Excellence Received Number Transactions Processed: Accounts Payable Payroll Value of Transactions Processed: Accounts Payable Payroll

FY 19 Actual Unmodified 

FY 20 Projected

FY 21 Estimate

Unmodified 

43,000 24

$212M $80M

Department: Finance - Administration and Accounting Budget Detail 2017-2018 Actual

Account Number: 100-1242051100.02 51100.04 51100.06 52100 52210 52400 53100 53100.02 53200 53500 53600 54100 54500 55210 55230 55310 55500 55810 56001 56012 56017

Salaries and Wages Salaries and Wages - Overtime Salaries and Wages - Part-time FICA VRS Retirement Group Life Professional Services Accounting and Auditing Services Temporary Help Service Fees Printing and Binding Advertising Information Technology Risk Management Postal Services Telecommunications Employer HDHP Expense Travel and Training Dues and Association Memberships Office Supplies Books and Subscriptions Copier Costs

Total Operating Expenditures

2018-2019 Actual

2019-2020 Budget

2020-2021 Requested

% Change

2020-2021 Adopted

% Change

747,783 2,338 53,761 82,161 9,000 65,554 125,878 19,173 13,917 529 182,379 165,168 8,360 4,558 6,019 1,684 4,836 913 6,367

836,234 199 1,895 60,238 89,768 8,857 14,900 147,901 13,656 50,235 173,082 6,730 4,552 2,333 9,503 925 6,230 200 6,726

910,281 69,636 98,037 11,925 35,380 140,700 14,215 74,414 159,114 7,758 6,861 10,031 1,610 4,430 635 9,994

1,047,711 80,150 112,838 13,725 35,380 140,700 14,215 74,414 159,114 7,758 6,861 17,500 1,610 4,430 635 9,994

15% 15% 15% 15% 0% 0% 0% 0% 0% 0% 0% 74% 0% 0% 0% 0%

913,266 35,000 72,542 113,884 12,238 35,380 140,700 14,215 81,514 120,272 7,758 7,353 12,000 1,610 4,430 635 10,494

1,500,378

1,434,164

1,555,021

1,727,035

11%

1,583,291

0% 4% 16% 3% 0% 0% 0% 10% -24% 0% 7% 20% 0% 0% 0% 5% 2%

Personnel Summary

Range

Class 144 138 135 135 132 131 130 127 124 123 121

Director of Finance Assistant Director of Finance - Comptroller Financial Reporting and Compliance Manager Accounting Manager Senior Accountant Payroll Administrator Accountant Senior Payroll Technician Payroll Technician Senior Accounting Technician Executive Secretary

Number of Full-Time Positions

2017-2018 Actual

2018-2019 Actual

2019-2020 Budget

1 1 1 1 3 1 2 1 2 2 1

1 1

2020-2021 Requested

2020-2021 Adopted 1 1 1 1 4 1 2

1 3 1 2 1 2 2 1

1 1 1 3 1 2 -

3 2 1

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. The Division also provides for the transfer or disposal of surplus property and administers the City’s purchasing card program. FY 2020 ACCOMPLISHMENTS 

Executed several new contracts for goods and services including medical assessment for public safety personnel, trash cans and benches for bus stops, flash yellow arrow conversion, branding services for downtown, and master planning for the Driver Sports Complex.



Continued the implementation of the purchasing card program resulting in over $100,000 in cash rebates for the City.



Conducted training for City personnel on City purchasing policies and procedures, the Virginia Public Procurement Act, and the purchasing module of the City’s financial system.

FY 2021 OBJECTIVES 

To leverage the City’s purchasing power by maximizing vendor participation in City solicitations. (Financial Stability)



To respond to vendor and citizen inquiries in a timely fashion to ensure a high level of customer service. (Civic Engagement and Responsive City Services)



To respond to City department requests and inquiries within 24 hours. (Civic Engagement and Responsive City Services)



To increase attendance at Small, Women, Minority Owned and Disadvantaged Business Enterprise conferences and events to expand business opportunities with the City. (Civic Engagement and Responsive City Services)



To provide training to City departments to ensure proper ethics, fiscal accountability, and adherence to procurement laws and policies. (Financial Stability)

STATISTICS/PERFORMANCE MEASURES Number of Procurement Instruments Issued: RFP IFB RFQ Purchasing Card Transactions Dollar Value of P-Card Transactions Number of Purchase Orders Modifications to Purchase Orders Dollar Amount of Purchase Orders Surplus Revenue

FY 19 Actual

FY 20 Projected

FY 21 Estimate

22 53 6 19,301 $5.7M 840 840 $69.1M $369,924

24 60 7 20,000 $5.9M 860 850 $72.0M $360,000

25 62 7 21,000 $6.0M 900 860 $74.0M $370,000

Division: Purchasing (Department of Finance) Budget Detail 2017-2018 Actual

Account Number: 100-1253051100.02 51100.04 51100.06 52100 52210 52334 52400 53600 54100 54500 55210 55230 55500 55810 56001 56012 56017

Salaries and Wages Salaries and Wages - Overtime Salaries and Wages - Part-time FICA VRS Retirement HSA Health Plan Group Life Advertising Information Technology Risk Management Postal Services Telecommunications Travel and Training Dues and Association Memberships Office Supplies Books and Subscriptions Copier Costs

Total Operating Expenditures

2018-2019 Actual

2019-2020 Budget

2020-2021 Requested

% Change

2020-2021 Adopted

% Change

213,641 (160) 16,059 23,633 1,250 2,807 2,292 18,582 44,041 301 1,946 2,953 5,699 2,174 3,963

197,740 14,871 21,188 1,250 2,564 1,232 16,745 43,270 202 1,982 4,756 6,395 2,478 3,931

207,689 15,888 22,368 2,721 3,000 14,883 42,426 500 3,099 4,500 7,000 2,500 300 4,986

207,689 15,888 22,368 2,721 2,000 14,883 42,426 500 3,099 5,000 7,210 2,700 200 4,986

0% 0% 0% 0% -33% 0% 0% 0% 0% 11% 3% 8% -33% 0%

212,612 16,265 26,513 2,849 2,000 15,751 32,055 500 3,099 5,000 7,210 2,700 200 5,235

2% 2% 19% 5% -33% 6% -24% 0% 0% 11% 3% 8% -33% 5%

339,181

318,606

331,860

331,670

331,989

Personnel Summary

Range

Class 135 130 127 120

Purchasing Agent Senior Buyer Buyer Purchasing Associate

Number of Full-Time Positions

2017-2018 Actual

2018-2019 Actual

1 1 1 1

2019-2020 Budget 1

2020-2021 Requested

2020-2021 Adopted

2 1

1 1 1 1

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 2020 ACCOMPLISHMENTS 

Provided voter registration information and materials, maintained web pages, distributed literature and developed programs specifically aimed at informing and educating the public.



Implemented mobile voter photo identification outreach program.



Assisted citizens complete voter registration and absentee ballot application forms.



Developed training programs for officers of election using the standardized training programs and materials developed by the State Board of Elections.

FY 2021 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 as well as encourage voter registration. (Civic Engagement and Responsive City Services)

STATISTICS/PERFORMANCE MEASURES Registered Voters Percent of Election Results certified within 3 days of an election Polling Precincts

FY 19 Actual 63,000 100% 28

FY 20 Projected 63,500 100% 28

FY 21 Estimate 64,000 100% 28

Department: Registrar Budget Detail 2017-2018 Actual

Account Number: 100-1320051100.02 51100.04 51100.06 51100.27 52100 52210 52400 53300 53600 54100 54500 55210 55230 55410 55420 55500 55810 56001 56017 56026 58200

Salaries and Wages Salaries and Wages - Overtime Salaries and Wages - Part-time Special Compensation FICA VRS Retirement Group Life Repair and Maintenance Advertising Information Technology Risk Management Postal Services Telecommunications Lease/Rent of Equipment Lease/Rent of Building Travel and Training Dues and Association Memberships Office Supplies Copier Charges Special Events Capital Outlay

Total Operating Expenditures

2018-2019 Actual

2019-2020 Budget

2020-2021 Requested

% Change

2020-2021 Adopted

% Change

135,352 4,759 29,089 104,281 12,339 14,918 1,767 45,102 926 31,272 33,612 10,731 3,500 1,603 3,450 3,165 380 8,089 7,973 -

138,225 2,521 30,252 71,092 12,302 14,902 1,811 31,983 1,177 47,255 32,973 22,482 2,909 692 1,950 3,791 380 10,184 7,937 13,372 57,450

141,681 31,967 182,265 27,227 15,259 1,856 90,000 2,850 29,173 33,545 30,000 14,787 4,500 5,850 3,700 380 15,000 10,000 -

141,681 31,967 236,233 31,356 15,259 1,856 60,000 2,850 29,173 33,545 57,600 14,787 4,500 3,900 3,700 380 10,000 10,000 -

0% 0% 30% 15% 0% 0% -33% 0% 0% 0% 92% 0% 0% -33% 0% 0% -33% 0% -

146,682 31,967 236,233 31,738 18,291 1,966 60,000 2,850 30,452 26,305 57,600 14,787 4,500 3,900 3,700 380 12,000 10,500 -

4% 0% 30% 17% 20% 6% -33% 0% 4% -22% 92% 0% 0% -33% 0% 0% -20% 5% -

452,307

505,640

640,040

688,787

693,851

Personnel Summary

Range

Class General Registrar 124 Deputy Registrar 120 Assistant Registrar

Number of Full-Time Positions

2017-2018 Actual

2018-2019 Actual

2019-2020 Budget

2020-2021 Requested

2020-2021 Adopted

1 1 1

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.

Department: Circuit Court - Judges Budget Detail 2017-2018 Actual

Account Number: 100-2110051100.02 52100 52210 52400 53300 54500 55210 55230 55500 56001 56012 56017

Salaries and Wages FICA VRS Retirement Group Life Repair and Maintenance Risk Management Postal Services Telecommunications Travel and Training Office Supplies Books & Subscriptions Copier

Total Operating Expenditures

2018-2019 Actual

2019-2020 Budget

2020-2021 Requested

% Change

146,007 11,213 16,104 1,913 22,038 653 2,094 1,642 180 817

149,659 11,503 16,135 1,961 21,653 634 2,095 50 1,804 174 817

153,400 11,735 16,521 2,010 400 21,233 1,200 3,951 2,000 200 1,083

153,400 11,735 16,521 2,010 400 21,233 1,200 3,951 3,000 2,700 700 2,166

202,660

206,483

213,733

219,016

2020-2021 Adopted

0% $ 0% 0% 0% 0% 0% 0% 0% 35% 250% 100% 2%

% Change

153,401 11,735 19,129 2,056 400 16,053 1,200 3,951 2,700 200 1,137

0% 0% 16% 2% 0% -24% 0% 0% 35% 0% 5%

211,962

-1%

Personnel Summary

Range

Class Court Administrator - Civil Court Administrator - Criminal

Number of Full-Time Positions

2017-2018 Actual

2018-2019 Actual

2019-2020 Budget

2020-2021 Requested

2020-2021 Adopted

1 1

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.

Department: General District Court Budget Detail 2017-2018 Actual

Account Number: 100-2120053100 53100.10 53300 55230 55410 55810 56001 56011 56012 56017 58200

Professional Services Court Appointed Attorney Fees Repair & Maintenance Telecommunications Lease/Rent of Equipment Dues and Association Memberships Office Supplies Uniforms & Wearing Apparel Books and Subscriptions Copier Capital Outlay

Total Operating Expenditures

2018-2019 Actual

2019-2020 Budget

2020-2021 Requested

% Change

2020-2021 Adopted

% Change

940 35,261 1,645 1,637 260 3,334 506 6,623 7,394 -

600 49,524 1,646 658 706 3,999 463 3,045 7,502 -

2,000 40,000 3,051 2,500 1,500 3,500 7,000 9,080 -

4,000 45,000 4,000 3,051 2,500 2,000 5,000 7,000 9,080 6,000

100% $ 13% 0% 0% 33% 43% 0% 0% -

4,000 45,000 3,051 2,500 1,500 4,000 7,000 9,534 6,000

100% 13% 0% 0% 0% 14% 0% 5% -

57,600

68,143

68,631

87,631

28%

82,585

20%

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 2020 ACCOMPLISHMENTS 

Conducted neutral and impartial hearings for the public and law enforcement officers related to arrests, searches, emergency protective orders, bail, emergency custody orders, and temporary detention orders.



Conducted financial eligibility hearings for Fifth Judicial District criminal cases at the time bond hearings were held.



Engaged in training of local law enforcement officers with Crisis Intervention Team (CIT) training.

FY 2021 OBJECTIVES 

To conduct neutral and impartial hearings for 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 Fifth 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)

STATISTICS/PERFORMANCE MEASURES Arrest Warrants and Summonses Issued Search Warrants Issued Emergency Custody Orders Issued Temporary Detention Orders Issued Emergency Protective Orders Issued Commitments, Recognizances, and Releases Issued

CY 17 Actual 6,596 731 420 518 1,271 8,510

CY 18 Actual 5,622 730 429 451 1,194 7,606

CY 19 Actual 6,120 736 458 516 1,332 7,730

100

Department: Magistrate Budget Detail 2017-2018 Actual

Account Number: 100-2130053300 55230 55420 55810 56001 56017 58200

Repair and Maintenance Telecommunications Lease/Rent of Building Dues and Association Memberships Office Supplies Copier Costs Capital Outlay

Total Operating Expenditures

2018-2019 Actual

2019-2020 Budget

2020-2021 Requested

% Change

2020-2021 Adopted

% Change

361 748 9,000 540 1,717 3,696 -

6 748 9,000 500 1,979 3,696 -

400 1,387 9,000 700 2,000 4,642 -

400 1,387 9,000 1,100 2,200 4,642 2,800

0% 0% 0% 57% 10% 0% -

400 1,387 9,000 700 2,000 4,874 2,800

0% 0% 0% 0% 0% 5% -

16,061

15,929

18,129

21,529

19%

21,161

17%

101

JUVENILE AND DOMESTIC RELATIONS DISTRICT COURT DESCRIPTION The Juvenile and Domestic Relations District Court has jurisdiction in matters involving juvenile delinquency, juvenile traffic infractions, adult 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 Clerkâ&#x20AC;&#x2122;s Office is the administrative arm of the court. The Clerk of Court is the courtâ&#x20AC;&#x2122;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.

102

Department: Juvenile and Domestic Relations District Court Budget Detail 2017-2018 Actual

Account Number: 100-2161053100.10 53300 55230 55410 55500 55810 56001 56012 56017

Court Appointed Attorney Fees Repair & Maintenance Telecommunications Lease/Rent of Equipment Travel & Training Dues and Association Memberships Office Supplies Books and Subscriptions Copier Costs

Total Operating Expenditures

2018-2019 Actual

2019-2020 Budget

2020-2021 Requested

4,899 279 175 2,277 276 3,698

455 4,902 279 434 2,392 236 3,696

600 8,386 400 400 2,300 300 4,642

600 8,386 400 400 400 5,000 400 4,642

11,605

12,393

17,028

20,228

% Change

2020-2021 Adopted

0% $ 0% 0% 0% 117% 33% 0% 19%

% Change

600 8,386 400 400 2,500 400 4,874

0% 0% 0% 0% 9% 33% 5%

17,560

103

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 2020 ACCOMPLISHMENTS



Partnered with the Western Tidewater Community Services Board to offer services and referrals for court involved young people.



Hosted truancy reduction hearings aimed at addressing and improving attendance patterns of identified school age children in partnership with Suffolk Public Schools.



Maintained compliance with Virginia Department of Juvenile Justice standards as related to contacts with persons on probation, parole, and in direct care.

FY 2021 OBJECTIVES 

To refer high risk youth in jeopardy of commitment to the Chesapeake Juvenile Services Detention Facility for enrollment in the post-dispositional program. (Civic Engagement and Responsive City Services)



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 ensure 100% compliance with Virginia Department of Juvenile Justice standards. (Civic Engagement and Responsive City Services)

STATISTICS/PERFORMANCE MEASURES Juveniles receiving services Juveniles placed in Secure Detention Average Length of Stay in Secure Detention (days) Average Cost per Day for Secure Detention

FY 19 Actual 760 65 32 $189

FY 20 Projected 800 60 30 $190

FY 21 Estimate 800 60 30 $190

104

Department: Court Services Unit Budget Detail 2017-2018 Actual

Account Number: 100-2165053845 Juvenile Detention Costs 55230 Telecommunications 58200 Capital Outlay-Additions Total Operating Expenditures

2018-2019 Actual

2019-2020 Budget

2020-2021 Requested

% Change

2020-2021 Adopted

% Change

539,453 2,243 2,299

726,577 2,244 -

969,275 4,160 -

0% 0% -

969,275 4,160 -

0% 0% -

543,995

728,821

973,435

105

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, and the filing of divorce suits and 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 2020 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.



Secured grants to aid in the conservation of historical records.



Indexed, imaged, and made land records from 1866 to 1973 available electronically.

FY 2021 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)

STATISTICS/PERFORMANCE MEASURES Criminal Cases commenced Civil Cases commenced Wills/Estates initiated Judgments Deed/Land Instruments Finance Statements Fictitious Names Marriage License Notary Qualifications Concealed Handgun Applications Restitution Passport Applications

CY 17 Actual 2,734 1,207 400 5,672 14,842 217 432 399 296 1,622 1,671 1,371

CY 18 Actual 3,245 1,150 408 5,682 13,765 229 410 408 318 1,732 1,921 1,429

CY 19 Actual 3,308 1,287 417 6,131 14,840 226 538 404 333 1,684 1,840 1,613 106

Department: Clerk of the Circuit Court Budget Detail 2017-2018 Actual

Account Number: 100-2171051100.02 51100.04 51100.06 52100 52210 52400 53100 53100.10 53100.16 53300 54100 54500 55210 55230 55410 55500 55810 56001 56012 56017 58110 58200

Salaries and Wages Salaries and Wages - Overtime Salaries and Wages - Part-time FICA VRS Retirement Group Life Professional Services Legal Services - Court Appointed Legal Services - Jurors and Public Defenders Repair and Maintenance Information Technology Risk Management Postal Services Telecommunications Lease/Rent of Equipment Travel and Training Dues and Association Memberships Office Supplies Books and Subscriptions Copier Costs Capital Outlay-TTF Capital Outlay

Total Operating Expenditures

2018-2019 Actual

2019-2020 Budget

2020-2021 Requested

% Change

765,149 3 52,932 58,757 84,476 9,566 4,627 5,372 33,888 21,552 169,344 154,216 13,826 5,957 3,073 2,322 895 12,925 473 15,933 111,758 9,036

784,456 72,859 61,763 84,575 9,804 8,532 21,367 47,031 173,036 151,521 12,000 5,955 3,067 1,993 1,005 16,141 754 15,922 53,549 -

843,476 78,055 70,497 90,842 11,050 5,000 10,000 52,000 22,252 186,782 148,543 13,000 9,923 3,080 2,500 765 15,000 783 20,451 5,050 -

843,476 99,238 72,118 90,842 11,050 5,000 10,000 52,000 22,118 186,782 148,543 14,000 9,923 3,141 2,500 765 15,000 1,190 20,451 4,930

1,536,081

1,525,332

1,589,049

1,613,067

2020-2021 Adopted

0% $ 27% 2% 0% 0% 0% 0% 0% -1% 0% 0% 8% 0% 2% 0% 0% 0% 52% 0% -100% 2%

% Change

843,595 99,238 72,127 105,196 11,304 5,000 10,000 52,000 22,118 189,803 120,286 14,000 9,923 3,141 2,500 765 15,000 1,190 21,474 4,930 1,603,590

0% 27% 2% 16% 2% 0% 0% 0% -1% 2% -19% 8% 0% 2% 0% 0% 0% 52% 5% -100% 1%

53100 - Professional Services: APA Audit Costs. Personnel Summary

Range

138 127 121/122/124/127 125

Class Clerk Chief Deputy Court Clerk Deputy Court Senior Accountant Deputy Court Clerk I-IV Senior Deputy Court Clerk

Number of Full-Time Positions

2017-2018 Actual

2018-2019 Actual

2019-2020 Budget

2020-2021 Requested

2020-2021 Adopted

1 1 1 8 3

1 1 1 9 3

NOTE: Comp Board provides partial salary reimbursement for 12 of 15 full time positions with reimbursement by the State and contribution by the City of the balance annually for operations.

107

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 2020 ACCOMPLISHMENTS 

Provided a safe and secure court environment for over 198,000 visitors and employees of the Godwin Courts Building.



Served over 94,300 civil papers and executed approximately 790 preliminary protective orders, 1,200 evictions, and 1,347 judgements.



Made over 28,428 citizen contacts through the distribution of firearms safety gun locks and missing child identification kits, as well as presented bullying, stranger, gun safety, and pool safety programs to over 3,500 elementary school students.

FY 2021 OBJECTIVES 

To execute 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 Godwin Courts Building. (Public Safety)



To provide a safe and secure environment for all persons conducting business or visiting the Godwin Courts Building by searching all 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)

STATISTICS/PERFORMANCE MEASURES Civil Process Papers served Protective Orders served Security Searches conducted at Court Building entrance Inmates held in Court Building lock-up Transports Sessions of Court

CY 18 Actual 96,000 750 185,000 3,200 465 1,570

CY 19 Projected 96,500 790 193,000 3,396 470 1,500

CY 20 Estimate 97,000 810 193,550 3,425 480 1,500

108

Department: Sheriff Budget Detail 2017-2018 Actual

Account Number: 100-2181051100.02 51100.04 51100.06 52100 52210 52400 53100 53300 53500 53600 54100 54200 54500 55210 55230 55410 55500 55810 56001 56011 56012 56014 56017 58200

Salaries and Wages Salaries and Wages - Overtime Salaries and Wages - Part-time FICA VRS Retirement Group Life Professional Services Repair and Maintenance Printing & Binding Advertising Information Technology Fleet Risk Management Postal Services Telecommunications Lease/Rent of Equipment Travel and Training Dues and Association Memberships Office Supplies Uniforms & Wearing Apparel Books and Subscriptions Other Operating Supplies Copier Costs Capital Outlay

Total Operating Expenditures

2018-2019 Actual

1,378,970 90,234 274,441 127,779 149,417 15,617 67 80 178,614 109,303 319,128 5,700 13,743 730 6,459 2,168 6,951 11,000 248 22,991 9,495 18,745

2,741,880

2019-2020 Budget

1,435,243 24,981 322,955 130,268 152,602 16,072 40 277,206 170,773 323,464 3,046 13,801 600 5,111 2,183 7,842 43,459 388 20,930 9,457 -

2,960,419

2020-2021 Requested

1,470,013 288,537 134,529 158,320 19,257 1,000 250 500 500 237,380 166,238 323,705 5,700 20,863 1,356 6,500 3,550 7,000 15,000 500 19,000 12,072 -

2,891,771

% Change

2020-2021 Adopted

1,548,587 390,000 148,302 166,783 20,286 1,000 250 500 500 237,380 166,238 323,705 5,700 20,863 1,356 8,500 3,630 7,500 22,000 650 20,000 12,072 -

5% 35% 10% 5% 5% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 31% 2% 7% 47% 30% 5% 0% -

3,105,802

% Change

1,446,021 390,000 140,456 180,319 19,377 1,000 500 247,495 167,353 254,950 5,700 20,863 1,356 8,500 3,630 7,500 20,000 650 20,000 12,676 -

-2% 35% 4% 14% 1% 0% -100% -100% 0% 4% 1% -21% 0% 0% 0% 31% 2% 7% 33% 30% 5% 5% -

2,948,345

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

Range

138 136 135 129 125/126/127 127 125 121 120 119

Class Sheriff Chief Deputy Sheriff Deputy Sheriff - Captain Deputy Sheriff - Lieutenant Deputy Sheriff - Sergeant Deputy Sheriff I-III Community Outreach Coordinator Accreditation Manager Executive Secretary Secretary Office Assistant

Number of Full-Time Positions

2017-2018 Actual

2018-2019 Actual

2019-2020 Budget

2020-2021 Requested

2020-2021 Adopted

1 1 1 1 5 14 1 1 -

1 1 1 1 5 15 1 1 1

1 1 1 1 5 14 1 1 -

109

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 2020 ACCOMPLISHMENTS 

Achieved continued success in the aggressive prevention, education, and prosecution of gang violence including gang violence presentations to all middle and high schools.



Continued the successful implementation of the Cold Case Homicide Prosecution Program.



Held the Suffolk Commonwealth’s Attorney’s Citizens Academy and CSI Camp for children ages 12 to 15 years old.



Established the Commonwealth’s Attorney’s Citizens Academy.

FY 2021 OBJECTIVES 

To present the Commonwealth’s Attorney’s gang deterrence presentation to all Suffolk elementary, middle, and high schools. (Public Safety)



To attain a 95% approval rating from victims and witnesses involved in cases assisted by attorneys and victim witness staff of the Commonwealth’s Attorney’s office. (Public Safety)



To provide over 60 hours of classroom training and materials to over 202 police officers, fire and rescue, and other law enforcement agency personnel. (Public Safety)



To promote community outreach awareness and crime prevention by attending 150 community outreach events. (Civic Engagement and Responsive City Services)

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

FY 19 Actual 532 1,593 4,253 142 56 hrs.

FY 20 Projected 548 1,641 4,380 146 58hrs.

FY 21 Estimate 564 1,690 4,511 150 60 hrs.

110

Department: Commonwealth's Attorney Budget Detail 2017-2018 Actual

Account Number: 100-2210051100.02 51100.04 51100.06 52100 52210 52400 53100 53300 53600 54100 54200 54500 55210 55230 55310 55500 55810 55854 55855 56001 56012 56017 58200

Salaries and Wages Salaries and Wages - Overtime Salaries & Wages - Part-time FICA VRS Retirement Group Life Professional Services Repair and Maintenance Advertising Information Technology Fleet Risk Management Postal Services Telecommunications Employer HDHP Expense Travel and Training Dues and Association Memberships Asset Forfeiture - State Asset Forfeiture - Federal Office Supplies Books and Subscriptions Copier Capital Outlay

Total Operating Expenditures

2018-2019 Actual

2019-2020 Budget

2020-2021 Requested

% Change

2020-2021 Adopted

% Change

1,996,270 102,202 150,925 220,276 26,054 178 80 181,862 24,095 265,331 5,895 10,950 4,025 11,261 30,519 4,767 40,140 -

2,140,214 466 118,335 163,119 230,321 27,992 259 40 165,884 25,836 260,724 6,265 14,112 1,688 5,153 11,907 25,622 7,318 40,109 -

2,290,238 114,377 183,953 246,659 30,002 3,500 3,120 500 207,370 28,905 266,328 6,500 16,663 7,230 13,000 21,000 8,300 51,917 -

2,329,606 126,462 187,889 250,899 30,518 3,500 3,120 500 207,370 28,905 266,328 6,500 16,663 7,230 13,000 21,000 8,700 51,917 -

2% 11% 2% 2% 2% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 5% 0% -

2,284,566 114,377 183,519 284,885 30,613 3,500 3,120 500 221,847 24,412 209,380 6,500 17,155 7,230 13,000 21,000 8,700 54,513 -

0% 0% 0% 15% 2% 0% 0% 0% 7% -16% -21% 0% 3% 0% 0% 0% 5% 5% -

3,074,829

3,245,364

3,499,563

3,560,107

3,488,818

NOTE: Comp Board provides partial salary reimbursement for 17 of 27 full time positions with reimbursement from the State and contribution by the City of the balance annually for operations.

Personnel Summary

Range

144 135/138/141 138 136 127 124

Class Commonwealth's Attorney Deputy Commonwealth's Attorney Assistant Commonwealth's Attorney I-III Chief Administrative Manager Chief Investigator Community Outreach Coordinator Legal Assistant

Number of Full-Time Positions

2017-2018 Actual

2018-2019 Actual

2019-2020 Budget

2020-2021 Requested

2020-2021 Adopted

1 3 9 1 1 1 8

1 3 10 1 1 1 8

1 3 11 1 1 1 8

1 4 10 1 1 1 9

1 4 10 1 1 1 8

111

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. FY 2020 ACCOMPLISHMENTS 

Continued to proactively address crime through Comp Stat meetings.



Achieved forensic reaccreditation from the International Organization for Standardization, American National Standards Institute.



Completed multiple active shooter presentations and participated in a large scale exercise at the Pruden Center.



Conducted an aggressive recruitment program to attract qualified police officers.

FY 2021 OBJECTIVES 

To maintain or achieve accreditation/reaccreditation for the police department including communications and forensics accreditation. (Public Safety)



To provide mental health first aid or crisis intervention training for all officers and emergency communications personnel. (Public Safety)



To continue implementation of the citizen academy and related outreach programs in partnership with Department of Fire & Rescue, Sheriff’s Department, and Commonwealth’s Attorney’s Office. (Civic Engagement and Responsive City Services)

STATISTICS/PERFORMANCE MEASURES Average Response Time (Priority 1 Calls) Clearance Rate (Part I Offenses) Motor Vehicle and Traffic Enforcement: Traffic Citations DUI Arrests Motor Vehicle Crashes Traffic Fatalities

FY 19 Actual 6:11 23%

FY 20 Projected 6:12 25%

FY 21 Estimate 6:13 25%

9,745 379 2,405 9

8,804 317 2,367 8

8,205 315 2,432 7

112

Department: Police Budget Detail 2017-2018 Actual

Account Number: 100-3110051100.02 51100.04 51100.06 52100 52210 52400 53000.16 53100 53300 53500 54100 54200 54500 55100 55210 55230 55310 55410 55500 55810 55842 56001 31700-56007 31705-58200 31710-56007 56011 56012 56014 31715-56014 56017 56026 58200

Salaries and Wages Salaries and Wages - Overtime Salaries and Wages - Part-time FICA VRS Retirement Group Life Purchased Services - Refuse Collection Professional Services Repair and Maintenance Printing and Binding Information Technology Fleet Risk Management Utilities Postal Services Telecommunications Employer HDHP Expense Lease/Rent of Equipment Travel and Training Dues and Association Memberships Rewards Office Supplies Property Seizure E-Ticking Fee Confiscation Program Uniforms & Wearing Apparel Books and Subscriptions Other Operating Supplies DARE Copier Costs Special Events Capital Outlay

Total Operating Expenditures

2018-2019 Actual

2019-2020 Budget

2020-2021 Requested

% Change

2020-2021 Adopted

% Change

11,187,152 1,765,595 127,546 957,927 1,201,735 144,877 396 175,081 20,491 11,489 2,160,397 1,834,190 2,682,431 128,151 7,718 197,398 9,540 67,658 138,144 5,538 16,000 27,674 10,446 109,670 5,589 138,563 1,888 124,660 82,085 9,863 18,486

10,649,261 1,889,477 180,511 931,954 1,137,800 141,288 363 183,360 21,566 8,058 2,470,542 1,879,570 2,734,594 140,524 6,727 245,074 10,458 71,637 168,940 4,287 16,000 28,799 39,829 232,283 190,422 814 218,255 79,387 6,052 54,929

12,136,213 875,571 128,837 1,005,257 1,297,695 158,984 284 320,000 23,200 11,737 2,554,774 2,491,934 2,724,735 160,000 8,000 310,679 97,610 146,649 4,922 20,000 30,000 264,083 2,000 110,000 104,509 22,940 -

12,136,213 875,571 168,663 1,008,304 1,307,070 158,984 284 341,630 24,200 11,737 2,554,774 2,491,943 2,724,735 160,000 8,000 310,679 102,487 174,049 5,106 20,000 30,000 264,083 2,000 154,000 104,509 22,940 30,000

0% 0% 31% 0% 1% 0% 0% 7% 4% 0% 0% 0% 0% 0% 0% 0% 5% 19% 4% 0% 0% 0% 0% 40% 0% 0% -

11,927,492 875,571 168,663 992,337 1,478,449 159,828 511 341,630 24,200 11,737 3,387,452 2,511,991 2,241,448 160,000 8,000 310,679 102,487 174,049 5,106 20,000 30,000 264,083 2,000 154,000 109,734 22,940 30,000

-2% 0% 31% -1% 14% 1% 80% 7% 4% 0% 33% 1% -18% 0% 0% 0% 5% 19% 4% 0% 0% 0% 0% 40% 5% 0% -

23,368,380

23,742,763

25,010,614

25,191,961

25,514,388

51100.04 - Overtime: Holiday, Court, Inclement Weather, Staffing, Cycle, On Call, CIT Drop Off Center, Special Events 53100 - 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 of officers; specialized training for officers 56014 - Other Operating Supplies: ammunition, dog food, recruiting and safety supplies, crime scene processing materials. 56026 - Special Events: Youth Public Safety Academy Department: Police Personnel Summary

Range 144 141 138 136 133 132 130 130 125/127/128/129 127 127 124 124 124 121 120 120 119

Class Chief of Police Deputy Chief of Police Police Captain Police Lieutenant Police Planner Police Sergeant Forensic Supervisor Administrative Analyst Police Officer I-III/Master Police Officer Records Management Supervisor Accreditation Manager Forensic Technician Crime Analyst Administrative Specialist Executive Secretary Secretary Accounting Technician Police Records Technician

Number of Full-Time Positions

2017-2018 Actual

2018-2019 Actual

2019-2020 Budget

2020-2021 Requested

2020-2021 Adopted

1 3 4 10 23 1 1 148 1 1 4 2 1 1 1 13

1 3 5 10 23 1 1 148 1 4 2 1 1 1 14

1 3 5 10 1 24 1 1 157 1 4 2 1 1 1 1 13

215

216

227

113

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 and 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. FY 2020 ACCOMPLISHMENTS 

Completed 100% toward the geographic information systems boundary line delineation between Isle of Wight County and Suffolk to provide dispatched emergency services to citizens within a geographically defined boundary line with bordering localities.



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



Added two supervisor positions for complete coverage on all shifts.

FY 2021 OBJECTIVES 

To maintain a high level of customer service through monthly review of citizen surveys. (Public Safety)



To conduct outreach with the community through senior citizens and youth public safety academies. (Public Safety)



To partner with elementary schools to educate youth on 911. (Public Safety)

STATISTICS/PERFORMANCE MEASURES Calls for Service: Self-Initiated Calls received from Officers Calls from Citizens Percent of reviewed calls meeting or exceeding expectations

FY 19 Actual

FY 20 Projected

FY 21 Estimate

119,832 60,840 97%

120,000 61,000 97%

124,000 61,500 98%

114

Division: Police Emergency Communications (Department of Police) Budget Detail 2017-2018 Actual

Account Number: 100-3140051100.02 51100.04 51100.06 52100 52210 52400 53100 53300 54500 55230 55310 55500 55810 56011 56014 58200

Salaries and Wages Salaries and Wages - Overtime Salaries and Wages - Part-time FICA VRS Retirement Group Life Professional Services Repair and Maintenance Risk Management Telecommunications Employer HDHP Expense Travel and Training Dues and Association Memberships Uniforms & Wearing Apparel Other Operating Supplies Capital Outlay

Total Operating Expenditures

2018-2019 Actual

2019-2020 Budget

2020-2021 Requested

% Change

1,141,194 170,037 3,092 94,913 123,070 14,809 18,743 1,175 298,432 86,670 6,774 92 4,000 3,239 -

1,064,401 202,003 20,910 92,947 113,310 14,340 17,467 1,751 302,748 87,959 2,083 6,095 142 4,088 2,332 -

1,329,213 24,857 103,586 141,812 17,413 18,850 2,500 285,576 113,974 9,735 300 5,381 4,000 -

1,329,213 149,142 113,094 143,156 17,413 18,850 2,500 285,576 113,974 9,735 300 5,381 4,000 -

1,966,240

1,932,577

2,057,198

2,192,334

2020-2021 Adopted

0% $ 500% 9% 1% 0% 0% 0% 0% 0% 0% 0% 0% 0% 7%

% Change

1,299,507 24,857 101,314 161,270 17,413 18,850 2,500 231,623 113,974 9,735 300 5,381 4,000 -

-2% 0% -2% 14% 0% 0% 0% -19% 0% 0% 0% 0% 0% -

1,990,725

-3%

51100.04 - Overtime: Holiday, Inclement Weather, Staffing Personnel Summary

Range

Class 132 132 128 123/124 121

Police Sergeant PSAP Manager Communications Lead Operator Communications Operator I-II Call Taker

Number of Full-Time Positions

2017-2018 Actual 1 1 3 20 3 28

2018-2019 Actual

2019-2020 Budget

2020-2021 Requested

2020-2021 Adopted

1 3 23 -

1 5 23 -

115

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. FY 2020 ACCOMPLISHMENTS 

Participated with other local shelters in events to increase the percentage of animals adopted.



Held 22 external adoption events in an effort to increase the percentage of animals adopted.



Trained 30 new volunteers in a variety of activities including adoption events, animal foster care, and staff assistance at the animal shelter.

FY 2021 OBJECTIVES 

To increase redemptions and adoptions by use of social media. (Civic Engagement and Responsive City Services)



To increase animal transfers by reaching out to other rescue organizations. (Civic Engagement and Responsive City Services)



To provide opportunities for volunteerism for positions working in the animal shelter, as well as foster care families for our animals. (Civic Engagement and Responsive City Services)



To utilize social media to inform citizens on issues involving animal care. (Civic Engagement and Responsive City Services)

STATISTICS/PERFORMANCE MEASURES Animal Adoptions Animal Redemptions Animal Transfers Animal Foster Homes Citizen Calls for Service Self-Initiated Calls for Service

FY 19 Actual 557 281 624 24 3,729 2,232

FY 20 Projected 415 300 700 25 3,808 2,742

FY 21 Estimate 450 305 700 26 3,845 2,734

116

Division: Animal Shelter Management (Department of Police) Budget Detail 2017-2018 Actual

Account Number: 100-3510051100.02 51100.04 51100.06 52100 52210 52400 53000.02 53000.16 53100 53300 54200 54500 55100 55230 55410 55500 55810 56001 56011 56014 56015 56017 58200

Salaries and Wages Salaries and Wages - Overtime Salaries and Wages - Part-time FICA VRS Retirement Group Life Purchased Services - Road Maintenance (incineration) Purchased Services - Refuse Collection Professional Services Repair and Maintenance Fleet Risk Management Utilities Telecommunications Lease/Rent of Equipment Travel and Training Dues and Association Memberships Office Supplies Uniforms & Wearing Apparel Other Operating Supplies Merchandise for Resale Copier Costs Capital Outlay

Total Operating Expenditures

2018-2019 Actual

2019-2020 Budget

2020-2021 Requested

% Change

379,800 22,454 28,044 31,290 40,600 4,822 15,000 1,445 102,435 72 91,047 113,547 36,550 2,460 16,752 518 315 1,300 3,000 26,985 3,000 635 19,156

376,204 28,169 23,100 31,265 39,481 4,769 15,000 1,474 91,593 510 101,339 112,350 43,702 2,533 17,557 650 380 1,274 3,500 25,252 2,949 2,772 63,394

384,445 3,286 40,083 29,661 41,069 5,036 22,000 1,500 116,550 1,000 115,166 115,037 38,000 7,587 20,562 1,000 580 1,300 3,500 28,000 3,000 4,642 -

384,445 26,714 40,833 34,577 41,405 5,036 22,000 1,500 116,550 1,000 115,166 115,037 38,000 7,587 20,562 1,000 580 1,300 3,500 28,000 3,000 4,642 11,160

941,230

989,215

983,004

1,023,594

2020-2021 Adopted

0% $ 713% 2% 17% 1% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 4%

% Change

381,330 3,286 40,083 32,490 47,552 5,110 22,000 1,500 116,550 1,000 98,359 88,434 38,000 7,587 20,562 1,000 580 1,300 3,500 28,000 3,000 4,874 11,160

-1% 0% 0% 10% 16% 1% 0% 0% 0% 0% -15% -23% 0% 0% 0% 0% 0% 0% 0% 0% 0% 5% -

957,257

-3%

51100.04 - Overtime: Holiday, Inclement Weather, Staffing, On Call 53100 - Professional Services: Vet services. 56014 - Other Operating Supplies: pet food and supplies, cleaning supplies. Personnel Summary

Range

Class 130 130 121 116

Chief Animal Control Officer Animal Shelter Manager Animal Control Officer Animal Caretaker

Number of Full-Time Positions

2017-2018 Actual

2018-2019 Actual

2019-2020 Budget

2020-2021 Requested

2020-2021 Adopted

1 1 5 3

117

COMMUNITY DEVELOPMENT SERVICES DESCRIPTION The budget for the Community Development Services Division was merged with the Department of Planning and Community Development in the adopted FY 2018-2019 budget.

118

Division: Community Development (Department of Planning and Community Development) Budget Detail 2017-2018 Actual

Account Number: 100-3450051100.02 51100.04 51100.06 52100 52210 52400 53100 53100.30 53175 53600 54100 54200 54500 55210 55230 55500 55810 56001 56012 56014 56017

Salaries and Wages Salaries and Wages - Overtime Salaries and Wages - Part-time FICA VRS Retirement Group Life Professional Services Professional Service - Demolition Neighborhood Improvements Advertising Information Technology Fleet Risk Management Postal Services Telecommunications Travel and Training Dues and Association Memberships Office Supplies Books and Subscriptions Other Operating Supplies Copier Costs

Total Operating Expenditures

2018-2019 Actual

2019-2020 Budget

2020-2021 Requested

% Change

2020-2021 Adopted

% Change

1,352,680 19,907 98,030 149,721 18,445 112 174,104 62,446 1,495 134,112 97,726 293,298 14,885 19,398 9,354 1,690 8,615 1,391 527 8,707

2,466,645

Personnel Summary

Range

Class 138 135 133 133 130 127 127 125/127 124/125 125 124 123 120 119

Assistant Director of Community Development Zoning Administration and Enforcement Manager Housing/Property Maintenance Official Building Official Plans Reviewer Customer Service Manager Assistant Zoning Administration and Enforcement Coordinator Building Inspector I-II Zoning Inspector I-II Housing/Property Maintenance Inspector Senior Permit Technician Permit Technician Secretary Office Assistant

Number of Full-Time Positions

2017-2018 Actual

2018-2019 Actual

2019-2020 Budget

2020-2021 Requested

2020-2021 Adopted

1 1 1 1 1 1 1 7 2 4 3 1 1 1

119

FIRE AND RESCUE DESCRIPTION The Suffolk Department of Fire and 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 and Rescue performs fire prevention and education, commercial fire inspections, new construction plans review in conjunction with the City Building Official, and fire/arson investigations in order to determine cause and origin. FY 2020 ACCOMPLISHMENTS 

Staff completed various certification and training activities including basic and advanced life support, driver/pump operator, search and rescue, vehicle and ropes rescue, structural collapse.



Twenty-one firefighter recruits completed and additional 13 new recruits began the Fire Academy.



Provided a citizens Fire & Rescue Academy.

FY 2021 OBJECTIVES 

To provide efficient and effective fire prevention, fire protection, and emergency medical services to residents and visitors. (Financial Stability)



To increase staffing levels and fill vacancies to address the continued growth of the City of Suffolk and the Suffolk Department of Fire & Rescue. (Public Safety)



To enhance the efficiency and effectiveness of the Department of Fire & Rescue personnel through continuing education, training, and workforce development. (Public Safety)

STATISTICS/PERFORMANCE MEASURES Calls for Service Average Response Time Number of Fires Fire Prevention: Plan Reviews Fire/Safety Inspections Investigations Arson, Bomb Threats, Threats to Burn Community Outreach: Fire Safety House Presentations Youth Public Safety Academy sessions Fire/Life Safety Camps

FY 19 Actual 14,535 6:49 142

FY 20 Projected 15,261 6:51 145

FY 21 Estimate 16,024 6:54 148

430 773 128 28

700 1,000 200 30

800 1,250 210 32

60 24 3

70 24 4

80 24 5

120

Department: Fire and Rescue Budget Detail 2017-2018 Actual

Account Number: 100-3210051100.02 51100.04 51100.06 52100 52210 52400 53000.16 53100 53100.22 53300 53320 53500 54100 54200 54500 55100 55210 55230 55310 55410 55440 55500 55645 55700 55810 55843 56001 56007 56007.12 56011 56012 56014 56017 58200

Salaries and Wages Salaries and Wages - Overtime Salaries and Wages - Part-time FICA VRS Retirement Group Life Purchased Services - Refuse Collection Professional Services Medical Services Repair and Maintenance Maintenance Service Contracts Printing and Binding Information Technology Fleet Risk Management Utilities Postal Services Telecommunications Employer HDHP Expense Lease/Rent of Equipment Fire Hydrant Rental Travel and Training Four for Life - EMS Support VFD Operations Dues and Association Memberships Fire Programs Fund Expense Office Supplies Repair and Maintenance Supplies Educational Supplies Uniforms & Wearing Apparel Books and Subscriptions Other Operating Supplies Copier Costs Capital Outlay - Additions

Total Operating Expenditures

2018-2019 Actual

2019-2020 Budget

2020-2021 Requested

% Change

13,728,059 4,114,633 448,239 1,323,681 1,494,868 177,912 8,725 190,723 36,890 9,931 76,402 304 1,124,714 1,651,689 3,406,927 193,359 455 83,665 17,673 142,394 140,000 38,661 69,891 85,974 19,210 121,658 4,144 13,284 6,845 121,184 1,828 47,823 35,342 49,967

13,980,333 5,023,913 544,741 1,412,405 1,497,536 181,720 8,636 131,002 80,480 22,234 80,324 657 1,608,245 1,652,240 3,582,807 201,356 488 88,145 18,750 150,158 140,000 70,514 103,929 25,910 20,407 304,536 5,745 20,984 5,298 174,533 1,367 114,263 34,879 13,890

15,615,777 2,500,000 528,490 1,426,286 1,674,724 204,567 8,011 181,733 293,996 15,000 100,804 1,160 1,827,349 1,991,473 3,776,388 220,626 850 97,589 176,988 140,000 100,000 81,046 75,000 20,677 292,774 5,060 15,000 8,000 201,924 1,830 89,046 45,716 -

16,708,232 2,500,000 483,041 1,506,382 1,799,477 218,878 9,011 181,733 293,996 55,000 101,554 1,160 1,827,349 1,991,473 3,776,388 220,626 850 97,589 176,988 140,000 180,051 86,514 62,500 21,077 308,072 5,060 15,000 10,500 409,074 1,830 112,731 45,716 177,251

28,987,053

31,302,424

31,717,884

33,525,103

2020-2021 Adopted

7% $ 0% -9% 6% 7% 7% 12% 0% 0% 267% 1% 0% 0% 0% 0% 0% 0% 0% 0% 0% 80% 7% -17% 2% 5% 0% 0% 31% 103% 0% 27% 0% 6%

% Change

15,990,242 2,500,000 483,041 1,451,456 1,984,282 214,269 9,011 181,733 293,996 55,000 101,554 1,160 1,968,889 2,010,197 3,060,127 220,626 850 98,081 176,988 140,000 180,051 86,512 62,500 21,077 308,072 5,060 15,000 10,500 339,074 1,830 112,731 48,002 177,251

2% 0% -9% 2% 18% 5% 12% 0% 0% 267% 1% 0% 8% 1% -19% 0% 0% 1% 0% 0% 80% 7% -17% 2% 5% 0% 0% 31% 68% 0% 27% 5% -

32,309,163

51100.04 - Overtime: Holiday, FLSA, Inclement Weather, Special Events 51100.06 - Part-time: EMS Paramedics 53100 - Professional Services: Dept. of Forestry contracts for forest fire prevention & suppression; independent ladder testing services & EMS billing; firefighter entrance testing. 53100.22 - 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.

Department: Fire and Rescue Personnel Summary

Range

Class 144 141 137 137 134 134 132 130 130 129

127/128/129 125/126 124 123 121 119 118

Fire Chief Deputy Fire Chief Fire Marshal Battalion Chief Fire Captain Deputy Emergency Management Coordinator Fire Lieutenant Fire Protection Plans Reviewer Administrative Analyst Public Education Specialist-Fire Investigator Firefighter I-II/Senior Firefighter/FirefighterMedic I-II/Master Firefighter/Fire Inspector/Fire Investigator-Inspector Accounting Associate II Planning Technician Executive Secretary Office Assistant Stock Room Clerk

Number of Full-Time Positions

2017-2018 Actual

2018-2019 Actual

2019-2020 Budget

2020-2021 Requested

2020-2021 Adopted

1 3 1 7 19 31 1 1

1 3 1 7 20 33 1 1

1 3 1 7 19 1 33 1 1

1 3 1 7 21 1 34 1 1 1

1 3 1 7 20 1 35 1 1 1

188 1 2 -

203 1 1 2 -

222 1 1 1 2 1

203 1 1 1 2 -

255

274

299

279

121

FIRE AND RESCUE – EMERGENCY MANAGEMENT DESCRIPTION The Emergency Management Division of the Suffolk Department of Fire and Rescue is responsible for disaster preparedness and seeks to lessen 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 2020 ACCOMPLISHMENTS 

Completed all work elements required by the Local Emergency Management Performance Grant.



Reviewed, assisted, and guided local medical facilities with meeting the emergency preparedness requirements for Medicaid and Medicare providers and suppliers through emergency operations plan reviews and drills.



Participated in 21 regional meetings, committees, and work groups such as Hampton Roads Emergency Management Committee, All Hazard Advisory Committee, North Carolina/Virginia Evacuation Coordination Group, and Regional Re-Entry workshop.



Provided emergency management education and outreach to citizens and businesses.



Participated in local and state emergency drills.

FY 2021 OBJECTIVES 

To administer a comprehensive all-hazards emergency management program aimed at coordinating local, state, federal, and private resources to address natural and man-made disasters through preparedness, response, recovery, and mitigation. (Public Safety)



To assist businesses in evaluating and implementing Emergency Operations Plans. (Civic Engagement and Responsive City Services)



To complete all work elements required by the Local Emergency Management Performance Grant. (Public Safety)



To provide educational outreach to residents and businesses. (Civic Engagement and Responsive City Services)

STATISTICS/PERFORMANCE MEASURES Training exercises held Percentage of City staff with emergency management responsibilities receiving at least one class annually Percent compliance with State/Federal emergency management mandates

FY 19 Actual 3

FY 20 Projected 3

FY 21 Estimate 3

100%

122

Division: Emergency Management (Department of Fire & Rescue) Budget Detail 2017-2018 Actual

Account Number: 100-3550054100 55210 55230 55500 55810 56001 56014

Information Technology Postal Services Telecommunications Travel and Training Dues and Association Memberships Office Supplies Other Operating Supplies

Total Operating Expenditures

2018-2019 Actual

2019-2020 Budget

2020-2021 Requested

% Change

2020-2021 Adopted

% Change

23,130 2,991 929 150 25 1,140

4,350 2,992 2,998 150 355 14

50 11,947 2,000 300 1,250 1,500

50 11,974 8,000 520 1,250 1,500

$ 0% 0% 300% 73% 0% 0%

50 11,947 3,000 520 1,250 1,500

0% 0% 50% 73% 0% 0%

28,365

10,860

17,047

23,294

37%

18,267

123

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 jailâ&#x20AC;&#x2122;s operations through a local funding contribution based on inmate population served.

124

Department: Western Tidewater Regional Jail Budget Detail 2017-2018 Actual

Account Number: 100-3320057001 Required Jurisdiction Contribution Total Operating Expenditures

2018-2019 Actual

2019-2020 Budget

2020-2021 Requested

% Change

2020-2021 Adopted

% Change

4,364,052

4,424,060

4,297,658

4,492,631

4,364,052

4,424,060

4,297,658

4,492,631

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

125

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 and mosquito control, roadway maintenance, traffic engineering, and transit services. FY 2020 ACCOMPLISHMENTS 

Inspected 75 bridges to meet state and federal standards and guidelines.



Completed the installation of closed conveyance storm water pipe, roll curb, and manholes on various sections of North Capitol Street, Freeney Avenue, Camp Avenue, and Dill Road.



Completed construction of new traffic signal at Bridge Road and Winward Lane, as well as signal coordination along College Drive.



Received $1,000,000 in state funding to pave sections along Bridge Road and Route 58 at the Franklin Bypass.



Conducted various citizen engagement activities with environmental impact including Clean the Bay Day, the Great American Clean Up, America Recycles Day, Earth Day, and the International Coastal Cleanup.

FY 2021 OBJECTIVES 

To provide for capital street improvements as identified through the neighborhood street initiative program. (Transportation)



To provide quality maintenance service of the City’s roadway network and supported assets. (Transportation)



To provide timely refuse collection on a weekly basis to over 35,000 residences throughout the City. (Civic Engagement and Responsive City Services)



To ensure continued compliance with the City’s stormwater permit. (Civic Engagement and Responsive City Services)

STATISTICS/PERFORMANCE MEASURES Lane miles resurfaced Average time to repair reported potholes Priority 1 Traffic Signal requests repaired within 4 hours Tons of Refuse Collected

FY 19 Actual 54.6 72 hrs. 100% 42,113

FY 20 Projected 60 72 hrs. 100% 45,000

FY 21 Estimate 60 72 hrs. 100% 51,000

126

Department: Public Works - Administration Budget Detail 2017-2018 Actual

Account Number: 100-4110051100.02 51100.04 51100.06 52100 52210 52400 53000.02 53000.06 53000.43 53000.44 53000.45 53100 53130 53600 54100 54200 54500 55210 55230 55310 55500 55810 56001 56012 56014 56017 58200

Salaries and Wages Salaries and Wages - Overtime Salaries and Wages - Part-time FICA VRS Retirement Group Life Purchased Services - RM Dirt Roads Purchased Services - Stormwater - Engineering Purchased Services - RM Salary Allocation Purchased Services - RM Streetlight Installation Purchased Services - RM Impact Analysis Professional Services Landfill Closure Monitoring Advertising Information Technology Fleet Risk Management Postal Services Telecommunications Employer HDHP Expense Travel and Training Dues and Association Memberships Office Supplies Books and Subscriptions Other Operating Supplies Copier Costs Capital Outlay

Total Operating Expenditures

2018-2019 Actual

181,675 12,837 19,849 2,358 68,603 450,000 45,000 20,000 15,000 10,940 50,703 67 16,627 3,858 22,052 132 2,937 782 1,001 187 1,026 -

925,633

2019-2020 Budget

191,288 14,015 17,827 2,120 125,105 450,000 50,193 20,000 15,000 15,982 8,440 8,373 1,934 21,742 181 3,719 2,500 265 453 484 180 1,024 -

950,825

2020-2021 Requested

207,091 15,842 22,304 2,713 130,000 450,000 12,709 20,000 15,000 24,000 250 9,922 5,600 22,187 400 3,707 1,200 960 1,500 145 1,332 -

946,862

% Change

241,386 18,466 25,997 3,162 155,000 475,000 19,216 20,000 15,000 24,000 1,000 9,922 5,600 22,187 300 3,730 1,200 960 1,500 250 1,300 1,045,176

2020-2021 Adopted

17% $ 17% 17% 17% 19% 6% 51% 0% 0% 0% 300% 0% 0% 0% -25% 1% 0% 0% 0% 72% -2% 10%

% Change

241,385 18,466 30,101 3,235 155,000 475,000 19,216 20,000 15,000 24,000 1,000 10,501 4,728 24,961 300 3,707 1,200 960 1,500 250 1,399 -

17% 17% 35% 19% 19% 6% 51% 0% 0% 0% 300% 6% -16% 13% -25% 0% 0% 0% 0% 72% 5% -

1,051,908

11%

53000 - Purchased Services: To cover misc. local transportation needs outside VDOT reimbursement regulations and engineering services. 53100 - Professional Services: Surveying / Engineering services. Personnel Summary

Range

Class 144 135 127 121

Director of Public Works Public Works Fund Manager Community Outreach Coordinator Executive Secretary

Number of Full-Time Positions

2017-2018 Actual

2018-2019 Actual

2019-2020 Budget

1 1

1 -

2020-2021 Requested

2020-2021 Adopted 1 1

1 1 -

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 2020 ACCOMPLISHMENTS 

Began construction of site improvements to Fire Station 1 on Market Street.



Completed renovations to the Godwin Courts Building in downtown.



Initiated construction of the Sleepy Hole Golf Course cart storage building, and the Department of Fire and Rescue and Parks and Recreation/Police Department operations facilities.



Commenced architectural and engineering design work for the new Central Library project.

FY 2021 OBJECTIVES 

To continue the efficient implementation of capital projects within established budgets. (Financial Stability)



To implement municipal building projects that encourage citizen engagement and efficient service delivery to citizens in concert with the City’s adopted comprehensive plan. (Civic Engagement and Responsive City Services)



To collaborate with Suffolk Public Schools to implement projects that support the growth and enhancement of public education. (Education)

STATISTICS/PERFORMANCE MEASURES Building Maintenance and Custodial: Number of Buildings maintained Square Footage of Buildings maintained Service Requests received Building Maintenance Custodial Average Response Time to Service Requests Capital Projects: Percent of Capital Building Projects completed on time/within budget

FY 19 Actual

FY 20 Projected

FY 21 Estimate

44 1,037,500

46 1,078,000

1,900 975 1 day

1,900 1,150 1 day

1,925 1,200 1 day

100%

128

Department: Capital Programs & Facilities Budget Detail 2017-2018 Actual

Account Number: 100-43250 51100.02 51100.04 51100.06 52100 52210 52400 53000.16 53100 53300 53320 54100 54200 54500 55100 55210 55230 55410 55500 56001 56011 56014 56017 58200

Salaries and Wages Salaries and Wages - Overtime Salaries and Wages - Part-time FICA VRS Retirement Group Life Purchased Services - Refuse Collection Professional Services Repair and Maintenance Maintenance Service Contracts Information Technology Fleet Risk Management Utilities Postal Services Telecommunications Lease/Rent of Equipment Travel and Training Office Supplies Uniforms & Wearing Apparel Other Operating Supplies Copier Costs Capital Outlay

Total Operating Expenditures

2018-2019 Actual

2019-2020 Budget

2020-2021 Requested

% Change

977,971 17,807 122,499 81,180 107,062 12,720 14,927 75,000 148,295 537,521 89,327 72,261 458,060 622,775 38 8,856 469,061 1,256 20,223 211,870 7,136 -

961,506 21,901 109,431 79,345 102,891 12,495 14,580 1,318 232,086 583,725 138,147 67,300 415,829 527,903 27 9,781 451,770 647 18,360 261,816 7,121 17,476

1,052,844 169,506 93,510 113,391 13,792 11,322 175,000 525,000 148,829 80,918 480,146 645,000 100 16,250 534,415 2,000 2,000 12,000 250,000 8,752 -

1,052,844 169,506 93,510 113,391 13,792 11,322 190,000 525,000 148,829 80,918 480,146 645,000 100 16,250 534,415 10,000 2,000 16,000 275,000 8,752 -

4,055,844

4,035,455

4,334,775

4,386,775

2020-2021 Adopted

0% $ 0% 0% 0% 0% 0% 9% 0% 0% 0% 0% 0% 0% 0% 0% 400% 0% 33% 10% 0% 1%

% Change

1,057,816 229,506 98,480 131,910 14,175 15,000 190,000 525,000 157,512 84,421 452,122 645,000 100 16,250 534,415 10,000 2,000 16,000 275,000 9,190 -

0% 35% 5% 16% 3% 32% 9% 0% 6% 4% -6% 0% 0% 0% 0% 400% 0% 33% 10% 5% -

4,463,896

Personnel Summary

Range

Class 144 138 130 127 124 123 121 120 120 114

Director of Capital Programs & Buildings Assistant Director of Capital Programs & Buildings Facilities Maintenance Manager Facilities Inspector General Services Supervisor Building Maintenance Technician Executive Secretary Secretary Custodial Supervisor Custodial Worker

Number of Full-Time Positions

2017-2018 Actual

2018-2019 Actual

2019-2020 Budget

2020-2021 Requested

% Change

2020-2021 Adopted

% Change

1 1 1 1 1 3 1 1 2 12

1 1 1 1 1 4 1 1 2 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 2020 ACCOMPLISHMENTS 

Exceeded the 97% processing standard for expedited and non-expedited SNAP and TANF program applications.



Maintained a 97% timely processing standard for Medicaid renewals despite a caseload increase of over 3,000 program participants due to Medicaid expansion.



Collaborated with outside resources to assist the community with back to school and Holiday assistance which included school supplies, food, and clothing for families in need.

FY 2021 OBJECTIVES 

To process benefit applications in a timely manner in accordance with State standards. (Leisure, Health, and Wellness)



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



To host employment fairs, and assist existing and new businesses by providing recruitment space and a pool of qualified applicants. (Expanded Economic Development)

STATISTICS/PERFORMANCE MEASURES Persons/Households receiving SNAP Persons/Households receiving TANF Households receiving Medicaid Children in Foster Care Visitors at Workforce Development Ctr. Persons in Community Corrections Program Average Length of Supervision time

FY 19 Actual 10,306 622 12,312 37 15,201 585 240 days

FY 20 Projected 11,000 525 13,000 45 15,500 595 265 days

FY 21 Estimate 11,100 425 13,200 40 16,000 610 285 days

130

Department: Social Services Budget Detail 2017-2018 Actual

Account Number: 100-5310051100.02 51100.04 51100.06 51100.27 52100 52210 52400 52600 53100 53300 54100 54200 54500 55210 55230 55300 55310 55420 55500 55667 55676 55677 55701.02 55701.04 55701.06 55701.08 55701.10 55701.14 55701.16 55701.18 55701.22 55701.24 55810 56001 56017

Salaries and Wages Salaries and Wages - Overtime Salaries and Wages - Part-time Leave Compensation FICA VRS Retirement Group Life Unemployment Professional Services Repair and Maintenance Information Technology Fleet Risk Management Postal Services Telecommunications Insurance and Bonds Employer HDHP Expense Lease/Rent of Building Travel and Training Early Childhood Development Commission Summer Youth Program Suffolk Workforce Development (lease) Auxiliary Assistance - Blind, Aged & Disabled Aid to Dependent Children Aid to Dependent Children - Foster Care Fuel Assistance Healthy Families Title XX Purchased Services Adoption Payments Employment Services Program Quality Initiative Program General Relief Dues and Association Memberships Office Supplies Copier Costs

Total Operating Expenditures

2018-2019 Actual

2019-2020 Budget

2020-2021 Requested

% Change

2020-2021 Adopted

% Change

4,831,395 36,317 351,008 48,979 381,064 530,436 63,066 15,652 38,081 2,087 546,395 63,182 1,142,705 23,808 36,199 2,076 8,700 1,275,430 33,529 57,627 78,293 10,443 143,329 135,608 527 41,558 243,814 416,496 48,700 5,750 12,000 1,235 42,656 111,322

4,753,357 122,528 358,513 77,385 386,486 512,597 62,261 8,707 16,411 9,408 515,717 51,363 1,124,459 28,312 37,162 2,256 9,500 1,177,226 16,803 60,510 115,473 13,338 153,674 232,632 101 50,000 226,347 353,494 47,076 7,650 1,463 55,152 108,119

5,065,111 547,911 100,000 429,396 545,512 66,353 19,490 34,365 10,000 604,895 73,265 1,093,606 70,000 69,917 2,886 1,176,011 21,812 60,000 140,000 65,000 200,000 2,500 250,000 500 50,000 275,000 500,000 125,000 15,000 2,025 80,000 148,531

5,072,264 547,911 100,000 429,943 546,283 66,447 19,490 34,365 10,000 604,895 73,265 1,093,606 70,000 69,917 2,886 1,201,856 30,000 60,000 140,000 65,000 200,000 2,500 350,000 500 50,000 275,000 500,000 125,000 15,000 2,025 80,000 148,531

0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 2% 38% 0% 0% 0% 0% 0% 40% 0% 0% 0% 0% 0% 0% 0% 0% 0%

5,008,335 547,911 100,000 432,703 624,539 67,112 19,490 34,365 10,000 640,162 47,478 828,519 70,000 69,917 2,886 1,200,152 30,000 60,000 140,000 65,000 200,000 2,500 350,000 500 50,000 275,000 500,000 125,000 15,000 2,025 80,000 155,958

-1% 0% 0% 1% 14% 1% 0% 0% 0% 6% -35% -24% 0% 0% 0% 2% 38% 0% 0% 0% 0% 0% 40% 0% 0% 0% 0% 0% 0% 0% 0% 5%

10,779,465

10,695,479

11,844,087

11,986,684

11,754,552

-1%

Above costs are offset by estimated State/Federal Revenues of: $7,791,345

Personnel Summary

Range 144 138 136 135 132 132 130 126/128/130 130 130 129 128 126/128 123/126/127 127 127 123 123 121 120 120 119 119

Class Director of Social Services Assistant Director of Social Services Administrative Services Manager Financial Manager Social Services Information Technology Administrator Family Services Worker Supervisor II Financial Services Coordinator Family Services Worker I-III Administrative Analyst Workforce Center Coordinator Workforce Center Coordinator ECDC Coordinator Self Sufficiency Worker I-II Financial Services Case Manager I-III Clerical Support Manager Clerical Support Supervisor Senior Accounting Technician Fraud Investigator Accounting Associate I Lead Screening Clerk Accounting Technician Screening Clerk Office Assistant

Number of Full-Time Positions

2017-2018 Actual

2018-2019 Actual

2019-2020 Budget

1 2

1 2 1

1 1 4 5 27 1 1 1 4 34

1 1 4 5 27 1 1 4 34

1 1 1

2020-2021 Requested

2020-2021 Adopted 1 2 1

1 4 5 27 1 1 4 34

1 4 5 27 1 1 4 34 1 1 1 1 2 2 11 2 102

3 14 1

1 4 5 27 1 1 4 34 1 1 1 1 2 2 11 2

103

102

1 2 1

1 1 1 -

131

SOCIAL SERVICES – CHILDREN’S SERVICES ACT DESCRIPTION The Children’s Services Act (CSA) was implemented by state legislation 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, the Police Department, a Private and Public Provider, and Parent Representative. The Department of Social Services serves as the fiscal agent and supervises the CSA Division staff. FY 2020 ACCOMPLISHMENTS 

Scheduled Family Assessment and Planning Team (FAPT) reviews for 100% of eligible referrals within 30 days of requests while addressing increased demand for services.



Completed state program audit with Virginia Office of Children’s Services with no findings.



Participated in the Best Practice Court Team to improve outcomes for foster care youth and address truancy and related issues in coordination with the school system.



Continue to work to increase public awareness of CSA in order to increase referrals by member agencies of at-risk youth at a younger age than the average age at which youth are entering foster care by networking with private providers and member agencies.



Provided rehabilitative services to 76% of CSA referrals in a non-residential setting.

FY 2021 OBJECTIVES 

To explore new community-based services and providers in order to expand these resources and reduce the number of children placed in residential care. (Leisure, Health, and Wellness)



To achieve improved sustained participation of at least 80% of the stakeholders for the Community Planning Management Team (CPMT) and the Family Assessment and Planning Team (FAPT). (Civic Engagement and Responsive City Services)



To schedule reviews of 95% of eligible participants within 30 days of requesting appointments. (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)

STATISTICS/PERFORMANCE MEASURES Children receiving CSA services Average Cost per day for CSA services

FY 19 Actual 50 $32

FY 20 Projected 65 $32

FY 21 Estimate 70 $32

132

Department: Children's Services Act Budget Detail 2017-2018 Actual

Account Number: 100-5350051100.02 51100.04 51100.06 52100 52210 52400 53000.08 54500

Salaries and Wages Salaries and Wages - Overtime Salaries and Wages - Part-time FICA VRS Retirement Group Life CSA Purchased Services Risk Management

Total Operating Expenditures

2018-2019 Actual

109,557 3 27,355 10,102 12,084 1,435 1,219,410 22,294

1,402,240

2019-2020 Budget

110,149 3 27,732 11,984 12,157 1,477 1,618,451 21,926

1,803,879

2020-2021 Requested

123,849 37,882 12,372 13,339 1,622 1,250,000 21,516

1,460,580

% Change

2020-2021 Adopted

123,849 37,882 12,372 13,339 1,622 1,650,000 21,516

0% 0% 0% 0% 0% 32% 0%

1,860,580

27%

% Change

123,850 37,882 12,373 15,444 1,660 2,300,000 16,329

0% 0% 0% 16% 2% 84% -24%

2,507,538

72%

Personnel Summary

Range

Class 131 CSA Coordinator 126 CSA Management Specialist

Number of Full-Time Positions

2017-2018 Actual

2018-2019 Actual

2019-2020 Budget

2020-2021 Requested

2020-2021 Adopted

1 1

Above costs are offset by estimated State Revenues of: $1,631,877

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 2020 ACCOMPLISHMENTS 

Provided immunization services to 629 citizens and family planning services to 720 citizens.



Served 131 mothers and 88 infants with a total of 1,271 visits for low-income, first-time mothers, as part of the Nurse/Family Partnership program.



Collaborated with state, regional, and local emergency response partners to enhance readiness to respond to bioterrorism, infectious disease outbreaks, and other public health emergencies.

FY 2021 OBJECTIVES 

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



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)

STATISTICS/PERFORMANCE MEASURES Teens served by Family Planning Clinics Percent of Immunization data entered in State Webvision system Percent of food establishments inspected by due date

FY 19 Actual 133 100% 87%

FY 20 Projected 133 100% 85%

FY 21 Estimate 133 100% 60%

134

Department: Support of Western Tidewater Health District Budget Detail 2017-2018 Actual

Account Number: 100-5110055610 Transfer to Western Tidewater Health District Total Operating Expenditures

2018-2019 Actual

2019-2020 Budget

2020-2021 Requested

% Change

2020-2021 Adopted

% Change

840,000

895,655

920,000

840,000

895,655

920,000

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 Boardâ&#x20AC;&#x2122;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.

136

Department: Support of Western Tidewater Community Service Board Budget Detail 2017-2018 Actual

Account Number: 100-5210055620 Transfer to Western Tidewater CSB Total Operating Expenditures

2018-2019 Actual

2019-2020 Budget

2020-2021 Requested

% Change

2020-2021 Adopted

% Change

295,210

307,330

418,713

36%

363,021

18%

295,210

307,330

418,713

36%

363,021

18%

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 11 elementary schools, 5 middle schools, 3 high schools, 1 alternative school, and the College and Career Academy at Pruden. Additional local funding is provided for the Suffolk School Administration office lease, as well as for schools related capital projects and debt service.

138

Department: Support of Schools Budget Detail 2017-2018 Actual

Account Number: 100-6001055420 Local Support for Lease/Rent of Building 55640 Support of Schools Total Operating Expenditures Total School Fund Revenues: State / Federal / Other Transfer from General Fund - Local Support

2018-2019 Actual

2019-2020 Budget

2020-2021 Requested

Total School Fund Expenditures: Instruction Administration and Attendance Health and Psychology Pupil Transportation Operation and Maintenance Food Services Technology

% Change

550,443 55,917,071

536,375 59,816,884

534,719 60,832,201

534,719 64,772,201

0% 6%

442,979 62,332,201

-17% 2%

56,467,515

60,353,259

61,366,920

65,306,920

62,775,180

118,223,869 64,772,201 182,996,070

5% 6%

118,223,869 62,332,201 180,556,070

5% 2%

534,719

442,979

183,530,789

180,999,048

135,711,008 3,628,071 2,426,664 8,909,864 16,082,156 8,005,046 8,233,260

6% 5% 8% 3% 7% -7% 17%

135,711,008 3,628,071 2,426,664 8,909,864 16,082,156 8,005,046 8,233,260

6% 5% 8% 3% 7% -7% 17%

534,720 -

0% -

183,530,789

Local Support - Lease / Rent of Building Local Support Reduction to REQUEST: Total Operating Expenses:

2020-2021 Adopted

Local Support for Lease/Rent of Building Total Operating Revenues:

% Change

442,979 (2,440,000) $

180,999,048

-17% 4%

139

PARKS AND RECREATION DESCRIPTION The Department of Parks and Recreation provides a variety of high quality recreational and leisure programs 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, Whaleyville Community 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; and Recreation. FY 2020 ACCOMPLISHMENTS 

Awarded $4.1M state grant for the design and construction of Phase 1 of the Suffolk Seaboard Coastline Trail.



Obtained a $400,000 grant to purchase and develop 360 acres of land for the Blackwater River Park project.



Renovated the office, picnic shelters, and bathrooms at Sleepy Hole Park.



Upgraded tennis court lighting at the Howard Mast Tennis Complex.



Added new events including Movies in the Park in the Whaleyville and Holland community, and the Home of the Brave 5k in downtown.



Implemented the USDA Summer Food Service Program providing over 34,000 breakfast and

lunch meals to children at 12 different summer camp program sites. FY 2021 OBJECTIVES 

To provide quality adult and youth recreation programs. (Leisure, Health, and Wellness)



To increase opportunities for wellness and lifelong learning for active adults. (Leisure, Health, and Wellness)



To maintain the City’s parks, recreation facilities, and cemeteries. (Growth Management and Comprehensive Planning)



To increase volunteer and civic engagement opportunities through the volunteer management program. (Civic Engagement and Responsive City Services) FY 19 Actual 340,949 2,345 3,117 4,525

FY 20 Projected 360,000 2,392 3,150 4,575

FY 21 Estimate 400,000 2,440 3,150 4,600

Youth participating in Prevention Programs

1,439

1,600

1,800

Adults participating in adult athletic programs Art Exhibitions Special Event Applications Processed Volunteer Hours

1,088 10 64 5,795

1,080 10 65 6,200

1,080 10 65 6,700

STATISTICS/PERFORMANCE MEASURES Regional Park Visitors Recreation and Community Center Members Youth participating in Youth Athletic Programs Youth participating in Before and After-School programs

140

Department: Parks and Recreation - Administration Budget Detail 2017-2018 Actual

Account Number: 100-7110051100.02 51100.04 51100.06 52100 52210 52400 53100 53300 53500 53600 54100 54200 54500 55100 55210 55230 55310 55500 55810 56001 56011 56012 56014 56017 56026

Salaries and Wages Salaries and Wages - Overtime Salaries and Wages - Part-time FICA VRS Retirement Group Life Professional Services Repair and Maintenance Printing and Binding Advertising Information Technology Fleet Risk Management Utilities Postal Services Telecommunications Employer HDHP Expense Travel and Training Dues and Association Memberships Office Supplies Uniforms & Wearing Apparel Books and Subscriptions Other Operating Supplies Copier Costs Special Events

Total Operating Expenditures

350,262 (160) 26,139 38,922 4,911 465,000 17,235 718,499 10,992 1,789 50,381 15,781 2,379 3,765 465 2,798 54,892 1,764,049

2018-2019 Actual $

701,824 (20) 19,156 52,206 74,337 6,106 1,670 17,100 8,076 14,879 629,498 18,652 715,757 10,628 1,041 54,177 3,375 8,790 3,125 6,580 540 360 13,270 54,761 181,396 2,597,283

2019-2020 Budget

2020-2021 Requested

% Change

776,502 89,876 59,402 83,473 10,172 4,050 2,000 10,000 15,600 687,059 21,700 743,306 11,000 2,000 60,371 12,500 3,150 7,600 750 500 18,770 69,290 200,725

776,502 98,319 60,048 83,629 10,172 3,600 2,000 10,000 15,600 687,059 21,700 743,306 11,000 2,000 60,371 14,500 3,150 7,650 2,250 500 25,600 69,290 316,990

2,889,796

3,025,236

2020-2021 Adopted

0% $ 9% 1% 0% 0% -11% 0% 0% 0% 0% 0% 0% 0% 0% 0% 16% 0% 1% 200% 0% 36% 0% 58% 5%

% Change

762,030 89,876 65,171 95,025 10,211 3,600 2,000 10,000 15,600 764,923 21,049 596,878 11,000 2,000 60,371 12,500 3,150 7,600 750 500 20,000 72,755 200,725

-2% 0% 10% 14% 0% -11% 0% 0% 0% 11% -3% -20% 0% 0% 0% 0% 0% 0% 0% 0% 7% 5% 0%

2,827,713

-2%

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 $25,850. Personnel Summary

Range

Class 144 138 135 132 130 128 124 121 121 120 119

Director of Parks & Recreation Assistant Director of Parks & Recreation Principal Planner Business Manager Youth Outreach Coordinator Recreation Supervisor Therapeutic Recreation Specialist Executive Secretary Accounting Associate I Marketing Specialist Office Assistant

Number of Full-Time Positions

2017-2018 Actual

2018-2019 Actual

2019-2020 Budget

1 1 1

1 1 1 1 1 3 1 1 1

1 -

2020-2021 Adopted 1 1 1 1 1 3 1 1 1 1 1

2020-2021 Requested

1 1 1 1 1 3 1 1 1 -

141

Department: Parks and Recreation - Office on Youth Budget Detail 2017-2018 Actual

Account Number: 100-7115051100.02 51100.06 52100 52210 52400 53100 53600 55500 56001 56011 56014 56026

Salaries and Wages Salaries and Wages - Part-time FICA VRS Retirement Group Life Professional Services Advertising Travel and Training Office Supplies Uniforms & Wearing Apparel Other Operating Supplies Special Programs

Total Operating Expenditures

2018-2019 Actual

2019-2020 Budget

2020-2021 Requested

% Change

2020-2021 Adopted

% Change

63,751 4,735 6,937 824 1,200 76 1,400 490 208 4,270 7,966

91,855

Personnel Summary

Range

Class 130 Youth Outreach Coordinator

Number of Full-Time Positions

2017-2018 Actual

2018-2019 Actual

2019-2020 Budget

2020-2021 Requested

2020-2021 Adopted

142

Department: Parks and Recreation - Parks, Gateways, and Facility Maintenance Budget Detail 2017-2018 Actual

Account Number: 100-7120051100.02 51100.04 51100.06 52100 52210 52400 53000.16 53000.46 53100 53300 53320 54200 55100 55310 55410 55500 56001 56011 56014 56026 58200

Salaries and Wages Salaries and Wages - Overtime Salaries and Wages - Part- time FICA VRS Retirement Group Life Purchased Services - Refuse Collection Purchased Services - RM Banners Professional Services Repair and Maintenance Maintenance Service Contracts Fleet Utilities Employer HDHP Expense Lease/Rent of Equipment Travel and Training Office Supplies Uniforms & Wearing Apparel Other Operating Supplies Special Events Capital Outlay

Total Operating Expenditures

2018-2019 Actual

2019-2020 Budget

2020-2021 Requested

% Change

765,434 21,094 218,295 73,181 82,946 9,794 47,379 5,004 9,149 55,152 219,004 415,437 267,934 2,042 840 3,310 843 23,287 86,632 1,181 8,603

869,287 26,360 276,296 85,661 91,052 11,629 45,373 7,197 15,498 81,044 511,382 585,568 285,788 1,000 1,340 4,490 121 37,551 103,628 9,134

848,240 17,389 135,877 76,615 91,355 11,112 52,000 5,000 15,000 100,000 502,000 642,598 270,000 10,000 5,000 1,000 25,000 108,000 -

848,240 30,389 337,829 93,059 91,355 11,197 53,000 6,000 25,000 130,000 549,000 642,598 270,000 10,000 5,000 1,000 33,000 125,000 -

2,316,542

3,049,399

2,916,187

3,261,667

2020-2021 Adopted

0% $ 75% 149% 21% 0% 1% 2% 20% 67% 30% 9% 0% 0% 0% 0% 0% 32% 16% 12%

% Change

860,974 17,389 135,877 77,589 107,363 11,537 53,000 6,000 16,000 100,000 519,000 646,044 290,000 5,000 5,000 1,000 33,000 108,000 2,992,774

2% 0% 0% 1% 18% 4% 2% 20% 7% 0% 3% 1% 7% -50% 0% 0% 32% 0% 3%

53320 - Maintenance Service Contracts: Grass cutting, security service. 56014 - Other Operating Supplies: Safety material and landscape materials. Personnel Summary

Range

Class 133 131 125 125 125 122 122 115/119 114

Parks Manager Grounds Maintenance Superintendent Superintendent of Cemeteries Park Superintendent Maintenance Coordinator Recreation Facilities Supervisor Park Supervisor Ground Maintenance Worker I-II Custodial Worker

Number of Full-Time Positions

2017-2018 Actual

2018-2019 Actual

2019-2020 Budget

1 1 1 1 1 3 7 3

1 1 1 1 2 1 3 9 3

2020-2021 Requested

2020-2021 Adopted

143

Department: Parks and Recreation - Grounds Maintenance Budget Detail 2017-2018 Actual

Account Number: 100-7125051100.02 51100.04 51100.06 52100 52210 52400 53320 54200 55100 55500 56014

Salaries and Wages Salaries and Wages - Overtime Salaries and Wages - Part-time FICA VRS Retirement Group Life Maintenance Service Contracts Fleet Utilities Travel and Training Other Operating Supplies

Total Operating Expenditures

2018-2019 Actual

2019-2020 Budget

2020-2021 Requested

% Change

2020-2021 Adopted

% Change

91,403 3,504 6,556 10,023 1,190 257,787 187,542 1,158 2,000 8,441

569,603

Personnel Summary

Range

Class 125 Superintendent of Cemeteries 115/119 Grounds Maintenance Worker I-II

Number of Full-Time Positions

2017-2018 Actual

2018-2019 Actual

2019-2020 Budget

2020-2021 Requested

2020-2021 Adopted

1 3

144

Department: Parks and Recreation - Support Services Budget Detail 2017-2018 Actual

Account Number: 100-7130051100.02 51100.04 51100.06 52100 52210 52400 53300 53500 53600 55100 55500 56001 56011 56014 56026

Salaries and Wages Salaries and Wages - Overtime Salaries and Wages - Part-time FICA VRS Retirement Group Life Repairs and Maintenance Printing and Binding Advertising Utilities Travel and Training Office Supplies Uniforms & Wearing Apparel Other Operating Supplies Special Events

Total Operating Expenditures

2018-2019 Actual

2019-2020 Budget

2020-2021 Requested

% Change

2020-2021 Adopted

% Change

274,890 4,075 5,678 19,939 30,339 1,762 22,810 8,607 9,496 1,904 4,227 3,036 677 19,838 174,878

582,158

Personnel Summary

Range

Class 132 128 121 119

Business Manager Recreation Supervisor Accounting Associate I Office Assistant

Number of Full-Time Positions

2017-2018 Actual

2018-2019 Actual

2019-2020 Budget

2020-2021 Requested

2020-2021 Adopted

1 3 1 2

145

Department: Parks and Recreation - Recreation Budget Detail 2017-2018 Actual

Account Number: 100-7135051100.02 51100.04 51100.06 51100.10 52100 52210 52400 53100 53300 53500 54200 55100 55310 55410 55420 55500 55810 55845 56001 56011 56014 56026 58200

Salaries and Wages Salaries and Wages - Overtime Salaries and Wages - Part-time Salaries and Wages - Seasonal FICA VRS Retirement Group Life Professional Services Repair and Maintenance Printing and Binding Fleet Utilities Employer HDHP Expense Lease/Rent of Equipment Lease/Rent of Building Travel and Training Dues and Association Memberships Expenses Related to Fee Activities Office Supplies Uniforms & Wearing Apparel Other Operating Supplies Special Events Capital Outlay

Total Operating Expenditures

2018-2019 Actual

2019-2020 Budget

2020-2021 Requested

% Change

2020-2021 Adopted

830,504 5,467 793,910 138,026 131,442 91,205 11,736 4,378 50,754 715 95,507 66,641 500 58,937 3,600 12,500 450 211,920 3,748 9,905 22,085 14,730 -

848,513 2,942 633,280 146,812 121,007 86,411 12,345 6,588 81,357 1,756 105,646 65,909 1,000 63,077 7,341 782 222,384 4,002 10,121 20,918 10,240 83,759

911,208 451,015 104,210 98,137 11,937 8,930 81,600 2,000 161,175 75,000 72,662 5,100 7,000 755 240,000 5,450 10,700 33,575 13,871 -

1,075,214 1,335,314 184,405 115,801 14,085 12,930 84,220 2,000 161,175 75,000 72,762 5,100 10,000 3,080 253,800 6,050 14,210 30,075 24,350 -

18% $ 196% 77% 18% 18% 45% 3% 0% 0% 0% 0% 0% 43% 308% 6% 11% 33% -10% 76% -

2,558,659

2,536,189

2,294,325

3,479,571

52%

% Change

902,355 479,145 105,685 112,524 12,092 8,930 84,220 2,000 163,141 75,000 72,762 5,100 7,500 1,000 240,000 5,450 12,500 27,575 15,000 2,331,978

-1% 6% 1% 15% 1% 0% 3% 0% 1% 0% 0% 0% 7% 32% 0% 0% 17% -18% 8% 2%

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 $4,000.

Personnel Summary

Range

Class 131 128 128 126 126 124 123 119 114

Recreation Manager Recreation Supervisor Athletic Supervisor Recreation Program Specialist Cultural Arts Coordinator Fitness Specialist Recreation Specialist Office Assistant Custodial Worker

Number of Full-Time Positions

2017-2018 Actual

2018-2019 Actual

2019-2020 Budget

2020-2021 Requested

2020-2021 Adopted

1 3 1 1 1 2 10 2 1

2 4 1 1 1 3 12 3 2

1 3 1 1 1 2 10 2 1

146

THIS PAGE INTENTIONALLY BLANK

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 2020 ACCOMPLISHMENTS 

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



Implemented summer and winter reading challenges to encourage lifelong learning.



Launched expanded WiFi2Go program to provide wireless internet access to people with varying needs throughout the community.



Provided numerous programs including BARKS, Battle of the Books, IconiCon, Suffolk Speaks, and See YOU at the Library, and 1,000 Books before Kindergarten.

FY 2021 OBJECTIVES 

To expand programs, classes, and events for the community to promote lifelong learning and recreation. (Leisure, Health, and Wellness)



To collaborate with City departments, nonprofits, educational institutions, and other governmental organizations to offer efficient and effective services and programs. (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)



To continue to initiate the design and planning process for the new Downtown Library. (Civic Engagement and Responsive City Services)

STATISTICS/PERFORMANCE MEASURES Registered Borrowers Circulation Reference Questions answered Computer Sessions Bookmobile stops Adult Programs offered Adult Program participants Youth Programs offered Children's Program participants Teen Programs offered Teen Program participants

FY 19 Actual 40,639 291,618 15,237 26,716 149 361 3,982 1,163 26,387 430 7,389

FY 20 Projected 50,000 295,000 15,000 26,000 155 370 4,000 1,200 27,000 450 7,500

FY 21 Estimate 51,000 300,000 16,000 26,500 165 380 4,100 1,300 28,000 500 7,600 147

Department: Library Budget Detail 2017-2018 Actual

Account Number: 100-7310051100.02 51100.04 51100.06 52100 52210 52400 53000.16 53100 53200 53300 53600 54100 54200 54500 55100 55210 55230 55310 55420 55500 55810 55846 56001 56012 56017 56026 58200

Salaries and Wages Salaries and Wages - Overtime Salaries and Wages - Part-time FICA VRS Retirement Group Life Purchased Services - Refuse Professional Services Temporary Help Service Repair and Maintenance Advertising Information Technology Fleet Risk Management Utilities Postal Services Telecommunications Employer HDHP Expense Lease/Rent of Buildings Travel and Training Dues and Association Memberships Marketing Office Supplies Books and Subscriptions Copier Costs Special Events Capital Outlay

Total Operating Expenditures

2018-2019 Actual

2019-2020 Budget

2020-2021 Requested

% Change

1,458,460 13,621 283,611 127,353 158,186 18,732 2,961 2,000 374 47,815 2,000 104,114 47,314 362,276 66,910 10,378 15,415 3,522 17,940 17,192 952 8,543 51,279 188,352 35,000 15,086 3,119

1,456,262 2,910 261,780 125,237 156,597 19,095 2,989 292,337 41,807 356,368 67,978 8,352 24,695 2,250 17,940 17,713 2,273 5,763 36,613 181,930 34,828 15,341 1,233

1,597,727 279,574 143,614 172,075 20,930 5,504 287,574 56,267 359,763 61,450 9,000 34,761 18,828 9,000 700 44,000 200,000 45,651 12,500 -

1,597,727 279,574 143,614 172,075 20,930 5,504 287,574 56,267 359,763 69,450 9,000 39,561 19,068 9,000 700 9,000 49,450 276,000 45,651 36,500 149,000

3,062,504

3,132,289

3,358,918

3,635,408

2020-2021 Adopted

0% $ 0% 0% 0% 0% 0% 0% 0% 0% 13% 0% 14% 1% 0% 0% 12% 38% 0% 192% 8%

% Change

1,586,719 279,574 142,771 197,864 21,262 4,000 314,282 58,958 299,504 69,450 9,000 39,681 19,068 9,000 700 44,000 220,000 47,934 12,500 -

-1% 0% -1% 15% 2% -27% 9% 5% -17% 13% 0% 14% 1% 0% 0% 0% 10% 5% 0% -

3,376,267

Personnel Summary

Range

Class 144 138 134 133 130 129 127 124 121 120 118

Director of Libraries Assistant Director of Libraries Library Manager Senior Administrative Analyst Administrative Analyst Senior Librarian Librarian Library Services Coordinator Executive Secretary Secretary Library Associate

Number of Full-Time Positions

2017-2018 Actual

2018-2019 Actual

2019-2020 Budget

1 1 4 1

2020-2021 Requested

2020-2021 Adopted 1 1 4 1

1 1 4 -

4 4 7 1 1 8

4 4 8 1 1 7

1 4 4 8 1 1 7

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 Services. FY 2020 ACCOMPLISHMENTS 

Managed the review and approval of 135 site and engineering plans.



Facilitated progress toward the implementation of the Downtown Initiatives Plan to include design meetings for the courthouse park extension and festival site and proposal review for branding and wayfinding.



Administered CDBG and HOME funds providing funding to assist with emergency home repairs, homeownership, neighborhood improvements, and services for low-to-moderate income residents.

FY 2021 OBJECTIVES 

To provide plan review services in an effective and efficient manner that will promote a diverse local economy and enhanced tax base. (Growth Management and Comprehensive Planning)



To provide building inspection services in support of new construction activities in an efficient and timely manner. (Growth Management and Comprehensive Planning)



To resolve Code Compliance violations within 45 calendar days through the initiation of court actions and voluntary and involuntary codes compliance. (Growth Management and Comprehensive Planning)

STATISTICS/PERFORMANCE MEASURES Number of planning applications processed Percent of site/subdivision plans reviewed within 30 days Number of building permits processed Code Compliance violations Building Inspection requests

FY 19 Actual 315 98% 1,200 8,182 33,704

FY 20 Projected 355 98% 1,335 8,600 38,600

FY 21 Estimate 400 98% 1,480 9,000 42,100

149

Department: Planning and Community Development Budget Detail 2017-2018 Actual

Account Number: 100-8110051100.02 51100.04 51100.06 52100 52210 52400 53100 53100.06 53100.30 53175 53600 54100 54200 54500 55210 55230 55310 55500 55810 56001 56012 56014 56017 58200

Salaries and Wages Salaries and Wages - Overtime Salaries and Wages - Part-time FICA VRS Retirement Group Life Professional Services Professional Services - Consulting Services Professional Services - Demolition Neighborhood Improvements Advertising Information Technology Fleet Risk Management Postal Services Telecommunications Employer HDHP Expense Travel and Training Dues and Association Memberships Office Supplies Books and Subscriptions Other Operating Supplies Copier Costs Capital Outlay

Total Operating Expenditures

2018-2019 Actual

824,026 9 60,280 90,458 10,344 23,144 88,333 30,262 151,621 5,665 165,274 2,221 3,564 1,445 7,263 3,244 4,587 1,295 11,394 -

1,484,429

2019-2020 Budget

2,163,661 5,201 8,275 157,693 232,667 28,448 19,250 36,019 76,519 50,985 18,545 189,058 104,871 449,399 12,218 21,165 2,000 16,773 3,320 12,151 7,689 285 19,955 6,064

3,642,211

2020-2021 Requested

2,480,389 189,750 267,138 32,493 30,400 150,000 250,000 60,000 23,000 216,446 110,749 441,891 22,336 32,230 25,140 5,520 20,000 3,295 26,499 -

4,387,276

% Change

2020-2021 Adopted

% Change

2,832,503 216,686 305,061 37,106 31,400 600,000 250,000 60,000 36,000 216,446 110,749 441,891 29,740 32,230 30,640 8,650 23,000 8,000 301,000 26,499 -

14% $ 14% 14% 14% 3% 300% 0% 0% 57% 0% 0% 0% 33% 0% 22% 57% 15% 143% 0% -

2,483,617 189,997 309,707 33,280 30,400 300,000 250,000 60,000 36,000 228,807 108,078 358,871 22,336 32,230 28,140 6,520 20,000 7,700 27,824 -

0% 16% 2% 0% 100% 0% 0% 57% 6% -2% -19% 0% 0% 12% 18% 0% 134% 5% -

5,597,601

28%

4,533,507

0% -

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.

Personnel Summary

Range

Class 144 138 138 136 136 135 133 135 133 133 127/130 130 130 130 129 127 125/127 124/125 125 125 124 124 123 123 121 120 119

Director of Planning & Community Development Assistant Director of Planning Assistant Director of Community Development Current Planning Manager Comprehensive Planning Manager Zoning Administration and Enforcement Manager Community Development & Housing Grants Administrator Principal Planner Housing/Property Maintenance Official Building Official Planner I-II Plans Reviewer Fire Protection (Building) Plans Reviewer Administrative Analyst Permit Manager Assistant Zoning Administration and Enforcement Coordinator Building Inspector I-II Zoning Inspector I-II Housing/Property Maintenance Inspector Senior Planning Technician Senior Permit Technician Senior Graphics Technician Planning Technician Permit Technician Executive Secretary Secretary Office Assistant

Number of Full-Time Positions

2017-2018 Actual

2018-2019 Actual

2019-2020 Budget

1 1

1 1 1 1 1 1

2020-2021 Requested

2020-2021 Adopted

1 2

1 1 1 1 1 1 1 3 1 1 3 2 1 1 1 1 10 3 4 1 3 3 2 1 2

1 1 -

3 -

2 1 1 3 1

2 1 1 3 2 -

1 1 1 7 2 4 -

3 1 3 1

1 3

1 1 1 8 2 4

3 1 3 2 -

1 1 1 1 1 1 2 1 1 3 2 1 1 1 1 8 2 4 5 3 1 2 44

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. FY 2020 ACCOMPLISHMENTS 

1,700 new jobs and $240 million in capital investment attained in 2019.



Continued to host the ReStored event in downtown Suffolk to provide opportunities for businesses to operate over a weekend in vacant retail spaces.



Created a new Economic Development Authority (EDA) grant program to assist retail and restaurant locations and expansions in downtown.



Continued a new workforce development partnership, School to Work, between Target and Lakeland High School and added QVC and Kings Fork High School.

FY 2021 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 and distribution, food and beverage processing, hospitality and modeling, simulation and technology. (Expanded Economic Development)



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



To continue outreach efforts through monthly e-newsletter distribution, new business announcements, social media, and speaking engagements with civic and business organizations and schools. (Civic Engagement and Responsive City Services)

STATISTICS/PERFORMANCE MEASURES Jobs Created Amount of Capital Investment Square Footage of Capital Investment Existing Industry Visits

CY 18 Actual 1,395 $83.6M 687,000 425

CY 19 Actual 1,700 $240.0M 4,250,000 483

CY 20 Estimate 1,000 $80.0M 1,000,000 450

151

Department: Economic Development Budget Detail 2017-2018 Actual

Account Number: 100-8150051100.02 51100.04 51100.14 52100 52210 52400 53100 53500 54100 54200 54500 55210 55230 55500 55671 55810 55846 56001 56012 56017

Salaries and Wages Salaries and Wages - Overtime Transportation Expense FICA VRS Retirement Group Life Professional Services Printing and Binding Information Technology Fleet Risk Management Postal Services Telecommunications Travel and Training Economic Development Investment Program Dues and Association Memberships Marketing Office Supplies Books and Subscriptions Copier Costs

Total Operating Expenditures

2018-2019 Actual

2019-2020 Budget

2020-2021 Requested

% Change

410,101 3 3,996 30,344 45,234 5,372 14,730 1,368 16,562 1,808 55,113 5,133 5,591 21,262 346,100 85,898 148,229 1,762 9,028

408,507 30 3,996 30,188 43,927 5,339 10,861 328 20,931 4,291 54,154 1,782 6,434 27,717 138,206 87,484 152,858 1,894 47 9,011

491,617 4,000 37,609 52,947 6,440 5,000 4,000 29,766 4,750 53,156 2,500 6,622 30,000 95,000 150,000 1,750 350 11,453

491,617 8,400 37,609 52,947 6,440 70,000 6,500 29,766 4,750 53,156 5,000 6,622 30,000 111,000 170,000 1,000 350 11,453

1,207,634

1,007,989

986,960

1,096,610

2020-2021 Adopted

0% $ 110% 0% 0% 0% 1300% 63% 0% 0% 0% 100% 0% 0% 17% 13% -43% 0% 0% 11%

% Change

490,546 8,400 37,527 61,171 6,573 70,000 4,000 31,502 4,459 48,174 5,000 6,622 30,000 111,000 170,000 1,750 350 12,026 1,099,100

0% 110% 0% 16% 2% 1300% 0% 6% -6% -9% 100% 0% 0% 17% 13% 0% 0% 5% 11%

53100 - Professional Services: Conceptual site plans for commercial / industrial sites, legal support for EDA. 53500 - Printing & Binding: Promotional material, Direct Mail Campaigns. 55671 - Economic Development Investment Program: Funds are reserved with accumulating balance reappropriated annually for expenditure. Personnel Summary

Range

Class 144 136 134 133 130 127

Director of Economic Development Assistant Director of Economic Development Business Development Manager Economic Development Manager Business Development Analyst Economic Development Associate

Number of Full-Time Positions

2017-2018 Actual

2018-2019 Actual

2019-2020 Budget

1 1

1 1 1 1 1 1

1 1 1

1 1 1 1 1 1

2020-2021 Requested

2020-2021 Adopted

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; operates the Seaboard Station Railroad Museum; 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. FY 2020 ACCOMPLISHMENTS 

Successfully operated two attractions—the Suffolk Visitor Center and the Seaboard Station Railroad Museum—while offering special events and programming at each location seven days a week.



Installed the first phase of the “Suffolk Peanut History” Exhibit at the Seaboard Station Railroad Museum, serving as an “incubator” for a future permanent museum as set forth by our DRIVE Tourism Initiative through the Virginia Tourism Corporation and citywide stakeholders.



Hosted several “listening sessions/community meet-ups” in partnership with the Suffolk Public Library, Suffolk-Nansemond Historical Society and Virginia Tourism Corporation, to gather information for a new Suffolk African-American Heritage Trail initiative.



Produced the sixth annual Suffolk Mystery Authors Festival featuring 39 best-selling authors plus headliner, July Hyzy, a New York Times bestselling author of 22 novels and many short stories.



Continued marketing support for citywide events produced by hospitality partners and non-profit organizations including Suffolk Peanut Fest, Driver Days Fall Festival, Holland Founder’s Day, Beer, Bands & BBQ, Suffolk Ruritan Club Shrimp Feast, SPARC Fest, Suffolk Sister Cities, Suffolk Center for Cultural Arts performance season, Suffolk Art League, Historic Garden Week in Virginia, and others.

FY 2021 OBJECTIVES 

To partner with local businesses and attractions to develop events and marketing to encourage spending and support by visitors and residents. (Expanded Economic Development)



To oversee the function and promotion of the Suffolk Farmers’ Market, featuring ongoing programming designed to entertain and educate patrons. (Expanded Economic Development)



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

STATISTICS/PERFORMANCE MEASURES Customers at Visitor Center/Seaboard Station Railroad Museum Interpretive tour customers Collaborative meetings hosted Sales missions, conferences/tradeshows attended Conferences, reunions, weddings serviced

CY 18 Actual 9,900 703 75 11 42

CY 19 Actual 11,500 688 75 12 46

CY 20 Estimate 11,500 700 80 15 50 153

Division: Tourism (Department of Economic Development) Budget Detail 2017-2018 Actual

Account Number: 100-8155051100.02 51100.04 51100.06 52100 52210 52400 53000.16 53100 53500 53600 54100 54200 54500 55100 55210 55230 55500 55810 55846 56001 56015 56017 56026

Salaries and Wages Salaries and Wages - Overtime Salaries and Wages - Part-time FICA VRS Retirement Group Life Purchases Services - Refuse Collection Professional Services Printing and Binding Advertising Information Technology Fleet Risk Management Utilities Postal Services Telecommunications Travel and Training Dues and Association Memberships Marketing Office Supplies Merchandise for Resale Copier Costs Special Events

Total Operating Expenditures

2018-2019 Actual

2019-2020 Budget

2020-2021 Requested

% Change

2020-2021 Adopted

% Change

172,282 1,764 98,761 20,458 19,002 2,257 198 39,035 43,890 13,217 33,132 16,370 2,676 1,196 4,727 2,980 45,402 5,765 14,109 11,175 117,546

176,581 344 97,882 20,685 18,927 2,313 182 32,487 45,376 12,496 32,551 17,634 2,485 1,197 4,046 2,705 47,682 4,964 18,224 11,101 135,926

180,996 130,871 23,858 19,493 2,371 233 6,000 1,500 36,500 44,649 14,600 32,042 28,900 6,000 2,219 5,000 3,000 45,000 8,250 17,300 14,922 123,000

180,996 134,090 24,104 19,493 2,371 233 6,000 1,500 38,000 44,649 14,600 32,042 28,900 6,000 2,219 6,500 3,000 50,000 8,500 20,000 14,922 139,000

0% 2% 1% 0% 0% 0% 0% 0% 4% 0% 0% 0% 0% 0% 0% 30% 0% 11% 3% 16% 0% 13%

180,997 130,871 23,858 22,570 2,425 233 3,000 1,500 38,000 47,254 14,873 24,526 28,900 6,000 2,219 6,500 3,000 50,000 8,500 18,500 15,668 139,000

0% 0% 0% 16% 2% 0% -50% 0% 4% 6% 2% -23% 0% 0% 0% 30% 0% 11% 3% 7% 5% 13%

665,941

685,785

746,704

777,119

768,395

56026 - Special Events: Costs offset by sponsorships and fees of: $26,100. Personnel Summary

Range

Class 134 Tourism Development Manager 132 Tourism Development Specialist 123 Visitor Center Supervisor

Number of Full-Time Positions

2017-2018 Actual

2018-2019 Actual

2019-2020 Budget

2020-2021 Requested

2020-2021 Adopted

1 1 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 2020 ACCOMPLISHMENTS 

Continued to provide quality programming and enhancements to Municipal Channel 190 with specialized graphics and station identification.



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 placing in the top 5 in our population category for the fourteenth straight year in 2019.

FY 2021 OBJECTIVES 

To continue producing high-quality materials to assist City departments educate citizens regarding City services and programs. (Civic Engagement and Responsive City Services)



To continue to assist in the promotion of economic development initiatives throughout the City via social media, media releases, Public Service Announcements, and City Council announcements. (Civic Engagement and Responsive City Services)



To collaborate with City departments to highlight the City’s assets by creating and coordinating public service announcements, ribbon cuttings, and programming. (Civic Engagement and Responsive City Services)

STATISTICS/PERFORMANCE MEASURES Public Service Announcements prepared Programs produced on Municipal Channel 8 Followers, Fans, or Subscribers on Social Media Websites FOIA requests received Percent of FOIA requests responded to within mandatory timeframes prescribed by state law Citizens visits to City Hall

FY 19 Actual 119 164 16,090 1,379 100%

FY 20 Projected 123 166 17,175 1,400 100%

FY 21 Estimate 125 168 18,600 1,500 100%

72,883

73,000

155

Department: Media and Community Relations Budget Detail 2017-2018 Actual

Account Number: 100-8165051100.02 51100.04 51100.06 51100.14 52100 52210 52400 53100 53300 53320 53500 54100 54200 54500 55210 55230 55500 55810 55846 56001 56012 56016 56017 58200

Salaries and Wages Salaries and Wages - Overtime Salaries and Wages - Part-time Transportation Expense FICA VRS Retirement Group Life Professional Services Repair and Maintenance Maintenance Service Contracts Printing and Binding Information Technology Fleet Risk Management Postal Services Telecommunications Travel and Training Dues and Association Memberships Marketing Office Supplies Books and Subscriptions Neighborhood College/Leadership Academy Copier Costs Capital Outlay

Total Operating Expenditures

2018-2019 Actual

2019-2020 Budget

2020-2021 Requested

% Change

2020-2021 Adopted

% Change

382,339 9,767 27,346 2,187 31,060 41,666 4,968 12,011 15,570 1,518 45,871 6,165 68,030 369 6,280 2,817 1,125 26,025 3,097 440 10,290 26,360

400,931 9,338 27,626 31,921 43,165 5,252 4,181 21,299 731 79,294 6,272 65,803 452 5,549 2,005 1,020 27,815 4,416 406 10,264 -

415,241 10,000 30,237 34,844 44,721 5,440 10,000 10,000 19,000 3,000 60,873 7,351 63,802 1,500 8,474 3,000 1,150 26,250 3,000 750 12,688 -

415,241 10,000 30,137 34,836 44,721 5,440 10,000 10,000 23,000 3,000 60,873 7,351 65,803 1,500 8,474 5,250 1,200 30,000 3,500 750 2,500 12,688 35,000

0% 0% 0% 0% 0% 0% 0% 0% 21% 0% 0% 0% 3% 0% 0% 75% 4% 14% 17% 0% 0% -

416,397 10,000 30,237 34,933 51,925 5,580 5,000 10,000 22,000 3,000 87,339 6,539 75,807 1,000 8,474 4,000 1,200 30,000 3,500 750 13,322 -

0% 0% 0% 0% 16% 3% -50% 0% 16% 0% 43% -11% 19% -33% 0% 33% 4% 14% 17% 0% 5% -

725,301

747,739

771,321

821,264

821,002

Personnel Summary

Range

Class 144 136 133 133 121 121

Director of Media & Community Relations Assistant Director of Media & Community Relations Video Production Manager Multi-Media Analyst Video Production Assistant Executive Secretary

Number of Full-Time Positions

2017-2018 Actual

2018-2019 Actual

2019-2020 Budget

2020-2021 Requested

2020-2021 Adopted

1 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 2020 ACCOMPLISHMENTS 

Conducted 4-H youth development programs and projects to assist youth in becoming successful citizens and adults.



Strengthened partnerships with other public service organizations as well as agricultural entities to provide overall Virginia Cooperative Extension programming.



Continued to demonstrate the Farm to Table concept in agriculture with local youth through demonstration gardens and increased agricultural literacy.



Provided training and implementation of the Suffolk master gardener program.

FY 2021 OBJECTIVES 

To increase the profitability and sustainability of small farmers through programs that increase productivity and availability of agricultural technology. (Expanded Economic Development)



To promote the Virginia Cooperative Extension to the citizens of Suffolk by exploring various media outlets and partnerships with local libraries. (Leisure, Health, and Wellness)



To provide 4-H educational programs, workshops, camps, and meetings. (Leisure, Health, and Wellness)

STATISTICS/PERFORMANCE MEASURES Agriculture and Natural Resources: Programs offered Citizens participating in Programs Requests for Services Youth Programs: Youth participating in 4-H Club (Delivery) Youth Programs offered Youth participating in Youth Programs

FY 19 Actual

FY 20 Projected

FY 21 Estimate

4 152 142

10 650 250

15 775 300

1,612 6 2,120

1,000 12 2,000

1,050 15 2,000

157

Department: Virginia Cooperative Extension Budget Detail 2017-2018 Actual

Account Number: 100-8350053100 55210 55230 55500 55810 56001 56017

Professional Services Postal Services Telecommunications Travel and Training Dues and Association Memberships Office Supplies Copier Costs

Total Operating Expenditures

2018-2019 Actual

2019-2020 Budget

2020-2021 Requested

% Change

2020-2021 Adopted

% Change

29,900 1,088 2,255 1,350 155 1,047 3,940

7,995 1,291 2,244 1,823 3,931

56,000 1,100 4,160 1,200 400 1,700 4,884

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

56,000 1,100 4,160 1,200 400 1,700 5,128

0% 0% 0% 0% 0% 0% 5%

39,735

17,285

69,444

69,688

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 Organizations Budget Detail 2017-2018 Actual

Account Number: 100-151100Regional Membership Organizations: 55661 Hampton Roads Planning District Commission 55680 Hampton Roads Military and Fed Fac. Alliance 55810 City Wide Dues/ Memberships Local Organization Partnerships: 55655 SRHA 55674 Suffolk Center for the Cultural Arts Local Nonprofit Organization Contributions: 55648 Suffolk Nansemond Historic Society 55651 Senior Services of Southeastern Virginia 55652 ForKids 55653 Food Bank of Southeastern Virginia 55654 The Genieve Shelter 55656 Endependence Center, Inc. 55658 Riddick's Folly 55659 Suffolk Fine Arts Commission 55660 Suffolk Clean Community Commission 55664 Suffolk Sister Cities International 55665 Peanut Soil and Water Conservation District 55668 The Children's Center 55675 Suffolk Festivals, Inc. 55679 Virginia Legal Aid Society 55681 Western Tidewater Free Clinic 55685 Nansemond Suffolk Vol. Rescue Squad 55688 Paul D Camp Community College 55689 Suffolk Literacy Council 55694 Opportunity Inc. CHKD Child Abuse Program Eastern Virginia Medical School American Red Cross Coalition Against Poverty (CAPS) Court Appointed Special Advocates (CASA) Suffolk Family YMCA Suffolk's Premier Art, Retail, and Cultural Suffolk Meals on Wheels Southeastern Virginia Health System Fifth Judicial District Drug Court United Way of South Hampton Roads Total Operating Expenditures

2018-2019 Actual

2019-2020 Budget

2020-2021 Requested

% Change

2020-2021 Adopted

% Change

74,175 45,213 47,301

79,025 45,861 49,337

74,026 46,267 51,375

75,060 46,357 52,444

1% 0% 2%

75,060 46,357 52,444

1% 0% 2%

150,000 350,000

157,500 367,500

255,580 550,000

62% 50%

157,500 367,500

0% 0%

3,500 10,000 23,000 20,000 23,000 7,500 20,000 5,000 14,958 5,000 20,000 30,000 8,000 85,449 40,000 -

3,500 10,000 30,000 20,000 30,000 7,500 20,000 5,000 14,999 5,000 5,000 20,000 30,000 8,000 100,000 25,000 2,500 22,040 -

3,675 10,500 31,500 20,000 23,000 7,875 21,000 12,000 15,750 5,250 5,000 21,000 30,000 8,400 105,000 26,250 2,500 22,040 12,000 12,000 -

10,000 20,000 48,440 20,000 42,500 15,000 35,000 12,000 25,000 10,500 15,000 32,000 75,000 15,000 175,500 60,100 5,000 22,040 20,000 15,300 5,000 45,000 12,500 10,000 120,000 10,000 75,500 80,000 0

172% $ 90% 54% 0% 85% 90% 67% 0% 59% 100% 200% 52% 150% 79% 67% 129% 100% 0% -

3,675 10,500 31,500 20,000 23,000 7,875 21,000 12,000 15,750 5,250 5,000 21,000 30,000 8,400 175,500 26,250 2,500 22,040 5,000 25,000 12,000 5,000 50,000 5,000

0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 67% 0% 0% 0% -

982,096

1,032,762

1,091,408

1,242,101

14%

2,010,821

84%

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 Fund Budget Detail 2017-2018 Actual

Account Number: 100-091400Fringe Benefits & Insurances: 51100.27 Leave Compensation 52100 Leave Compensation - FICA Compensation Vacancy Savings 52210 VRS 52600 Unemployment Payments 53100 Professional Services 55230 Telecommunications 55821 Employee Funds Expense 58200 Capital Outlay 59902 Contingency Sub-Total:

Transfer to Other Funds / Designations: 50000.211 Transfer to Grants (Local Cash Match) 50000.212 Transfer to Transit Fund (Operating Support) 50000.220 Transfer to Aviation Fund (Operating Support) 50000.310 Transfer to Capital Projects (Cash Fund Projects) 50000.401 Transfer to Debt Service Fund 50000.501 Transfer to Public Utilities 50000.601 Transfer to Fleet Sub-Total: Total Operating Expenditures

2018-2019 Actual

138,918 10,682 64,616 12,263 1 -

226,481

2019-2020 Budget

547,664 41,310 2,888 26,296 12,269 45,415 -

675,842

337,394 811,511 75,700 5,303,494 23,777,493 -

30,305,592

30,532,072

2020-2021 Requested

450,000 30,000 100,000 60,000

640,000

274,669 810,605 99,815 4,952,475 25,997,917 856,802 1,143,198

34,135,481

34,811,324

% Change

2020-2021 Adopted

550,000 50,000 100,000 60,000

22% 67% 0% 0%

760,000

19%

660,129 748,896 91,531 4,875,391 26,940,526 -

660,129 900,033 103,127 5,158,250 27,896,319 -

33,316,473

33,956,473

% Change

492,472 50,000 100,000 210,000

9% 67% 0% 250%

852,472

33%

0% 20% 13% 6% 4% -

660,129 919,949 115,490 5,158,250 27,506,458 -

0% 23% 26% 6% 2% -

34,717,858

34,360,276

35,477,858

35,212,748

162

Capital Projects Fund

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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, special revenue fund, and enterprise fund transfers. Capital projects are planned and funded by incorporating the total funding requirements for completion, inflation, and operations into future construction costs. FY 2020-2021 CAPITAL PROJECTS 

Parks and Recreation Capital Maintenance Lone Star Lakes Park Driver Complex Sleepy Hole Park Renovation Cypress Park and Pool Cedar Hill Cemetery Road Repairs Inclusive Playground – Northern End Constant’s North Park Blackwater River Project



Public Buildings Public Building Capital Maintenance Central Library Human Resources Building Renovation – School Administration Airport Obstruction Removal Adjacent Properties Airport Terminal Apron Rehabilitation Airport Corporate Apron – Utility Extension



Public Safety Ambulance Fire Engine Replacement Aerial Ladder Truck Joint Public Safety & Training Center College Drive Fire Station Breathing Air System Station 10 Traffic Signal



Public Schools Hazardous Materials Management Schools Major Repairs/Systems Replacement



Village & Neighborhood Initiatives Village & Neighborhood Improvements Open Space Improvements Downtown Implementation Plan Initiatives



Transportation Local Urban Roadway Construction – Comprehensive Plan  Holland Road Local Urban Intersection Construction – Comprehensive Plan  Nansemond Parkway/Bennett’s Pasture Road  Kenyon Road Connector Pitchkettle Road Improvements Rail Crossing Improvements Shoulders Hill Road/Rt. 17 Intersection Nansemond Parkway/Wilroy Road Flyover Miscellaneous Roadway Improvements Relocation of Zone C Headquarters Portsmouth Boulevard Sidewalk Nansemond Parkway Traffic Signal Coordination Pittmantown Road over Mill Swamp Shoulders Hill Road Multi-Use Path West End Suffolk Bypass Interchange King’s Highway Bridge



Stormwater Citywide Drainage Improvements



Information Technology Records & Document Management Upgrade Physical Security



Public Utilities Water Source Development & Treatment Plant Expansion Water Distribution & Transmission System Expansion Water System Upgrades Sanitary Sewer Extensions Sanitary Sewer System Upgrades

163

CAPITAL PROJECTS FUND Revenue 2017-2018 Actual Transfer from General Fund (Pay-Go) General Obligation Bonds State/Federal Aviation Grants State/Federal Fire State/Federal Parks & Recreation State/Federal Stormwater State/Federal Tourism State/Federal VDOT Revenue Sharing Cash Proffers Miscellaneous Revenue Transfer from RT17 Tax District Transfer from Road Maintenance Fund Transfer from Stormwater Fund Transfer from Fleet Transfer from Risk Fund Balance

Stormwater - Obligation Bonds

Transfer from Public Utility Fund (Pay-Go) Public Utility - Obligation Bonds Miscellaneous Revenue - Public Utilities

56,560,134

40,598,446

64,557,855

2020-2021 Requested

% Chng

5,158,250 23,795,503 2,621,500 485,000 800,000 11,086,622 174,000 500,000 -

6% $ 13% 197% 1500% -54% -100% -100%

7,275,000 5,550,000 -

4,875,391 21,090,510 882,000 50,000 23,978,595 125,000 331,359 400,000

7,500,000 6,500

4,952,475 18,226,886 1,051,912 23,647 87,842 6,013,857 56,327 1,200,000 459,000 1,020,000 -

2019-2020 Budget

3,300,000 -

Information Technology - Obligation Bonds Total Revenue

5,303,494 28,326,304 3,892,323 414,599 419,856 93,400 10,404,965 1,506,774 147,173 1,500,000 990,904 175,000 85,343 -

2018-2019 Actual

2020-2021 Adopted

-100%

5,158,250 23,795,503 2,621,500 485,000 400,000 11,086,622 174,000 500,000 389,861 -

% Chng 6% 13% 197% 700% -54% -100% 18% -100%

6,190,000 3,590,000 -

-15% -35% -

6,190,000 3,590,000 -

-15% -35% -

1,250,000

55,650,875

-14%

55,640,736

-14%

2020-2021 Requested

% Chng

Expenditure Summary 2017-2018 Actual

2018-2019 Actual

2019-2020 Budget

2020-2021 Adopted

% Chng

Capital Projects Expenditures

56,636,724

38,827,793

64,557,855

55,650,875

-14%

55,640,736

-14%

Total Expenditures

56,636,724

38,827,793

64,557,855

55,650,875

-14%

55,640,736

-14%

164

CAPITAL PROJECTS FUND Budget Detail 2017-2018 Actual

Account Number: Parks

Public Buildings

Public Safety

Schools

Villages

Bennett's Creek Recreation Center $ Parks & Rec - Capital Maintenance Planters Club Improvements Sleepy Hole Park Renovation Lake Meade Park Trail Lone Star Lakes Park Parks Maintenance & Storage Facility Canoe/Kayak Launch Construction Trail Enhancements Driver Complex Suffolk Seaboard Trails (Tea21 Grant) Lake Kennedy Park Trail Shoreline Stabilization Project Water Access - Nansemond River Jericho Lane Public Access Lake Kennedy Park - Drainage Improveme Cypress Park and Pool Cedar Hill Cemetery Road Repairs Inclusive Playground - Northern End Constant's North Park Blackwater River Project Southwestern Elem Demolition Operations Maintenance Facility Godwin Courts Buildings Improvements Great Dismal Swamp Int Center Public Building Capital Maintenance Sleepy Hole Cart Barn Replacement Joint Operations Facility (Police/P&R) Human Resources Bldg Renovation Central Library Airport Equipment Storage Facility Airport Parallel Taxiway Airport Taxi Lane & Ramp Paving Airport Parking Expansion Improvements Airport Runway 4-22 Obstruction Remova Airport Taxi Rehab Construction Airport Runway 4-22 Rehabilitation Airport Easement Acquisition & Obstructio Airport Covered Terminal Entranceway Airport Obstruction Removal Adjacent Airport Apron Rehabilitation Airport Corporate Apron Ambulance Fire Engines Fire Tanker Truck Fire Station 1 Renovations Aerial Ladder Truck Lake Kilby Station Renovation Analog Security Fire & Rescue Storage Building College Drive Fire Station Self Contained Breathing Apparatus Joint Public Safety & Training Center Breathing Air System Station 10 Traffic Signal Hazardous Material Management Schools Major Repairs/Systems Replaceme Pioneer Elem Replacement Multiple Campus Land Acquisition New Middle School New Elementary School Operation Facility Village & Neighborhood Improvements Open Space Improvements Downtown Implementaion Plan Initiatives

29,820 479,680 27,615 48,551 46,886 42,248 35,846 44,941 142,896 22,411 1,363 145,020 630,861 304,737 94,388 1,074,659 38,662 182,497 8,476 479,126 160,013 3,217,590 38,670 653,397 182,690 198,555 1,181 47,935 26,177 2,028,178 13,387,383 12,757,371 265,386 470,450 402,754 -

2018-2019 Actual $

24,487 602,511 480 126,750 136,140 27,426 1,060,074 25,854 1,714 2,132 8,925 365,780 709,103 85,751 171,918 147,418 5,143 99,669 960,615 329,453 539,944 99,692 102,716 19,745 1,733,470 6,025,264 3,512,591 244,000 891,296 224,165 -

2019-2020 Budget $

1,247,000 430,000 100,000 250,000 275,000 250,000 135,000 187,500 976,000 1,900,000 600,000 300,000 620,060 814,081 506,479 1,100,000 2,500,000 1,268,987 75,000 2,500,000 1,204,750 250,000 250,000

2020-2021 Requested $

535,000 75,000 250,000 75,000 1,512,500 190,000 300,000 350,000 800,000 810,000 50,000 4,021,000 2,500,000 175,000 90,000 365,000 838,503 1,417,792 3,800,000 485,000 250,000 250,000 75,000 3,500,000 1,204,750 250,000 260,000

% Chng -100% $ 24% -25% 0% -100% -70% 1020% 1%

-17% 112% 317% -100% -41% 3% -100% -100% 52% -100% 0% 40% 0% 0% 4%

2020-2021 Adopted 535,000 75,000 250,000 75,000 1,512,500 190,000 300,000 350,000 400,000 810,000 50,000 4,021,000 2,500,000 175,000 90,000 365,000 838,503 1,417,792 3,800,000 485,000 250,000 250,000 75,000 3,500,000 1,204,750 250,000 260,000

% Chng -100% 24% -25% 0% -100% -70% 1020% 1% -17% 112% 317% -100% -41% 3% -100% -100% 52% -100% 0% 40% 0% 0% 4%

165

Transprtn

Local Urban Intrsctn Const-Comp Plan Godwin Blvd/Kings Hwy Intersection RT17/Crittenden Road Nansemond Pkwy/Wilroy Rd Intersectio N Pkwy/Bennett's Pasture Rd Intersectio Local Urban Rdway Const-Comp Plan Holland Rd Improvements Nansemond Pkwy Phase II College Drive/Harbourview Blvd (Rt. 17 T Railroad Crossing Upgrade Channel Dredging North Division Street CMAQ Improvements Harbour View Area Signal Improvements Shoulders Hill Rd/RT17 Intersection Public Utilities Pavement Projects North Suffolk Connector Rt 17 Bridge Road Paving Rt 58 Paving Center Point Drive HSIP Flashing Yellow Arrow Nansemond Pkwy Bridge Replacement E Washington Street Mineral Springs Rd Bridge Longstreet Lane Bridge Replacement Lake Cahoon Rd Deck Replacement Simons Dr Bridge/ Culvert Replacement Southwestern Blvd Culvert Replacement Carolina Rd Bridge Replacement Badger Rd Bridge Culvert Replacement Pruden Center Signal & Turn Lanes Pruden Boulevard Culvert Improvements Nansemond Pkwy/Wilroy Rd Overpass Bridge Rd Traffic Signal Upgrade Suffolk Bypass Portsmouth Blvd Sidewalk Phase I Portsmouth Blvd Sidewalk Phase II Portsmouth Blvd Sidewalk Phase III RT 58 Eastbound Segment I RT 58 Holland Road Repaving RT 58 Westbound Segment I Pitchkettle Road Improvements Nansemond Pkwy Safety Improvements Miscellaneous Roadway Improvements Elwood Road over Kingsdale Swamp Turlington Road over Kilby Creek Nansemond Parkway Traffic Signal Emergency Vehicle Preemption RT17 Bridge Repaving Northgate Commerce Holland Road Paving Godwin Road Paving Kenyon Road Connector Godwin/RT 58 Ramp Improvements Harbour Towne Pkwy/Habour View Blvd I Oak Ridge/Colonial Ave Connector Lake View Pkwy/College Dr Sidewalk Relocation of Zone C Headquarters Nansemond Pkwy Traffic Signal Coord Pittmantown Rd over Mill Swamp Shoulders Hill Rd Multi-Use Path West End Suffolk Bypass Interchange King's Highway Bridge RT17 James River Shoreline Open Space Harbour Towne Pkwy Connector & Wetlan Fleet Replacement of Fleet Facilities Info Technology Records & Document Management Upgrad Physical Security Stormwater EPA Phase II Stormwater Sadler Pond Improvements Pughsville Drainage Bay TMDL Implementation Projects Rural Stormwater Improvements Old College Dr Ditch Piping Downtown St Upgrades & Drainage Impro Respass Beach Drainage Improvements Oldetown Master Drainage Study Cedar Hill Stream Restoration Citywide Drainage Improvements Seaboard Trail Ponding (Driver) Utilities Water Source Development & Treatment P Water Distribution and Transmission Syste Water System Upgrades Neighborhood Sewer Sanitary Sewer System Upgrades Sanitary Sewer Extensions Non-Departmental Transfer to Debt Fund Total Operating Expenses

27,749 150,531 222,002 225,775

185,631 37,351 1,828 249,840

2,000,000 3,000,000

1,350,000

-100% -55%

1,350,000

-100% -55%

5,481,392 4,837,811 1,936,900 76,143 749,985 304,756 706,093 252,673 330,257 3,187 219,088 10,361 27,229 26,804 28,999 82,999 271,927 10,021 17,360 18,849 16,866 342,682 106,376 357,399 198,709 86,181 44,450 236,033 24,137 21,920 41,260 183,378 36,892 5,085 632,877 597 35,095 70,598 5,579 176,488 25,708 24,812 6,374 219,927

8,072,733 1,383,118 269,887 114,427 596,600 199,920 980,297 452,825 360,047 15,256 96,000 11,413 488,284 409,843 5,500 418,585 83,169 1,225,224 400,818 86,143 98,036 33,287 34,894 34,222 810,302 501,751 203,925 49,980 101,000 44,083 98,751 234,580 5,820 255,606 12,404 93,018 136,721 63,435 26,453 8,188 85,900 65,455 20,895 85,272 106,985 166 97,965 1,089,671 61 -

12,500,000 95,000 1,101,779 1,000,000 4,583,162 5,796,698 80,000 1,000,000 1,980,000 125,000 400,000 850,000 5,000,000 1,525,000 4,900,000 550,000 331,359

3,500,000 95,000 7,020,486 919,514 554,301 1,453,058 80,000 710,000 1,650,000 1,106,971 580,000 272,000 200,000 200,000 1,000,000 250,000 500,000 1,440,000 100,000 2,630,000 5,610,000 -

-72% 0% 537% -100% -80% -75% 0% -29% -17% -100% 25% 69% -98% 72% 14% -100% -100%

3,500,000 95,000 7,020,486 919,514 554,301 1,453,058 80,000 710,000 1,650,000 1,106,971 580,000 272,000 200,000 200,000 1,000,000 250,000 500,000 1,440,000 100,000 2,630,000 5,610,000 389,861

-72% 0% 537% -100% -80% -75% 0% -29% -17% -100% 25% 69% -98% 72% 14% -100% 18%

55,650,875

-14%

55,640,736

-14%

56,636,724

38,827,793

64,557,855

166

Debt Service Fund

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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 FUND Revenue 2017-2018 Actual

2018-2019 Actual

2019-2020 Budget

2020-2021 Requested

% Chng $ 4% 0% 25% -100%

Interest on Investments 2011 VPSA Interest Refund Local Bond Issues Transfer from General Fund Transfer from Road Maintenance Transfer from Grant Fund (CDBG 108 loan) Transfer from RT 17 Special Taxing District Transfer from Capital Projects

3,914 297,713 4,047,062 23,777,493 1,368,763 74,594 355,432 219,927

5,036 298,988 900,832 25,997,917 1,364,363 284,215 345,587 -

26,940,526 1,364,763 328,170 331,359

27,896,319 1,367,413 410,624 -

Total Revenue

30,144,898

29,196,937

28,964,818

29,674,356

2020-2021 Requested

% Chng

2020-2021 Adopted

% Chng

27,506,458 1,367,413 410,624 389,861

2% 0% 25% 18%

29,674,356

Expenditure Summary 2017-2018 Actual

2018-2019 Actual

2019-2020 Budget

2020-2021 Adopted

% Chng

Consolidated Debt

30,144,898

29,196,937

28,964,818

29,674,356

Total Expenditures

30,144,898

29,196,937

28,964,818

29,674,356

168

DEBT SERVICE FUND Budget Detail 2017-2018 Actual

Account Number: 401-95100 59110 Bond Principal 59120 Interest on Bonded Debt 59130/59140 Bond Issuance and Coupon Handling Total Operating Expenditures

2018-2019 Actual

2019-2020 Budget

2020-2021 Requested

% Chng

2020-2021 Adopted

% Chng

19,502,292 10,304,012 338,595

18,416,866 10,520,425 259,646

17,567,274 10,897,544 500,000

18,628,142 10,546,214 500,000

6% -3% 0%

18,628,142 10,546,214 500,000

6% -3% 0%

30,144,898

29,196,937

28,964,818

29,674,356

169

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Special Revenue Funds

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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 Aviation Facilities Division 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 2020 ACCOMPLISHMENTS 

Continued capital project efforts to enhance the airport through obstruction removal and the terminal apron rehabilitation.



Maintained 100% occupancy of the airport box and t-hangars.



Continued to experience sustained utilization of the airport by corporate and recreational users.



Facilitated the location of the Curtis Eads Flight School at the airport.

FY 2021 OBJECTIVES 

To increase traffic flow and fuel sales at the airport. (Financial Stability)



To facilitate capital improvements at the airport including the terminal apron rehabilitation project, obstruction removal, and corporate apron utility extension. (Civic Engagement and Responsive City Services)

STATISTICS/PERFORMANCE MEASURES Number of Airplanes Taking Off/Flying into Airport Number of Businesses located at Airport Percent of Hangar Space Leased Gallons of Fuel Sold at Airport

FY 19 Actual 11,000 5 100% 111,132

FY 20 Projected 11,000 5 100% 113,350

FY 21 Estimate 11,000 5 100% 114,000

170

AVIATION FACILITIES FUND Revenue 2017-2018 Actual

2018-2019 Actual

2019-2020 Budget

2020-2021 Requested

% Chng

2020-2021 Adopted

Interest on Investments Rent of Facilities Sale of Fuel Miscellaneous Revenue State Aviation Maintenance Grants Transfer from General Fund

4,947 231,679 456,849 18,821 10,378 75,700

10,809 249,867 551,477 24,804 12,742 99,815

269,052 675,000 20,000 91,531

242,964 675,000 20,000 103,127

-10% 0% 0% 13%

242,964 675,000 20,000 115,490

Total Revenue

798,374

949,513

1,055,583

1,041,091

-1%

1,053,454

% Chng -100% -64% 0% 0% 26% 0%

Expenditure Summary 2017-2018 Actual

2018-2019 Actual

2019-2020 Budget

2020-2021 Requested

% Chng

2020-2021 Adopted

% Chng

Aviation Services

784,491

903,114

1,055,583

1,041,091

-1%

1,053,454

Total Expenditures

784,491

903,114

1,055,583

1,041,091

-1%

1,053,454

171

AVIATION FACILITIES FUND (Department of Economic Development) Budget Detail 2017-2018 Actual

Account Number: 220-150000 51100.02 51100.04 51100.06 52100 52210 52400 53000.16 53300 53300.110 53300.220 53600 53600.110 53600.220 54100 54200 54500 55100 55210 55230 55410 55500 55810 56001 56011 56014 56015 56017 56022 58200 91400-59905 93000-50000.165

Salaries and Wages $ Salaries and Wages - Overtime Salaries and Wages - Part-time FICA VRS Retirement Group Life Purchased Service - Refuse Collection Repair and Maintenance Repair and Maintenance - State Repair and Maintenance - Aviation Advertising Advertising - State Advertising - Aviation Information Technology Fleet Risk Management Utilities Postal Services Telecommunications Lease/Rent of Equipment Travel and Training Dues and Association Memberships Office Supplies Uniforms & Wearing Apparel Other Operating Supplies Merchandise for Resale Copier Fuel Inventory Capital Outlay Local Cash Match Transfer to GF-Indirect Cost

Total Operating Expenditures

2018-2019 Actual

2019-2020 Budget

2020-2021 Requested

% Chng

104,050 380 57,500 12,375 11,458 1,360 3,109 26,601 6,886 1,103 8,184 3,492 2,667 10,272 51,572 48,532 34,727 91 2,093 32,128 1,383 100 199 616 1,648 743 1,841 293,941 14,397 51,046

106,384 445 58,947 12,681 11,469 1,394 3,157 26,290 11,317 2,935 1,167 1,425 1,425 22,600 59,387 47,044 35,276 53 2,282 36,892 957 100 129 1,522 5,807 499 1,840 388,115 61,577

141,431 37,859 13,716 15,232 1,853 3,150 36,000 10,000 14,883 64,600 53,334 28,000 500 2,357 40,000 2,500 200 500 1,500 5,000 1,000 2,415 500,000 30,000 49,554

109,055 1,000 63,725 13,294 11,745 1,429 3,500 36,000 5,000 14,883 64,600 53,334 28,000 500 2,357 40,000 2,500 200 500 1,500 5,000 1,000 2,415 500,000 30,000 49,554

784,491

903,114

1,055,583

1,041,091

2020-2021 Adopted

% Chng

-23% 68% -3% -23% -23% 11% 0% -50% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0%

109,044 1,000 63,725 13,293 13,598 1,461 3,500 36,000 5,000 15,751 62,166 50,279 28,000 500 2,357 40,000 2,500 200 500 1,500 5,000 1,000 2,536 500,000 30,000 64,544

1,053,454

-23% 68% -3% -11% -21% 11% 0% -50% 6% -4% -6% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 5% 0% 0% 30% 0%

55410 - Lease of Equipment: Generator and refueler. Personnel Summary

Range

Class 134 Airport Manager 120 Airport Technician

Number of Full-Time Positions

2017-2018 Actual

2018-2019 Actual

2019-2020 Budget

2020-2021 Requested

2020-2021 Adopted

1 2

1 1

172

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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 2020-2021 real estate tax rate is $.105 per $100 of assessed value in the DBOD.

173

DOWNTOWN BUSINESS OVERLAY TAXING DISTRICT FUND Revenue 2017-2018 Actual

2018-2019 Actual

2019-2020 Budget

2020-2021 Requested

% Chng

2020-2021 Adopted

% Chng

Real Property Taxes Penalties and Interest Interest on Investments

181,359 575 1,541

187,055 (8) 3,807

171,749 -

186,500 -

9% -

173,479 -

1% -

Total Revenue

183,476

190,854

171,749

186,500

173,479

Expenditure Summary 2017-2018 Actual

2018-2019 Actual

2019-2020 Budget

2020-2021 Requested

% Chng

2020-2021 Adopted

% Chng

Services

153,983

167,189

171,749

186,500

173,479

Total Expenditures

153,983

167,189

171,749

186,500

173,479

174

DOWNTOWN BUSINESS OVERLAY TAXING DISTRICT FUND Budget Detail 2017-2018 Actual

Account Number: 20941310-53000.02 41310-53000.46 41310-53100 41310-55100 42310-53000.16

Purchased Service - RM (Maintenance, Sweepin $ Purchased Service - RM Banners Professional Services Utilities Purchased Service - Refuse Fund

Total Operating Expenditures

2018-2019 Actual

2019-2020 Budget

2020-2021 Requested

% Chng

2020-2021 Adopted

% Chng

57,231 3,639 55,600 845 36,668

57,000 7,063 45,052 883 57,191

57,500 5,000 50,249 1,000 58,000

57,500 5,000 65,000 1,000 58,000

0% 0% 29% 0% 0%

57,500 5,000 51,979 1,000 58,000

0% 0% 3% 0% 0%

153,983

167,189

171,749

186,500

173,479

53100 - Professional Services: Provides for beautification and landscape services.

175

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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 2020 ACCOMPLISHMENTS 

Inspected 75 bridges to meet state and federal standards.



Completed the installation of closed conveyance storm water pipe, roll curb, and manholes along various sections of North Capitol Street, Freeney Avenue, Camp Avenue, and Dill Road.



Completed construction on new traffic signal at Bridge Road & Winward Lane.



Awarded additional state funding for paving projects along Route 58 and Route 17.

FY 2021 OBJECTIVES 

To provide safe and quality transportation options. (Transportation)



To continue capital street improvements as identified through the neighborhood street initiative program. (Transportation)



To continue quality maintenance service of the City roadway network and supported assets. (Transportation)

STATISTICS/PERFORMANCE MEASURES Roadway: Lane Miles maintained Lane Miles resurfaced Cost per Lane Mile resurfaced Potholes repaired Average Pothole repair time Linear Feet of Open Conveyance Systems maintained

FY 19 Actual

FY 20 Projected

FY 21 Estimate

1,621 54.6 $112,000 6,911 72 hours 531,224

1,621 60 $112,000 8,000 72 hours 600,000

100 100 100%

102 102 100%

104 104 100%

Traffic: Traffic Signals maintained Traffic Signals receiving preventative maintenance Percent of Priority 1 Traffic Signal requests repaired within 4 hours

176

ROAD MAINTENANCE FUND Revenue 2017-2018 Actual Sale of Permits Height/Weight Permit Fees Fines & Forfeitures Revenue from Use of Property - SW Mosquito Operations of Street Lights Developer Street Sign Contributions Developer Traffic Signal Contributions Sale of Service - Stormwater (Mosquito) Sale of Service - Capital Projects Sale of Service - Stormwater (Engineering) Sale of Service - DBOD Sale of Service - General Fund (PW Admin.) Sale of Service - Animal Control Sale of Service - Public Utilities Sale of Service - Developer Plan Review Sale of Service - Refuse Salary Allocation Sale of Service - PW Salary Allocation Sale of Service - Transit Salary Allocation Sale of Service - PW Streetlight Installation Sale of Service - Impact Analysis Sale of Service - Banners Sale of Salvage/Surplus Miscellaneous Revenue Virginia Logo Program Urban Maintenance Funds Insurance Recovery Interest Proceeds Fund Balance

2018-2019 Actual

2019-2020 Budget

2020-2021 Requested

% Chng 0% $ 0% 0% 0% 0% 50% 0% 0% 25% 0% 22% 19% 36% 0% 13% 0% 51% -100% 0% 0% 0% 0% 0% -17% 1% 0% 36%

A $ B C D E F G H I J K L M N O P Q R S T U V W X Y Z

47,289 339,663 258,183 4,250 9,600 18,000 60,000 144,928 300,000 57,231 68,603 15,000 3,936 36,760 55,000 45,000 20,000 15,000 8,643 4,896 242,818 8,075 23,369,848 91,907 -

52,500 347,433 344,137 15,000 61,118 12,522 35,000 60,010 280,035 299,765 57,000 125,105 15,000 2,900 41,197 76,024 50,193 20,000 15,000 14,260 2,154 99,965 9,575 24,205,228 286,683 -

50,000 320,000 250,000 15,000 150,000 10,000 90,000 60,000 200,000 300,000 57,500 130,000 22,000 5,000 40,000 76,024 12,709 16,271 20,000 15,000 10,000 5,000 7,500 12,000 24,205,890 2,000 1,874,439

50,000 320,000 250,000 15,000 150,000 15,000 90,000 60,000 250,000 300,000 70,000 155,000 30,000 5,000 45,000 76,069 19,216 20,000 15,000 10,000 5,000 7,500 10,000 24,390,615 2,000 2,558,430

25,224,631

26,527,803

27,956,333

28,918,830

2020-2021 Requested

% Chng

Total Revenue

2020-2021 Adopted

% Chng

50,000 320,000 250,000 15,000 150,000 15,000 90,000 60,000 250,000 300,000 57,500 155,000 22,000 5,000 45,000 76,069 19,216 16,271 20,000 15,000 11,000 5,000 7,500 10,000 24,390,615 2,000 2,558,430

0% 0% 0% 0% 0% 50% 0% 0% 25% 0% 0% 19% 0% 0% 13% 0% 51% 0% 0% 0% 10% 0% 0% -17% 1% 0% 36%

28,915,601

Expenditure Summary 2017-2018 Actual

2018-2019 Actual

2019-2020 Budget

2020-2021 Adopted

% Chng

Road Maintenance Traffic Engineering

21,317,194 4,517,143

19,414,455 4,269,287

23,237,420 4,718,913

23,896,417 5,022,412

3% 6%

23,914,379 5,001,222

3% 6%

Total Expenditures

25,834,336

23,683,742

27,956,333

28,918,830

28,915,601

A - Land use and commercial drive permits issued to public

N - Services provided to Public Utilities

B - Height & Weight Permit Fees

O - Charges to developers for plans review by Engineering.

C - Wide load and overweight citations allocated towards Road Maintenance

P - Services provided to Refuse for salary allocation

D - Revenue for office space at Operations Facility

Q - Services provided to PW for salary allocation

E - 7 yr. adv st. light pymts (Dev.) for st. light maint csts for new dev. Pro Rtd Bases

R - Services provided to Transit for salary allocation

F - Charges to developers for new st. signs related to new developments

S - Cost to install street lights

G - Chrgs to developers for inspectn by Traf. Engin. of traf. sgnl constrctn

T - Preliminary plan and traffic impact analysis review

H - Ditch cleaning services to Stormwater - mosquito control.

U - Services provided to P&R for banner placement

I - Services provided to Capital Projects Fund for roadwork.

V - Salvage of damaged guardrail and other miscellaneous metal

J - BMP residential maintenance and enhanced street sweeping services provided to SW Fund

W - Misc services to depts (signs, pavemt markers, research & engineering)

K - Enhanced street sweeping, roadside beautification, and clean up services provided to DBOD

X - Payment for Virginia Logo System Rights on City Right of Way

L - Non-VDOT funded activities - Misc Services (ex. Dirt roads)

Y - State revenue estimate based on 1265.75 lane miles x $12,735 secondary & 380.85 x $21,690 prim

M - Incinerator usage fee for euthanized animals

Z - Insurance recovery for public property accident damage

177

DIVISION: ROADWAY - TRAFFIC ENGINEERING (Department of Public Works) Budget Detail 2017-2018 Actual

Account Number: 210-4140051100.02 51100.04 51100.06 52100 52210 52400 53100 53100.26 53200.00 53300 54100 54200 54500 55100 55210 55230 55310 55500 55810 56001 56011 56012 56014 56017 58200 58210 58215

Salaries and Wages $ Salaries and Wages - Overtime Salaries and Wages - Part-time FICA VRS Retirement Group Life Professional Services Professional Services - Traffic Signal Inspe Temporary Help Service Fees Repair and Maintenance Information Technology Fleet Risk Management Utilities (Street Lights) Postage Telecommunications Employer HDHP Expense Travel and Training Dues and Association Memberships Office Supplies Uniforms & Wearing Apparel Books & Subscriptions Other Operating Supplies Copier Costs Capital Outlay New Street Light Installation Improvements (signals/signs)

Total Operating Expenditures

2018-2019 Actual

2019-2020 Budget

2020-2021 Requested

% Chng

2020-2021 Adopted

% Chng

1,045,729 107,488 82,075 113,873 12,856 209,295 8,706 21,377 153,530 176,264 303,362 1,512,147 463 14,060 7,230 2,138 2,972 11,907 950 440,955 13,764 247,435 18,165 10,400

963,625 133,641 2,961 78,471 108,804 12,584 112,170 10,239 16,600 143,351 157,186 298,515 1,543,961 94 16,724 5,459 11,133 5,160 3,243 12,290 1,286 452,340 13,752 82,710 7,402 75,585

1,143,381 77,077 93,365 123,142 14,978 300,000 90,000 15,000 135,431 167,000 294,732 1,550,000 500 19,739 12,000 5,000 3,000 15,000 1,000 470,321 18,246 20,000 150,000

1,143,381 77,077 93,365 123,142 14,978 300,000 90,000 15,000 135,431 167,000 294,732 1,550,000 500 19,739 15,000 5,000 3,000 15,000 1,500 470,321 18,246 300,000 20,000 150,000

0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 25% 0% 0% 0% 50% 0% 0% 0% 0%

1,145,304 77,077 93,512 142,819 15,347 300,000 90,000 15,000 163,184 166,285 223,475 1,550,000 500 19,739 15,000 5,000 3,000 15,000 1,500 470,321 19,158 300,000 20,000 150,000

0% 0% 0% 16% 2% 0% 0% 0% 20% 0% -24% 0% 0% 0% 25% 0% 0% 0% 50% 0% 5% 0% 0%

4,517,143

4,269,287

4,718,913

5,022,412

5,001,222

Personnel Summary

Range 137 136 132/134/136 134 131 130 130 123/125 125 123 123 123 120 120 119 118 118

Class City Traffic Engineer Assistant Traffic Engineer Civil Engineer I-III Transportation Planning Manager Traffic Signal System Superintendent Sign and Paint Manager Engineering Analyst Traffic Signal Technician I-II Engineering Technician Sign Maintenance Manager Senior Sign Mechanic Paint Crew Leader Sign Mechanic Secretary Highway Paint Equipment Operator Sign Technician Paint Technician

Number of Full-Time Positions

2017-2018 Actual

2018-2019 Actual 1 1

2019-2020 Budget 1 1

1 1 -

2020-2021 Requested

2020-2021 Adopted 1

1 -

1 1 1 1 5 2 1 1 1 2 1 1 2 3

1 1 1 1 1 5 1 1 1 1 2 1 1 2 4

178

DIVISION: ROADWAY - MAINTENANCE (Department of Public Works) Budget Detail 2017-2018 Actual

Account Number: 210-41200 51100.02 51100.04 51100.06 52100 52210 52400 53000.06 53000.10 53000.12 53000.13 53000.16 53100 53100.22 53300 53310 53500 54100 54200 54500 55210 55230 55310 55420 55500 55810 56001 56011 56012 56014 56017 56024 58200 91400-59902 93000-50000.165 93000-50000.310 93000-50000.401

Salaries and Wages $ Salaries and Wages - Overtime Salaries and Wages - Part-time FICA VRS Retirement Group Life Purchase Services - Stormwater Fund Purchase Services - General Fund (landscap Purchase Services - General Fund (Police W Purchase Services - PW Outreach Purchase Services - Refuse Fund Professional Services Medical Services Repair and Maintenance Repairs - Bridges Printing and Binding Information Technology Fleet Risk Management Postage Telecommunications Employer HDHP Expense Lease/Rent of Buildings Travel and Training Dues and Association Memberships Office Supplies Uniforms & Wearing Apparel Books and Subscriptions Other Operating Supplies Copier Costs Street Improvements Capital Outlay Contingency Transfer to GF-Indirect Cost Transfer to Capital Projects Transfer to Debt

Total Operating Expenditures

2018-2019 Actual

2019-2020 Budget

2020-2021 Requested

3,751,614 366,449 294,600 404,299 48,442 249,200 22,925 103,631 40,285 43,034 149,913 929,487 353,859 1,518,014 1,301,210 150 6,763 4,370 2,003 30,337 3,785 5,360 59,941 434,001 21,682 5,896,043 2,344,247 571,885 990,904 1,368,763

3,637,907 283,236 59 281,139 390,934 47,977 249,200 8,793 115,025 44,661 47,881 93,570 1,872,843 483,164 1,342,553 1,333,044 15 7,023 12,583 2,003 21,836 3,670 5,172 60,054 475,505 21,621 5,361,455 723,732 664,438 459,000 1,364,363

4,143,362 190,638 331,551 446,240 54,278 249,200 7,500 115,000 45,000 75,000 3,500 150,000 3,100,000 1,500 520,416 2,108,769 1,310,531 300 9,500 2,003 35,000 3,000 8,500 80,000 1,000 450,000 28,375 6,500,000 1,100,000 802,494 1,364,763

4,143,362 190,638 331,551 446,240 54,278 249,200 7,500 115,000 45,000 85,000 3,500 150,000 3,100,000 1,500 520,416 2,108,769 1,310,531 300 9,500 35,000 4,000 8,500 80,000 1,000 600,000 28,375 7,500,000 600,000 802,494 1,364,763

21,317,194

19,414,455

23,237,420

23,896,417

% Chng

2020-2021 Adopted

0% $ 0% 0% 0% 0% 0% 0% 0% 0% 13% 0% 0% 0% 0% 0% 0% 0% 0% 0% -100% 0% 33% 0% 0% 0% 33% 0% 15% -45% 0% 3%

% Chng

4,127,681 190,638 330,351 514,722 55,311 249,200 7,500 115,000 6,469 45,000 85,000 3,500 150,000 3,100,000 1,500 561,118 1,984,196 1,042,281 300 9,500 35,000 4,000 8,500 80,000 1,000 600,000 29,794 7,500,000 523,000 249,003 763,402 174,000 1,367,413

0% 0% 0% 15% 2% 0% 0% 0% 0% 13% 0% 0% 0% 0% 8% -6% -20% 0% 0% -100% 0% 33% 0% 0% 0% 33% 5% 15% -52% -5% -

23,914,379

Personnel Summary

Range 138 137 132/134/136 135 132/134 130 125/126/127 124 124 124 123 120/123 120 119 116/118 118

Class Assistant Director of Public Works Public Works General Manager Civil Engineer I-III Operations Manager Operations Superintendent I-II Operations Office Manager Construction Inspector I-III Street Crew Leader Maintenance Mechanic - Streets Accounting Associate II Labor Supervisor Heavy Equipment Operator I-II Accounting Technician Office Assistant Street Maintenance Worker I-II Skilled Laborer

Number of Full-Time Positions

2017-2018 Actual

2018-2019 Actual

2019-2020 Budget

2020-2021 Requested

2020-2021 Adopted

1 1 1 1 7 1 4 14 3 1 1 35 1 2 28 1

1 1 1 1 7 1 4 14 3 1 1 35 2 1 29 -

1 1 1 1 7 1 5 14 3 1 1 35 2 29 -

102

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 FUND Revenue 2017-2018 Actual

2018-2019 Actual

2019-2020 Budget

2020-2021 Requested

% Chng

2020-2021 Adopted

% Chng

Transfer from General Fund CDBG Annual Allocation HOME Annual Allocation Revenue from the Commonwealth Revenue from the Federal Government Miscellaneous

337,394 444,000 1,700,140 359,324

274,669 539,743 576,901 388,359 840,838 162,303

660,129 -

0% -

660,129 -

0% -

Total Revenue

2,840,858

2,782,814

660,129

Expenditure Summary 2017-2018 Actual

2018-2019 Actual

2019-2020 Budget

2020-2021 Requested

% Chng

2020-2021 Adopted

% Chng

Grants Operating Expenditures

2,451,552

2,997,165

660,129

Total Expenditures

2,451,552

2,997,165

660,129

181

GRANTS FUND Budget Detail 2017-2018 Actual

Account Number: 211-91400 59905 Local Cash Match Requirements $ CDBG Funding Allocation: CDBG Administration ForKids Homeless Shelter Habitat for Humanity Ches. Bay Presvtn - Septic Pump Out SRHA Emergency Repair Program Geneive Shelter Western Tidewater Free Clinic Pleasant Hill Improvements Neighborhood Stabilization Prgm Boys and Girls Club Supportive Housing for the Elderly Neighborhood and Community Improve HOME Grant Allocation: Lead Agency Admin-Suffolk Suffolk Franklin Isle of Wight Southampton CHDO-Admin. Other Funding Allocation: Judicial Public Safety Public Works Health and Welfare Education Parks, Recreation and Cultural Community Development 93000-50000.401 Transfer to Debt Fund (CDBG 108 loan) Total Operating Expenses

2018-2019 Actual $

2019-2020 Budget $

660,129

2020-2021 Requested $

660,129

% Chng 0%

2020-2021 Adopted $

660,129

% Chng 0%

67,336 14,700 2,898 3,900 48,934 14,700 25,043 29,149 19,038 9,700 144,030

94,677 17,000 4,124 38,673 17,000 25,935 10,000 422,976 -

18,236 39,733 246,422 11,900 84,492 41,604

27,160 83,306 169,718 243,917 25,770

835,763 605,361 15,698 98,318 -

830,919 490,820 19,663 191,293 -

74,594

284,215

2,451,552

2,997,165

660,129

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 2020 ACCOMPLISHMENTS 

Purchased four new buses to replace the aging transit fleet.



Began improvements to existing bus stops through the construction of sidewalk and concrete pads at two bus stops.



Conducted a feasibility study for an operations facility for Suffolk Transit.



Completed a state Smart Scale Application to fund a proposed bus turnout on College Drive near the Hampton Roads Crossing Shopping Center.

FY 2021 OBJECTIVES 

To provide safe, clean and effective public transit (Transportation)



To identify additional funding opportunities and to add additional revenue sources to fund expansions and improvements. (Financial Stability)



To collaborate with Parks and Recreation on the bicycle and pedestrian plan in an effort to expand multi-modal connections. (Leisure, Health, and Wellness)

STATISTICS/PERFORMANCE MEASURES Ridership: Green Line (Main St./Godwin Blvd) Orange Line (Lake Kennedy/East Washington) Red Line (Magnolia/East Constance/Main Street) Yellow Line (Holland Road/Saratoga) Purple Line (Harbour View/College Drive/Burbage) Pink Line (Downtown/North Suffolk/HRT Connector) Blue Line – Saturday only (Magnolia, Main Street, Holland Road, Saratoga) Americans with Disabilities Act (ADA) Ridership

FY 19 Actual

FY 20 Projected

FY 21 Estimate

34,738 39,872 8,429 19,351 9,032 15,482

35,085 40,270 8,513 19,544 9,122 15,636

36,000 41,000 8,700 19,800 9,300 15,800

1,941

1,960

2,000

1,565

1,580

1,600

183

TRANSIT SYSTEM FUND Revenue 2017-2018 Actual

2018-2019 Actual

2019-2020 Budget

2020-2021 Requested

% Chng 4% 12% 19% 84% 0% 20% -10% -

85,000 9,500 239,057 40,560 628,643 919,949 9,000 -

4% 12% 19% 84% 0% 23% -10% -

1,931,709

14%

Interest on Investments Fare Collections Miscellaneous VRPT Operating Revenue VRPT Capital Revenue Federal Transit Administration Transfer from General Fund HRTPO - Transit Admin Assistance Fund Balance

6,741 71,652 9,942 186,942 59,508 811,511 -

14,261 87,229 9,968 200,895 40,683 783,530 810,605 -

81,350 8,500 200,780 22,080 627,538 748,896 10,000 -

85,000 9,500 239,057 40,560 628,643 900,033 9,000 -

Total Revenue

1,146,296

1,947,171

1,699,144

1,911,793

2020-2021 Adopted

% Chng

Expenditure Summary 2017-2018 Actual

2018-2019 Actual

2019-2020 Budget

2020-2021 Requested

% Chng

2020-2021 Adopted

% Chng

Transit System

1,108,634

1,593,673

1,699,144

1,911,793

13%

1,931,709

14%

Total Expenditures

1,108,634

1,593,673

1,699,144

1,911,793

1,931,709

14%

184

DIVISION: TRANSIT SYSTEM (Department of Public Works) Budget Detail 2017-2018 Actual

Account Number: 212-8800051100.02 52100 52210 52400 53000.13 53000.43 53100 53100.105 53100.110 53100.212 53300 53600 54100 54200 54500 55100 55230 55500 55810 56014 58200 58200.105 58200.110 58200.212 93000-50000.165

Salaries and Wages - Regular $ FICA VRS Group Life Purchased Services - PW Outreach Purchased Services - RM Salary Allocation Professional Services Professional Services - Federal Professional Services - State Professional Services - Transit Repair and Maintenance Advertising Information Technology Fleet Risk Management Utilities Telecommunications Travel and Training Dues & Association Memberships Other Operating Supplies Capital Outlay Capital Outlay - Federal Capital Outlay - State Capital Outlay - Transit Transfer to GF-Indirect Cost

Total Operating Expenditures

2018-2019 Actual

2019-2020 Budget

2020-2021 Requested

% Chng

34,722 2,583 3,473 459 936,066 10,981 453 14,441 1,355 1,009 290 687 11,933 72,156 18,027

56,100 4,597 6,630 806 597,655 578,780 6,533 4,186 2,159 12,227 1,105 466 687 219 23,164 213,750 40,683 42,446 1,480

63,038 4,822 6,789 826 16,271 1,250,084 47,290 500 4,961 11,254 1,500 1,349 5,250 850 30,906 247,260 6,194

63,038 4,822 6,789 826 16,271 718,789 383,354 239,057 95,839 21,500 500 4,961 14,950 11,254 1,200 1,349 5,250 850 25,000 245,289 40,560 4,151 6,194

1,108,634

1,593,673

1,699,144

1,911,793

2020-2021 Adopted

0% $ 0% 0% 0% 0% -43% -55% 0% 0% 0% -20% 0% 0% 0% -19% -100% 0% 13%

% Chng

63,038 4,822 7,861 845 9,704 16,271 718,789 383,354 239,057 95,839 21,500 500 5,250 12,057 8,295 1,200 1,349 5,250 850 25,000 245,289 40,560 4,151 20,878 1,931,709

0% 0% 16% 2% 0% -43% -55% 0% 6% -26% -20% 0% 0% 0% -19% -100% 237% 14%

Personnel Summary

Range

Class 130 Transit Manager

Number of Full-Time Positions

2017-2018 Actual

2018-2019 Actual

2019-2020 Budget

2020-2021 Requested

2020-2021 Adopted

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 2020 ACCOMPLISHMENTS 

Provided the general public, attorneys, and other professionals with free legal resources.

FY 2021 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)

STATISTICS/PERFORMANCE MEASURES Number of Patron visits: Public Attorney Driving University Testing Participants

CY 17 Actual

CY 18 Actual

CY 19 Actual

1,190 3,478 37

1,342 3,624 18

1,248 3,191 20

186

LAW LIBRARY FUND Revenue 2017-2018 Actual

2018-2019 Actual

2019-2020 Budget

2020-2021 Requested

% Chng

2020-2021 Adopted

% Chng

Interest on Investments Law Library Fees Miscellaneous Fees Fund Balance

2,182 36,429 49 -

5,003 38,754 112 -

35,000 6,580

38,750 4,254

11% -35%

38,750 3,908

11% -41%

Total Revenue

38,660

43,869

41,580

43,004

42,658

Expenditure Summary 2017-2018 Actual

2018-2019 Actual

2019-2020 Budget

2020-2021 Requested

% Chng

2020-2021 Adopted

% Chng

Circuit Court - Law Library

38,792

38,398

41,580

43,004

42,658

Total Expenditures

38,792

38,398

41,580

43,004

42,658

187

LAW LIBRARY FUND Budget Detail 2017-2018 Actual

Account Number: 213-2190051100.06 52100 55230 56001 56012 56017 58200

Salaries and Wages - Part-time FICA Telecommunications Office Supplies Books and Subscriptions Copier Costs Capital Outlay

Total Operating Expenditures

2018-2019 Actual

2019-2020 Budget

2020-2021 Requested

% Chng

2020-2021 Adopted

% Chng

17,647 1,365 449 447 17,676 1,209 -

18,425 1,409 449 490 16,416 1,209 -

19,332 1,479 516 700 18,000 1,554 -

19,725 1,509 516 700 18,000 1,554 1,000

2% 2% 0% 0% 0% 0% -

19,332 1,479 516 700 18,000 1,632 1,000

0% 0% 0% 0% 0% 5% -

38,792

38,398

41,580

43,004

42,658

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 2020-2021 real estate tax is $.24 per $100 of assessed value 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 FUND Revenue 2017-2018 Actual

2018-2019 Actual

2019-2020 Budget

2020-2021 Requested

% Chng

2020-2021 Adopted

% Chng

Real Property Taxes Penalties and Interest Fund Balance

1,658,043 20,807 -

1,737,170 25,880 -

1,715,017 -

1,982,163 -

16% -

1,982,163 -

16% -

Total Revenue

1,678,850

1,763,049

1,715,017

1,982,163

16%

1,982,163

16%

2020-2021 Requested

% Chng

Expenditure Summary 2017-2018 Actual

2018-2019 Actual

2019-2020 Budget

2020-2021 Adopted

% Chng

Route 17 Special Taxing District

1,855,432

1,545,587

1,715,017

1,982,163

16%

1,982,163

16%

Total Expenditures

1,855,432

1,545,587

1,715,017

1,982,163

16%

1,982,163

16%

190

ROUTE 17 SPECIAL TAXING DISTRICT FUND Budget Detail 2017-2018 Actual

Account Number: 216-8150093000-50000.310 Transfer to Capital Projects 93000-50000.401 Transfer to Debt Service Fund Reserve for Capital/Debt Total Operating Expenses

2018-2019 Actual

2019-2020 Budget

2020-2021 Requested

% Chng

2020-2021 Adopted

% Chng

1,500,000 355,432 -

1,200,000 345,587 -

328,170 1,386,847

410,624 1,571,539

25% -

410,624 1,571,539

25% -

1,855,432

1,545,587

1,715,017

1,982,163

16%

1,982,163

16%

191

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Enterprise Funds

THIS PAGE INTENTIONALLY BLANK

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 and the City’s various sanitary sewer pump stations, water and sewer mains. FY 2020 ACCOMPLISHMENTS 

Continued to surpass the 90-day operations and maintenance and debt service reserve policy allowing for generated revenue to be utilized for cash funded capital and reducing the need for greater issuance of bonds.



Completed construction of the Rosewood/Old Summerton Road water improvement project and assisted SERCAP in completing the installation of water services within the Hobson community.



Initiated work to develop an updated water hydraulic model to forecast system performance, plan system improvements, analyze fire flows, and evaluate new development requirements.



Continued to rehabilitate sections of the sewer system using the find and fix program.

FY 2021 OBJECTIVES 

To maintain compliance with all Utility Fund financial policies. (Financial Stability)



To continue 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 to minimize sanitary sewer overflows in accordance with the City’s special order by consent. (Civic Engagement and Responsive City Services)



To continue to meet all drinking water standards and regulations. (City Engagement and Responsive City Services)

STATISTICS/PERFORMANCE MEASURES Water Customers Sewer Customers Water Consumption (mgd) Average Daily Water Plant Production (mgd) Sanitary Sewer Overflows Plan Reviews Percent of Plan Reviews completed within 30 days Debt Service Ratio

FY 19 Actual 25,936 22,851 5.02 6.58 22

FY 20 Projected 26,200 23,150 5.20 6.95 20

FY 21 Estimate 26,500 23,450 5.50 7.20 20

144 99% 1.32

150 99% 1.20

150 99% 1.20 192

UTILITY FUND Revenue 2017-2018 Actual

2018-2019 Actual

2019-2020 Budget

2020-2021 Requested

% Chng

2020-2021 Adopted

% Chng

Interest Earned Capitalized Interest Reserve Sale of Service - Engineering Water Availability Charges Bulk Water Sales Water Service Charges Water Connection Charges Meter Service Charges Hydrant Rental Sewer Service Charges Sewer Connection Charges Special Fees Sewer Availability Charges 2009 Build American Bonds Rebate Miscellaneous Capital Contributions from Development Transfer from General Fund Fund Balance

573,175 167,917 3,293,500 3,206,353 20,899,742 77,750 2,862,172 140,000 14,444,101 92,075 485,282 3,330,545 230,660 392,642 5,483,390 -

1,393,278 155,940 4,209,040 3,033,967 21,589,479 158,700 3,452,513 140,000 13,981,005 78,910 482,869 4,421,040 452,149 94,485 572,666 856,802 -

400,000 170,000 2,662,000 3,285,800 22,503,100 75,000 4,107,500 140,000 14,805,700 75,000 475,000 2,850,000 100,000 7,275,000

714,400 185,000 3,036,000 3,671,600 23,249,600 100,000 4,775,100 140,000 15,504,500 100,000 485,000 3,450,000 100,000 6,190,000

79% 9% 14% 12% 3% 33% 16% 0% 5% 33% 2% 21% 0% -15%

364,400 185,000 3,174,000 3,671,600 23,083,100 100,000 4,643,250 140,000 15,352,850 100,000 485,000 3,450,000 100,000 6,190,000

-9% 9% 19% 12% 3% 33% 13% 0% 4% 33% 2% 21% 0% -15%

Total Revenue

55,679,303

55,072,844

58,924,100

61,701,200

61,039,200

2020-2021 Requested

% Chng

Expenditure Summary 2017-2018 Actual

2018-2019 Actual

2019-2020 Budget

2020-2021 Adopted

% Chng

Administration Customer Service Line Maintenance Maintenance Water Production Engineering Non-Departmental

956,659 1,696,275 3,058,054 3,329,420 10,314,885 1,182,462 35,133,129

983,056 1,700,880 2,999,386 3,259,895 10,437,241 1,250,906 42,268,758

1,133,543 1,945,525 3,623,240 4,140,788 11,721,047 1,478,982 34,880,975

1,133,329 1,950,128 3,431,115 4,149,588 12,046,160 1,481,945 37,508,934

0% 0% -5% 0% 3% 0% 8%

1,128,752 1,907,021 3,340,467 4,120,418 12,199,510 1,465,550 36,877,482

0% -2% -8% 0% 4% -1% 6%

Total Expenditures

55,670,885

62,900,123

58,924,100

61,701,200

61,039,200

193

DEPARTMENT: PUBLIC UTILITIES - ADMINISTRATION Budget Detail 2017-2018 Actual

Account Number: 501-8951051100.02 51100.04 52100 52210 52400 53100 53300 53320 53500 53600 54100 54200 54500 55210 55230 55420 55500 55810 56001 56011 56012 56017 58200

Salaries and Wages Salaries and Wages - Overtime FICA VRS Retirement Group Life Professional Services Repairs and Maintenance Maintenance Service Contract Printing and Binding Advertising Information Technology Fleet Risk Management Postal Services Telecommunications Lease/Rent of Building Travel and Training Dues and Association Memberships Office Supplies Uniforms & Wearing Apparel Books and Subscriptions Copier Costs Capital Outlay

Total Operating Expenses

2018-2019 Actual

560,938 285 40,942 (2,222) 3,986 146,929 75 206 50 64,134 11,040 84,736 145 6,139 11,548 1,392 9,803 612 2,035 7,469 6,419

956,659

2019-2020 Budget

2020-2021 Requested

% Chng

580,571 108 41,982 2,207 6,852 174,571 225 57,677 5,011 73,293 150 6,482 11,668 2,108 8,621 1,521 2,260 300 7,449 -

595,085 3,000 45,754 64,091 7,796 210,000 200 240 250 250 62,599 6,100 85,878 500 11,958 11,668 6,200 5,760 4,000 2,300 500 9,415 -

595,085 3,000 45,754 64,091 7,796 210,000 200 225 250 250 62,599 6,100 85,878 500 11,958 11,668 6,200 6,360 2,500 3,000 500 9,415 -

983,056

1,133,543

1,133,329

2020-2021 Adopted

% Chng

0% 0% 0% 0% 0% 0% 0% -6% 0% 0% 0% 0% 0% 0% 0% 0% 0% 10% -38% 30% 0% 0% -

595,090 3,000 45,754 74,208 7,974 210,000 200 225 250 250 66,178 7,905 65,146 500 11,958 11,668 6,200 6,360 2,500 3,000 500 9,886 -

1,128,752

0% 0% 0% 16% 2% 0% 0% -6% 0% 0% 6% 30% -24% 0% 0% 0% 0% 10% -38% 30% 0% 5% 0%

53100 - Professional Services: Consulting services. Personnel Summary

Range

Class 144 138 135 132 130 123 121 119

Director of Public Utilities Assistant Director of Public Utilities Utility Operations Manager Data Quality Control Technician Safety Officer II Stock Room Supervisor Executive Secretary Senior Stock Room Clerk

Number of Full-Time Positions

2017-2018 Actual

2018-2019 Actual

2019-2020 Budget

2020-2021 Requested

2020-2021 Adopted

1 1 1 1 1 1 1 1

194

DEPARTMENT: PUBLIC UTILITIES - CUSTOMER SERVICE Budget Detail 2017-2018 Actual

Account Number: 501-8952051100.02 51100.04 51100.06 52100 52210 52400 53000.16 53100 53110 53200 53300 53320 53500 54100 54200 54500 55100 55210 55230 55310 55420 55500 55810 56001 56011 56012 56014 56017 58200

Salaries and Wages $ Salaries and Wages - Overtime Salaries and Wages - Part-time FICA VRS Retirement Group Life Purchased Services - Refuse Collection Professional Services Medical Services Temporary Help Service Fees Repairs and Maintenance Maintenance Service Contracts Printing and Binding Information Technology Fleet Risk Management Utilities Postal Service Telecommunications Employer HDHP Expense Lease of Buildings Travel and Training Dues and Association Memberships Office Supplies Uniform & Wearing Apparel Books and Subscriptions Other Operating Supplies Copier Costs Capital Outlay

Total Operating Expenses

830,980 17,267 16,265 61,559 (1,520) 5,878 256,285 9,386 3,651 2,700 4,099 127,318 91,815 209,874 5,769 145 7,180 21,270 1,325 211 2,771 8,100 7,013 6,935 1,696,275

2018-2019 Actual

2019-2020 Budget

2020-2021 Requested

866,479 15,518 17,390 64,981 2,993 9,862 259,434 6,286 787 2,720 1,149 83,725 89,801 208,862 5,800 74 6,980 4,208 21,270 991 687 3,163 9,688 11,097 6,935 -

899,608 25,500 17,026 70,771 96,888 11,785 300 270,000 1,000 9,000 2,900 3,000 114,102 99,000 251,312 5,800 500 9,013 21,270 1,750 500 4,000 7,500 100 14,000 8,901 -

899,608 25,500 17,026 72,073 96,888 11,785 300 273,000 1,000 9,000 2,500 3,000 114,102 99,000 251,312 5,800 500 9,013 21,270 1,750 500 4,000 8,200 100 14,000 8,901 -

1,700,880

1,945,525

1,950,128

% Chng

2020-2021 Adopted

0% 0% 0% 2% 0% 0% 0% 1% 0% 0% -14% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 9% 0% 0% 0% -

896,613 25,500 17,026 71,844 111,808 12,015 273,000 1,000 9,000 2,500 3,000 120,759 97,911 190,566 5,800 500 9,013 21,270 1,750 500 4,000 8,200 100 14,000 9,346 -

1,907,021

% Chng 0% 0% 0% 2% 15% 2% -100% 1% 0% 0% -14% 0% 6% -1% -24% 0% 0% 0% 0% 0% 0% 0% 9% 0% 0% 5% -2%

53100 - Professional Service: Contracted meter reading service. 56014 - Other Operating Supplies: Hand tools and protective equipment for meter service staff. Personnel Summary

Range

Class 133 130 128 121/124 122 116

Utility Operations Accounting Manager Assistant Utility Operations Accounting M Field Operations Account Manager Accounting Associate I-II Water Distribution Operator Water Meter Service Worker

Number of Full-Time Positions

2017-2018 Actual

2018-2019 Actual

2019-2020 Budget

2020-2021 Requested

2020-2021 Adopted

1 1 1 10 2 8

195

DEPARTMENT: PUBLIC UTILITIES - LINE MAINTENANCE Budget Detail 2017-2018 Actual

Account Number: 501-8953051100.02 51100.04 52100 52210 52400 53000.02 53000.16 53100 53110 53300 53320 54100 54200 54500 55100 55230 55310 55410 55420 55500 55852 56001 56011 56014 56017 56024 58200

Salaries and Wages $ Salaries and Wages - Overtime FICA VRS Retirement Group Life Purchased Services - Road Maintenance Purchased Services - Refuse Collection Professional Services Medical Services Repairs and Maintenance Maintenance Service Contract Information Technology Fleet Risk Management Utilities Telecommunications Employer HDHP Expense Lease/Rent of Equipment Lease/Rent of Property Travel and Training HRSD Interceptors Interest Payment Office Supplies Uniforms & Wearing Apparel Other Operating Supplies Copier Costs Paving & Construction Supplies Capital Outlay

Total Operating Expenses

2018-2019 Actual

833,974 143,789 71,346 7,186 7,296 3,698 3,791 19,605 849,440 4,594 98,940 436,740 278,014 11,274 18,106 5,095 304 7,760 3,538 94,567 1,744 26,172 103,729 3,189 19,166 4,998

3,058,054

2019-2020 Budget

912,194 170,550 79,098 (4,432) 13,914 2,900 10,783 18,750 2,091 557,658 15,260 137,864 438,682 268,761 15,000 18,951 8,167 609 7,493 4,404 68,407 1,281 28,333 182,850 3,189 25,768 10,862 2,999,386

2020-2021 Requested

% Chng

1,054,992 153,000 92,411 113,623 13,820 5,000 15,800 24,000 4,900 804,000 13,800 139,172 523,165 328,037 15,000 19,039 10,000 10,000 97,000 1,500 21,050 140,000 3,931 20,000 -

1,054,992 153,000 92,411 113,623 13,820 5,000 15,800 24,000 3,000 695,000 14,625 139,172 523,165 328,037 15,000 19,039 20,000 6,000 1,500 30,000 140,000 3,931 20,000 -

3,623,240

3,431,115

2020-2021 Adopted

0% $ 0% 0% 0% 0% 0% 0% 0% -39% -14% 6% 0% 0% 0% 0% 0% 100% -40% -100% 0% 43% 0% 0% 0% -5%

% Chng

1,058,582 153,000 92,686 132,005 14,185 5,000 15,800 24,000 3,000 650,000 14,625 147,278 523,643 250,996 15,000 19,039 20,000 6,000 1,500 30,000 140,000 4,128 20,000 -

0% 0% 0% 16% 3% 0% 0% 0% -39% -19% 6% 6% 0% -23% 0% 0% 100% -40% -100% 0% 43% 0% 5% 0% -

3,340,467

-8%

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. Personnel Summary

Range

Class 132 127 124 120/123 122 118 117

Line Maintenance Manager Assistant Line Maintenance Manager Utility Crew Leader Heavy Equipment Operator I-II Line Maintenance Technician Skilled Laborer Utility Systems Worker

Number of Full-Time Positions

2017-2018 Actual

2018-2019 Actual

2019-2020 Budget

2020-2021 Requested

2020-2021 Adopted

1 1 3 5 3 7 8

1 1 4 5 3 7 8

196

DEPARTMENT: PUBLIC UTILITIES - MAINTENANCE Budget Detail 2017-2018 Actual

Account Number: 501-8954051100.02 51100.04 52100 52210 52400 53000.16 53100 53110 53300 53320 54100 54200 54500 55100 55230 55310 55410 55500 55810 56001 56011 56014 56017 58200

Salaries and Wages $ Salaries and Wages - Overtime FICA VRS Retirement Group Life Purchased Services - Refuse Collection Professional Services Medical Services Repairs and Maintenance Maintenance Service Contract Information Technology Fleet Risk Management Utilities Telecommunications Employer HDHP Expense Lease/Rent of Equipment Travel and Training Dues and Association Memberships Office Supplies Uniforms & Wearing Apparel Other Operating Supplies Copier Costs Capital Outlay

Total Operating Expenses

2018-2019 Actual

914,015 95,159 72,813 (7,882) 6,798 1,714 346 330,625 3,788 105,262 551,527 247,210 239,753 19,230 2,000 526,156 4,455 6,316 910 27,676 178,335 3,215 3,329,420

2019-2020 Budget

909,088 90,249 72,186 6,928 11,346 1,474 110 1,822 317,834 4,015 99,301 590,115 258,000 256,019 19,383 1,000 481,595 3,846 6,441 1,463 26,030 147,686 3,189 (49,224) 3,259,895

2020-2021 Requested

% Chng

2020-2021 Adopted

% Chng

1,044,370 143,800 90,895 112,479 13,681 1,800 4,000 4,200 360,000 4,100 116,715 679,572 285,569 300,000 19,376 730,000 10,000 7,000 2,500 22,500 170,800 3,931 13,500

1,044,370 143,800 90,895 112,479 13,681 1,800 4,000 2,000 360,000 4,275 116,715 679,572 285,569 310,000 19,376 680,000 8,000 6,625 2,500 27,500 225,000 3,931 7,500

0% 0% 0% 0% 0% 0% 0% -52% 0% 4% 0% 0% 0% 3% 0% -7% -20% -5% 0% 22% 32% 0% -44%

1,059,998 100,000 88,740 132,182 14,204 1,800 4,000 2,000 360,000 4,275 123,518 712,205 226,868 310,000 19,376 680,000 8,000 6,625 2,500 27,500 225,000 4,128 7,500

1% -30% -2% 18% 4% 0% 0% -52% 0% 4% 6% 5% -21% 3% 0% -7% -20% -5% 0% 22% 32% 5% -44%

4,140,788

4,149,588

4,120,418

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. Personnel Summary

Class

Range 132 127 126 125 124 123 122 118 117

Maintenance Manager Assistant Maintenance Manager Pump Station Instrumentation & Control Su Electronics Technician Utility Crew Leader Heavy Equipment Operator II Pump Station Mechanic Skilled Laborer Utility Systems Worker

Number of Full-Time Positions

2017-2018 Actual

2018-2019 Actual 1 1

2019-2020 Budget

2 2 1 9 1 8

1 1 1 2 2 1 9 1 8

1 1 -

2020-2021 Requested

2020-2021 Adopted 1 1 1 2 2 1 9 1 8

1 1 1 2 3 1 9 2 6

197

DEPARTMENT: PUBLIC UTILITIES - WATER PRODUCTION Budget Detail 2017-2018 Actual

Account Number: 501-8955051100.02 51100.04 51100.06 52100 52210 52400 53000.16 53100 53110 53300 53320 53500 53600 54100 54200 54500 55100 55210 55230 55310 55311 55410 55500 55810 55853 56001 56011 56014 56017 58200

Salaries and Wages $ Salaries and Wages - Overtime Salaries and Wages - Part-time FICA VRS Retirement Group Life Purchases Services - Refuse Collection Professional Services Medical Services Repairs and Maintenance Maintenance Service Contract Printing and Binding Advertising Information Technology Fleet Risk Management Utilities Postal Service Telecommunications Employer HDHP Expense Well Mitigation Claims Lease/Rent of Equipment Travel and Training Dues and Association Memberships Bulk Water Purchase Office Supplies Uniforms & Wearing Apparel Other Operating Supplies Copier Costs Capital Outlay

Total Operating Expenses

2018-2019 Actual

2019-2020 Budget

2020-2021 Requested

% Chng

1,332,087 114,177 103,053 648 10,008 2,987 85,261 89,719 89,706 141 140,316 65,245 301,393 838,121 1,065 24,731 375,175 9,205 98,856 6,137,998 1,135 17,033 466,675 7,950 2,200

1,290,003 149,563 102,567 12,171 16,394 4,326 71,583 125,315 91,597 75 141 125,911 67,654 289,444 792,673 1,430 25,313 1,000 449,208 12,441 101,945 6,272,885 1,396 15,052 406,045 7,937 3,171

1,402,613 150,000 118,775 151,061 18,374 3,750 113,600 3,400 115,150 138,280 1,000 1,000 142,086 76,000 329,108 825,000 2,500 18,851 10,000 488,000 14,300 109,850 6,892,250 3,000 18,500 559,700 9,898 5,000

1,402,613 150,000 118,775 151,061 18,374 3,750 116,600 1,500 115,150 134,655 1,000 1,000 125,911 76,000 329,108 900,000 2,500 20,000 483,000 19,300 103,700 7,176,065 3,000 18,500 559,700 9,898 5,000

10,314,885

10,437,241

11,721,047

12,046,160

2020-2021 Adopted

0% $ 0% 0% 0% 0% 0% 3% -56% 0% -3% 0% 0% -11% 0% 0% 9% 0% 6% -100% -1% 35% -6% 4% 0% 0% 0% 0% 0% 3%

% Chng

1,397,591 150,000 118,391 174,280 18,728 3,750 116,600 1,500 115,150 134,655 1,000 1,000 149,902 75,241 253,631 900,000 2,500 18,851 483,000 19,300 103,700 7,364,148 3,000 18,500 559,700 10,393 5,000

0% 0% 0% 15% 2% 0% 3% -56% 0% -3% 0% 0% 6% -1% -23% 9% 0% 0% -100% -1% 35% -6% 7% 0% 0% 0% 5% 0%

12,199,510

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. Personnel Summary

Class

Range 137 135 134 127 127 126 125 125 122/124 122 117 114

Water Production Manager Laboratory Manager Assistant Water Production Manager Water Maintenance Supervisor Senior Water Treatment Plant Operator Quality Control Technician Water Maintenance Mechanic Electronics Technician Water Treatment Plant Operator I - II Water Distribution Operator (LAB) Utility Systems Worker Custodial Worker

Number of Full-Time Positions

2017-2018 Actual

2018-2019 Actual 1 1 1 1 8 4 3

2019-2020 Budget

2020-2021 Requested

2020-2021 Adopted

2 2 4 1

1 1 1 1 9 4 3 1 1 2 3 1

1 1 1 1 8 4 3 1 2 2 3 1

198

DEPARTMENT: PUBLIC UTILITIES - ENGINEERING Budget Detail 2017-2018 Actual

Account Number: 501-8956051100.02 51100.04 52100 52210 52400 53000.16 53100 53110 53300 53320 53500 54100 54200 54500 55100 55210 55230 55310 55420 55500 55810 56001 56011 56012 56014 56017 58200

Salaries and Wages $ Salaries and Wages - Overtime FICA VRS Retirement Group Life Purchases Services - Refuse Collection Professional Services Medical Services Repairs and Maintenance Maintenance Service Contract Printing and Binding Information Technology Fleet Risk Management Utilities Postal Service Telecommunications Employer HDHP Expense Lease/Rent of Building Travel and Training Dues and Association Memberships Office Supplies Uniforms & Wearing Apparel Books and Subscriptions Other Operating Supplies Copier Costs Capital Outlay

Total Operating Expenses

2018-2019 Actual

756,097 8,438 55,680 8,827 6,157 576 1,800 55 104,132 56,703 136,105 3,600 452 9,010 29,112 2,388 983 1,803 4,490 333 4,971 (9,250) 1,182,462

2019-2020 Budget

843,849 21,014 63,525 (2,916) 11,389 285 1,953 60 63,308 48,413 134,126 3,600 4 10,463 1,458 29,112 3,970 2,149 4,547 4,761 879 4,955 1,250,906

2020-2021 Requested

% Chng

906,281 20,000 70,861 97,607 11,872 100 1,500 3,000 2,000 500 74,414 64,389 154,407 3,600 750 11,771 29,112 9,000 1,500 3,000 4,000 500 2,500 6,318 -

906,281 20,000 70,860 97,606 11,872 100 1,000 3,000 2,025 500 74,414 64,389 154,407 3,600 750 11,771 30,552 9,000 1,500 3,000 6,000 500 2,500 6,318 -

1,478,982

1,481,945

2020-2021 Adopted

% Chng

0% 0% 0% 0% 0% 0% -33% 0% 1% 0% 0% 0% 0% 0% 0% 0% 5% 0% 0% 0% 50% 0% 0% 0% -

908,352 20,000 71,019 113,271 12,172 1,000 3,000 2,025 500 78,756 62,544 117,104 3,600 750 11,771 30,552 9,000 1,500 3,000 6,000 500 2,500 6,634 -

1,465,550

0% 0% 0% 16% 3% -100% -33% 0% 1% 0% 6% -3% -24% 0% 0% 0% 5% 0% 0% 0% 50% 0% 0% 5% -1%

Personnel Summary

Range 138 132/134/136 132 130 125/126/127 125

Class Utility Engineering Manager Civil Engineer I-III Construction Manager Senior Engineering Technician Construction Inspector I-III Engineering Technician

Number of Full-Time Positions

2017-2018 Actual

2018-2019 Actual 1 4 1 2 5 1

2019-2020 Budget 1 4 1 2 6

2020-2021 Requested

1 4 1 2 6 14

2020-2021 Adopted 1 4 1 2 6

1 4 1 2 6 14

199

DEPARTMENT: PUBLIC UTILITIES - NONDEPARTMENTAL Budget Detail 2017-2018 Actual

Account Number: 501-9140051100.27 Leave Compensation $ 52100 Leave Compensation - FICA Compensation Vacancy Savings Estimate 52001 Western Tidewater Water Authority 52600 Unemployment Expense 54500 Risk Management Expense 55305 Employer Pension Expense 55306 OPEB Expense 55307 OPEB Expense - VRS Plans 55424 Contribution to Reserve 55890 Bad Debt Expense 58211 Depreciation 58225 Loss (Gain) on Disposition of Assets 59902 Contingency 59906 Environmental Incentive Reimbursement 95100-59110 Bond Principal 95100-59120 Bond Interest 95100-59130 Bond Coupon & Handling 93000-50000.165 Transfer to GF - Indirect Cost 93000-50000.501 Transfer to PU - Capital Projects 93000-50000.601 Transfer to Fleet Total Operating Expenses

2018-2019 Actual

2019-2020 Budget

2020-2021 Requested

% Chng

2020-2021 Adopted

% Chng

62,061 4,742 44,244 (9,968) 346,886 65,090 228,460 8,619 313,675 15,406,926 168,367 41,000 14,185,764 322,441 644,822 3,300,000 -

(131,331) 474 30,069 364 326,389 271,392 51,174 (23,981) 856,802 341,225 16,349,114 882,361 79,000 14,756,622 (529,043) 651,324 7,500,000 856,802

40,000 3,000 50,000 5,000 263,928 3,679,341 400,000 509,737 100,000 7,071,380 14,839,450 100,000 544,139 7,275,000 -

40,000 3,000 50,000 5,000 263,928 4,106,997 375,000 350,000 100,000 11,062,513 14,102,112 100,000 760,384 6,190,000 -

0% 0% 0% 0% 0% 12% -6% -31% 0% 56% -5% 0% 40% -15% -

40,000 3,000 (65,375) 50,000 5,000 333,532 3,694,888 375,000 100,000 100,000 11,062,513 14,102,112 100,000 786,812 6,190,000 -

0% 0% 0% 0% 26% 0% -6% -80% 0% 56% -5% 0% 45% -15% -

35,133,129

42,268,758

34,880,975

37,508,934

36,877,482

200

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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 monthly 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 2020 ACCOMPLISHMENTS 

Removed 45,000 tons of residential waste which was delivered to the regional landfill.



Continued expansion of curbside recycling to all residents receiving City trash collection, rerouting nearly 6,100 tons of recyclable materials from the regional landfill.



Provided timely trash collection for more than 35,000 residences on a weekly basis.

FY 2021 OBJECTIVES 

To protect the health and safety of the public by providing exceptional and cost effective collection and disposal of solid waste. (Civic Engagement and Responsive City Services)



To provide excellent customer service to refuse customers. (Civic Engagement and Responsive City Services)



To continue to promote and expand the curbside recycling program. (Civic Engagement and Responsive City Services)

STATISTICS/PERFORMANCE MEASURES Tons of refuse collected

FY 19 Actual 42,113

FY 20 Projected 45,000

FY 21 Estimate 51,000

201

REFUSE FUND Revenue 2017-2018 Actual

2018-2019 Actual

2019-2020 Budget

2020-2021 Requested

% Chng

Refuse Services Fee Automated Refuse Containers Special Events Weekly Refuse Collection Recycling Bins Sale of Service - Mosquito Sale of Service - DBOD Refuse Collection Sale of Service - RM Refuse Collection Sale of Service - GF Refuse Collection Sale of Service - PU Refuse Collection Sale of Service - Aviation Refuse Collection Sale of Service - Fleet Refuse Collection Bulk Refuse Fees Miscellaneous Revenue Dumpster Service Landfill Host Fee Penalties & Interest Fund Balance

6,860,323 46,740 2,703 161 2,481 36,668 42,022 76,032 10,533 2,869 1,417 34,343 4,105 237,365 218,658 214,194 -

7,106,789 44,920 2,204 215 3,842 57,191 44,661 73,555 16,624 3,157 1,445 27,325 3,920 286,397 707,008 192,249 -

7,563,021 46,000 3,000 58,000 45,000 78,854 21,750 3,150 1,854 44,500 250,206 454,000 522,314

9,138,007 46,000 3,000 69,084 45,000 78,854 21,750 3,150 1,854 44,500 250,206 600,000 -

Total Revenue

7,790,614

8,571,501

9,091,649

10,301,404

13%

2020-2021 Requested

% Chng

2020-2021 Adopted

21% $ 0% 0% 19% 0% 0% 0% 0% 0% 0% 0% 32% -100% $

% Chng

8,423,252 46,000 3,000 58,000 45,000 83,255 21,350 3,500 1,854 44,500 250,206 600,000 714,754

11% 0% 0% 0% 0% 6% -2% 11% 0% 0% 0% 32% 37%

10,294,673

13%

Expenditure Summary 2017-2018 Actual

2018-2019 Actual

2019-2020 Budget

2020-2021 Adopted

% Chng

Refuse Services

6,948,050

8,686,782

9,091,649

10,301,404

13%

10,294,673

13%

Total Expenditures

6,948,050

8,686,782

9,091,649

10,301,404

13%

10,294,673

13%

202

REFUSE FUND Budget Detail 2017-2018 Actual

Account Number: 520-42320 51100.02 51100.04 51100.06 52100 52210 52400 53000 53000.06 53000.13 53000.42 53100.00 53100.22 53300 53500 54100 54200 54500 55100 55210 55230 55310 55500 55810 56001 56011 56014 56017 58200 58211 91400-55305 91400-55306 91400-55307 91400-59902 93000-50000.165 95100-59110 95100-59120

Salaries and Wages $ Salaries and Wages - Overtime Salaries and Wages - Part-time FICA VRS Retirement Group Life Purchased Services - Landfill/Recycling Purchased Services - Stormwater Purchased Services - PW Outreach Purchased Services - Road Maintenance Professional Services Medical Services Repair and Maintenance Printing and Binding Information Technology Fleet Risk Management Utilities Postal Services Telecommunications Employer HDHP Expense Travel and Training Dues and Association Memberships Office Supplies Uniforms & Wearing Apparel Other Operating Supplies Copier Capital Outlay Depreciation Employer Pension Expense OPEB Expense OPEB Expense - VRS Plans Contingency Transfer to GF-Indirect Cost Principle Interest

Total Operating Expenses

2018-2019 Actual

2019-2020 Budget

2020-2021 Requested

1,442,839 43,800 7,602 105,749 (17) 11,040 2,311,443 35,000 55,000 17,256 580 151,646 1,649,941 418,379 23,369 1,629 3,825 3,618 2,771 6,166 2,592 41,708 92,928 3,210 3,362 134,780 72,527 2,296 235,036 67,976

1,373,050 81,190 102,607 5,947 18,373 3,929,488 35,000 76,024 12,163 332 199,148 1,863,828 429,810 12,510 1,722 3,744 4,000 603 6,459 3,135 39,148 121,101 3,189 5,042 58,759 15,863 (2,323) 228,279 58,591

1,496,558 56,000 118,771 161,179 19,605 3,609,443 35,000 76,024 12,000 3,500 35,000 1,050 215,176 2,023,710 498,661 25,000 1,350 4,856 1,500 11,710 8,500 45,000 50,000 4,267 125,000 293,539 130,000 29,250

1,530,566 56,000 121,372 164,842 20,050 4,583,392 70,000 76,069 12,000 3,500 30,000 1,050 215,176 2,165,468 498,661 25,000 1,350 4,856 1,543 8,000 8,500 45,000 150,000 4,267 43,453 293,539 145,000 22,750

6,948,050

8,686,782

9,091,649

10,301,404

% Chng

2020-2021 Adopted

2% $ 0% 2% 2% 2% 27% 100% 0% 0% 0% -14% 0% 0% 7% 0% 0% 0% 0% 3% -32% 0% 0% 200% 0% -100% 0% 12% -22% 13%

% Chng

1,485,381 56,000 117,916 185,227 19,904 4,583,392 70,000 9,704 76,069 12,000 3,500 30,000 1,050 227,635 2,098,968 374,954 25,000 1,350 4,856 1,543 8,000 8,500 45,000 150,000 4,480 259,043 267,451 145,000 22,750

-1% 0% -1% 15% 2% 27% 100% 0% 0% 0% -14% 0% 6% 4% -25% 0% 0% 0% 3% -32% 0% 0% 200% 5% -100% -9% 12% -22%

10,294,673

13%

53000 - Purchased Services - Recycling: Convenience center recycling; Hazardous waste program; TFC recycling 53300 - Repair & Maintenance: Front end dumpster loader repairs; sanitization and repairs of containers 55810 - Dues & Memberships: HRPDC dues for Hampton Roads Clean Community & Debris management. Personnel Summary

Class

Range 130 124 123 121/122 121 116 114

Refuse Supervisor Refuse Field Supervisor Customer Service Supervisor Refuse Equipment Operator I-II Refuse Inspector Refuse Dispatcher Refuse Worker

Number of Full-Time Positions

2017-2018 Actual

2018-2019 Actual

2019-2020 Budget

2020-2021 Requested

2020-2021 Adopted

1 1 1 26 2 2 7

1 1 1 27 2 2 7

1 1 1 26 2 2 7

203

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STORMWATER FUND DESCRIPTION The Stormwater Fund is a self-sustaining enterprise fund comprised of the divisions of stormwater engineering and mosquito control which oversee initiatives related to infrastructure construction, maintenance, and regulatory compliance. Initiatives include stormwater, transportation, and environmental improvement projects; plan review, inspections, permitting and regulatory compliance of development projects; stormwater asset management; permit issuance impacting City right of ways; land acquisition services; administration of the City’s Virginia Pollutant Discharge Elimination System (VPDES) permit to ensure compliance with regulatory requirements; and mosquito control. FY 2020 ACCOMPLISHMENTS 

Initiated several projects including the Harbour Towne Parkway Wetlands Crossing, Pruden Boulevard Drainage Improvements, Rural Area Drainage Improvements, and Colonial Avenue Road Realignment.



Continued to host and enhance two recycling drives and tire amnesty days in downtown and in northern Suffolk, promoted new volunteer groups for Adopt-a-Street, Adopt-a-Spot, Community Cleanup programs, and increased citizen engagement activities including Clean the Bay Day, the Great American Clean Up, America Recycles Day, Earth Day, and the International Coastal Cleanup.



Treated an estimated 147,000 acres to assist mosquito control throughout the City.

FY 2021 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 citizens with opportunities for education, outreach, and environmental impact activities. (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)

STATISTICS/PERFORMANCE MEASURES Stormwater Engineering: Development Plans reviewed Development Plan reviews completed within review timeframes Mosquito Control: Traps set for the whole mosquito season Acres treated with adulticide

FY 19 Actual

FY 20 Projected

FY 21 Estimate

131 88%

135 95%

140 96%

2,015 144,641

2,000 140,000

1,900 140,000

204

STORMWATER UTILITY FUND Revenue 2017-2018 Actual Penalties and Interest Interest Earnings Sale of Services - Capital Projects Sale of Services - Road Maintenance Sale of Services - General Fund (PW Admin) Permit and Inspection Fees Sale of Services - Refuse Stormwater Utility Fee Miscellaneous Revenue Transfer from Mosquito Fund Balance Total Revenue

2018-2019 Actual

2019-2020 Budget

2020-2021 Requested

% Chng

2020-2021 Adopted

% Chng

49,322 26,477 800,516 249,200 450,000 358,156 35,000 4,395,393 37,224 808,600 -

58,688 74,033 822,249 249,200 450,000 441,965 35,000 4,155,719 51,785 -

750,000 249,200 450,000 315,000 35,000 4,497,984 -

750,000 249,200 475,000 390,000 70,000 4,597,506 -

0% 0% 6% 24% 100% 2% -

750,000 249,200 475,000 390,000 70,000 4,597,506 129,000

0% 0% 6% 24% 100% 2% -

7,209,889

6,338,639

6,297,184

6,531,706

6,660,706

A B C D E F

Expenditure Summary 2017-2018 Actual

2018-2019 Actual

2019-2020 Budget

2020-2021 Requested

% Chng

2020-2021 Adopted

% Chng

Engineering Mosquito Control

4,565,076 806,548

5,390,513 736,576

5,446,098 851,086

5,672,161 859,545

4% 1%

5,813,590 847,116

7% 0%

Total Expenditures

5,371,625

6,127,089

6,297,184

6,531,706

6,660,706

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 67,215 ERU's @ $6.00 p/month fee

205

DIVISION: STORMWATER UTILITY - ENGINEERING (Department of Public Works) Budget Detail 2017-2018 Actual

Account Number: 514-82220 51100.02 51100.04 51100.06 52100 52210 52400 53000.04 53000.13 53100 53100.18 53200.00 53500 53600 54100 54200 54500 55210 55230 55310 55420 55500 55810 56001 56012 56014 56017 58200 58211 91400-55305 91400-55306 91400-55307 91400-59902 93000-50000.165 93000-50000.310 95100-59120

Salaries and Wages $ Salaries and Wages - Overtime Salaries and Wages - Part-time FICA VRS Retirement Group Life Purchased Services - Road Maint. Fund Purchased Services - PW Outreach Professional Services HRPDC Stormwater Management Fees Temporary Help Services Fees Printing and Binding Advertising Information Technology Fleet Risk Management Postal Services Telecommunications Employer HDHP Expense Lease/Rent of Building Travel and Training Dues and Association Memberships Office Supplies Books and Subscriptions Other Operating Supplies Copier Costs Capital Outlay Depreciation Employer Pension Expense OPEB Expense OPEB Expense - VRS Plans Contingency Transfer to GF-Indirect Cost Transfer to Capital Project Interest

Total Operating Expenditures

2018-2019 Actual

2019-2020 Budget

2020-2021 Requested

% Chng

2,116,168 1,820 14,103 153,596 3,298 16,469 300,000 149,972 29,918 1,154 1,482 253,134 44,349 384,064 890 26,546 6,290 74,628 22,404 11,365 4,214 6,222 20,542 2,250 144,941 222,907 88,846 3,977 284,527 175,000 -

2,296,305 5,432 18,096 158,030 5,804 27,072 299,765 98,031 30,096 1,482 244,948 42,701 391,319 730 26,210 3,500 74,625 20,392 10,345 9,887 11,013 20,473 (225) 151,362 135,846 19,432 (8,449) 276,291 1,020,000 -

2,273,923 5,000 46,782 174,338 244,901 29,788 300,000 325,000 30,000 500 269,243 54,000 454,426 1,250 30,021 74,628 27,000 11,700 12,000 1,400 20,000 26,463 599,672 421,959 12,104

2,325,223 15,000 38,026 181,936 250,427 30,460 300,000 325,000 30,000 1,000 269,243 54,000 454,426 1,250 30,021 74,628 27,000 11,700 12,000 1,400 20,000 26,463 102,000 168,999 421,959 500,000 -

4,565,076

5,390,513

5,446,098

5,672,161

2020-2021 Adopted

2% $ 200% -19% 4% 2% 2% 0% 0% 0% 100% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% -72% 0% 4%

% Chng

2,292,336 10,000 41,782 179,325 285,854 30,717 300,000 25,876 325,000 30,000 1,000 341,389 53,362 337,662 1,250 30,513 74,628 27,000 11,700 12,000 1,400 20,000 27,786 102,000 453,895 283,251 500,000 13,863

1% 100% -11% 3% 17% 3% 0% 0% 0% 100% 27% -1% -26% 0% 2% 0% 0% 0% 0% 0% 0% 5% -24% -33% -

5,813,590

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

Range 138 137 132/134/136 137 135 134 134 133 132 130 130 130 125/126/127 127 127 125 125 124 123 123 123 121 121 118

Class Assistant Director of Public Works Development Plan Manager Civil Engineer I-III Capital Improvement Project Manager Environmental Programs Manager Real Estate Manager for Acquisition Enterprise Programs Manager Service Support Manager Construction Manager Senior Engineering Technician Land Acquisition Agent Environmental Specialist Construction Inspector I-III Community Outreach Coordinator Asset Manager Land Acquisition Technician Engineering Technician Accounting Associate II Permit Technician Litter Control Coordinator Asset Management Data Technician Land Acquisition Aide Engineering Aide Customer Service Representative

Number of Full-Time Positions

2017-2018 Actual

2018-2019 Actual 1 1 7 1 1 1 1

2019-2020 Budget 1 1 7 1 1 1 1

1 1 3 1 8

1 1 7 1 1 1 -

1 1 3 1 8 -

2020-2021 Requested

% Chng 1 1 7 1 1 1

1 1 3 1 8

1 1 5 2 1 1 1 1 1 1

% Chng 1 1 7 1 1 1

1 1

1 1 -

3 1 8 1 1 1 6 2 1 1 1 1

1 1 5 2 1 1 1 1 1 1

2020-2021 Adopted

3 1 8 1 1 6 2 1 1 1 1 -

206

DIVISION: STORMWATER UTILITY - MOSQUITO CONTROL (Department of Public Works) Budget Detail 2017-2018 Actual

Account Number: 514-5131051100.02 51100.04 51100.06 52100 52210 52400 53000.02 53000.13 53000.16 53100 53300 53500 54100 54200 54500 55210 55230 55310 55420 55500 55810 56001 56011 56012 56014 56017 58200

Salaries and Wages $ Salaries and Wages - Overtime Salaries and Wages - Part-time FICA VRS Retirement Group Life Purchased Services - Road Maint. Fund (Di Purchased Services - PW Outreach Purchased Services - Refuse Collection Professional Services Repair and Maintenance Printing and Binding Information Technology Fleet Risk Management Postage Telecommunications Exployer HDHP Expense Lease/Rent of Building Travel & Training Dues and Memberships Office Supplies Uniforms & Wearing Apparel Books and Subscriptions Other Operating Supplies Copier Costs Capital Outlay

Total Operating Expenses

2018-2019 Actual

2019-2020 Budget

2020-2021 Requested

% Chng

2020-2021 Adopted

% Chng

313,080 998 46,359 29,256 (2,171) 2,486 60,000 2,481 13,584 2,686 345 56,959 31,460 67,404 353 1,596 4,987 3,817 120 310 2,692 157,930 1,875 7,943

320,899 537 40,385 27,206 (180) 4,235 60,010 3,842 17,287 4,327 21,745 32,663 65,821 589 1,627 6,083 15,000 2,865 580 719 2,206 40 106,217 1,872 -

328,921 1,500 44,865 28,709 35,425 4,309 60,000 3,000 15,000 5,000 1,000 44,688 40,400 80,221 1,450 1,982 15,000 3,413 700 1,000 2,800 250 129,000 2,453 -

328,921 1,500 52,694 29,308 35,425 4,342 60,000 3,000 15,000 5,000 1,000 44,688 40,400 80,221 1,450 1,980 15,000 3,413 700 1,000 2,800 250 129,000 2,453 -

0% 0% 17% 2% 0% 1% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% -

328,926 1,500 44,865 28,710 41,017 4,408 60,000 3,235 3,000 15,000 5,000 1,000 47,003 42,512 62,770 1,450 1,982 15,000 3,413 700 1,000 2,800 250 129,000 2,576 -

0% 0% 0% 0% 16% 2% 0% 0% 0% 0% 0% 5% 5% -22% 0% 0% 0% 0% 0% 0% 0% 0% 0% 5% -

806,548

736,576

851,086

859,545

847,116

Personnel Summary

Class

Range 132 130 120 118

Mosquito Control Superintendent Mosquito Control Biologist Mosquito Control Crew Leader Mosquito Control Technician

Number of Full-Time Positions

2017-2018 Actual

2018-2019 Actual

2019-2020 Budget

2020-2021 Requested

2020-2021 Adopted

1 2 1 3

207

Internal Service Funds

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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 2020 ACCOMPLISHMENTS 

Continued implementation of cyber security enhancements and promotion of cyber awareness to all City employees.



Continued buildout of the centralized desktop refresh environment to allow for easier management of application deployments and increased desktop security.



Continued efforts in support of the 2020 Census.



Continued implementation of the new Human Resources Information System and payroll management system.



Initiated physical security enhancements to City facilities in collaboration with public safety departments.

FY 2021 OBJECTIVES 

To continue to acquire and implement software applications and network accessibility that will benefit the citizens and employees of the City. (Civic Engagement and Responsive City Services)



To maintain and enhance security levels of the City’s network systems. (Civic Engagement and Responsive City Services)



To increase redundancy utilizing fiber connectivity in support of the Regional Broadband Initiative. (Expanded Economic Development)

STATISTICS/PERFORMANCE MEASURES Number of Computers maintained Number of Helpdesk requests received Percent of Helpdesk requests closed within 72 hours Percent of Time Network is operational Number of GIS requests for service Number of Website Visits

FY 19 Actual 2,578 8,177 98% 99.9% 885 724,630

FY 20 Projected 2,836 8,994 99% 99.9% 974 731,876

FY 21 Estimate 2,900 9,000 99% 99.9% 1,000 735,000

208

INFORMATION TECHNOLOGY FUND Revenue 2017-2018 Actual Interest on Investments Sale of Service - Interfund Revenues Sale of Service - Intergovernmental Revenues GIS Data & Maps Miscellaneous Revenue

Obligation Bonds Total Revenue

1,948 8,545,483 15,000 3,629 163

2018-2019 Actual $

8,566,223

9,378,133 15,000 716 1,150

2019-2020 Budget $

9,394,999

9,831,730 255,837 -

10,087,567

2020-2021 Requested

% Chng

15,132,046 279,028 -

54% 9% -

2020-2021 Adopted $

15,411,074

53%

2020-2021 Requested

% Chng

11,260,451 269,905 -

11,530,356

% Chng 15% 5% 14%

Expenditure Summary 2017-2018 Actual

2018-2019 Actual

2019-2020 Budget

2020-2021 Adopted

% Chng

Information Technology

7,772,418

9,261,167

10,087,567

15,411,074

53%

11,530,356

14%

Total Expenditures

7,772,418

9,261,167

10,087,567

15,411,074

53%

11,530,356

14%

Sale of Service - Intergovernmental Revenue - provides service to: Community Corrections, Workforce Development Center.

209

DEPARTMENT: INFORMATION TECHNOLOGY Budget Detail 2017-2018 Actual

Account Number: 603-1251051100.02 51100.04 51100.06 52100 52210 52400 53100 53200 53300 53320 54200 54500 55100 55210 55230 55240 55310 55410 55420 55500 55810 56001 56011 56012 56014 56017 91400-55305 91400-55306 91400-55307 91400-58225 91400-59902 95100-59120 93000-50000.165

Salaries and Wages Salaries and Wages - Overtime Salaries and Wages - Part-time FICA VRS Retirement Group Life Professional Services Temporary Help Services Fees Repair and Maintenance Maintenance Service Contracts Fleet Risk Management Expense Utilities Postal Services Telecommunications Data Communications Employer Pension Expense Lease/Rent of Equipment Lease/Rent of Building Travel and Training Dues and Association Memberships Office Supplies Uniforms & Wearing Apparel Books and Subscriptions Other Operating Supplies Copier Costs Employer Pension Expense OPEB Expense OPEB Expense - VRS Plans Loss(Gain) on Disposition of Assets Contingency Interest Transfer to GF-Indirect Cost

Total Operating Expenses

58110 58200 58200.100 58211

2019-2020 Budget

2020-2021 Requested

% Chng

2020-2021 Adopted

% Chng

1,571,884 7,763 116,204 (160) 12,689 294,258 148,205 3,277,791 31,707 262,686 14,541 4,909 51,457 122,836 2,610 19,360 57,977 60,384 2,144 6,343 2,774 8,899 (633) 47,143 2,379 29,872 182,629

1,610,079 13,991 119,182 6,643 20,793 232,197 227,831 3,807,912 26,306 261,267 15,499 2,504 82,097 108,806 2,250 30,328 58,300 118,206 2,169 6,559 36 8,768 114,294 10,311 4,545 546,920 14,064 220,111

1,822,266 8,115 140,024 196,258 23,872 531,178 208,092 3,897,696 33,907 282,286 28,072 3,000 84,000 130,600 34,034 58,300 47,000 5,000 7,000 1,000 11,565 124,562 121,538 204,476

1,923,691 8,115 147,783 207,182 25,200 708,096 208,092 4,927,257 33,907 282,286 28,072 3,000 84,000 530,600 34,034 58,300 110,000 5,000 7,000 1,000 11,565 31,149 121,538 204,476

6% 0% 6% 6% 6% 33% 0% 26% 0% 0% 0% 0% 0% 306% 0% 0% 134% 0% 0% 0% 0% -75% 0% 0%

1,872,928 8,115 143,900 233,554 25,097 708,096 208,092 5,410,241 31,483 220,582 28,072 3,000 84,000 130,600 34,034 58,300 60,000 5,000 7,000 500 12,143 164,053 278,196 289,637

3% 0% 3% 19% 5% 33% 0% 39% -7% -22% 0% 0% 0% 0% 0% 0% 28% 0% 0% -50% 5% 32% 129% 42%

6,338,650

7,671,968

8,003,840

9,701,343

21%

10,016,624

25%

758,805 3,887,194 1,063,732

69% 582%

450,000 1,063,732

0% -100%

15,411,074

53%

11,530,356

14%

Expenses Related to Asset Acquisition Non Capital Outlay Capital Outlay Capital Outlay - Bond Funds Depreciation

Total Annual Budget

2018-2019 Actual

312,835 84,503 1,036,430 $

7,772,418

437,234 182,564 969,401 $

9,261,167

450,000 569,995 1,063,732 $

10,087,567

0% $

Personnel Summary

Range 144 138 137 137 135 131/134 134 133 133 131/132/133 132 128 128 124 124 123 121

Class Director of Information Technology Assistant Director of Information Technolo IT Security Administrator Enterprise Systems Manager Network Manager Network Engineer I-II Database Administrator Service Support Manager Project Manager Programmer Analyst I-III Systems Administrator Radio Communications Manager Computer Support Technician Radio & Electronics Technician GIS Technician Senior Accounting Technician Executive Secretary

Number of Full-Time Positions

2017-2018 Actual

2018-2019 Actual 1 1

2019-2020 Budget 1 1

1 1 1 1 1 2 1 1 1 5 3

1 1 2 2 1 1 5 2 1 4 2 1

1 1 2 1 1 1 5 3 -

4 3 1 1

2020-2021 Adopted 1 1 1 1 2 2 1 1 1 6 3

4 3 1 1

2020-2021 Requested

1 1 1 1 2 2 1 1 6 3 -

4 3 1 1 29

4 3 1 1 28

210

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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 2020 ACCOMPLISHMENTS 

Continued high fleet availability of over 88% and work order completion time of seven days or less.



Maintained parts stockroom efficiency by accomplishing an annual inventory turns rate of 4.4.



Preserved an immediate parts fill rate of 86%.



Recognized as meeting the standards to achieve the A.S.E. Blue Seal of Excellence by the National Institute of Automotive Service Excellence.

FY 2021 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)

STATISTICS/PERFORMANCE MEASURES Number of Fleet Work Orders received Average Work Order completion time Percent of time Fleet is available for users Parts Inventory Turns Immediate Parts Fill Rate

FY 19 Actual 6,911 7 days 86% 4.4 86%

FY 20 Projected 7,000 6 days 90% 4.7 80%

FY 21 Estimate 7,000 6 days 90% 4.7 80%

211

FLEET MANAGEMENT FUND Revenue 2017-2018 Actual

2018-2019 Actual

2019-2020 Budget

2020-2021 Requested

% Chng

2020-2021 Adopted

% Chng

Interest on Investments Sale of Service - Interfund Revenue Sale of Service - Intergovernmental Revenue Sale of Surplus Property Miscellaneous Transfer from General Fund Transfer from Public Utilities Fund Balance

88,095 9,498,908 774,960 434,699 780 -

226,596 9,632,424 801,159 355,778 6,169 1,143,198 856,802 -

11,957,554 910,367 1,900,250

11,944,322 913,098 4,661,100

0% 0% 145%

11,944,322 913,098 2,403,100

0% 0% 26%

Total Revenue

10,797,441

13,022,126

14,768,171

17,518,520

19%

15,260,520

2020-2021 Requested

% Chng

Expenditure Summary 2017-2018 Actual

2018-2019 Actual

2019-2020 Budget

2020-2021 Adopted

% Chng

Fleet Management

11,136,401

11,395,394

14,768,171

17,518,521

19%

15,260,520

Total Expenditures

11,136,401

11,395,394

14,768,171

17,518,521

19%

15,260,520

Sale of Service - Intergovernmental Revenue - includes Fleet service to WTCSB, Health Dept., WTRJ, School Transportation, VRT.

212

DIVISION: FLEET MANAGEMENT (Department of Public Works) Budget Detail 2017-2018 Actual

Account Number: 601-1252051100.02 51100.04 52100 52210 52400 53000.16 53300 53320 53500 54100 54500 55100 55210 55230 55310 55410 55500 55810 56001 56007.04 56007.06 56011 56014 56017 91400-55305 91400-55306 91400-55307 91400-59902 95100-59120 93000-50000.165 93000-50000.310

Salaries and Wages $ Salaries and Wages - Overtime FICA VRS Retirement Group Life Purchased Services - Refuse Collection Repairs and Maintenance Maintenance Service Contracts Printing and Binding Information Technology Risk Management Utilities Postal Services Telecommunications Employer HDHP Expense Lease/Rent of Equipment Travel and Training Dues and Association Memberships Office Supplies Vehicle & Power Equipment Fuels Vehicle & Power Equipment Supplies Uniforms & Wearing Apparel Other Operating Supplies Copier Costs Employer Pension Expense OPEB Expense OPEB Expense - VRS Plans Contingency Interest Transfer to GF-Indirect Cost Transfer to Capital

Total Operating Expenses

Expenses Related to Asset Acquisition 58200 Capital Outlay 58211 Depreciation 58225 Loss (Gain) on Disposition of Assets Total Annual Budget

2018-2019 Actual

2020-2021 Requested

% Chng

959,629 22,254 70,784 1,375 7,363 1,417 19,970 11,299 81,114 559,013 30,264 40 2,094 1,000 17,828 4,983 908 1,340 1,477,099 2,196,576 5,610 68,417 8,525 26,522 38,077 1,501 142,874 311,652 -

1,029,293 12,720 68,660 4,611 12,277 1,445 21,549 3,891 96,260 552,262 30,158 42 2,095 1,000 20,380 3,700 1,124 2,277 1,564,736 2,365,315 4,357 45,101 8,516 67,501 8,328 340 95,070 291,159 -

1,037,146 27,050 81,411 111,158 13,587 1,854 40,200 15,000 108,055 580,855 41,000 150 3,883 41,161 6,000 1,500 4,500 2,105,280 2,400,000 10,000 73,000 10,633 21,981 168,401 329,236 125,000

1,037,146 27,050 81,411 111,701 13,587 1,854 40,200 15,000 108,055 580,855 41,000 150 3,883 41,161 6,000 1,500 4,500 1,952,000 2,618,331 12,250 73,000 10,633 222,813 291,159 -

6,069,526

6,314,166

7,358,041

7,295,239

-1%

4,661,100 5,562,182 -

145% 1% -

17,518,521

19%

9,542 4,953,827 103,506 $

2019-2020 Budget

11,136,401

10,437 4,908,960 161,831 $

11,395,394

1,900,250 5,509,880 $

14,768,171

2020-2021 Adopted

0% $ 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% -7% 9% 23% 0% 0% -100% 32% -12% $

% Chng

1,041,697 27,050 81,759 129,083 13,959 1,854 40,200 15,000 116,274 560,853 41,000 150 3,883 41,161 6,000 1,500 4,500 1,952,000 2,618,331 12,250 73,000 11,165 31,432 134,300 380,140 -

0% 0% 0% 16% 3% 0% 0% 0% 8% -3% 0% 0% 0% 0% 0% 0% 0% -7% 9% 23% 0% 5% 43% -20% 15% -

7,338,540

2,403,100 5,518,880 -

26% 0% -

15,260,520

55410 - Lease of Equipment: Generator 56014 - Other Operating Supplies: Cleaning & janitorial, shop supplies, first aid, safety kleen. Personnel Summary

Range 138 132 128 127 121/124/126 123 121 119 118

Class Fleet & Equipment Services Manager Fleet & Equipment Services Assistant Man Mechanic Supervisor Lead Mechanic Mechanic I-III Stock Room Supervisor Accounting Associate I Office Assistant Stock Room Clerk

Number of Full-Time Positions

2017-2018 Actual

2018-2019 Actual

2019-2020 Budget

2020-2021 Requested

2020-2021 Adopted

1 1 1 2 11 1 1 1 2

213

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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 2020 ACCOMPLISHMENTS 

Worked with the Department of Fire & Rescue and Police Department to select vendor for implementation of the National Fire Protection Agency’s gold standard medical assessment program under the 1582 guidelines and the Law Enforcement Occupational standards for police.



Negotiated and implemented strategic benefit design resulting in no increase in healthcare premiums.



Increased employee utilization of primary care physicians for annual examination by 10% through wellness program activities and incentives.



Continued training all new hires and current employees every two years in driver improvement training through the B.R.A.K.E.S (Be Responsible and Keep Everyone Safe) program.

FY 2021 OBJECTIVES 

To manage rising costs of healthcare through strategic benefit plan design with the integration of wellness programs. (Financial Stability)



To ensure adequate insurance coverage for City assets through an annual audit of City property, buildings, contents, land, equipment, vehicles, and other assets. (Financial Stability)



To improve workplace safety through employee engagement in safety programs, policies, and practices. (Financial Stability)



To reduce workers’ compensation liability exposure through management of claims using case management and appropriate settlement strategies. (Financial Stability)



To improve employee wellness program participation through a robust incentive program on an app platform and targeted wellness programs. (Financial Stability)

STATISTICS/PERFORMANCE MEASURES Workers Compensation claims filed Property and Liability claims filed Number of employees receiving driver training Number of onsite wellness programs provided

FY 19 Actual 197 494 450 73

FY 20 Projected 180 500 550 80

FY 21 Estimate 175 500 600 88

214

RISK MANAGEMENT FUND Revenue 2017-2018 Actual

2018-2019 Actual

2019-2020 Budget

2020-2021 Requested

% Chng

2020-2021 Adopted

% Chng

Sale of Service - Interfund Revenues Employee Premiums Interest Insurance Recoveries Miscellaneous Revenue Fund Balance

14,727,815 3,465,275 93,394 312,920 21 -

14,943,457 3,426,092 277,093 305,001 -

17,251,483 3,289,688 -

16,274,667 3,103,419 -

-6% -6% -

14,069,149 2,322,238 3,551,675

-18% -29% -

Total Revenue

18,599,425

18,951,643

20,541,171

19,378,086

-6%

19,943,061

-3%

2020-2021 Requested

% Chng

Expenditure Summary 2017-2018 Actual

2018-2019 Actual

2019-2020 Budget

2020-2021 Adopted

% Chng

Risk Management

14,627,085

15,399,967

20,541,171

19,378,086

-6%

19,943,061

-3%

Total Expenditures

14,627,085

15,399,967

20,541,171

19,378,086

-6%

19,943,061

-3%

* 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) Budget Detail 2017-2018 Actual

Account Number: 606-01255051100.02 51100.04 51000.06 52100 52210 52400 53100 54100 54200 55210 55230 55300 12552-55300 12553-55300 55310 55420 55500 55810 12551-55815 55825 12551-55825 12552-55825 12553-55825 12554-56026 56001 56012 56014 56017 58200 58211 91400-55305 91400-55306 91400-55307 91400-59902 93000-50000.165 93000-50000.310

Salaries and Wages $ Salaries and Wages - Overtime Salaries and Wages - Part-Time FICA VRS Retirement Group Life Professional Services Information Technology Fleet Postal Services Telecommunications Insurance Premiums Insurance Premiums - Wcomp + LODA Insurance Premiums - Property/Casualty Employer HDHP Expense Lease/Rent of Building Travel and Training Dues & Memberships Post Employment Benefits (OPEB) Insurance Claims Claims Payments - Health Claims Payments - Workers Compensation Claims Payments - Property/Casualty Health & Wellness - Special Events Office Supplies Books and Subscriptions Other Operating Supplies Copier Costs Capital Outlay - Additions Depreciation Employer Pension Expense OPEB Expense OPEB Expense - VRS Plans Contingency Transfer to GF-Indirect Cost Transfer to Capital

Total Operating Expenses

2018-2019 Actual

347,231 7,734 68,912 31,610 (1,385) 2,983 68,338 100,108 16,933 167 2,879

2019-2020 Budget

360,062 50 68,189 30,745 3,531 4,375 67,471 41,844 4,995 58 3,772

379,793 31,628 31,474 40,904 4,975 77,048 42,301 7,400 500 3,393

2020-2021 Requested $

% Chng

379,793 34,699 31,709 40,904 4,975 76,212 42,301 7,400 500 3,393

0% 10% 1% 0% 0% -1% 0% 0% 0% 0%

2020-2021 Adopted $

% Chng

379,795 31,628 31,474 47,360 5,089 76,212 44,762 2,225 500 3,393

0% 0% 0% 16% 2% -1% 6% -70% 0% 0%

797,935 1,279,844 1,180 21,930 7,903 4,273 -

821,555 1,325,407 1,000 21,930 6,363 4,584 -

869,110 1,363,995 21,930 6,000 4,884 -

846,371 1,432,607 21,930 10,000 4,884 -

-3% 5% 0% 67% 0% -

851,882 1,457,541 21,930 10,000 4,884 500,000

-2% 7% 0% 67% 0% -

12,286,866 (1,010,424) 236,412 17,713 1,965 7,035 3,955 40,659 122,395 14,646 10,879 625 50,442 85,343

11,588,088 476,699 354,393 30,181 2,460 15,677 3,931 23,995 99,113 (9,329) 2,379 (2,593) 49,042 -

16,448,438 768,600 258,735 21,850 1,500 1,000 20,500 6,215 84,659 44,339 -

15,162,865 768,600 323,080 27,650 1,500 1,000 20,500 6,215 84,659 44,339 -

-8% 0% 25% 27% 0% 0% 0% 0% 0% 0%

15,162,865 768,600 323,080 27,650 1,500 1,000 20,500 6,526 111,329 51,336 -

-8% 0% 25% 27% 0% 0% 0% 5% 32% 16%

19,378,086

-6%

19,943,061

-3%

14,627,085

15,399,967

20,541,171

Personnel Summary

Class

Range 138 135 133 130 128

Risk, Benefits & Wellness Manager Human Resources Manager Human Resources Senior Generalist Human Resources Generalist Safety Officer I

Number of Full-Time Positions

2017-2018 Actual

2018-2019 Actual 1 1

2019-2020 Budget

3 1

1 1 1 2 1

1 1 -

2020-2021 Requested

2020-2021 Adopted 1 1 1 2 1

1 1 1 2 1

216

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Component Unit - School Fund

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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 11 elementary schools, 5 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.

217

SCHOOL OPERATING FUND Revenue 2017-2018 Actual State / Federal / Other Transfer from General Fund - Local Support

2018-2019 Actual $

101,084,973 55,964,411 157,049,384

107,172,919 59,864,223 167,037,142

Local Support for Lease/Rent of Building

550,443

536,375

Total Revenue

157,599,827

167,573,517

2019-2020 Budget

2020-2021 Requested

% Chng

$ 112,457,580 60,832,201 $ 173,289,781

$ 118,223,869 64,772,201 $ 182,996,070

5% 6%

534,719

$ 183,530,789

534,719

$ 173,824,500

2020-2021 Adopted $ $

118,223,869 62,332,201 180,556,070

442,979

180,999,048

% Chng 5% 2%

-17% 4%

Expenditure Summary 2017-2018 Actual

2018-2019 Actual

2019-2020 Budget

2020-2021 Requested

% Chng

2020-2021 Adopted

% Chng

School Operating Expenditures

156,025,633

161,608,146

$ 173,824,500

$ 183,530,789

180,999,048

Total Expenditures

156,025,633

161,608,146

$ 173,824,500

$ 183,530,789

180,999,048

218

SCHOOL OPERATING FUND Budget Detail 2017-2018 Actual

Account Number: 205-610000-51000 Instruction Administration and Attendance Health and Psychology Pupil Transportation Operation and Maintenance Food Services Technology Sub-Total:

112,942,942 3,334,959 1,858,837 8,194,164 15,917,440 7,309,444 5,917,404 155,475,190

Local Support - Lease / Rent of Building$ Local Support Reduction to Request: Sub-Total: $

550,443 550,443

156,025,633

Total Operating Expenses

2018-2019 Actual

2019-2020 Budget

115,472,353 3,269,757 2,045,611 9,148,877 16,670,928 7,264,337 7,199,908 161,071,771

536,375 536,375

161,608,146

2020-2021 Requested

% Chng

135,711,008 3,628,071 2,426,664 8,909,864 16,082,156 8,005,046 8,233,260 182,996,069

6% 5% 8% 3% 7% -7% 17%

0% -

128,322,088 3,444,856 2,252,911 8,634,392 14,981,095 8,640,862 7,013,577 173,289,781

534,719 534,719

534,720 534,720

173,824,500

183,530,789

$ $ $ $

2020-2021 Adopted

% Chng

135,711,008 3,628,071 2,426,664 8,909,864 16,082,156 8,005,046 8,233,260 182,996,069

6% 5% 8% 3% 7% -7% 17%

442,979 (2,440,000) (1,997,021) 180,999,048

-17% -

219

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Appendix

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CITY OF SUFFOLK, VIRGINIA ADOPTED FY 2020-21 OPERATING AND CAPITAL BUDGET Personnel Summary

General Fund: General Government: City Council City Manager Budget & Strategic Planning City Attorney Human Resources Commissioner of Revenue Assessor Treasurer Finance - Administration and Accounting Purchasing Registrar Total General Government Judicial: Circuit Court Judges Clerk of the Circuit Court Sheriff Commonwealth Attorney Total Judicial Public Safety: Police Administration and Officers Emergency Communications Animal Shelter Management Community Development Fire and Rescue Total Public Safety Public Works: Public Works Administration Capital Programs & Facilities Total Public Works Health and Welfare: Social Services Comprehensive Services Act Total Health and Welfare

2017-2018 Budget

2018-2019 Budget

2019-2020 Budget

2020-2021 Budget

2 7 3 9 7 12 18 16 15 4 3 96

2 7 3 9 7 12 17 16 15 4 3 95

2 7 3 9 7 12 19 17 15 4 3 98

2 14 25 24 65

2 14 25 25 66

2 15 25 26 68

215 28 10 26 255 534

216 27 10 0 274 527

227 29 10 0 274 540

227 29 10 0 279 545

2 24 26

3 25 28

103 2 105

102 2 104

220

CITY OF SUFFOLK, VIRGINIA ADOPTED FY 2020-21 OPERATING AND CAPITAL BUDGET Personnel Summary

Parks, Recreation and Cultural: Parks and Recreation Administration Office on Youth Support Services Parks, Gateway and Facility Maintenance Grounds Maintenance Recreation Library Total Parks, Recreation and Cultural Community Development: Planning Economic Development Tourism Media & Community Relations Total Community Development Total General Fund Special Revenue Funds: Transit Aviation Facilities Road Maintenance Road Maintenance Traffic Engineering Total Special Revenue Funds Enterprise Fund: Public Utilities Administration Customer Service Line Maintenance Maintenance Water Production Engineering Refuse Services Refuse Services Stormwater Utility Engineering Mosquito Control Total Enterprise Funds

2017-2018 Budget

2018-2019 Budget

2019-2020 Budget

2020-2021 Budget

4 1 7 18 4 22 32 88

13 0 0 22 0 22 32 89

15 5 3 6 29 943

41 5 3 6 55 962

44 6 3 6 59 986

44 6 3 6 59 991

1 3

1 2

102 25 131

102 25 130

8 23 28 25 28 14

8 23 29 25 28 14

8 23 29 26 28 14

42 7 215

42 7 216

41 7 216

41 7 216 221

CITY OF SUFFOLK, VIRGINIA ADOPTED FY 2020-21 OPERATING AND CAPITAL BUDGET Personnel Summary

Internal Service Funds: Fleet Management Information Technology Risk Management Total Internal Service Funds Total All Funds

2017-2018 Budget

2018-2019 Budget

2019-2020 Budget

2020-2021 Budget

21 26 6 53 1,342

21 26 6 53 1,362

21 27 6 54 1,387

21 28 6 55 1,392

222

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CITY of SUFFOLK

City of Suffolk

Department of Finance -IMPROVEMENTS Division of Budget & Strategic Planning CAPITAL 442 W. Washington St. | Suffolk, Virginia 23434 | (757) 514-4006 FY 2021-2030 & PLAN PROGRAMwww.suffolkva.us

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Capital Improvements Program and Plan Overview

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Capital Improvements Program and Plan (CIP) The purpose of the CIP is to plan for the renovation and construction of significant public improvements and the acquisition of major new and replacement equipment over a 10 year period. Years 1 through 5 serve as the capital improvements program, while the plan covers a 10 year horizon. The CIP is intended to:   

Plan for the construction and renovation of facilities and acquisition of equipment in support of the City’s public service responsibilities; Improve financial planning by comparing needs with resources, operating impacts, and annual tax rate implications; and Prioritize limited available funds for projects that will have a positive impact on Suffolk’s citizens.

All capital projects in the CIP are aligned with City Council target areas. City Council Target Areas Public Safety – To preserve, promote, and continue to invest in public safety. Financial Stability – Continue practices that ensure strong financial management and fiscal responsibility. Growth Management and Comprehensive Planning – Use 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 Services – Ensure 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 Development – Implement 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 Education – Create a structure of shared accountability between the City and Schools to build an educational environment known for excellence. Leisure, Health and Wellness – Implement programs and services designed to improve the health, economic and social wellbeing of citizens. Transportation – Increase capacity and connectivity of our roadways and public transportation system.

223

Eligible Projects Projects are eligible for inclusion in the CIP if they meet the following criteria: 

The project cost is at least $50,000. Projects that do not cost at least $50,000 are not eligible for inclusion in the CIP unless they are part of a larger project that meets this threshold. For example, furniture and fixtures which cost less than $50,000, but are part of a larger renovation or new construction project would be eligible.



The estimated service life of the project is at least five (5) years.

Recurring expenditures for items such as salaries, office supplies, personal computers and software, office furniture, routine maintenance and service contracts, vehicles and equipment or soft or non-durable purchases are not appropriate to include in the capital program. Exceptions are made for ambulances, fire trucks, or similar vehicles and equipment with long service lives or items that are part of a larger project with an estimated value of $50,000 or greater. CIP Development Process The CIP development process typically begins in September of each year with the distribution of CIP request packages and instructions to City departments and agencies. The requests are compiled and reviewed by staff and meetings with the requesting departments and agencies are held with the City Manager. Following these meetings, the City Manager’s proposed CIP is developed and presented to the CIP Subcommittee which consists of the Mayor, Vice Mayor, and two designated members of the Planning Commission. The CIP Subcommittee meets with the City Manager and requesting departments and agencies to review the proposed CIP and make any recommendations. The CIP Subcommittee recommended CIP is then presented to the full Planning Commission at its December meeting. The Planning Commission reviews the CIP, makes any recommendations, and adopts the CIP at its January meeting. The Planning Commission recommended CIP is presented to City Council at its first meeting in February. A public hearing is held to obtain citizen input on the proposed CIP at the second meeting in February. Following the public hearing, City Council directs any edits, and adopts the CIP prior to the development of the annual operating and capital budget. The first year of the adopted CIP is moved forward for consideration as part of the City Manager’s proposed annual operating and capital budget. It is important to note that even if a capital project is included in the adopted CIP, it only moves forward to implementation if included in the adopted operating and capital budget. CIP Calendar CIP Request Package Distributed to City Departments and Suffolk Public Schools

September

CIP Requests reviewed and compiled by staff

City Manager CIP meetings with City Departments and Suffolk Public Schools

October

City Manager’s Proposed CIP prepared

224

CIP Subcommittee Meeting(s) Held

November

CIP Subcommittee recommended CIP presented to Planning Commission

December

Planning Commission reviews, makes recommendations, and adopts CIP

January

Planning Commission recommended CIP presented to City Council

February (1st Meeting)

Public Hearing and City Council Adoption of the CIP

February (2nd Meeting)

Financial Evaluation The City places significant emphasis on affordability and adherence to adopted financial policies in developing the CIP and the annual operating and capital budget. City staff works closely with its financial advisor to determine the City’s debt capacity prior to the development of the CIP. Debt capacity is the amount of debt or bond financing that the City can comfortably afford to borrow for needed capital improvements taking into consideration existing debt levels, conservative economic growth forecasts, and anticipated operating expenses. This analysis is focused on the first five years of the CIP. In formulating the proposed CIP, the City strives to maintain bond financing at or below debt capacity levels. Additionally, staff also evaluates the proposed CIP’s ability to adhere to key financial policies of the City including: Capital Pay-Go – The City strives to achieve a target level equal to 3% of General Fund departmental expenditures excluding transfers out, grants, fund balance and reserve allocations, debt service and respective flow-through expenditures toward pay-as-yougo-capital improvements annually. Essentially, this means that the City will cash fund a portion of its planned capital projects.

Debt Capacity Financial Policy Compliance

Operating Impact

225

Debt as a Percentage of Assessed Value – The City strives to maintain a ratio of Debt as a Percentage of Assessed Value below 4%. This ratio indicates the relationship between the City’s debt and the total taxable value of real and personal property in the City. The ratio is an indicator of the City’s ability to repay debt which is paid for with property tax revenue. Debt to General Government Expenditures – The City strives to maintain Debt as a Percentage of General Government Expenditures below 10%. 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. Operating Impact - Another important factor that is evaluated as part of CIP development is the financial impact that a capital project will have on future operating costs of the City. The City must evaluate and plan for the ongoing costs of operating a new or expanded capital facility or piece of equipment. As a result, departments and agencies are required to estimate the annual operating cost/recurring expenditures for each project that is submitted for consideration in the CIP. For example, the addition of a new recreation center requires additional staffing, utilities, landscaping, and routine maintenance expenses. Similarly, a new school, without the closure of another facility, requires the hiring of teachers, support staff, and administrative personnel, utilities, landscaping, and routine maintenance expenses. The estimated annual operating impact of capital projects are illustrated in a chart at the bottom of each fund summary page in the CIP. Additionally, debt service payments (principal and interest) must be accounted for the bonds issued to finance these projects. These are real costs that will have an impact on future operating budgets. The CIP includes a fund summary of the estimated annual operating impact of proposed capital projects and the corresponding impact on the real estate tax rate assuming no real estate assessed value growth or growth in other local taxes. Sources of Funding Capital projects are financed by a variety of funding sources including: 

General Fund Revenue – Funding derived from General Fund Revenue (real and personal property taxes, other local taxes such as sales and meals taxes, fines and forfeitures, charges for services, use of money and property, and miscellaneous revenue) is used to fund a portion of general government capital projects. General Fund revenue is the primary revenue source for achieving the City’s Capital Pay-Go policy which strives to cash fund capital projects equal to at least 3% of the General Fund departmental expenditures less certain transfers to other funds. General Fund revenue is typically targeted toward capital projects with shorter life spans. This strategy prevents the City from repaying debt for longer time periods than the useful life of an asset. Bonds are typically financed over a 20 to 30 year period. As such, it is to the City’s advantage to pay for projects, such as the capital maintenance of general government buildings, park facilities and amenities, sidewalks, and some types of equipment with General Fund cash.



Bond Financing – A major source of capital funding is municipal bonds, debt issued by the City to investors on the open financial market. The City has the ability to issue general obligation bonds and revenue bonds. General obligation bonds are backed by the full faith and credit of the City, while revenue bonds finance projects that are supported by user fees such as

226

public utilities. The cost of issuing general obligation bonds or revenue bonds is dependent upon the City’s credit rating and market conditions. Maintaining a high credit rating allows the City to obtain lower interest rates. The City receives credit ratings from national credit rating agencies including Fitch Ratings, Moody’s, and Standard & Poor’s. 

Fee Revenue – The City may use enterprise fund revenue generated from user fees such as stormwater or public utility water and sewer fees to offset the cost of capital projects specific to these enterprise fund operations. The use of fee revenue allows a portion of capital projects for business type enterprises such as Stormwater and Public Utilities to be cash funded which helps to limit borrowing or debt financing.



State and Federal Funding – The City seeks state and federal grant funds to offset the cost of capital improvements whenever possible. State and federal grant funds are typically available for parks and recreation, stormwater, and transportation improvements.



Private Contributions – Funding derived from private contributions and proffers are dedicated to offset the cost of specific infrastructure improvements such as schools, transportation, public safety, and parks and recreation.

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Capital Improvements Program and Plan Summary By Fund

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CAPITAL IMPROVEMENTS PROGRAM & PLAN SUMMARY BY FUND FY 2021 - 2030

PLANNED EXPENDITURES

5 Year Summary 2020-2021

PUBLIC UTILITIES FUND FLEET FUND STORMWATER FUND TRANSIT FUND

9,780,000 500,000 -

2021-2022 13,617,000 500,000 160,494

2022-2023 9,380,000 2,890,000 -

2023-2024

2024-2025

5 Year Subtotal

6-10 Year Subtotal

10 Year Total

11,730,600

19,110,000

63,617,600

112,745,000

6,000,000

8,500,000

14,500,000

4,724,000

2,946,000

11,560,000

7,878,000

19,438,000

60,000

220,494

1,830,066

2,050,560

2,500,000

4,250,000

10,494,000

14,744,000

176,362,600 14,500,000

INFORMATION TECHNOLOGY FUND

1,250,000

250,000

GENERAL GOV'T. FUND

44,120,875

39,470,860

42,671,116

37,061,406

32,236,569

195,560,826

461,235,512

656,796,338

TOTAL ALL FUNDS:

55,650,875

53,998,354

55,191,116

59,516,006

65,352,569

289,708,920

594,182,578

883,891,498

FUNDING SOURCES 2020-2021 Public Utilities Revenue Bonds Transfer from Public Utilities Fund PUBLIC UTILITIES FUND General Obligation Bonds FLEET FUND Miscelleous Revenue State Transportation Funds Transfer from Stormwater Fund STORMWATER FUND State/Federal Grant Funds Transfer from Transit Fund TRANSIT FUND General Obligation Bonds

2021-2022

2022-2023

2023-2024

2024-2025

5 Year Subtotal

6-10 Year Subtotal

10 Year Total

3,590,000 6,190,000

7,850,000 5,767,000

3,575,000 5,805,000

6,350,600 5,380,000

13,375,000 5,735,000

34,740,600 28,877,000

86,150,000 26,595,000

120,890,600 55,472,000

9,780,000

13,617,000

9,380,000

11,730,600

19,110,000

63,617,600

112,745,000

176,362,600

6,000,000

8,500,000

14,500,000

6,000,000

8,500,000

14,500,000

500,000

664,000 560,000 1,666,000

2,112,000 2,612,000

1,223,000 1,723,000

664,000 3,895,000 7,001,000

2,689,000 5,189,000

664,000 6,584,000 12,190,000

500,000

2,890,000

4,724,000

2,946,000

11,560,000

7,878,000

19,438,000

16,050 144,444

60,000 -

76,050 144,444

1,830,066 -

1,906,116 144,444

160,494

60,000

220,494

1,830,066

2,050,560

1,250,000

250,000

2,500,000

4,250,000

10,494,000

14,744,000

1,250,000

250,000

2,500,000

4,250,000

10,494,000

14,744,000

5,601,651 9,391,471 5,158,250 174,000 23,795,503

4,948,919 1,996,800 5,394,950 252,000 26,878,191

6,000,000 1,489,530 5,607,750 29,573,836

6,000,000 1,750,000 5,820,650 23,490,756

6,000,000 2,713,000 6,037,226 17,486,343

28,550,570 17,340,801 28,018,826 426,000 121,224,629

30,000,000 1,100,000 935,321 37,281,072 391,919,119

58,550,570 18,440,801 935,321 65,299,898 426,000 513,143,748

GENERAL GOV'T. FUND

44,120,875

39,470,860

42,671,116

37,061,406

32,236,569

195,560,826

461,235,512

656,796,338

TOTAL ALL FUNDS:

55,650,875

53,998,354

55,191,116

59,516,006

65,352,569

289,708,920

594,182,578

883,891,498

30,000,000

4,954,497

2,871,809

176,165

509,244

1,513,657

INFORMATION TECHNOLOGY FUND State Transportation Funds State/Federal Grant Funds Cash Proffers Transfer from General Fund Transfer from Road Maintenance General Obligation Bonds

GO Debt Capacity per Financial Advisor: GO Debt Capacity (Shortfall):

228

Annual Operating Impact UTILITY FUND - OPERATIONS: ANTICIPATED DEBT SERVICE: UTILITY FUND - CAPITAL CASH: PUBLIC UTILITIES FUND

2020-2021 (1,085,000) (1,085,000)

FLEET FUND - OPERATIONS: ANTICIPATED DEBT SERVICE: FLEET FUND - CAPITAL CASH: FLEET FUND STORMWATER FUND - OPERATIONS: ANTICIPATED DEBT SERVICE: STORMWATER FUND - CAPITAL CASH: STORMWATER FUND:

2021-2022 287,200 (423,000) (135,800)

2022-2023 628,000 38,000 666,000

500,000 500,000

2023-2024 286,000 (425,000) (139,000)

1,166,000 1,166,000

946,000 946,000

2024-2025 508,048 355,000 863,048 480,000 480,000 (889,000) (889,000)

TRANSIT FUND - OPERATIONS: ANTICIPATED DEBT SERVICE: TRANSIT FUND - CAPITAL CASH: TRANSIT FUND:

144,444 144,444

(144,444) (144,444)

IT FUND - OPERATIONS: ANTICIPATED DEBT SERVICE: IT FUND - CAPITAL CASH

53,000 100,000 -

13,000 20,000 -

14,000 20,000 -

INFORMATION TECHNOLOGY FUND:

153,000

33,000

34,000

GENERAL FUND - OPERATIONS: ANTICIPATED DEBT SERVICE: GENERAL FUND - CAPITAL CASH

1,282,859

186,319 1,903,640 236,700

2,225,000 2,150,255 212,800

465,000 2,365,907 212,900

135,000 1,879,260 216,576

GENERAL GOV'T. FUND

1,282,859

2,326,659

4,588,055

3,043,807

2,230,836

2.5

5.0

3.3

2.4

General Fund Real Estate Tax Rate Impact:

1.4

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General Government

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CAPITAL IMPROVEMENTS PROGRAM & PLAN GENERAL GOV'T. FUND FY 2021 - 2030 General Government Projects Planned Expenditures

5 Year Summary Previous Funding

2020-2021

2021-2022

2022-2023

2023-2024

2024-2025

5 Year Subtotal

6-10 Year Subtotal

10 Year Total

Parks & Recreation Public Building & Facilities Public Safety Transportation Public Schools Village and Neighborhood Initiatives

4,087,500 7,646,000 7,406,295 19,691,330 3,575,000 1,714,750

1,384,000 14,709,322 5,887,326 11,845,462 3,575,000 2,069,750

2,945,000 10,659,128 1,840,848 12,852,530 12,193,860 2,179,750

2,900,000 840,000 3,958,364 16,591,782 10,073,860 2,697,400

1,718,000 3,350,000 4,199,569 12,680,000 7,666,600 2,622,400

13,034,500 37,204,450 23,292,402 73,661,104 37,084,320 11,284,050

34,899,475 4,400,000 57,673,037 61,400,000 287,751,000 15,112,000

47,933,975 41,604,450 80,965,439 135,061,104 324,835,320 26,396,050

Total General Government:

44,120,875

39,470,860

42,671,116

37,061,406

32,236,569

195,560,826

461,235,512

656,796,338

General Government Projects Funding Sources

Previous Funding

2020-2021

2021-2022

2022-2023

2023-2024

2024-2025

5 Year Subtotal

6-10 Year Subtotal

10 Year Total

State Transportation Funds State/Federal Grant Funds Cash Proffers Transfer from General Fund Transfer from Road Maintenance General Obligation Bonds

5,601,651 9,391,471 5,158,250 174,000 23,795,503

4,948,919 1,996,800 5,394,950 252,000 26,878,191

6,000,000 1,489,530 5,607,750 29,573,836

6,000,000 1,750,000 5,820,650 23,490,756

6,000,000 2,713,000 6,037,226 17,486,343

28,550,570 17,340,801 28,018,826 426,000 121,224,629

30,000,000 1,100,000 935,321 37,281,072 391,919,119

58,550,570 18,440,801 935,321 65,299,898 426,000 513,143,748

Total General Government:

44,120,875

39,470,860

42,671,116

37,061,406

32,236,569

195,560,826

461,235,512

656,796,338

Annual Operating Impact

2020-2021

Parks & Recreation Public Building & Facilities Public Safety Transportation Public Schools Village and Neighborhood Initiatives

70,000 116,319 -

2,225,000 -

20,000 400,000 45,000 -

75,000 60,000 -

Total Operating Cost

186,319

2,225,000

465,000

135,000

2021-2022

2022-2023

2023-2024

2024-2025

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CAPITAL IMPROVEMENTS PROGRAM & PLAN PARKS AND RECREATION FY 2021 - 2030 Parks and Recreation Planned Expenditures Parks & Rec-Capital Maintenance Lone Star Lakes Park Trail Enhancements Driver Complex Sleepy Hole Park Renovation East Suffolk Athletic Fields Water Access-Nansemond River Joint Use Facilities Cypress Park and Pool Cedar Hill Cemetery Road Repairs Aquatic Facility Inclusive Playground - Northern End Constant's North Park Blackwater River Project

5 Year Summary Previous Funding 2,130,000 450,000 1,425,000 450,000 764,975 200,000 135,000 187,500 -

Total

2020-2021

2021-2022

2022-2023

2023-2024

2024-2025

5 Year Subtotal

6-10 Year Subtotal

10 Year Total

535,000 250,000 75,000 75,000 1,512,500 190,000 300,000 350,000 800,000

440,000 175,000 500,000 125,000 144,000 -

445,000 2,000,000 225,000 275,000

450,000 500,000 250,000 1,500,000 200,000

455,000 800,000 200,000 263,000 -

2,325,000 2,425,000 1,800,000 75,000 450,000 1,725,000 1,512,500 190,000 200,000 300,000 757,000 1,275,000

2,350,000 1,000,000 3,000,000 12,500,000 1,500,000 1,800,000 12,749,475 -

4,675,000 3,425,000 4,800,000 12,575,000 450,000 1,500,000 1,725,000 1,800,000 1,512,500 190,000 12,949,475 300,000 757,000 1,275,000

4,087,500

1,384,000

2,945,000

2,900,000

1,718,000

13,034,500

34,899,475

47,933,975

5 Year Subtotal

6-10 Year Subtotal

10 Year Total

Parks and Recreation Funding Sources

Previous Funding

2020-2021

2021-2022

2022-2023

2023-2024

2024-2025

Lone Star Lakes Park Trail Enhancements Sleepy Hole Park Renovation Constant's North Park Blackwater River Project State/Federal Grant Funds Parks & Rec-Capital Maint. Lone Star Lakes Park Trail Enhancements Driver Complex Sleepy Hole Park Renovation Water Access-Nansemond River Cedar Hill Cemetery Road Repairs Constant's North Park Blackwater River Project Transfer from General Fund Lone Star Lakes Park Trail Enhancements Water Access-Nansemond River Cypress Park and Pool Aquatic Facility Inclusive Playground - Northern End Constant's North Park General Obligation Bonds

800,000 800,000 535,000 250,000 75,000 75,000 190,000 1,125,000 1,512,500 300,000 350,000 2,162,500

440,000 175,000 500,000 125,000 144,000 1,384,000 -

75,000 75,000 445,000 300,000 275,000 1,020,000 1,625,000 225,000 1,850,000

200,000 50,000 250,000 450,000

200,000 63,000 263,000 455,000

300,000 200,000 500,000 200,000 1,650,000 1,000,000 1,000,000

300,000 200,000 955,000 300,000 200,000 500,000

Total

4,087,500

1,384,000

2,945,000

2,900,000

1,718,000

Annual Operating Impact

2020-2021

2021-2022

2022-2023

2023-2024

1,388,000

1,100,000

2,488,000

6,134,000

6,550,000

12,684,000

5,512,500

27,249,475

32,761,975

13,034,500

34,899,475

47,933,975

2024-2025

Parks & Rec-Capital Maintenance Lone Star Lakes Park Trail Enhancements Driver Complex Sleepy Hole Park Renovation East Suffolk Athletic Fields Water Access-Nansemond River Joint Use Facilities Cypress Park and Pool Cedar Hill Cemetery Road Repairs Aquatic Facility Inclusive Playground - Northern End Constant's North Park Blackwater River Project

50,000 20,000 -

20,000 -

20,000 35,000 20,000

Total Operating Cost

70,000

20,000

75,000

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Parks and Recreation Parks & Recreation - Capital Maintenance City Council Goal – Leisure, Health & Wellness The Parks & Recreation capital maintenance program is implemented to ensure that existing and new parks and recreation facilities are maintained for continued public use and enjoyment. Funding is used to address compliance with the Americans with Disabilities Act (ADA), fire safety and building code compliance, lighting upgrades, and repair and replacement of antiquated shelters, restrooms, offices, and storage buildings. Other improvements include drainage, roadway, parking, landscaping, water and sewer connections, and minor alterations. FY21 funding includes an additional $100,000 for road improvements at Bennett’s Creek Park. FY 21 $535,000

FY 22 $440,000

FY 23 $445,000

FY 24 $450,000

FY 25 $455,000

FY 26-30 $2,350,000

Total $4,675,000

Operating Costs: The project will not have an operational impact on the City.

Lone Star Lakes Park City Council Goal – Leisure, Health & Wellness The project will implement the Lone Star Lakes Park Master Plan over a 10 year period. Projects will include trails on the north and south sides of the park, improvements to a wayside park at the Butler Tract, restoration, road improvements, and design and construction of a visitor center and meeting facility. FY21 funding is programmed for road infrastructure, improvements and design of the visitor center, and reforestation.

FY 21 $250,000

FY 22 $175,000

FY 23 $2,000,000

FY 24 $0

FY 25 $0

FY 26-30 $1,000,000

Total $3,425,000

Operating Costs: The projected annual operating cost is $20,000 for utilities and maintenance beginning in FY 24. 232

Parks and Recreation Trail Enhancements City Council Goal â&#x20AC;&#x201C; Leisure, Health & Wellness The project will provide for enhancements to existing trails as well as new trail connections as identified in the Suffolk Pedestrian Master Plan. FY22 funding will provide for the design and engineering of Phase III of the Seaboard Coastline Trail from Nansemond Parkway to Driver.

FY 21 $0

FY 22 $500,000

FY 23 $0

FY 24 $500,000

FY 25 $800,000

FY 26-30 $3,000,000

Total $4,800,000

Operating Costs: The project is not anticipated to have an annual operating impact in the first five years.

Driver Complex City Council Goal â&#x20AC;&#x201C; Leisure, Health & Wellness The project will provide for design and construction of athletic fields, trails, and water access at the Driver Complex. FY21 funding is programmed for additional demolition expenses of existing structures.

FY 21 $75,000

FY 22 $0

FY 23 $0

FY 24 $0

FY 25 $0

FY 26-30 $12,500,000

Total $12,575,000

Operating Costs: The projected annual operating cost is $75,000 for staffing and utilities beginning in FY 30. 233

Parks and Recreation Sleepy Hole Park Renovation City Council Goal â&#x20AC;&#x201C; Leisure, Health & Wellness The project will provide for renovations and improvements to the 66-acre Sleepy Hole Park. Planned improvements will include a dog park, additional accessible parking, removal of four lower deck shelters, a canoe and kayak shed, restroom improvements, addition of walking trails and a potential nature playground/adventure park. FY21 funding is programmed for design and engineering of a dog park and additional parking.

FY 21 $75,000

FY 22 $125,000

FY 23 $0

FY 24 $250,000

FY 25 $0

FY 26-30 $0

Total $450,000

Operating Costs: The projected annual operating cost is $20,000 for maintenance and utilities beginning in FY 25.

East Suffolk Athletic Fields City Council Goal â&#x20AC;&#x201C; Leisure, Health & Wellness This project will provide for the acquisition and development of property around the East Suffolk Recreation Center for multi-use athletic fields.

FY 21 $0

FY 22 $0

FY 23 $0

FY 24 $0

FY 25 $0

FY 26-30 $1,500,000

Total $1,500,000

Operating Costs: The projected annual operating cost is $50,000 for utilities and supplies beginning in FY 27.

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Parks and Recreation Water Access –Nansemond River City Council Goal – Leisure, Health & Wellness The project will provide for the acquisition of property and the design and construction of deep water access to the Nansemond River.

FY 21 $0

FY 22 $0

FY 23 $225,000

FY 24 $1,500,000

FY 25 $0

FY 26-30 $0

Total $1,725,000

Operating Costs: The projected annual operating cost is $35,000 for staffing and maintenance beginning in FY 25.

Joint Use Facilities City Council Goal – Leisure, Health & Wellness The project will provide for continued partnering with Suffolk Public Schools for an additional joint use recreation center at a new elementary or middle school or renovation of an existing school.

FY 21 $0

FY 22 $0

FY 23 $0

FY 24 $0

FY 25 $0

FY 26-30 $1,800,000

Total $1,800,000

Operating Costs: The projected annual operating cost is $65,000 for staffing and utilities beginning in FY 28.

235

Parks and Recreation Cypress Park and Pool City Council Goal â&#x20AC;&#x201C; Leisure, Health & Wellness The project will provide for renovations to the Cypress Park and Pool to include a beach entry for better accessibility, an expanded refinished pool deck with shade structures, a new pool liner, and restroom improvements. These improvements will enhance swimming lessons and pool enjoyment by children and adults. FY21 funding is programmed for construction.

FY 21 $1,512,500

FY 22 $0

FY 23 $0

FY 24 $0

FY 25 $0

FY 26-30 $0

Total $1,512,000

Operating Costs: The projected annual operating cost is $50,000 for staffing, maintenance, and utilities beginning in FY 22.

Cedar Hill Cemetery Road Repairs City Council Goal â&#x20AC;&#x201C; Transportation The project will provide for the continuation of repairs to the 32,000 linear feet of roadway within the Cedar Hill Cemetery which have become hazardous to staff and the public.

FY 21 $190,000

FY 22 $0

FY 23 $0

FY 24 $0

FY 25 $0

FY 26-30 $0

Total $190,000

Operating Costs: The project will not have an operational impact on the City.

236

Parks and Recreation Aquatic Facility City Council Goal – Leisure, Health & Wellness The project will provide for an indoor year-round aquatic facility to include 25 meter x 25 yard lap pool, six competition lanes, one warm-up lane, family pool, rooms, lobby, vending/concession area, men’s and women’s locker rooms, party room, life guard office and locker room, staff office and first aid station.

FY 21 $0

FY 22 $0

FY 23 $0

FY 24 $0

FY 25 $200,000

FY 26-30 $12,749,475

Total $12,949,475

Operating Costs: The projected annual operating cost is $575,000 for staffing, maintenance and utilities beginning in FY 27.

Inclusive Playground-Northern End City Council Goal – Leisure, Health & Wellness The project will provide an inclusive playground located on the northern end of the City where there is a growing population of youth with special needs.

FY 21 $300,000

FY 22 $0

FY 23 $0

FY 24 $0

FY 25 $0

FY 26-30 $0

Total $300,000

Operating Costs: The projected annual operating cost is $20,000 for maintenance and equipment beginning in FY 22.

237

Parks and Recreation Constant’s North Park City Council Goal – Leisure, Health & Wellness The project will develop property acquired by the City adjacent to North Main Street along the Nansemond River. The property will be developed as a gateway into historic downtown with a focus on passive recreation and conservation. Funding is programmed to include a trail, parking lot, picnic shelters, landscaping, benches, a boardwalk with a fishing platform and observation area.

FY 21 $350,000

FY 22 $144,000

FY 23 $0

FY 24 $0

FY 25 $263,000

FY 26-30 $0

Total $757,000

Operating Costs: The projected annual operating cost is $75,000 for staffing, maintenance, and utilities beginning in FY 26.

Blackwater River Project City Council Goal – Leisure, Health & Wellness The project will provide for the development of a park with trails, a kayak launch, and playground along the Black Water River. It is anticipated that grants from the Virginia Department of Conservation and Recreation and the National Park Service will fund all year one project activities.

FY 21 $800,000

FY 22 $0

FY 23 $275,000

FY 24 $200,000

FY 25 $0

FY 26-30 $0

Total $1,275,000

Operating Costs: The projected annual operating cost is $20,000 for staffing, maintenance, and utilities beginning in FY 25.

238

CAPITAL IMPROVEMENTS PROGRAM & PLAN PUBLIC BUILDINGS AND FACILITIES FY 2021 - 2030 Public Building and Facilities Planned Expenditures City Airport: Obstruction Removal Adjacent Properties Terminal Apron Rehabilitation (2% local) Corporate Hangar (2% local design) Drainage Rehabilitiation (2% local) Corporate Apron - Utility Extension

(2% Local)

City Buildings: Public Building Capital Maintenance Central Library Godwin Courts Building Improvements Human Resources Bldg. Renovation - School Administration

5 Year Summary Previous Funding

2020-2021

2021-2022

2022-2023

112,000 600,000 -

175,000 2,500,000 90,000

60,000 -

600,000 800,000 300,000 -

4,976,000 4,100,000 1,524,328 -

810,000 4,021,000 50,000

820,000 11,579,322 1,750,000 500,000

830,000 3,629,128 4,500,000

7,646,000

14,709,322

10,659,128

Total

2023-2024

2024-2025

5 Year Subtotal

2,500,000 -

835,000 2,500,000 800,000 2,800,000 90,000

840,000 -

850,000 -

4,150,000 19,229,450 1,750,000 5,050,000

840,000

3,350,000

37,204,450

6-10 Year Subtotal

10 Year Total

835,000 2,500,000 800,000 2,800,000 90,000

4,400,000 -

8,550,000 19,229,450 1,750,000 5,050,000

4,400,000

41,604,450

Public Building and Facilities Funding Sources

Previous Funding

2020-2021

2021-2022

2022-2023

2023-2024

2024-2025

5 Year Subtotal

State Transportation Funds Obstruction Removal Adjacent Properties (90% Federal) Obstruction Removal Adjacent Properities (8% State) Terminal Apron Rehabilitation (90% Federal) Terminal Apron Rehabilitation (8% State) Corporate Hangar (80% State-Design) Drainage Rehabilitation (90% Federal) Drainage Rehabilitation (8% State) State/Federal Grant Funds Obstruction Removal Adjacent Properties (2% Local) Terminal Apron Rehabilitation (2% Local) Corporate Hangar (2% local design) Drainage Rehabilitiation (2% local) Corporate Apron - Utility Extension Public Building Capital Maintenance Human Resources Bldg. Renovation - School Administration Transfer from General Fund Central Library Godwin Courts Building Improvements Human Resources Bldg. Renovation - School Administration General Obligation Bonds

157,500 14,000 2,250,000 200,000 2,621,500 3,500 50,000 90,000 810,000 50,000 1,003,500 4,021,000 4,021,000

54,000 4,800 58,800 1,200 820,000

540,000 48,000 160,000 270,000 24,000 1,042,000 12,000 640,000 6,000 830,000

840,000

2,250,000 200,000 2,450,000 50,000 850,000

821,200 11,579,322 1,750,000 500,000 13,829,322

1,488,000 3,629,128 4,500,000 8,129,128

840,000 -

900,000 -

25,979,450

Total

7,646,000

14,709,322

10,659,128

840,000

3,350,000

37,204,450

2021-2022

2022-2023

Annual Operating Impact

2020-2021

2023-2024

6,172,300

5,052,700

4,400,000

10 Year Total -

6,172,300

9,452,700

25,979,450 41,604,450

2024-2025

City Airport: Obstruction Removal Adjacent Properties (2% Local) Terminal Apron Rehabilitation (2% local) Corporate Hangar (2% local design) Drainage Rehabilitiation (2% local) Corporate Apron - Utility Extension

City Buildings: Public Building Capital Maintenance Central Library Godwin Courts Building Improvements Human Resources Bldg. Renovation - School Administration

400,000 -

Total Operating Cost

400,000

6-10 Year Subtotal

239

Public Buildings and Facilities City Airport Obstruction Removal Adjacent Properties City Council Goal â&#x20AC;&#x201C; Transportation The project will provide for the acquisition of easements and removal of vegetative obstructions around adjacent property as identified by the Federal Aviation Administration. Previous funding was provided for environmental assessment. FY 21 funds are programmed for acquisition of easements. The project will be funded through a combination of federal (90%), state (8%) and local (2%) funds.

FY 21 $175,000

FY 22 $60,000

FY 23 $600,000

FY 24 $0

FY 25 $0

FY 26-30 $0

Total $835,000

Operating Costs: The project will not have an operational impact on the City.

Terminal Apron Rehabilitation City Council Goal â&#x20AC;&#x201C; Transportation The project will provide for the resurfacing of the aircraft parking apron. The current pavement is over 25 years old and rated in poor condition. The project will be funded through a combination of federal (90%), state (8%) and local (2%) funds.

FY 21 $2,500,000

FY 22 $0

FY 23 $0

FY 24 $0

FY 25 $0

FY 26-30 $0

Total $2,500,000

Operating Costs: The project will not have an operational impact on the City.

240

Public Buildings and Facilities City Airport Corporate Hangar City Council Goal â&#x20AC;&#x201C; Transportation The project will provide for the design and construction of a Corporate Hangar. The hangar is needed to recruit and retain corporate customers to base their planes in Suffolk. The building will have approximately 10,000 square feet of open hangar bay along with office and restroom facilities. The project will be funded with a combination of state and local funds.

FY 21 $0

FY 22 $0

FY 23 $800,000

FY 24 $0

FY 25 $0

FY 26-30 $0

Total $800,000

Operating Costs: The project will not have an operational impact on the City.

Drainage Rehabilitation City Council Goal â&#x20AC;&#x201C; Transportation The project will provide for the reconstruction of old subsurface drainage pipes and structures at the airport that have shown signs of failure and could lead to sink holes forming on the surface. The project will be funded with a combination of federal (90%), state (8%), and local (2%) funds.

FY 21 $0

FY 22 $0

FY 23 $300,000

FY 24 $0

FY 25 $2,500,000

FY 26-30 $0

Total $2,800,000

Operating Costs: The project will not have an operational impact on the City.

241

Public Buildings and Facilities City Airport Corporate Apron â&#x20AC;&#x201C; Utility Extension City Council Goal â&#x20AC;&#x201C; Transportation The project will provide for the design and installation of an 8 inch water line and address electricity needs. The Suffolk Executive Airport has experienced significant interest in the construction of new box hangars at the corporate apron located off of George Cales Court Road. Significant infrastructure is in place, however, the lack of water and electricity is preventing projects from moving forward.

FY 21 $90,000

FY 22 $0

FY 23 $0

FY 24 $0

FY 25 $0

FY 26-30 $0

Total $90,000

Operating Costs: The project will not have an operational impact on the City.

242

Public Buildings and Facilities City Buildings Public Building Capital Maintenance City Council Goal – Civic Engagement and Responsive City Services A proactive building maintenance program is implemented to protect the City’s significant investment in public buildings. Capital maintenance projects include renovations and repairs to buildings and systems, as well as compliance with Americans with Disabilities Act (ADA) requirements.

FY 21 $810,000

FY 22 $820,000

FY 23 $830,000

FY 24 $840,000

FY 25 $850,000

FY 26-30 $4,400,000

Total $8,550,000

Operating Costs: The project will not have an operational impact on the City.

Central Library City Council Goal – Leisure, Health & Wellness This project will provide for the design and construction of a new Central Library on West Washington Street in downtown Suffolk. The facility will be approximately 45,000 square feet in size and replace the existing Morgan Memorial Library.

FY 21 $4,021,000

FY 22 $11,579,322

FY 23 $3,629,128

FY 24 $0

FY 25 $0

FY 26-30 $0

Total $19,229,450

Operating Costs: The projected annual operating cost is $400,000 for staffing and utilities beginning in FY24.

243

Public Buildings and Facilities City Buildings Godwin Courts Building Improvements City Council Goal – Civic Engagement and Responsive City Services The project will provide for the completion of improvements to the Godwin Courts building that is nearly 22 years old. Funds will be used for replacement of furniture, modular office cubicles, file storage systems, carpet, and flooring.

FY 21 $0

FY 22 $1,750,000

FY 23 $0

FY 24 $0

FY 25 $0

FY 26-30 $0

Total $1,750,000

Operating Costs: The project will not have an operational impact on the City.

Human Resources Building Renovation – Schools Administration City Council Goal – Public Education The project will provide for the renovation of the 40,000 square foot Human Resources Building to serve as the Suffolk Public Schools Administration offices. Suffolk Public Schools currently operates out of a leased facility in downtown. The scope of the renovation will include modifying the existing building layout to meet the programmatic needs of the Schools Administration operations along with upgrades to building systems and finishes such as flooring, ceilings, lighting, electrical, plumbing, heating, cooling, and ventilation, and furniture and fixtures. FY21 funding is programmed for space needs planning. FY 21 $50,000

FY 22 $500,000

FY 23 $4,500,000

FY 24 $0

FY 25 $0

FY 26-30 $0

Total $5,050,000

Operating Costs: The project will save approximately $442,979 in lease costs annually beginning in 244 FY25.

CAPITAL IMPROVEMENTS PROGRAM & PLAN PUBLIC SAFETY FY 2021 - 2030 Public Safety Planned Expenditures Fire & Rescue: Fire Engines (Various New Stations) Fire Engines (Replacements) Ambulance (Replacements) Ambulance (Various New Stations ) Ambulance (Additions) Aerial Platform Truck Aerial Ladder Truck Fire Rescue Truck (Various New Stations) Fire Rescue Truck (Replacements) Fire Tanker Truck Joint Public Safety & Training Ctr. Nansemond & 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) Holland Road Fire Stn (36 staff) Breathing Air System Self Contained Breathing Apparatus Station 9 Upgrades Station 10 Traffic Signal Police: Joint Public Safety & Training Ctr (36 staff) Backup 911 Center

5 Year Summary Previous Funding

3,735,191 2,341,211 1,103,631 506,479 2,500,000 500,000 1,268,987 -

Total

2020-2021

838,503 365,000 1,417,792 485,000 3,800,000 250,000 250,000

7,406,295

2021-2022

365,000 1,357,326 750,000 1,515,000 1,900,000 -

5,887,326

2022-2023

365,000 1,475,848 -

1,840,848

2023-2024

889,568 383,250 1,398,046 787,500 500,000 -

3,958,364

2024-2025

5 Year Subtotal

6-10 Year Subtotal

10 Year Total

916,255 804,826 1,475,848 500,000 -

2,644,326 1,918,076 365,000 4,173,164 1,475,848 1,475,848 1,537,500 2,000,000 500,000 5,700,000 250,000 500,000 250,000 -

3,750,513 4,156,855 6,927,178 1,801,051 465,843 1,671,673 868,219 2,000,000 4,000,000 4,500,000 4,500,000 4,500,000 250,000 2,200,000 -

3,750,513 6,801,181 8,845,254 2,166,051 465,843 1,671,673 4,173,164 1,475,848 1,475,848 2,405,719 4,000,000 4,500,000 4,500,000 5,700,000 4,500,000 4,500,000 500,000 2,200,000 500,000 250,000

502,640

14,000,883 2,080,822

14,000,883 2,583,462

4,199,569

23,292,402

57,673,037

80,965,439

6-10 Year Subtotal

10 Year Total

Public Safety Funding Sources Joint Public Safety & Training Ctr. State/Federal Grant Funds Ambulance (Replacements) Ambulance (Various New Stations ) Breathing Air System

Previous Funding

2020-2021

2021-2022

2022-2023

2023-2024

2024-2025

5 Year Subtotal

485,000 485,000 365,000 250,000

365,000 -

383,250 -

804,826 -

Station 10 Traffic Signal Transfer from General Fund Fire Engines (Replacements) Aerial Ladder Truck Fire Rescue Truck (Various New Stations) Fire Rescue Truck (Replacements) Fire Tanker Truck Joint Public Safety & Training Ctr. Nansemond & Wilroy Rd Fire Stn (36 staff) College Drive Fire Station (36 staff) Station 9 Upgrades Backup 911 Center General Obligation Bonds

250,000 865,000 838,503 1,417,792 3,800,000 6,056,295

365,000 1,357,326 750,000 1,515,000 1,900,000 5,522,326

365,000 1,475,848 1,475,848

383,250 889,568 1,398,046 787,500 500,000 3,575,114

804,826 916,255 1,475,848 500,000 502,640 3,394,743

2,783,076

9,444,072

12,227,148

20,024,326

48,228,965

68,253,291

Total

7,406,295

5,887,326

1,840,848

3,958,364

4,199,569

23,292,402

57,673,037

80,965,439

Annual Operating Impact

2020-2021

2021-2022

Fire & Rescue: Ambulance (Various New Stations ) Aerial Ladder Truck Fire Rescue Truck (Various New Stations) Joint Public Safety & Training Ctr. College Drive Fire Station (36 staff)

37,000 79,319 -

Police: Joint Public Safety & Training Ctr (36 staff) Backup 911 Center

Total Operating Cost

116,319

2022-2023

75,000 2,150,000

2,225,000

2023-2024

485,000

2024-2025

45,000 -

45,000

245

Public Safety Fire & Rescue Fire Engines City Council Goal â&#x20AC;&#x201C; Public Safety The expansion of fire and rescue facilities and aging of existing fire engines requires the acquisition of new and replacement equipment. A systematic approach is used for acquiring new fire engines as new facilities are constructed and replacing old fire engines that have exceeded their life expectancy.

FY 21 $838,503

FY 22 $0

FY 23 $0

FY 24 $889,568

FY 25 $916,255

FY 26-30 $7,907,368

Total $10,551,694

Operating Costs: New fire engines programmed for FY 26 through FY30 that are associated with new fire stations will have additional annual operating costs of $39,612 per fire engine.

Ambulances City Council Goal â&#x20AC;&#x201C; Public Safety This project identifies a systematic approach for acquiring new ambulances as new facilities are constructed and replacing old ambulances that have exceeded their life expectancy. Some replacement ambulances will require new monitors, stretchers, and equipment, while others will be outfitted with equipment transferred from ambulances that are being moved into a reserve capacity. FY21 funding is programmed for an ambulance to serve the new College Drive Fire Station.

FY 21 $365,000

FY 22 $365,000

FY 23 $365,000

FY 24 $383,250

FY 25 $804,826

FY 26-30 $9,194,072

Total $11,477,148

Operating Costs: The projected annual operating costs of new ambulances purchased in the first five years is $37,000 in FY 22. New ambulances planned for FY 26 through FY 30 that are associated with new fire stations will have additional annual operating costs of $37,000 per ambulance. 246

Public Safety Fire & Rescue Aerial Platform Truck City Council Goal â&#x20AC;&#x201C; Public Safety The expansion of fire and rescue facilities and aging of existing aerial platform trucks requires the acquisition of new and replacement equipment. A systematic approach is used for acquiring new aerial platform trucks as new facilities are constructed and replacing old aerial platform trucks that have exceeded their life expectancy. A new aerial platform truck is programmed in FY26 for the new Nansemond and Wilroy Road Fire Station. FY 21 $0

FY 22 $0

FY 23 $0

FY 24 $0

FY 25 $0

FY 26-30 $1,671,673

Total $1,671,673

Operating Costs: A new aerial platform truck programmed for FY26 will have an annual operating impact of $79,344 beginning in FY27.

Aerial Ladder Truck City Council Goal â&#x20AC;&#x201C; Public Safety The aging of existing aerial ladder trucks requires the acquisition of new and replacement equipment. These trucks provide elevated fire streams, facilitate the rescue of occupants from buildings, can be utilized for specialized rescue applications, provide entry and egress for firefighters during operations at buildings or access limited structures/locations, and provide an elevated lighting source during incidents. A systematic approach is used for acquiring new aerial ladder trucks as new facilities are constructed and replacing old aerial ladder trucks that have exceeded their life expectancy. FY21 funding is programmed for an aerial ladder truck to serve the new College Drive Fire Station. FY 21 $1,417,792

FY 22 $1,357,326

FY 23 $0

FY 24 $1,398,046

FY 25 $0

FY 26-30 $0

Total $4,173,164

Operating Costs: A new aerial ladder truck programmed for FY21 will have an annual operating impact of $79,319 beginning in FY22. Replacement aerial ladder trucks programmed for FY22 and FY24 will not have an operational impact on the City. 247

Public Safety Fire & Rescue Fire Rescue Truck City Council Goal â&#x20AC;&#x201C; Public Safety The expansion of fire and rescue facilities and aging of existing fire rescue trucks requires the acquisition of new and replacement equipment. These trucks provide specialty rescue equipment such as air tools, hydraulic tools, cutting tools, cutting torches, and lighting for response to motor vehicle incidents, structure fires, collapsed structures, water rescues, and other incidents. A systematic approach is used for acquiring new fire rescue trucks as new facilities are constructed and replacing old fire rescue trucks that have exceeded their life expectancy. FY 21 $0

FY 22 $0

FY 23 $1,475,848

FY 24 $0

FY 25 $1,475,848

FY 26-30 $0

Total $2,951,696

Operating Costs: A new fire rescue truck programmed for FY23 will have an annual operating cost of $45,000 in FY24. A replacement fire rescue truck in FY25 will not have an operational impact on the City.

Fire Tanker Truck City Council Goal â&#x20AC;&#x201C; Public Safety The expansion of fire and rescue facilities and aging of existing fire tanker trucks requires the acquisition of new and replacement equipment. These trucks are used for the purpose of transporting large amounts of water to the fire ground to make it available for extinguishing operations. These trucks are especially useful in rural areas where fire hydrants are not readily available and natural water resources are insufficient. A systematic approach is used for acquiring new fire tanker trucks as new facilities are constructed and replacing old fire tanker trucks that have exceeded their life expectancy. FY 21 $0

FY 22 $750,000

FY 23 $0

FY 24 $787,500

FY 25 $0

FY 26-30 $868,219

Total $2,405,719

Operating Costs: Replacement fire tanker trucks will not have an operational impact on the City. 248

Public Safety Fire & Rescue Joint Public Safety & Training Center City Council Goal â&#x20AC;&#x201C; Public Safety The project will provide for the construction of a 12,200 square foot police station and 19,000 square foot shared police and fire and rescue training facility to include three classrooms, an indoor firearms range, training staff offices, a burn building and other props, training staff offices, a K-9 training facility and restroom/shower facilities. State grant funding is programmed in FY21 to begin design and construction of the burn building and technical rescue tower. FY 21 $485,000

FY 22 $1,515,000

FY 23 $0

FY 24 $0

FY 25 $0

FY 26-30 $2,000,000

Total $4,000,000

Operating Costs: The projected annual operating cost is $75,000 for utilities, maintenance, and supplies beginning in FY23 for the burn building and technical rescue tower.

Nansemond and Wilroy Road Fire Station City Council Goal â&#x20AC;&#x201C; Public Safety Funding will provide for the construction of a three bay fire station/public safety center to provide fire protection and emergency medical services to the growing areas along Nansemond Parkway and Wilroy Road.

FY 21 $0

FY 22 $0

FY 23 $0

FY 24 $0

FY 25 $500,000

FY 26-30 $4,000,000

Total $4,500,000

Operating Costs: The projected annual operating cost is $2,150,000 beginning in FY27 to include the addition of 36 new firefighters and utilities.

249

Public Safety Fire & Rescue Carolina Road Fire Station City Council Goal â&#x20AC;&#x201C; Public Safety The project will provide for the construction of a three bay fire station/public safety center to provide fire protection and emergency medical services to the growing areas of Route 13 and Route 32 between downtown Suffolk and the village of Whaleyville

FY 21 $0

FY 22 $0

FY 23 $0

FY 24 $0

FY 25 $0

FY 26-30 $4,500,000

Total $4,500,000

Operating Costs: The projected annual operating cost of the project is $1,254,166 including 21 new firefighters and utilities beginning in FY28

College Drive Fire Station City Council Goal â&#x20AC;&#x201C; Public Safety The project will provide for the design and construction of a three bay fire station/public safety center to provide fire. protection and emergency medical services to the highly populated area of Harbour View in Northern Suffolk. FY21 funding is programmed to begin construction.

FY 21 $3,800,000

FY 22 $1,900,000

FY 23 $0

FY 24 $0

FY 25 $0

FY 26-30 $0

Total $5,700,000

Operating Costs: The projected annual operating cost is $2,150,000 including 36 new firefighters and utilities.

250

Public Safety Fire & Rescue .

Pruden Boulevard Route 460 Fire Station City Council Goal â&#x20AC;&#x201C; Public Safety The project will provide for the design and construction of a three bay fire station/public safety center to enhance fire protection and emergency medical services to the growing Pruden Boulevard area of the City.

FY 21 FY 22 FY 23 FY 24 FY 25 FY 26-30 Total $0 $0 $0 $0 $0 $4,500,000 $4,500,000 . Operating Costs: The projected annual operating cost of the project is $1,254,166 including 21 new firefighters and utilities beginning in FY31.

Holland Road Fire Station City Council Goal â&#x20AC;&#x201C; Public Safety The project will provide for the design of a three bay fire station/public safety center to enhance fire protection and emergency medical services to the growing area near Centerpoint and between the Forest Glen district and the village of Holland.

FY 21 $0

FY 22 $0

FY 23 $0

FY 24 $0

FY 25 $0

FY 26-30 $4,500,000

Total $4,500,000

Operating Costs: The projected annual operating cost of the project is $2,150,000 beginning in FY29 to include the addition of 36 new firefighters and utilities.

251

Public Safety Fire & Rescue Breathing Air System City Council Goal â&#x20AC;&#x201C; Public Safety The project will provide for the acquisition of replacement breathing air systems to refill breathing air cylinders used by firefighters during entry into hazardous environments, such as structure fires, vehicle fires, and hazmat incidents.

.FY 21 $250,000

FY 22 $0

FY 23 $0

FY 24 $0

FY 25 $0

FY 26-30 $250,000

Total $500,000

Operating Costs: The project will not have an operational impact on the City.

Self Contained Breathing Apparatus City Council Goal â&#x20AC;&#x201C; Public Safety The project will provide for the replacement of all self-contained breathing apparatus (SCBA) used by the Department of Fire & Rescue. SCBAs or air packs are worn by firefighters to provide for safe breathable air in immediate dangerous to health or life atmosphere. The current air packs will have exceeded their useful life in addition to standards set by the National Fire Protection Association.

FY 21 $0

FY 22 $0

FY 23 $0

FY 24 $0

FY 25 $0

FY 26-30 $2,200,000

Total $2,200,000

Operating Costs: The project will not have an operational impact on the City. 252

Public Safety Fire & Rescue Station 9 Upgrades City Council Goal â&#x20AC;&#x201C; Public Safety The project will provide for building upgrades to accommodate the operational needs for the now full time fire and rescue staff at station 9 (Chuckatuck Fire Station). Upgrades will include modifications and expansion of the existing restroom and shower facilities to accommodate male and female, enclose the rear space for operational needs, complete electrical service and wiring upgrades, access control and security systems, and upgrades to lighting, floors, and other finishes. FY 21 FY 22 FY 23 FY 24 FY 25 FY 26-30 $0 $0 $0 $500,000 $0 $0 Operating Costs: The project will not have an operational impact on the City.

Total $500,000

Station 10 Traffic Signal City Council Goal â&#x20AC;&#x201C; Public Safety The project will provide for the design and installation of a traffic signal in front of Fire Station 10 on Bennett's Pasture Road. The signal will be utilized for emergency egress of fire and rescue apparatus from Station 10, enhancing the safety of motorists and responding personnel and also serving to improve response times.

FY 21 $250,000

FY 22 $0

FY 23 $0

FY 24 $0

FY 25 $0

FY 26-30 $0

Total $250,000

Operating Costs: The project will not have an operational impact on the City.

253

Public Safety Police Joint Public Safety and Training Center City Council Goal – Public Safety The project will provide for the construction of a 12,200 square foot police station and 19,000 square foot shared police and fire and rescue training facility to include three classrooms, an indoor firearms range, training staff offices, a burn building and other props, training staff offices, a K-9 training facility and restroom/shower facilities.

FY 21 $0

FY 22 $0

FY 23 $0

FY 24 $0

FY 25 $0

FY 26-30 $14,000,883

Total $14,000,883

Operating Costs: The projected annual operating cost of the police department’s portion of the project is $3,526,509 for staffing of 36 police officers, civilian personnel, and utilities beginning in FY 27.

Backup 911 Center City Council Goal – Public Safety The project will provide for a Backup 911 Center in the event there is a power or function lost in the primary 911 Center. The facility would consist of a 1,600 square foot room at a public safety center. Funding will be used for design and construction of the room, equipment, and technology.

FY 21 $0

FY 22 $0

FY 23 $0

FY 24 $0

FY 25 $502,640

FY 26-30 $2,080,822

Total $2,583,400

Operating Costs: The project will have an annual operating cost of $150,000 for maintenance beginning in FY27. 254

CAPITAL IMPROVEMENTS PROGRAM & PLAN TRANSPORTATION FY 2021 - 2030 Transportation Planned Expenditures

5 Year Summary Previous Funding

2020-2021

2021-2022

2022-2023

2023-2024

2024-2025

2,916,782 7,083,218

12,916,782

10,000,000

5 Year Subtotal

6-10 Year Subtotal

10 Year Total

6,416,782 30,000,000

50,000,000

6,416,782 80,000,000

Local Urban Roadway Construction-Comp Plan Holland Road Yr. 2 - 10 Projects - TBD

70,183,424 -

3,500,000 -

8,375,000 4,250,000 7,000,000 6,896,698 1,083,382 326,000 4,000,000 18,180,655 22,364,924 130,000 1,980,000 309,045 -

1,350,000 710,000 1,453,058 95,000 7,020,486 919,514 80,000 1,650,000 554,301 1,106,971 580,000 272,000 200,000 200,000

4,094,222 600,000 767,254 4,113,986 80,000 1,350,000 840,000 -

372,530 2,000,000 400,000 80,000 -

1,500,000 2,000,000 95,000 80,000 -

2,000,000 600,000 80,000 -

1,350,000 5,966,752 710,000 6,000,000 1,453,058 1,200,000 590,000 767,254 7,020,486 5,033,500 400,000 1,650,000 1,350,000 554,301 1,106,971 1,420,000 272,000 200,000 200,000

10,000,000 600,000 400,000 400,000 -

1,350,000 5,966,752 710,000 16,000,000 1,453,058 1,800,000 990,000 767,254 7,020,486 5,033,500 800,000 1,650,000 1,350,000 554,301 1,106,971 1,420,000 272,000 200,000 200,000

19,691,330

11,845,462

12,852,530

16,591,782

12,680,000

73,661,104

61,400,000

135,061,104

2020-2021

2021-2022

2022-2023

2023-2024

2024-2025

Local Urban Intersection Construction-Comp Plan N Pkwy/Bennetts Pasture Rd Intrsctn Rt. 17 Crittenden Road Intrsctn Kenyon Road Connector Yr. 2 - 10 Projects - TBD

Pitchkettle Road Improvements Bennetts Creek Channel Dredging Rail Crossing Improvements Pruden Center Turn Lane Shoulders Hill Rd/Rt 17 Intersection Nansemond Pkwy/Wilroy Rd Flyover Miscellaneous Roadway Improvements Relocation of Zone C Headquarters Turlington Road Speight's Spillway SGR Portsmouth Blvd Sidewalk Nansemond Pkwy Traffic Signal Coordination Pittmantown Road over Mill Swamp Shoulders Hill Rd Multi-Use Path West End Suffolk Bypass Interchange King's Highway Bridge Total

Transportation Funding Sources Local Urban Rdway Constrn-Comp Plan Yr. 2 - 10 Projects - TBD Local Urban Intrsctn Const-Comp Plan N Pkwy/Bennetts Pasture Rd Intrsctn Rt. 17 Crittenden Road Intrsctn Kenyon Road Connector Yr. 2 - 10 Projects - TBD Pitchkettle Road Improvements Pruden Center Turn Lane Shoulders Hill Rd/Rt 17 Intersection Nansemond Pkwy/Wilroy Rd Flyover State Transportation Funds Holland Road Rt. 17 Crittenden Road Intrsctn Turlington Road Speight's Spillway SGR Nansemond Pkwy Traffic Signal Coordination Pittmantown Road over Mill Swamp Shoulders Hill Rd Multi-Use Path West End Suffolk Bypass Interchange State/Federal Grant Funds Local Urban Intrsctn Const-Comp Plan Yr. 2 - 10 Projects - TBD Bennetts Creek Channel Dredging Rail Crossing Improvements Miscellaneous Roadway Improvements King's Highway Bridge Transfer from General Fund Pittmantown Road over Mill Swamp Transfer from Road Maintenance Local Urban Rdway Constrn-Comp Plan Holland Road Yr. 2 - 10 Projects - TBD Local Urban Intrsctn Const-Comp Plan N Pkwy/Bennetts Pasture Rd Intrsctn Rt. 17 Crittenden Road Intrsctn Kenyon Road Connector Yr. 2 - 10 Projects - TBD Pitchkettle Road Improvements Pruden Center Turn Lane Shoulders Hill Rd/Rt 17 Intersection Nansemond Pkwy/Wilroy Rd Flyover Relocation of Zone C Headquarters Portsmouth Blvd Sidewalk General Obligation Bonds Total

Annual Operating Impact

Previous Funding

5,000,000

675,000 355,000 601,651 3,510,243 459,757 5,601,651 3,500,000 1,106,971 406,000 272,000 200,000 5,484,971

2,047,111 383,627 2,518,181 4,948,919 1,350,000 588,000 1,938,000

1,000,000 6,000,000 372,530 372,530

1,000,000 6,000,000 1,500,000 1,500,000

1,000,000 6,000,000 -

95,000 80,000 200,000 375,000 174,000 174,000

600,000 80,000 680,000 252,000 252,000

400,000 80,000 480,000 -

95,000 80,000 175,000 -

600,000 80,000 680,000 -

2,916,782 2,083,218

7,916,782

5,000,000

5 Year Subtotal

28,550,570

9,295,501

2,390,000 426,000

6-10 Year Subtotal

10 Year Total

30,000,000

58,550,570

1,400,000 -

9,295,501

3,790,000 426,000

675,000 355,000 851,407 3,510,243 459,757 1,650,000 554,301 8,055,708

2,047,111 383,627 1,595,805 4,026,543

1,000,000 6,000,000

1,000,000 8,916,782

1,000,000 6,000,000

32,999,033

30,000,000

62,999,033

19,691,330

11,845,462

12,852,530

16,591,782

12,680,000

73,661,104

61,400,000

135,061,104

2020-2021

2021-2022

2022-2023

2023-2024

2024-2025

255

Transportation Local Urban Roadway Construction Comprehensive Plan City Council Goal - Transportation The project will provide funding for various roadway construction projects recommended in the Cityâ&#x20AC;&#x2122;s 2035 Comprehensive Plan. FY21 funding is programmed for the Holland Road/Route 58 Widening project. Future projects may include the Mills Godwin Bridge Widening, Kings Highway Bridge, Route 17 Widening, and Route 58 Safety Improvements between Centerpoint Drive and the village of Holland. Projects are anticipated to be funded by a combination of state, federal, and local funds.

FY 21 $3,500,000

FY 22 $0

FY 23 FY 24 $10,000,000 $12,916,782

FY 25 $10,000,000

FY 26-30 $50,000,000

Total $86,416,782

Operating Costs: The project will not have an operational impact on the City.

Local Urban Intersection Construction Comprehensive Plan City Council Goal - Transportation The project will provide for various intersection improvements to enhance traffic flow and safety as recommended in the Cityâ&#x20AC;&#x2122;s 2035 Comprehensive Plan. Priority intersection improvements for FY21 include Nansemond Parkway/Bennetts Pasture Road and the Kenyon Road Connector. Projects are anticipated to be funded through state and local funds.

FY 21 $2,060,000

FY 22 $4,094,222

FY 23 $2,372,530

FY 24 $3,500,000

FY 25 $2,000,000

FY 26-30 $10,000,000

Total $24,026,752

Operating Costs: The project will not have an operational impact on the City. 256

Transportation Pitchkettle Road Improvements City Council Goal - Transportation The project will provide for the realignment and upgrade of Pitchkettle Road from Constance Road to the Lake Meade Bridge. The project will provide a link for pedestrians to the Boston Community and Prentis Street to downtown. Improvements will include storm drainage, concrete curb and gutter, sidewalk, and landscaping. The project is anticipated to be funded with state and local funds. FY 21 $1,453,058

FY 22 $0

FY 23 $0

FY 24 $0

FY 25 $0

FY 26-20 $0

Total $1,453,058

Operating Costs: The project will not have an operational impact on the City.

Bennetts Creek Channel Dredging City Council Goal - Transportation This project will provide for maintenance dredging of the mouth of Bennetts Creek to allow for passage through the channel by commercial and recreational boaters. Funding will provide for the cost of the dredge as well as toll fees for the disposal of dredged material at Craney Island. The project will be funded by 100% local funds.

FY 21 $0

FY 22 $600,000

FY 23 $0

FY 24 $0

FY 25 $600,000

FY 26-30 $600,000

Total $1,800,000

Operating Costs: The project will not have an operational impact on the City.

257

Transportation Rail Crossing Improvements City Council Goal - Transportation This project provides for improvements to the quality of at-grade crossings while working collectively with different railroad companies. Asphalt or wood flange crossings are replaced with concrete panel sections resulting in a smoother ride and reduction in traffic backups due to vehicles slowing in order to traverse the crossings. Additional improvements are made to reduce or eliminate the steep approaches to rail crossings. Other projects include eliminating the ability to drive around crossing gates at crossings that pose a risk and adjustment of traffic signals and rail crossing signals to improve safety.

FY 21 $95,000

FY 22 $0

FY 23 $400,000

FY 24 $95,000

FY 25 $0

FY 26-30 $400,000

Total $990,000

Operating Costs: The project will not have an operational impact on the City

Pruden Center Turn Lanes City Council Goal - Transportation This project will address safety concerns related to vehicles entering and exiting the College and Career Academy at Pruden. The project will provide for the installation of left and right turn lanes on Route 460 at the entrance of this Suffolk Public Schools facility. FY22 funding is anticipated with 50% State Revenue Share funds and 50% local funds.

FY 21 $0

FY 22 $767,254

FY 23 $0

FY 24 $0

FY 25 $0

FY 26-30 $0

Total $767,254

Operating Costs: The project will not have an operational impact on the City.

258

Transportation Shoulders Hill Rd/Rt. 17 Intersection City Council Goal - Transportation This project provides for improvements to the intersection of Route 17 and Shoulders Hill Road to tie into recently completed improvements south of the intersection. Approximately $18.1M in state, federal, and local funding has already been appropriated for this project. FY21 funding is anticipated to be funded with 50% State Revenue Share and 50% local funds.

FY 21 $7,020,486

FY 22 $0

FY 23 $0

FY 24 $0

FY 25 $0

FY 26-30 $0

Total $7,020,486

Operating Costs: The project will not have an operational impact on the City.

Nansemond Parkway/Wilroy Road Flyover City Council Goal - Transportation The project will provide for a flyover of Nansemond Parkway over the Commonwealth Railway at the intersection of Wilroy Road and Nansemond Parkway. The project will alleviate the conflict between vehicular and rail traffic at this intersection and greatly improve safety. Previous funding of $22.3M has been approved for this project. FY21 and FY22 funding are programmed with state and local funds. FY 21 $919,514

FY 22 $4,113,986

FY 23 $0

FY 24 $0

FY 25 $0

FY 26-30 $0

Total $5,033,500

Operating Costs: The project will not have an operational impact on the City.

259

Transportation . Miscellaneous Roadway Improvements City Council Goal - Transportation The project will provide for miscellaneous roadway improvements that are not eligible for completion with state maintenance funds.

FY 21 $80,000

FY 22 $80,000

FY 23 $80,000

FY 24 $80,000

FY 25 $80,000

FY 26-30 $400,000

Total $800,000

Operating Costs: The project will not have an operational impact on the City.

Relocation of Zone C Headquarters City Council Goal â&#x20AC;&#x201C; City Engagement and Responsive City Services The project will relocate Public Works Zone C headquarters, which serves North Suffolk, from the existing location at the entrance of Lone Star Lakes, to a northeastern location to accommodate the need for that area. The project includes land acquisition, site development, and construction of a parking area with some covered parking and 4,000 square feet for a small office and locker space. The project also includes storage for sand and salt, and an incinerator.

FY 21 $1,650,000

FY 22 $0

FY 23 $0

FY 24 $0

FY 25 $0

FY 26-30 $0

Total $1,650,000

Operating Costs: The project will not have an operational impact on the City.

260

Transportation Turlington Road Speight’s Spillway SGR

. City Council Goal – Transportation The project will replace the Speight’s spillway bridge. The current bridge was built in 1957 and is currently posted with a 19 ton limit. The new bridge will be widened to accommodate current standards and pedestrian/bicycle traffic. The project will be funded with 100% federal funding.

FY 21 $0

FY 22 $1,350,000

FY 23 $0

FY 24 $0

FY 25 $0

FY 26-30 $0

Total $1,350,000

Operating Costs: The project will not have an operational impact on the City.

Portsmouth Blvd Sidewalk City Council Goal – Transportation The project will provide a five foot wide concrete sidewalk along the north side of Portsmouth Boulevard from Prospect Road to Nansemond Parkway. This project is part of the ongoing design and construction of sidewalks along Portsmouth Boulevard.

FY 21 $554,301

FY 22 $0

FY 23 $0

FY 24 $0

FY 25 $0

FY 26-30 $0

Total $554,301

Operating Costs: The project will not have an operational impact on the City.

261

Transportation Nansemond Parkway Traffic Signal Coordination City Council Goal â&#x20AC;&#x201C; Transportation The project will upgrade signal equipment to create a coordinated signal corridor on Shoulders Hill Road, Nansemond Parkway and Wilroy Road. The project will be funded 100% with state/federal funding.

FY 21 $1,106,971

FY 22 $0

FY 23 $0

FY 24 $0

FY 25 $0

FY 26-30 $0

Total $1,106,971

Operating Costs: The project will not have an operational impact on the City.

Pittmantown Road Over Mill Swamp City Council Goal â&#x20AC;&#x201C; Transportation The project will replace the existing steel and timber structure with a single pre-stressed concrete voided slab bridge at Pittmantown Road and Mill Swamp. FY21 and FY22 funding is programed with federal/state and local funds.

FY 21 $580,000

FY 22 $840,000

FY 23 $0

FY 24 $0

FY 25 $0

FY 26-30 $0

Total $1,420,000

Operating Costs: The project will not have an operational impact on the City.

262

Transportation Shoulders Hill Road Multi-Use Path City Council Goal. – Transportation The project will address pedestrian connectivity along Shoulders Hill Road from Weatherby Way and Bennett’s Creek Park Road. This project will evaluate the creation of a multi-use path connection along the western side of the road and/or a sidewalk connection on the eastern side of the highway. FY21 funding is programmed with state/federal funding.

FY 21 $272,000

FY 22 $0

FY 23 $0

FY 24 $0

FY 25 $0

FY 26-30 $0

Total $272,000

Operating Costs: The project will not have an operational impact on the City.

West End Suffolk Bypass Interchange City Council Goal – Transportation The project will provide for an innovative mobility research study of the West End Suffolk Bypass Interchange to identify any safety and/or capacity improvements needed. The project is anticipated to be funded with 100% state/federal funds.

FY 21 $200,000

FY 22 $0

FY 23 $0

FY 24 $0

FY 25 $0

FY 26-30 $0

Total $200,000

Operating Costs: The project will not have an operational impact on the City.

263

Transportation .

King’s Highway Bridge City Council Goal – Transportation The project will provide for the development and analysis of alternative design options for the proposed replacement of the King’s Highway Bridge over the Nansemond River between Chuckatuck and Driver.

FY 21 $200,000

FY 22 $0

FY 23 $0

FY 24 $0

FY 25 $0

FY 26-30 $0

Total $200,000

Operating Costs: The project will not have an operational impact on the City.

264

CAPITAL IMPROVEMENTS PROGRAM & PLAN PUBLIC SCHOOLS FY 2021 - 2030 Public Schools Planned Expenditures Hazardous Material Management Schools Major Repairs/Systems Replacement Northern Shores Elementary Addition College and Career Academy at Pruden Operations Facility JFK Middle Replacement - 800 student Forest Glen Mid Sch Replacement- 800 student John Yeates Mid Sch Replacement- 800 student Kilby Shores Elem. Replacement - 800 student New Downtown Elementary School - 800 New High School - 2,000 student

5 Year Summary Previous Funding * 375,000 8,000,000 5,000,000 -

Total

2020-2021

2021-2022

2022-2023

2023-2024

2024-2025

5 Year Subtotal

6-10 Year Subtotal

10 Year Total

75,000 3,500,000 -

75,000 3,500,000 6,498,860 2,120,000 -

75,000 3,500,000 6,498,860 -

75,000 3,500,000 4,091,600 -

375,000 17,500,000 12,997,720 2,120,000 4,091,600 -

375,000 17,500,000 8,480,000 48,230,000 44,944,000 48,230,000 32,542,000 28,090,000 59,360,000

750,000 35,000,000 12,997,720 2,120,000 12,571,600 48,230,000 44,944,000 48,230,000 32,542,000 28,090,000 59,360,000

3,575,000

12,193,860

10,073,860

7,666,600

37,084,320

287,751,000

324,835,320

Public Schools Funding Sources New High School - 2,000 student Cash Proffers Hazardous Material Management Transfer from General Fund Schools Major Repairs/Systems Replacement Northern Shores Elementary Addition College and Career Academy at Pruden Operations Facility

Previous Funding

2020-2021

2021-2022

2022-2023

2023-2024

2024-2025

General Obligation Bonds

75,000 75,000 3,500,000 3,500,000

75,000 75,000 3,500,000 6,498,860 2,120,000 12,118,860

75,000 75,000 3,500,000 6,498,860 9,998,860

75,000 75,000 3,500,000 4,091,600 7,591,600

Total

3,575,000

12,193,860

10,073,860

7,666,600

JFK Middle Replacement - 800 student Forest Glen Mid Sch Replacement- 800 student John Yeates Mid Sch Replacement- 800 student Kilby Shores Elem. Replacement - 800 student New Downtown Elementary School - 800 student New High School - 2,000 student

Annual Operating Impact

2020-2021

2021-2022

2022-2023

2023-2024

Hazardous Material Management Schools Major Repairs/Systems Replacement Northern Shores Elementary Addition College and Career Academy at Pruden Operations Facility JFK Middle Replacement - 800 student Forest Glen Mid Sch Replacement- 800 student John Yeates Mid Sch Replacement- 800 student Kilby Shores Elem. Replacement - 800 student New Downtown Elementary School - 800 student New High School - 2,000 student

60,000 -

Total Operating Cost

60,000

5 Year Subtotal

6-10 Year Subtotal

10 Year Total

935,321

375,000

750,000

36,709,320

286,440,679

323,149,999

37,084,320

287,751,000

324,835,320

2024-2025

265

Public Schools Hazardous Materials Management City Council Goal - Education Funding is programmed each year to test and abate harmful substances as identified as potential problems to students and staff in school facilities.

FY 21 $75,000

FY 22 $75,000

FY 23 $75,000

FY 24 $75,000

FY 25 $75,000

FY 26-30 $375,000

Total $750,000

Operating Costs: The project will not have an operational impact on Suffolk Public Schools.

Schools Major Repairs/Systems Replacement City Council Goal - Education This project will provide for major repairs and systems replacements such as the replacement of heating, ventilation, air, and cooling systems, roofs, and stormwater drainage infrastructure that are failing or inefficient in Suffolk Public School facilities.

FY 21 $3,500,000

FY 22 $3,500,000

FY 23 $3,500,000

FY 24 $3,500,000

FY 25 $3,500,000

FY 26-30 $17,500,000

Total $35,000,000

Operating Costs: The project will not have an operational impact on Suffolk Public Schools.

266

Public Schools Northern Shores Elementary Addition City Council Goal - Education The project will provide for the design and construction of an additional wing adding 18 classrooms to eliminate overcrowding and use of mobile units.

FY 21 $0

FY 22 $0

FY 23 $6,498,860

FY 24 $6,498,860

FY 25 $0

FY 26-30 $0

Total $12,997,720

Operating Costs: The projected annual operating costs for this project is $60,000 for utilities and insurance beginning in FY25.

College and Career Academy at Pruden City Council Goal - Education The project will integrate mechanical systems at the facility with Suffolk Public Schools systems and provide for infrastructure repairs to modernize and upgrade the appearance of the building. The project is part of an overall effort by Suffolk Public Schools to enhance the facility and its programs.

FY 21 $0

FY 22 $0

FY 23 $2,120,000

FY 24 $0

FY 25 $0

FY 26-30 $0

Total $2,120,000

Operating Costs: The project is not anticipated to result in significant new operating costs.

267

Public Schools Operations Facility City Council Goal - Education The project will provide for Phase 2 of the Suffolk Public Schools operations center at the former Mt. Zion Elementary School property. The first phase of the project is under construction and will house the Schools print shop, textbook center, and food services administration. Phase 2 will provide for warehouse space and trades worker shops for a total of 87,600 square feet.

FY 21 $0

FY 22 $0

FY 23 $0

FY 24 $0

FY 25 $4,091,600

FY 26-30 $8,480,000

Total $12,571,600

Operating Costs: The project is not anticipated to result in significant new operating costs.

John F. Kennedy Middle School Replacement City Council Goal - Education The project will replace John F. Kennedy Middle School with a new 800 student school. The current facility was constructed in 1965 and will be over 60 years old upon replacement. The new school will provide a modern learning environment for Suffolk students.

FY 21 $0

FY 22 $0

FY 23 $0

FY 24 $0

FY 25 $0

FY 26-30 $48,230,000

Total $48,230,000

Operating Costs: The project is not anticipated to result in significant new operating costs.

268

Public Schools Forest Glen Middle School Replacement City Council Goal - Education The project will replace Forest Glen Middle School with a new 800 student school. Forest Glen Middle School was constructed in 1965 and will be over 60 years old upon replacement. The new school will provide a modern learning environment for Suffolk students.

FY 21 $0

FY 22 $0

FY 23 $0

FY 24 $0

FY 25 $0

FY 26-30 $44,944,000

Total $44,944,000

Operating Costs: The project is not anticipated to result in significant new operating costs.

John Yeates Middle School Replacement City Council Goal - Education The project will replace John Yeates Middle School with a new 800 student school. John Yeates Middle School was constructed in 1965 and will be over 60 years old upon replacement. The new school will provide a modern learning environment for Suffolk students.

FY 21 $0

FY 22 $0

FY 23 $0

FY 24 $0

FY 25 $0

FY 26-30 $48,230,000

Total $48,230,000

Operating Costs: The project is not anticipated to result in significant new operating costs.

269

Public Schools Kilby Shores Elementary School Replacement City Council Goal - Education This project will replace Kilby Shores Elementary School with a new 800 student school. Kilby Shores Elementary School was constructed in 1979 and will be nearly 50 years old upon replacement. The new school will provide a modern learning environment for Suffolk students.

FY 21 $0

FY 22 $0

FY 23 $0

FY 24 $0

FY 25 $0

FY 26-30 $32,542,000

Total $35,542,000

Operating Costs: The project is not anticipated to result in significant new operating costs.

New Downtown Elementary School City Council Goal - Education This project will provide for the construction of a new 800 student downtown elementary school. The new elementary school would potentially allow students from Booker T. Washington, Hillpoint, Mack Benn, Elephants Fork, and Nansemond Parkway elementary schools to attend a school closer to their home. It would also help to eliminate mobile units and prepare these schools for future growth. FY 21 $0

FY 22 $0

FY 23 $0

FY 24 $0

FY 25 $0

FY 26-30 $28,090,000

Total $28,090,000

Operating Costs: The projected annual operating cost of the new downtown elementary school is $3.5M for staffing, utilities, and operations beginning in FY 31.

270

Public Schools New High School City Council Goal - Education A fourth high school is proposed to accommodate citywide growth of students in grades 9-12. The new high school is proposed to be a 2,000 student school.

FY 21 $0

FY 22 $0

FY 23 $0

FY 24 $0

FY 25 $0

FY 26-30 $59,360,000

Total $59,360,000

Operating Costs: The projected annual operating cost of the new high school is $4.5M for staffing, utilities, and operations beginning in FY31.

271

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CAPITAL IMPROVEMENTS PROGRAM & PLAN VILLAGE & NEIGHBORHOOD INITIATIVES FY 2021 - 2030

Village & Neighborhood Initiatives Planned Expenditures Village & Neighborhood Improvements ** Open Space Improvements Downtown Implementation Plan Initiatives

5 Year Summary Previous Funding 3,719,750 1,465,000 985,000

Total

2020-2021

2021-2022

2022-2023

2023-2024

2024-2025

5 Year Subtotal

6-10 Year Subtotal

10 Year Total

1,204,750 250,000 260,000

904,750 250,000 915,000

904,750 250,000 1,025,000

1,372,400 250,000 1,075,000

1,372,400 250,000 1,000,000

5,759,050 1,250,000 4,275,000

6,862,000 1,250,000 7,000,000

12,621,050 2,500,000 11,275,000

1,714,750

2,069,750

2,179,750

2,697,400

2,622,400

11,284,050

15,112,000

26,396,050

5 Year Subtotal

6-10 Year Subtotal

10 Year Total

**Project includes consolidated funding to address all neighborhood issues to include curb, gutter, and sidewalk improvements.

Village & Neighborhood Initiatives Funding Sources

Previous Funding

2020-2021

2021-2022

2022-2023

2023-2024

2024-2025

Village & Neighborhood Improvements ** Open Space Improvements Downtown Implementation Plan Initiatives Transfer from General Fund

1,204,750 250,000 260,000 1,714,750

904,750 250,000 915,000 2,069,750

904,750 250,000 1,025,000 2,179,750

1,372,400 250,000 1,075,000 2,697,400

1,372,400 250,000 1,000,000 2,622,400

11,284,050

15,112,000

26,396,050

Total

1,714,750

2,069,750

2,179,750

2,697,400

2,622,400

11,284,050

15,112,000

26,396,050

Annual Operating Impact

2020-2021

2021-2022

2022-2023

2023-2024

2024-2025

Village & Neighborhood Improvements ** Open Space Improvements Downtown Implementation Plan Initiatives

Total Operating Cost

272

Village and Neighborhood Initiatives Village & Neighborhood Improvements City Council Goal â&#x20AC;&#x201C; Growth Management and Comprehensive Planning The project will provide for the systematic implementation of short and long term strategies and initiatives specified in the 2035 Comprehensive Plan including the adopted Village and Neighborhood Initiatives Plans and other documented neighborhood needs assessments. The funding request represents the continuation of a multi-year implementation strategy to prioritize, fund, and complete safety and drainage related projects that are currently underway and new initiatives subject to the objective analysis and evaluation of the Neighborhood Needs Assessment Tool. FY 21 $1,204,750

FY 22 $904,750

FY 23 $904,750

FY 24 $1,372,400

FY 25 $1,372,400

FY 26-30 $6,862,000

Total $12,621,050

Operating Costs: The project will not have an operational impact on the City.

Open Space Improvements

FY 21 $250,000

FY 22 $250,000

FY 23 $250,000

City Council Goal â&#x20AC;&#x201C; Growth Management and Comprehensive Planning This project provides for the systematic and ongoing implementation of both short and long term strategies and initiatives as specified in the 2035 Comprehensive Plan, including the adopted Village and Neighborhood Initiatives Plans and other documented neighborhood needs assessments. The funding request represents the continuation of a multi-year implementation strategy, the principal focus of which is to acquire lands and construct improvements for the development of neighborhood parks and other similar quality of life improvements. FY 24 FY 25 FY 26-30 Total $250,000 $250,000 $1,250,000 $2,500,000

Operating Costs: The project will not have an operational impact on the City. 273

274

Project

Future Projects

Rosemont Neighborhood Improvements

Closed Drainage & Street Improvements - Area 3 - (Area 3 includes: N. 8th Street, N. 9th Street, N. 10th Street, and N. 11th Street.)

TOTALS

Future Projects (As yet to be Determined per Neighborhood Assessment Tool and Assessment of Other Specified Needs)

1,204,750

904,750

38,420

300,000

368,720

467,830

29,780

2021-2022

407,140

Closed Drainage & Street Improvements - Area 2 - (Area 2 includes: N. 4th Street, N. 5th Street, N. 6th Street, N. 7th Street, Bank Street, and Railroad Avenue.)

Closed Drainage & Street Improvements - Area 4 - (Area 4 includes: Beech Street, Oak Street, Halifax Street, Collie Avenue, Bank Street, Sunset Avenue, and Railroad Avenue. Completed streets include: Beech Street, Oak Street, and Sunset Avenue.) Closed Drainage & Street Improvements - Area 1 - (Area 1 includes: S. Division Street, S. Lloyd Street, S. Capital Street, Freeney Avenue, and Camp Avenue. Completed streets include: S. Division Street. Work is currently ongoing on Freeney Avenue and Camp Street.) Closed Drainage & Street Improvements - Area 2 - (Area 2 includes: S. 4th Street, S. 5th Street, S. 6th Street, S. 7th Street, and Freeney Avenue. Completed streets include: S. 6th Street (east side), a portion of S. 7th Street (between E. Washington Street and Freeney Avenue), and Freeney Avenue.) Closed Drainage & Street Improvements - Area 3 - (Area 3 includes: S. 8th Street, S. 9th Street, S. 10th Street, S. 11th Street, S. 12th Street, Freeney Avenue, and Rosemont Avenue. Completed streets include: Freeney Avenue and portions of S. 8th Street, S. 9th Street, S. 10th Street, S. 11th Street, and S. 12th Street (between E. Washington Street and Freeney Avenue).

497,610

2020-2021

Closed Drainage & Street Improvements - Area 1 - (Area 1 includes: Willow Street, N. Division Street, N. Lloyd Street, N. Lloyd Place Neighborhood Capital Street, Bank Street, and Railroad Avenue. Completed Improvements streets include: N. Division Street, N. Lloyd Street and a portion of Bank Street (between N. Lloyd Street and N. Capital Street). Work is currently ongoing on N. Capital Street.)

FUTURE / PROPOSED VILLAGE & NEIGHBORHOOD IMPROVEMENT PROJECTS (As Determined per Neighborhood Assessment Tool and Assessment of Other Specified Needs)

Community

904,750

407,140

497,610

2022-2023

1,372,400

617,580

754,820

2023-2024

FY 2020 / 2021 Proposed Budget Request

October 25, 2019

VILLAGE & NEIGHBORHOOD IMPROVEMENTS

FY 2021 - 2030 CAPITAL IMPROVEMENTS PLAN

1,372,400

378,720

238,860

754,820

2024-2025

5,759,050

300,000

378,720

1,302,000

775,860

2,475,080

527,390

5 Year Subtotal 2021-2025

6,862,000

234,800

1,901,280

3,780,000

750,000

195,920

5 Year Subtotal 2026-2030

12,621,050

534,800

2,280,000

1,302,000

775,860

3,780,000

750,000

2,671,000

527,390

10 Year Total 20212030

275

CompletedÂ Improvements

276

Project

Future Projects

TOTALS

Future Projects (As yet to be Determined per Neighborhood Assessment Tool and Assessment of Other Specified Quality of Life Needs)

FUTURE / PROPOSED OPEN SPASE & QUALITY of LIFE IMPROVEMENT PROJECTS (As Determined per Neighborhood Assessment Tool and Assessment of Other Specified Needs)

Community

FY 2021 - 2030 CAPITAL IMPROVEMENTS PLAN

250,000

2021-2022

250,000

2020-2021

250,000

2022-2023

250,000

2023-2024

FY 2020 / 2021 Proposed Budget Request

September 20, 2019

OPEN SPACE and QUALITY OF LIFE IMPROVEMENTS

250,000

2024-2025

1,250,000

5 Year Subtotal 2021-2025

1,250,000

5 Year Subtotal 2026-2030

2,500,000

10 Year Total 20212030

277

Downtown Master Plan Implementation Improvements

City of Suffolk Village, Neighborhood, Open Space, and Quality of Life Improvements 2020-2021

Â˛

E. Washington Street Neighborhoods Closed Drainage and Street Improvements

Village and Neighborhood Initiatives Downtown Implementation Plan Initiatives City Council Goal â&#x20AC;&#x201C; Growth Management and Comprehensive Planning The project will provide for the systematic and ongoing implementation of short and long term strategies and initiatives specified in the adopted Downtown Master Plan. The funding request represents the continuation of a multi-year implementation strategy, the principle focus of which is to construct major development projects and implement effective management projects as outlined in the Downtown Master Plan. FY 21 $260,000

FY 22 $915,000

FY 23 $1,025,000

FY 24 $1,075,000

FY 25 $1,000,000

FY 26-30 $7,000,000

Total $11,275,000

Operating Costs: The project will not have an operational impact on the City.

278

279

Project

September 20, 2019

260,000

Future Projects - (To be determined)

TOTALS

10,000

Long-Term Opportunity Sites - To be determined based on future analysis of sites identified in Downtown Master Plan.

Gateway Improvements - Study potential locations for new gateways into downtown on all the major corridors of entry Years 1-2 ; install new gateways Years 3-4.

100,000

Phoenix Bank Block - Detailed surveys, Phase 1-2 environmental assessments, parcel assembly, clear deeds/titles Years 1-3; redevelopemnt Years 4-5 (See Note 1 )

Downtown Wayfinding System - Installation of integrated permanent wayfinding system

150,000

Festival/Events Venue and Market Hall - Begin funding, strategy development in Years 1-2; temporary site/events Years 1-3; begin permanent construction Years 4-5

Main Street Streetscape - Begin funding, strategy development, engineering and design in Years 1-3; construction Years 4-5

(As

2020-2021

915,000

65,000

100,000

150,000

500,000

2021-2022

1,025,000

25,000

250,000

500,000

2022-2023

FY 2020 / 2021 Proposed Budget Request

Note 1: This line item is supplemented by $500,000 in existing Village & Neighborhood funds.

Combined Projects

Management Projects

Major Development Projects

FUTURE / PROPOSED DOWNTOWN IMPLEMENTATION PLAN PROJECTS identified in the Downtown Suffolk Master Plan, adopted June 2018)

Community

FY 2021 - 2030 CAPITAL IMPROVEMENTS PLAN

1,075,000

25,000

250,000

300,000

500,000

2023-2024

DOWNTOWN IMPLEMENTATION PLAN INITIATIVES

1,000,000

500,000

2024-2025

4,275,000

500,000

125,000

100,000

700,000

850,000

2,000,000

5 Year Subtotal 2021-2025

7,000,000

1,000,000

5,000,000

1,000,000

5 Year Subtotal 2026-2030

11,275,000

1,500,000

5,000,000

125,000

100,000

700,000

850,000

3,000,000

10 Year Total 2021-2030

Utility Fund

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CAPITAL IMPROVEMENTS PROGRAM & PLAN PUBLIC UTILITIES FUND FY 2021 - 2030

Public Utilities Fund Planned Expenditures Water Projects Water Source Development and Water Treatment Plant Expansion Water Distribution & Transmission System Expansion Water System Upgrades

5 Year Summary Previous Funding

Sanitary Sewer System Upgrades

2021-2022

2022-2023

14,712,500

1,440,000

4,242,000

9,425,000

100,000

700,000

6,725,000

2,630,000

1,400,000

1,375,000

4,170,000

6,342,000

2,580,000

Subtotal Water Projects: Sewer Projects Sanitary Sewer Extensions

2020-2021

1,150,000 26,681,000

5,610,000 5,610,000

Subtotal Sewer Projects: Total Public Utilities Fund

9,780,000

300,000 6,975,000 7,275,000 13,617,000

1,205,000 -

6,800,000 6,800,000 9,380,000

2023-2024

3,005,600

2024-2025

5 Year

6-10 Year

10 Year

Subtotal

Total

1,185,000

11,077,600

48,345,000

59,422,600

9,000,000

9,800,000

21,800,000

31,600,000

1,775,000

1,925,000

9,105,000

6,700,000

15,805,000

4,780,600

12,110,000

29,982,600

76,845,000

106,827,600

300,000 6,650,000 6,950,000

7,000,000 7,000,000

11,730,600

19,110,000

2023-2024

2024-2025

600,000

900,000

1,500,000

33,035,000

35,000,000

68,035,000

33,635,000 63,617,600

35,900,000

69,535,000

112,745,000

176,362,600

5 Year

6-10 Year

10 Year

Subtotal

Total

Public Utilities Fund Funding Sources

Previous Funding

2020-2021

2021-2022

2022-2023

Public Utilities Revenue Bonds

3,590,000

7,850,000

3,575,000

6,350,600

13,375,000

34,740,600

86,150,000

120,890,600

Transfer from Public Utilities Fund

6,190,000

5,767,000

5,805,000

5,380,000

5,735,000

28,877,000

26,595,000

55,472,000

Total Public Utilities Fund

9,780,000

13,617,000

9,380,000

11,730,600

19,110,000

63,617,600

112,745,000

176,362,600

2023-2024

2024-2025

Annual Operating Impact

2020-2021

2021-2022

2022-2023

Water Projects Water Source Development and Water Treatment Plant Expansion Water Distribution & Transmission System Expansion Water System Upgrades Subtotal Water Projects: Sewer Projects Sanitary Sewer Extensions Sanitary Sewer System Upgrades Subtotal Sewer Projects: Utility Fund - Capital Cash: Estimated Debt Service: Total Operating Cost

(1,085,000) (1,085,000)

(423,000)

38,000

(425,000)

355,000

287,200

628,000

286,000

508,048

(135,800)

666,000

(139,000)

863,048

280

Water Projects Water Source Development and Water Treatment Plant Expansion City Council Goal – Civic Engagement and Responsive City Services The project provides for the development, upgrades, and expansion of the City’s public water supply sources and treatment plant facilities. Projects include upgrades to the Lonestar Lakes and Chuckatuck Creek dam, water treatment plant, HVAC upgrades, production well maintenance, EDR membrane replacement, Crumps Mill Pond surface dam upgrades, upgrades to the surface water plant and water source development charges. Funding in FY 21 is programmed for water plant HVAC upgrades, Waters Road Well Abandonment, and water source development reservation charges. FY 21 $1,440,000

FY 22 $4,242,000

FY 23 $1,205,000

FY 24 $3,005,600

FY 25 $1,185,000

FY 26-30 $48,345,000

Total $59,422,600

Operating Costs: The project will not have an operational impact on the City.

Water Distribution & Transmission System Expansion City Council Goal – City Engagement and Responsive City Services The project provides for the expansion of the City’s water distribution and transmission systems, inclusive of system storage. Future projects include the southern transmission main from the G. Robert House Water Treatment Plant to Route 460, the Route 460 to Kenyon Road transmission main, and Wilroy Road 12-inch main from QVC Drive to Old Mill Creek. Funding in FY 21 is programed for the design of the Wilroy Road 12-inch main from Executive Court to Old Mill Creek. FY 21 $100,000

FY 22 $700,000

FY 23 $0

FY 24 $0

FY 25 $9,000,000

FY 26-30 $21,800,000

Total $31,600,000

Operating Costs: The project will not have an operational impact on the City. 281

Water Projects Water System Upgrades City Council Goal â&#x20AC;&#x201C; Civic Engagement and Responsive City Services The project will provide for the replacement and rehabilitation of aging or undersized water distribution system infrastructure, replacement of aging water meters and water service lines, and the rehabilitation of the Cityâ&#x20AC;&#x2122;s water storage tanks. FY21 funding continues the small water main replacement program, water service line replacements, and provides water distribution system replacements on Third Avenue, South Main Street/Granby Street area, and water main upgrades adjacent to the proposed library site. FY 21 $2,630,000

FY 22 $1,400,000

FY 23 $1,375,000

FY 24 $1,775,000

FY 25 $1,925,000

FY 26-30 $6,700,000

Total $15,805,000

Operating Costs: The project will not have an operational impact on the City.

282

Water System Upgrades

Programmed Water Projects

Water Distribution & Transmission System Expansion

Programmed Water Projects

Water Source Development & Water Treatment Plant Upgrades

Programmed Water Projects

283

Lake I & Chuckatuck Creek Impoundment Improvements (C) ($3,000,000)

$4,242,000

Projects

2021-2022

Projects

2020-2021 $1,375,000

2022-2023

Projects

$1,775,000

2023-2024

Projects

2023-2024

Projects

$1,000,000

2025-2026

Projects

RT 58 Supply Transmission Main (Rt. 460 to Kenyon Rd. (D) ($1,200,000)

$1,200,000

2025-2026

Projects

Water Source Development Charge ($665,000)

Crumps Mill Pond Dam & Impoundment Improvements (C) ($8,000,000)

$8,665,000

Projects

Surface Water Treatment Plant 8 MGD Phase III C Expansion (D) ($1,000,000)

$1,740,000

2027-2028

$1,350,000

2026-2027

Projects

2026-2027

Projects

Water Source Development Charge ($685,000)

Neighborhood Replacements: Downtown Water Improvements (C) ($1,000,000)

$1,450,000

2027-2028

Projects

RT 58 Supply Transmission Main (Rt. 460 to Kenyon Rd. Ph. 1 (C) ($10,000,000)

Southern Transmission Main Ph. H (Rt 10 to Moores Farm Ln) (D) ($200,000)

Southern Transmission Main Ph. J (Exeter Dr./Gardner Ln. to Rt. 460) (D) ($600,000)

$10,800,000

2027-2028

Projects

Water Source Development Charge ($590,000)

WTWA Ground Water Permit WTWA Ground Water Permit Renewal (Permit Renewal (Permit Development) ($150,000) Development) ($150,000)

$835,000

2026-2027

Neighborhood Replacements: Neighborhood Neighborhood Adams/Maple/Mulberry Sts. Replacements: Harrell Dr. Replacements: Harrell Dr. Upgrades (C), Peanut Area Upgrades (D), and Area Upgrades (C), and Park/Hall Pl. Ph 2 (C), and Downtown Water Downtown Water Downtown Water Improvements (C) ($550,000) Improvements (C) ($900,000) Improvements (C) ($1,575,000)

$1,925,000

2024-2025

Projects

Southern Transmission Main Ph. I (Moores Farm Ln to Exeter Dr.) (C) ($9,000,000)

$9,000,000

2024-2025

Projects

2025-2026

Projects

Neighborhood Replacements: Downtown Water Improvements (C) ($1,000,000)

$1,450,000

2028-2029

Projects

RT 58 Supply Transmission Main (Rt. 460 to Kenyon Rd. Ph. 2 (C) ($9,500,000)

$9,500,000

2028-2029

Projects

Water Source Development Charge ($605,000)

$605,000

2028-2029

Projects

Neighborhood Replacements: Downtown Water Improvements (C) ($1,000,000)

$1,450,000

2029-2030

Projects

Southern Transmission Main Ph. H (Rt 10 to Moores Farm Ln) (L.A.) ($150,000)

Southern Transmission Main Ph. J (Exeter Dr./Gardner Ln. to Rt. 460) (L.A.) ($150,000)

$300,000

2029-2030

Projects

Water Source Development Charge ($500,000)

Surface Water Treatment Plant 8 MGD Phase III C Expansion (C) ($36,000,000)

$36,500,000

2029-2030

Water Tank Demolition (County St. Tank) ($250,000)

Meter Upgrades ($475,000)

Carolina Water Tank Valve Upgrades ($25,000)

Meter Upgrades ($475,000)

Meter Upgrades ($400,000)

Meter Upgrades ($300,000)

Meter Upgrades ($200,000)

Water Service Line Upgrades Water Service Line Upgrades Water Service Line Upgrades Water Service Line Upgrades Water Service Line Upgrades Water Service Line Upgrades Water Service Line Upgrades Water Service Line Upgrades Water Service Line Upgrades Water Service Line Upgrades ($150,000) ($150,000) ($150,000) ($150,000) ($150,000) ($250,000) ($250,000) ($250,000) ($250,000) ($250,000)

Neighborhood Neighborhood Replacements; Peanut Park Neighborhood Neighborhood Replacements: Forrest St. Area Ph. 1 (C) , Third Ave. Replacements; Snead Replacements: (C), Mahan St./Day St. (C ), (C), Library Area Upgrades Dr./Torrey Pines Ln. Water Adams/Maple/Mulberry Sts. Peanut Park Syst Ph. 2 (D), (C),and Majestic Dr./Squire Service Line Replacements (D), Old Town Syst. Ph. 1 (C), Old Town Syst. Ph1(D), & Reach Service Line (C), and Mahan St./Day St. (D) and Downtown Water Imp. Downtown Water Upgrades Replacements (C) ($525,000). (D) ($1,325,000) (C) ($825,000) ($1,980,000)

$1,400,000

Wilroy Rd. 12-inch Main (Executive Dr. to Old Mill Creek) (C) ($700,000)

Wilroy Rd. 12-inch Main (Executive Dr. to Old Mill Creek) (D) ($100,000)

$2,630,000

$700,000

$100,000

2022-2023

Projects

2021-2022

Projects

2020-2021

Projects

Water Source Development Charge ($750,000)

Water Source Development Charge ($785,000)

$1,185,000

2024-2025

Water Source Development Charge ($860,000)

Water Source Development Charge ($730,000)

EDR Membrane Replacement (C) ($2,275,600)

$3,005,600

2023-2024

Reids Ferry Well Upgrade & Crittenden Well Evaluation (D&C) ($435,000)

Water Source Development Charge ($805,000)

Crumps Mill Pond Dam & Impoundment Improvements (D) ($400,000)

$1,205,000

2022-2023

Waters Road Well Abandonment ($150,000)

Water Plant HVAC Upgrades Water Plant HVAC Upgrades (C) ($430,000) (C) ($457,000)

$1,440,000

Projects

2021-2022

Projects

2020-2021

Capital Improvements Plan Utility Fund FY 2020-2021 through FY 2029-2030 Programmed Water Projects

Sewer Projects Sanitary Sewer Extensions City Council Goal – Civic Engagement and Responsive City Services The project will continue efforts to extend sanitary sewer into existing developed areas that are currently without sewer service. Identified funding is for minor extensions of sewer service or potential partnerships in pro rata agreements.

FY 21 $0

FY 22 $300,000

FY 23 $0

FY 24 $300,000

FY 25 $0

FY 26-30 $900,000

Total $1,500,000

Operating Costs: The project will not have an operational impact on the City.

Sanitary Sewer System Upgrades City Council Goal – Civic Engagement and Responsive City Services The project will provide for the renovation, rehabilitation, and replacement of the City’s sanitary sewer system. The system currently consists of 151 pump stations and 363 miles of gravity sewer mains and force mains. In 2007, the Hampton Roads region, inclusive of the City of Suffolk, entered into a Special Order by Consent with the Virginia Department of Environmental Quality. This Order was replaced with a new Order in 2015 to align with Hampton Roads Sanitation District’s (HRSD) amendment to their Federal Consent Decree. As part of the new Consent Order, the City is required to continue its Management Operations and Maintenance (MOM) program to protect against sanitary sewer overflows. FY 21 and future funding continues the MOM program, immediate find and fix repairs, electrical/mechanical upgrades to various pump stations, and funds sewer system upgrades adjacent to the proposed library site, and upgrades to the vacuum pits in pump station 14 service area. FY 21 $5,610,000

FY 22 $6,975,000

FY 23 $6,800,000

FY 24 $6,650,000

FY 25 $7,000,000

FY 26-30 $35,000,000

Operating Costs: The project will not have an operational impact on the City.

Total $68,035,000 284

Mom Program (Sys. Maintenance Find & Fix Upgrades; Flow Monitoring) ($3,200,000)

$6,800,000

Projects 2022-2023

Mom Program (Sys. Maintenance Find & Fix Upgrades; Flow Monitoring) ($3,200,000)

$6,650,000

Projects 2023-2024

Misc. Extensions (C) ($300,000)

$300,000

Projects 2023-2024

Mom Program (Sys. Maintenance Find & Fix Upgrades; Flow Monitoring) ($3,200,000)

$7,000,000

Projects 2024-2025

Mom Program (Sys. Maintenance Find & Fix Upgrades; Flow Monitoring) ($3,200,000)

$7,000,000

Projects 2025-2026

Misc. Extensions (C) ($300,000)

$300,000

Projects 2025-2026

Capital Improvements Plan Utility Fund FY 2020-2021 through FY 2029-2030 Programmed Sewer Projects

Mom Program (Sys. Maintenance Find & Fix Upgrades; Flow Monitoring) ($3,200,000)

$7,000,000

Projects 2026-2027

Mom Program (Sys. Maintenance Find & Fix Upgrades; Flow Monitoring) ($3,200,000)

$7,000,000

Projects 2027-2028

Misc. Extensions (C) ($300,000)

$300,000

Projects 2027-2028

Mom Program (Sys. Maintenance Find &Fix Upgrades; Flow Monitoring) ($3,200,000)

$7,000,000

Projects 2028-2029

Mom Program (Sys. Maintenance Find & Fix Upgrades; Flow Monitoring) ($3,200,000)

$7,000,000

Projects 2029-2030

Misc. Extensions (C) ($300,000)

$300,000

Projects 2029-2030

Pump Station Elect. & Mech. Pump Station # 51 & 74 Pump Station Elect. & Mech. Upgrades (C); PS's # 46 & 17 Pump Station Maintenance Elect/Mech. Upgrades (C); PS Upgrades (C); Peanut Upgrade/Relocation (C); Upgrades (C); Pearl & Pinner Peanut Park/Hall Pl. Sewer Pump Station Maintenance Pump Station Maintenance Pump Station Maintenance Pump Station Maintenance Pump Station Maintenance # 50 & Force Main Upgrades Park/Hall Pl. Gravity Sewer Pinner& Pearl Sewer Syst. Sewer System Upgrades (C); Syst. Upgrades Ph. 2 (C); and Upgrades (C); Downtown Upgrades (C); Downtown Upgrades (C); Downtown Upgrades (C); Downtown Upgrades (C); Downtown (C); Library Site Sewer System Ph 1 Upgrades (C); Upgrades (D); Peanut and Downtown Sewer Pump Station Maintenance Sewer System Upgrades (C & Sewer System Upgrades (C & Sewer System Upgrades (C & Sewer System Upgrades (C & Sewer System Upgrades (C & Upgrades (C); Vacuum PS #46 Upgrades (D); Park/Hall Pl. Sewer Syst. System Upgrades (D) Upgrades (C) ($3,800,000) D); and ($3,800,000) D); and ($3,800,000) D); and ($3,800,000) D); and ($3,800,000) D); and ($3,800,000) System Pit Upgrades (C) Vacuum System Pit Upgrades Ph. 2 (D); and ($3,450,000) ($2,410,000) Upgrades (C) ($3,775,000) Vacuum Syst. Pit Upgrades (C) and ($3,600,000)

$6,975,000

$5,610,000

Projects 2021-2022

Projects 2020-2021

Misc. Extensions (C) ($300,000)

$300,000

Projects 2021-2022

Programmed Sewer Projects

Sanitary Sewer Extensions

Sanitary Sewer System Upgrades

Projects 2020-2021

Programmed Sewer Projects

285

Stormwater

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CAPITAL IMPROVEMENTS PROGRAM & PLAN STORMWATER FUND FY 2021 - 2030

Stormwater Fund Planned Expenditures Citywide Drainage Improvements Olde Towne Drainage Improvements Pughsville Drainage Improvements Seaboard Trail Ponding (Driver)

5 Year Summary Previous Funding 670,000 350,000 1,250,000 75,000

Total Stormwater Fund

2020-2021

2021-2022

2022-2023

2023-2024

2024-2025

5 Year Subtotal

6-10 Year Subtotal

10 Year Total

500,000 -

500,000 606,000 1,784,000 -

500,000 2,224,000 2,000,000 -

500,000 2,446,000 -

2,500,000 5,276,000 3,784,000 -

2,500,000 4,203,000 1,175,000

5,000,000 9,479,000 3,784,000 1,175,000

500,000

2,890,000

4,724,000

2,946,000

11,560,000

7,878,000

19,438,000

Stormwater Fund Funding Sources

Previous Funding

2020-2021

2021-2022

2022-2023

2023-2024

2024-2025

5 Year Subtotal

6-10 Year Subtotal

10 Year Total

Pughsville Drainage Improvements Miscellaneous Revenue Olde Towne Drainage Improvements Pughsville Drainage Improvements State Transportation Funds Citywide Drainage Improvements Olde Towne Drainage Improvements Pughsville Drainage Improvements Seaboard Trail Ponding (Driver) Transfer from Stormwater Fund

500,000 500,000

664,000 664,000 560,000 560,000 500,000 606,000 560,000 1,666,000

1,112,000 1,000,000 2,112,000 500,000 1,112,000 1,000,000 2,612,000

1,223,000 1,223,000 500,000 1,223,000 1,723,000

3,895,000

2,689,000

6,584,000

7,001,000

5,189,000

12,190,000

Total Stormwater Fund

500,000

2,890,000

4,724,000

2,946,000

11,560,000

7,878,000

19,438,000

Annual Operating Impact

2020-2021

2021-2022

2022-2023

2023-2024

664,000

2024-2025

Citywide Drainage Improvements Olde Towne Drainage Improvements Pughsville Drainage Improvements Seaboard Trail Ponding (Driver) Rural Stormwater Improvements

Total Operating Cost

286

Stormwater Citywide Drainage Improvements City Council Goal â&#x20AC;&#x201C; Civic Engagement and Responsive City Services The project will provide for the design and construction of drainage improvements to relieve flooding across the City. Funding is programmed for drainage studies, pipe and structure rehabilitations, easement acquisitions for improved maintenance capabilities, full drainage designs and construction.

FY 21 $500,000

FY 22 $500,000

FY 23 $500,000

FY 24 $500,000

FY 25 $500,000

FY 26-30 $2,500,000

Total $5,000,000

Operating Costs: The project will not have an operational impact on the City.

Olde Towne Drainage Improvements City Council Goal â&#x20AC;&#x201C; Civic Engagement and Responsive City Services The project will provide design and construction of improvements in the Olde Towne area to address ongoing drainage issues that were identified in the Olde Town Drainage Master Plan. These improvements will rehabilitate older infrastructure and relocate some existing infrastructure to provide more capacity and improved maintenance access.

FY 21 $0

FY 22 $0

FY 23 $606,000

FY 24 $2,224,000

FY 25 $2,446,000

FY 26-30 $4,203,000

Total $9,479,000

Operating Costs: The project will not have an operational impact on the City. 287

Stormwater Pughsville Drainage Improvements City Council Goal â&#x20AC;&#x201C; Civic Engagement and Responsive City Services The project will provide for the continuation of drainage improvements in the Pughsville area which is prone to flooding. The project will consist of installing a closed pipe system on John Street, as well as a stormwater BMP between Town Point Road and Buchanan Street. Along with the BMP, three existing culverts beneath Queen Street, James Street, and Wise Street will be increased in size.

FY 21 $0

FY 22 $0

FY 23 $1,784,000

FY 24 $2,000,000

FY 25 $0

FY 26-30 $0

Total $3,784,000

Operating Costs: The project will not have an operational impact on the City.

Seaboard Trail Ponding (Driver) City Council Goal â&#x20AC;&#x201C; Civic Engagement and Responsive City Services The project will provide for the design and construction of drainage improvements to relieve ponding alongside the recently completed Seaboard Coastline Trail.

FY 21 $0

FY 22 $0

FY 23 $0

FY 24 $0

FY 25 $0

FY 26-30 $1,175,000

Total $1,175,000 288

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Transit Fund

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CAPITAL IMPROVEMENTS PROGRAM & PLAN TRANSIT FUND FY 2021 - 2030 TRANSIT Planned Expenditures Transit Operations Facility

5 Year Summary Previous Funding * 65,000

Total Transit Fund

2020-2021

2021-2022

2022-2023

2023-2024

2024-2025

5 Year Subtotal

6-10 Year Subtotal

10 Year Total

160,494

60,000

220,494

1,830,066

2,050,560

160,494

60,000

220,494

1,830,066

2,050,560

TRANSIT Funding Sources

Previous Funding

2020-2021

2021-2022

2022-2023

2023-2024

2024-2025

5 Year Subtotal

Transit Operations Facility State/Federal Grant Funds Transit Operations Facility Transfer from Transit Fund

16,050 16,050 144,444 144,444

60,000 60,000 -

144,444

Total Transit Fund

160,494

60,000

220,494

Annual Operating Impact

2020-2021

2021-2022

2022-2023

2018-2019

Transit Operations Facility

Total Operating Cost

76,050

6-10 Year Subtotal

1,830,066 1,830,066

10 Year Total

1,906,116 144,444 2,050,560

2024-2025

289

Transit Fund Transit Operations Facility City Council Goal - Transportation This project provides for the construction of an operations facility where transit vehicles can be stored and cleaned. The project will include office space of approximately 4,000 square feet, a heated garage and storage of approximately 2,000 square feet, and outside fenced and gated parking for 20 large vehicles. The project will be funded through a combination of local, state, and federal dollars.

FY 21 $0

FY 22 $160,494

FY 23 $0

FY 24 $0

FY 25 $60,000

FY 26-30 $1,830,066

Total $2,050,560

Operating Costs: The project will not have an operational impact on the City.

290

Fleet Fund

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CAPITAL IMPROVEMENTS PROGRAM & PLAN FLEET FUND FY 2021 - 2030

Fleet Fund Planned Expenditures Replacement of Fleet Facilities

5 Year Summary Previous Funding 125,000

Total Fleet Fund

2020-2021

2021-2022

2022-2023

2023-2024

2024-2025

5 Year Subtotal

6-10 Year Subtotal

10 Year Total

6,000,000

8,500,000

14,500,000

6,000,000

8,500,000

14,500,000

Fleet Fund Funding Sources

Previous Funding

2020-2021

2021-2022

2022-2023

2023-2024

2024-2025

5 Year Subtotal

6-10 Year Subtotal

10 Year Total

Replacement of Fleet Facilities General Obligation Bonds

6,000,000 6,000,000

8,500,000 8,500,000

14,500,000

Total Fleet Fund

6,000,000

8,500,000

14,500,000

Annual Operating Impact

2020-2021

2021-2022

2022-2023

2023-2024

2024-2025

Replacement of Fleet Facilities

Total Operating Cost

291

Fleet Fund Replacement of Fleet Facilities City Council Goal â&#x20AC;&#x201C; Civic Engagement and Responsive City Services The project will provide for the relocation of the Cityâ&#x20AC;&#x2122;s fleet facilities which are currently located in a shared facility with Suffolk Public Schools on Kenyon Road. The project includes the design and construction of a building with additional parking and storage areas necessary to accommodate this facility and the purchase of necessary equipment and furnishings required to operate the facility.

FY 21 $0

FY 22 $0

FY 23 $0

FY 24 $6,000,000

FY 25 $8,500,000

FY 26-30 $0

Total $14,500,000

Operating Costs: The project will not have an operational impact on the City.

292

Information Technology Fund

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CAPITAL IMPROVEMENTS PROGRAM & PLAN INFORMATION TECHNOLOGY FUND FY 2021 - 2030 INFORMATION TECHNOLOGY Planned Expenditures Data Center Refresh Disaster Recovery-Data Center Backup City Fiber Project Records & Document Management Upgrade RFID for City and Library CAD System-Replacement Physical Security ERP Upgrade

5 Year Summary Previous Funding * -

Total Information Technology Fund

2020-2021

2021-2022

2022-2023

2023-2024

2024-2025

5 Year Subtotal

6-10 Year Subtotal

10 Year Total

1,000,000 250,000 -

250,000 -

2,500,000 -

2,500,000 1,000,000 750,000 -

2,144,000 1,250,000 1,200,000 4,000,000 1,900,000

2,144,000 1,250,000 2,500,000 1,000,000 1,200,000 4,000,000 750,000 1,900,000

1,250,000

250,000

2,500,000

4,250,000

10,494,000

14,744,000

6-10 Year Subtotal

10 Year Total

INFORMATION TECHNOLOGY Funding Sources

Previous Funding

2020-2021

2021-2022

2022-2023

2023-2024

2024-2025

5 Year Subtotal

Data Center Refresh Disaster Recovery-Data Center Backup City Fiber Project Records & Document Management Upgrade RFID for City and Library CAD System-Replacement Physical Security ERP Upgrade General Obligation Bonds

1,000,000 250,000 1,250,000

250,000 250,000

2,500,000 2,500,000

4,250,000

10,494,000

14,744,000

Total Information Technology Fund

1,250,000

250,000

2,500,000

4,250,000

10,494,000

14,744,000

Annual Operating Impact

2020-2021

2021-2022

2022-2023

2018-2019

2024-2025

Data Center Refresh Disaster Recovery-Data Center Backup City Fiber Project Records & Document Management Upgrade RFID for City and Library CAD System-Replacement Physical Security ERP Upgrade

40,000 13,000 -

13,000 -

14,000 -

Total Operating Cost

53,000

13,000

14,000

293

Information Technology Fund Data Center Refresh City Council Goal – Public Safety/Civic Engagement and Responsive City Services The project will provide for an upgrade of data center equipment that has reached its useful life. The Data Center Refresh will improve system efficiency and the management and dissemination of data utilized by city departments.

FY 21 $0

FY 22 $0

FY 23 $0

FY 24 $0

FY 25 $0

FY 26-30 $2,144,000

Total $2,144,000

Operating Costs: The project will not have an operational impact on the City.

Disaster Recovery-Data Center Backup City Council Goal – Public Safety/Civic Engagement and Responsive City Services The project will provide for a new backup data center which is necessary to ensure business continuity if the City’s primary data center is lost due to a disaster or other failure. The funding will provide a location to install redundant, backup hardware such as servers, desktop and networking devices, and internet connection.

FY 21 $0

FY 22 $0

FY 23 $0

FY 24 $0

FY 25 $0

FY 26-30 $1,250,000

Total $1,250,000

Operating Costs: The project will not have an operational impact on the City. 294

Information Technology Fund City Fiber Project City Council Goal – Civic Engagement and Responsive City Services The project will provide for the installation of City owned fiber to connect various City facilities and locations throughout the City. The project will eliminate the City’s reliance on leased fiber for internet connectivity and data communication.

FY 21 $0

FY 22 $0

FY 23 $0

FY 24 $0

FY 25 $2,500,000

FY 26-30 $0

Total $2,500,000

Operating Costs: The project will not have an operational impact on the City.

Records & Document Management Upgrade City Council Goal – Civic Engagement and Responsive City Services The project will provide for an upgrade to the records and document management system to ensure compliance with the Commonwealth of Virginia records retention and destruction policy. The current system is outdated and does not meet the needs of the City which has grown in size and complexity.

FY 21 $1,000,000

FY 22 $0

FY 23 $0

FY 24 $0

FY 25 $0

FY 26-30 $0

Total $1,000,000

Operating Costs: The project will have a projected annual operating cost of $40,000 for maintenance beginning in FY22. 295

Information Technology Fund RFID for City and Library City Council Goal â&#x20AC;&#x201C; Financial Stability The project will provide for a Radio-Frequency Identification (RFID) system to provide for improvements and accuracy of City asset inventory and management to include books, computers, laptops and iPads.

FY 21 $0

FY 22 $0

FY 23 $0

FY 24 $0

FY 25 $0

FY 26-30 $1,200,000

Total $1,200,000

Operating Costs: The project will have a projected annual operating cost of $50,000 for maintenance beginning in FY27.

CAD System -Replacement City Council Goal â&#x20AC;&#x201C; Public Safety The project will provide for the replacement of the current computer aided dispatch (CAD) system which is used for public safety emergency communications. The current system is outdated and cannot support updated applications.

FY 21 $0

FY 22 $0

FY 23 $0

FY 24 $0

FY 25 $0

FY 26-30 $4,000,000

Total $4,000,000

Operating Costs: The project will have a projected annual operating cost of $400,000 for maintenance beginning in FY28.

296

Information Technology Fund Physical Security City Council Goal – Public Safety The project will upgrade the physical security, access control, and intrusion and detection systems in City buildings. Funding will be used for items such as perimeter security fencing system, identification badge printing solutions, and video cameras.

FY 21 $250,000

FY 22 $250,000

FY 23 $250,000

FY 24 $0

FY 25 $0

FY 26-30 $0

Total $750,000

Operating Costs: The project is anticipated to have a projected annual operating cost of $13,000 for maintenance beginning in FY22. Upon full completion and build out, the annual maintenance cost is estimated at $40,000 per year.

ERP Upgrade City Council Goal – Financial Stability The project will provide for an enterprise resource planning (ERP) solution to integrate and manage the City’s finance, human resources, and payroll systems.

FY 21 $0

FY 22 $0

FY 23 $0

FY 24 $0

FY 25 $0

FY 26-30 $1,900,000

Total $1,900,000

Operating Costs: The project will have a projected annual operating cost of $60,000 for maintenance beginning FY29. 297

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Cash Proffer Report

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Cash Proffer Report This report reflects cash proffers received by the City of Suffolk pursuant to Section 15.2-2303.2 of the Code of Virginia. Previous cash proffers appropriated for the new northern middle school capital project were expended in the amount of $1,505,436. The City also received additional cash proffers totaling $828,402 in FY 2018-2019 for public safety, schools, and transportation capital improvements.

Schools Public Safety Transportation

Amount Amount Amount Previous Received Appropriated Expended Years FY 19 FY 19 FY 19 2,300,002 $ 772,402 $ 1,505,436 $ 1,505,436 68,000 28,000 68,000 28,000 2,436,002 $ 828,402 $ 1,505,436 $ 1,505,436

298

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299

$25,045,503

$27,128,191

2.8¢ 987,797

71,683,094 68,908,015

(2,775,079) 0

11,698,940 9,627,880 67,240,903 5,681,278 16,011,464 64,658,435 11,874,595 7,510,443 1,279,364 878,046 25,889,300 2,041,217 5,394,950 1,746,435 186,319 231,719,569 2.9%

189,980,023 8,666,681 27,390,334 2,907,451 0 228,944,490 1.7%

Projection 2022

$29,823,836

9.3¢ 1,012,492

68,908,015 59,492,457

(9,415,558) 0

12,049,908 9,916,716 69,258,130 5,851,716 16,491,808 66,598,188 12,230,833 7,735,756 1,317,745 904,388 26,231,773 4,921,357 5,607,750 1,798,828 2,411,319 243,326,215 5.0%

194,729,524 8,883,349 27,390,334 2,907,451 0 233,910,657 2.2%

Projection 2023

29,490,756

12.9¢ 1,037,805

59,492,457 46,072,458

(13,420,000) 0

12,411,405 10,214,218 71,335,874 6,027,268 16,986,563 68,596,134 12,597,758 7,967,829 1,357,277 931,519 25,498,186 7,947,187 5,820,650 1,852,793 2,876,319 252,420,979 3.7%

199,597,762 9,105,432 27,390,334 2,907,451 0 239,000,979 2.2%

Projection 2024

28,486,343

15.9¢ 1,063,750

46,072,458 29,117,218

(16,955,241) 0

12,783,747 10,520,644 73,475,950 6,208,086 17,496,159 70,654,018 12,975,691 8,206,864 1,397,996 959,465 24,513,755 11,024,503 6,037,226 1,908,377 3,011,319 261,173,800 3.5%

204,587,706 9,333,068 27,390,334 2,907,451 0 244,218,559 2.2%

Projection 2025

(6) Proposed capital funding figures (lines 25 & 27) are based on projection from the FY 2021 CIP. Updated projections will be prepared during FY 2022 budget development based upon updated expenditure assumptions. (7) Value of 1¢ assumed to grow by 2.5% per year after FY 2021.

(5) New Debt Service (line 24) consists of FY 2021-2025 CIP bond issuances and projected vehicle leases issued in FY 2022-2025. All CIP bond issuances are based on a 20 year repayment with 2 years of interest only followed by 19 years of principal repayment. Updated projections will be prepared during fiscal year 2022 budget development based upon updated expenditure assumptions.

(2) Transfer of $1 million of Unassigned Fund Balance to the Capital Projects Fund to contribute to the Capital Pay-Go requirement. (3) All projected expenditures (i.e. FY 2022 and beyond) are based on the recommended FY 2021 budget. Updated projections for FY 2022 and beyond will be completed during development of the FY 2022 budget. For projection purposes, all expenditures assume 3% growth per year, except Debt Service, Cash Funded Capital, and Caital Projects, which are per the CIP. (4) Existing Debt Service (line 23) includes General Fund debt service net of payments on EDA HHS debt, Section 108 debt, Route 17 debt, the 2014 GO Operations Center Road Maintenance bonds, payments on the 2015 GO bonds issued for IT, payments on the 2015 GO and 2016A GO bonds for Fleet, and the IT Fund Portion of the 2019A New Money Bonds. Includes annual proffer revenues to offset debt service in FY 2021 ($389,861 per the FY 2021 Budget) and in FY 2022 (planning estimate of $300,000). Includes an estimated Bond Handling/Coupon Expense each year.

TBD

17.2¢ 1,090,343

29,117,218 10,323,159

(18,794,059) 0

13,167,260 10,836,263 75,680,229 6,394,329 18,021,044 72,773,639 13,364,961 8,453,069 1,439,935 988,249 23,475,739 12,751,747 6,037,226 1,965,628 3,011,319 268,360,637 2.8%

209,702,398 9,566,395 27,390,334 2,907,451 0 249,566,578 2.2%

Projection 2026

(1) All projected revenues (i.e. FY 2021 and beyond) are based on the adopted FY 2021 budget. Updated projections for FY 2022 and beyond will be completed during development of the FY 2022 budget. For projection purposes, Local Tax Revenue and Fees and Charges are assumed to grow at 2.5% per year. All other revenues assume no growth after FY 2021.

GO Bond Funded Projects per CIP

0.0¢ 963,705

72,683,094 71,683,094

Beginning Unassigned Fund Balance Ending Unassigned Fund Balance

Equivalent Real Estate Tax Impact (¢) Value of 1¢ (7)

(0) (1,000,000)

11,358,194 9,347,456 65,282,430 5,515,804 15,545,111 62,775,180 11,528,733 7,291,692 1,242,101 852,472 26,794,500 711,958 5,158,250 1,695,568 0 225,099,449

EXPENDITURES(3) General Government Judicial Public Safety Public Works Health & Welfare Education (Transfer to School Board) Parks, Recreation & Cultural Community Development Other Public Service Non-departmental Transfers to Debt Service (Existing Debt)(4) Transfers to Debt Service (New Debt)(5) Transfers to Capital Projects (Cash Funded)(6) Other Transfers Operating Impact - From CIP Projects(6) Total Expenditures Annual Growth

Excess (Deficiency) Revenues over Expenditures Appropriations from Unassigned Fund Balance(2)

185,346,364 8,455,299 27,390,334 2,907,451 1,000,000 225,099,449

Budget 2021

REVENUES(1) Local Tax Revenue Fees and Charges Intergovernmental (Commonwealth/Federal) Fund Transfers Fund Balance Transfer for Capital (Unassigned FB)(2) Total Revenues Annual Growth

Prepared by Davenport & Company LLC - June 24, 2020

2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40

1 Fiscal Year Ended June 30 of

Projected Operating Budget City of Suffolk, Virginia

Page 1

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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 Triple A credit rating with all of these institutions as follows: Rating Agency Moody's Standard & Poor's Fitch

Bond Rating Aaa AAA 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.

300

The total debt service required in FY 2020-2021 is as follows:

*General Fund Capital Fund **Capital Leases Route 17 Special Taxing District Fund *Public Utility Fund Refuse Fund Road Maintenance Fund *Stormwater Fund

Principal & Interest $27,506,458 389,861 2,811,273 410,624 25,264,625 167,750 1,367,412 13,863 $57,931,866

*Reflects new debt for FY21 of $28,635,503. **FY21 Budget reflects $346,273 interest expense, as opposed to the $2,465,000 of required principal for Fleet and Information Technology capital leases. It has been the Cityâ&#x20AC;&#x2122;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 21 budget includes depreciation expenses to adequately cover the $2,465,000 of required principal for capital leases.

The attached schedule provides an overview of the Cityâ&#x20AC;&#x2122;s total debt service and obligations.

301

City of Suffolk Long Term Debt Obligations June 30, 2020

Fiscal Year 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

General Obligation Bonds Principal Interest 17,579,488 9,104,873 17,264,488 8,424,812 18,024,488 7,707,285 18,044,488 6,953,698 17,824,497 6,189,259 17,539,505 5,436,234 17,665,000 4,716,711 18,220,000 4,048,617 14,485,000 3,382,521 13,870,000 2,961,083 14,025,000 2,406,144 12,235,000 1,841,440 12,615,000 1,459,147 9,705,000 1,078,175 9,035,000 771,969 6,445,000 490,056 4,490,000 295,700 2,600,000 150,963 72,738 1,305,000 1,340,000 36,850 244,311,953

67,528,273

Capital Lease Obligations Principal Interest 2,465,000 346,273 2,185,000 292,025 1,440,000 189,825 975,000 125,075 1,020,000 83,825 670,000 40,650 235,000 9,400 8,990,000

1,087,073

Public Utility Bonds Principal Interest 11,062,512 14,102,112 11,530,512 13,633,800 12,055,512 13,104,863 12,575,512 12,585,236 13,101,503 12,067,193 13,680,495 11,486,142 14,325,000 10,887,142 14,710,000 10,252,111 15,360,000 9,652,768 15,970,000 9,045,136 16,380,000 8,478,815 16,855,000 7,870,349 17,510,000 7,219,613 18,180,000 6,549,417 18,845,000 5,853,021 19,560,000 5,140,631 20,305,000 4,374,229 21,165,000 3,539,833 21,950,000 2,664,118 17,665,000 1,923,907 18,450,000 1,212,333 6,925,000 711,457 4,385,000 444,758 3,435,000 265,628 2,475,000 136,291 1,680,000 40,375 360,136,047

173,241,278

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 City of Suffolk - Long Term Debt Service - Utility Fund, Suffolk Department of Finance

302

City of Suffolk Long Term Debt Obligations June 30, 2020

Fiscal Year 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

Route 17 Special Taxing District Principal Interest 278,654 131,970 278,654 119,806 283,654 107,524 287,673 94,895 292,673 81,919 297,673 68,646 302,673 54,419 307,673 40,436 125,000 30,944 130,000 27,194 135,000 23,294 140,000 19,244 140,000 14,694 145,000 10,144 150,000 5,250 3,294,326

830,378

Refuse Bonds Principal Interest 145,000 22,750 150,000 15,500 160,000 8,000 455,000

46,250

Road Maintenance Bonds Principal Interest 770,000 597,413 805,000 558,913 845,000 518,663 890,000 476,413 935,000 431,913 980,000 385,163 1,030,000 336,163 1,070,000 294,963 1,115,000 252,163 1,160,000 207,563 1,195,000 172,763 1,230,000 136,913 1,270,000 96,938 1,315,000 49,313 14,610,000

Stormwater Bonds Principal Interest 13,863 10,000 13,863 15,000 13,363 15,000 12,613 15,000 11,863 15,000 11,113 15,000 10,363 15,000 9,613 150,000 8,863 20,000 8,113 20,000 7,113 20,000 6,113 20,000 5,113 20,000 4,513 20,000 3,913 25,000 3,313 25,000 2,688 25,000 2,031 25,000 1,375 25,000 688 -

4,515,250

495,000

150,481

Source: City City of of Suffolk Suffolk -- Debt Debt Service Service -Schedule - RT 17 Special District, Suffolk of Finance Source: General Long-Term Debt,Taxing Suffolk Department of Department Finance City - Refuse Fund, Suffolk Department of Finance City of of Suffolk Suffolk -- Debt Debt Service Service Schedule - Fleet Management, Suffolk Department of Finance City of Suffolk - Debt Service Schedule - Road Maintenance Fund, Suffolk Department of Finance City of Suffolk - Debt Service Schedule - Stormwater Fund, Suffolk Department of Finance

303

City of Suffolk Long Term Debt Obligations June 30, 2020

Fiscal Year 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 32,300,654 32,223,654 32,823,654 32,787,673 33,188,673 33,182,673 33,572,673 34,322,673 31,235,000 31,150,000 31,755,000 30,480,000 31,555,000 29,365,000 28,050,000 26,030,000 24,820,000 23,790,000 23,280,000 19,030,000 18,450,000 6,925,000 4,385,000 3,435,000 2,475,000 1,680,000

Total Debt Service Interest 24,319,253 23,097,218 21,689,773 20,290,180 18,910,471 17,474,697 16,063,198 14,686,938 13,370,058 12,293,688 11,122,928 9,909,908 8,835,479 7,739,186 6,683,465 5,633,999 4,672,616 3,692,827 2,738,230 1,961,444 1,212,333 711,457 444,758 265,628 136,291 40,375

632,292,326

247,996,396

$ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $

Total 56,619,907 55,320,871 54,513,426 53,077,853 52,099,144 50,657,370 49,635,871 49,009,612 44,605,058 43,443,688 42,877,928 40,389,908 40,390,479 37,104,186 34,733,465 31,663,999 29,492,616 27,482,827 26,018,230 20,991,444 19,662,333 7,636,457 4,829,758 3,700,628 2,611,291 1,720,375 880,288,723

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

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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,

305

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.

306

Parks and Recreation ď&#x201A;§

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.

Cultural Amenities Great Dismal Swamp National Wildlife Refuge 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 Cedar Hill Cemetery The Cedar Hill Cemetery is a 32-acre historic cemetery in downtown Suffolk located behind the Riddickâ&#x20AC;&#x2122;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.

307

Suffolk Center for Cultural Arts 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 GreekRevival 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 and Gift Shop 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.

Seaboard Station Railroad Museum 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.

308

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 2020-2021 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 Suffolkâ&#x20AC;&#x2122;s population is estimated at 93,825 residents, a slight increase over the previous year. Overall, Suffolkâ&#x20AC;&#x2122;s population has increased 11% over the last 10 years. Population Growth 2010 - 2019 96,000 93,825

94,000 92,000 90,000 88,000 86,000

84,585

84,000 82,000 80,000

78,000 2010

2011

2012

2013

2014

2015

2016

2017

2018

2019

Source: Weldon Cooper Center for Public Service

Building Permits The number of permits issued in FY19 decreased over last year due to a large increase in the number of permits in FY18 because of construction of several new apartment complexes and growth in commercial and residential development.

Source: Comprehensive Annual Financial Report for FY 2019

310

Median Household Income Median household income is estimated at $70,664, third highest in the Hampton Roads region and slightly below the State average ($71,564).

Source: U.S. Census Bureau, American FactFinder

Unemployment Rate The average annual unemployment rate has ranged from 3.0% to 7.6% over the last 10 years and generally followed the trends of state and federal unemployment. Suffolkâ&#x20AC;&#x2122;s unemployment rate of 3.8% for 2019 was slightly higher than the state average (2.8%), but less than the national average of (3.8%).

Source: Virginia Employment Commission

311

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 $1.11 per $100 of assessed value.

Source: Suffolk Department of Budget and Strategic Planning

Real Estate Tax Rate The adopted citywide real estate tax rate of $1.11 per $100 of assessed value is the third lowest among the seven largest cities in Hampton Roads.

312 Source: Suffolk Department of Budget and Strategic Planning

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. Personal Property Tax Rate Comparsion $6.00

$5.00

$5.00 $4.00

$4.00

$4.08

$4.25

$4.50

$4.33

$4.50

$3.00 $2.00 $1.00

$0.00

Source: Suffolk Department of Budget and Strategic Planning

Real Property â&#x20AC;&#x201C; Total Assessed Value As Suffolk has grown in size and stature, the total assessed value of real property has increased from $9.1 billion in FY 2010 to $9.7 billion in FY 2019.

Total Assessed Value of Real Property Last Ten Fiscal Years $10,000,000,000

$9.7B

$9,800,000,000

$9.5B

$9,600,000,000 $9,400,000,000 $9,200,000,000 $9,000,000,000 $8,800,000,000 $8,600,000,000

$9.2B $9.1B $9.1B

$9.0B

$8.8B

$8.7B

$8.8B $8.6B

$8,400,000,000 $8,200,000,000

$8,000,000,000 FY10 FY11 FY12 FY13 FY14 FY15 FY16 FY17 FY18 FY19

Source: Comprehensive Annual Financial Report for FY 2018

313

Allocation of Real Property Values A comparison of real property values from FY 2009 to FY 2020 indicates that residential parcels as a percentage of the overall distribution of parcels by assessed value have decreased from 75.9% to 74.2%. Agricultural parcels have declined from 4.6% to 4.1% and commercial parcels have slightly decreased from 18.8% to 18.7%. Multifamily parcels have increased from 1.2% to 3.1%. Distribution of Parcels by Assessed Value

Multifamily Agriculture Commercial Residential

FY 2009 1.2% 4.6% 18.8% 75.9%

FY 2020 3.1% 4.1% 18.7% 74.2%

Source: City Assessor

Major Real Property Tax Payers Taxpayer Centerpoint Properties Trust Target Corporation 116 Lakeview Parkway, LLC QVC of Suffolk Inc. /CVN Distribution TowneBank The Pergola Group AT Suffolk VA SC LLC Lake Prince Center Inc. Boyd Suffolk GSA LLC Hampton Road Crossing, LLC

Taxable Assessed Value $64,315,800 60,794,100 56,034,100 41,597,200 40,749,800 39,628,300 33,799,600 33,778,800 32,846,700 31,736,900

Source: Comprehensive Annual Financial Report for FY 2019

314

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.

Source: City Treasurer

Percentage Increase in Tax Revenues By Source The chart below provides an overview of the percentage increase in tax revenue by source over the last 10 years.

Source: Comprehensive Annual Financial Report for FY 2019

315

Size of City Government The FY 2020-2021 budget provides for 14.8 full-time positions per 1,000 citizens. From 2012 to 2018, the number of full-time positions per 1,000 citizens declined before increasing in FY19 and FY20 with the addition of public safety positions. Five new positions are adopted in FY21 which represents a slight decline in full-time positions per 1,000 citizens due to an increase in population.

Source: Suffolk Department of Budget and Strategic Planning

Support of Schools Funding to support the operation of the school division is provided from local, state, federal, and other sources. Approximately 35% of the schools operating fund is derived from local fund support.

Support of Schools 120,000,000

100,000,000

$97.9M

$103.0M $105.1M

$108.3M $112.4M

$97.3M

80,000,000

60,000,000

$50.2M

$54.1M

FY 15

FY 16

$54.4M

$56.4M

$60.4M

$61.3M

Local State/Federal/Other

40,000,000

20,000,000

0 FY 17

FY 18

FY 19

FY 20

Source: Suffolk Department of Budget and Strategic Planning

316

Principal Employers Suffolkâ&#x20AC;&#x2122;s employment base is comprised of a diverse mix of business and industry with a workforce of over 32,000 employees. The top employers, excluding the City of Suffolk and Suffolk Public Schools, account for 7,722 employees and 24.1% of the Cityâ&#x20AC;&#x2122;s workforce.

Employer Navy Cyber Force Sentara Health Systems J-7 Joint Staff Target CVN Distribution/QVC, Inc Wal-Mart Stores Towne Bank Sysco Food Services of Hampton Roads Planters/Kraft Foods Unilever/Lipton Inc.

Type of Business ModSim & Technology Medical ModSim & Technology Warehousing & Distribution Warehousing & Distribution Retail Banking Food Service Distribution Food Processing Beverage Company

Employees 1,500 1,478 1,200 1,100 620 450 374 350 350 300 7,722

Source: Suffolk Department of Economic Development

317

318

319

320

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CITY OF SUFFOLK FEE SCHEDULE FISCAL YEAR 2020-2021 Fees AIRPORT Multi Engine T-Hanger (monthly)* Single Engine T-Hanger (monthly)* Large T-Hanger Storage Room (monthly)* Small T-Hanger Storage Room (monthly)* Overnight T-Hanger Overnight Tie Down (waived with fuel fill up) Monthly Single Engine Tie Down* Monthly Multi Engine Tie Down* Jet Starter Service (per hour) Service After Normal Business Hours (call in)* Airport Use Fees Outside Storage Fee Mark-up on Fuel Sales ** Tow Tug

Fiscal Year 2019-2020

Fiscal Year 2020-2021

319.00 249.00 95.00 75.00 35.00 10.00 25.00 25.00 25.00 100.00 250.00/Day $2,500.00/mo. Average for all prices 35% (projected) 35.00

.25 black & white; .45 color per copy

Cost 50.00 50.00 100.00 50.00

7.50 20.00 12.00 1.00 1/3 of state 1/3 of state 4.00 0.25 2.00 25.00 10.00 15.00 varies varies $30/day/juror varies 35.00 5.00 25.00 25.00 1.75 0.50

7.50 20.00 12.00 1.00 1/3 of state 1/3 of state 4.00 0.25 2.00 25.00 20.00 15.00 varies varies $30/day/juror varies 35.00 5.00 25.00 25.00 1.75 0.50

1/2 of child support guidelines amount

100.00

25.00

* Prices consistent with neighboring airports. ** This amount fluctuates depending on our competition

ASSESSOR Copies (KB System) Custom query, tape, CD-ROM (material plus programmers time) (per minute) Land Use Revalidation Fee Land Use Application Land Use Application Late Fee Rehabilitated Structure Application Fee CLERK OF THE CIRCUIT COURT Commonwealth's Attorney (misdemeanor) Commonwealth's Attorney (felony) Sheriff's Service Transfer of Real Estate (per parcel) City Grantee City Wills and Administration Law Library Grantor (per $500.00 value) Courthouse Maintenance Jail Admission Fee Courthouse Security Fee Blood Test/DNA Local Interest Local Fines Local Jury Fees Court Appointed Attorney Fees Miscellaneous - Local Cost (CWP) Electronic Summons Criminal or Traffic Case List of Heirs or Affidavit Local Health Care Fund Tranfer/entry fee-Real Estate - Deeds of Partition Document Reproduction Costs COURT SERVICES UNIT Parental contribution toward cost of local group home placement FIFTH JUDICIAL DISTRICT COMMUNITY CORRECTIONS PROGRAM Offenders referred from a court in the Fifth District (Suffolk, Franklin, Isle of Wight, and Southampton) Offenders referred from a court within the Fifth District and can provide documentation showing SSI disability or welfare benefits Offenders transferred out to a CCP in another jurisdiction Offenders transferred into the Fifth District from a CCP in another jurisdiction FINANCE Child Support Processing Fees Spousal Support Order Fees Garnishment Processing Fees Payroll Paycard Replacment Fee Payroll History Report/Check Reprint Processing Fees W-2 Re-issuance Processing Fees Miscellaneous Bills Miscellaneous Bills

25.00

100.00

$5.00/per Child Support Order (per pay) $5.00/per Support Order (per pay) $10.00 one time fee per summons $3.50 per card for replacement $5.00 per request $5.00 per request One time penalty of 10% up to 10.00 Annual interest of 10%

$5.00/per Child Support Order (per pay) $5.00/per Support Order (per pay) $10.00 one time fee per summons $3.50 per card for replacement N/A N/A One time penalty of 10% up to 10.00 Annual interest of 10%

321

CITY OF SUFFOLK FEE SCHEDULE FISCAL YEAR 2020-2021 Fees FIRE & RESCUE

Fiscal Year 2019-2020

Fiscal Year 2020-2021

50.00

N/A

50.00

N/A

50.00 50.00

N/A N/A

100.00 100.00

N/A N/A

100.00 100.00

N/A N/A

200.00

N/A

200.00

N/A

Responsible Party Billed 50.00 50.00

50.00

Responsible Party Billed 50.00 50.00

50.00

Fireworks Permit

150.00

Tent Permit

50.00

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 5 foot stub-out for fire protection systems submitted separately from complete fire sprinkler or fire main Fire alarm system alterations where the submittal does not require battery calculations, or the removal of any or all components of nonrequired system Kitchen hood fire suppresion systems installation / alteration Fire sprinkler system new installation 11-20 w/calcs, alterations of 1120 existing sprinkler heads not located in the most remote area involving new hydraulic calculations or removal of any sprinkler heads FM 200 clean agent system installation or alertation Fire alarm new installations or alterations that involve< 5 devices, that require battery calculations Spray paint booth installation / alteration Fire sprinkler systems installation or altreration that involve> 21sprinkler heads Fire alarm systems new installations or alterations > 6 devices, that require battery calculations On-Site Inspection Hazardous Materials Resonse Relocation of up to 20 sprinkler heads Hood/Extinguishing Systems 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 On-Site Inspection Hazardous Materials Resonse Relocation of up to 20 sprinkler heads Hood/Extinguishing Systems 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 Permits

Above/below ground hazmat storage tanks installation < 499 gallons capacity

50.00 (each additional tank 25.00)

Private hydrant/water line

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

100.00

200.00

No Charge 6.00

40.00 per hour/per person 25.00 per hour/per person

No Charge 75.00 25.00 per year

No Charge unless malicious act 50.00 100.00 200.00

400.00 650.00 800.00 10.00 per mile

Above/below ground hazmat storage tank installation > 2,001 gallons capacity or hazmat storage/dispensing systems Reports Incident or Computer Generated Reports-Residents Incident or Computer Generated Reports-Commercial General Special inspection fee, after hours, weekends, holidays Special event stand-by Burn Permit (Requirements must be met) Residential Commercial Alarm Registration False Alarms (within 180 days) First False Alarm Second False Alarm Third False Alarm Additional False Alarms Emergency Medical Services Basic Life Support (BLS) Advanced Life Support Level I (ALS I) Advanced Life Support Level II (ALS II) Loaded Patient Mileage (LPM)

322

CITY OF SUFFOLK FEE SCHEDULE FISCAL YEAR 2020-2021 Fees Apparatus Use Fee Ambulance Command Unit Brush Truck Tanker Engine Ladder Rescue Rehab Emergency Communication Unit Personnel Firefighter Firefighter/Medic Officers (Captains and Lieutenants) Command Chiefs GENERAL Annual Operating Budget Capital Improvement Budget and Plan Comprehensive Annual Financial Report Copies (photo) (black and white) (each) Copies (photo) (color) (each) Printed Materials Vehicle License Fees-Vehicles under 4,000 pounds Vehicle License Fees-Vehicles 4001-10,000 pounds Vehicle License Fees-Vehicles 10,001-25,000 pounds Vehicle License Fees-Vehicles 25,001-40,000 pounds Vehicle License Fees-Vehicles 40,001-55,000 pounds Vehicle License Fees-Vehicles 55,001-70,000 pounds Vehicle License Fees-Vehicles 70,001-99,999 pounds Motorcycle License Fees-Motorcycles 0-99,999 pounds Trailer License Fees-Trailers 0-10,000 pounds Trailer License Fees-Trailers 10,001-99,999 pounds GENERAL DISTRICT COURT Fines & Forfeitures Sheriff's Fees Court Appointed Attorneys Electronic Summons Criminal or Traffic Case Court House Maintenance Fees Jail Admission Fee GEOGRAPHIC INFORMATION SYSTEM Digital Map Data Topographic Data (File Set) Base Map (File Set) Planimetrics (File Set) Zoning (File Set) 8.5" x 11" (ANSI A) 11" x 17" (ANSI B) 17" x 22" (ANSI C) 22" x 34" (ANSI D) 24" x 48" or 24" x 60" 34" x 44" (ANSI E) 36" x 60" or 36" x 72" Entire City Basemap Entire City Aerial Image Specialized Map Services Special Map Production Services (Per Hour) Specialized Data Analysis Services (Per Hour) Individual Orthophotography Tiles 1-5 tiles 6 - 10 tiles

Fiscal Year 2019-2020

Fiscal Year 2020-2021

30.00 per hour 30.00 per hour 30.00 per hour 75.00 per hour 75.00 per hour 125.00 per hour 125.00 per hour 50.00 per hour, plus supplies used 75.00 per hour

25.00 per hour/per person 30.00 per hour/per person 35.00 per hour/per person 45.00 per hour/per person

Cost for reproducing Cost for reproducing Cost for reproducing 0.25 0.45 Cost 26.00 30.00 35.00 60.00 80.00 125.00 150.00 24.00 6.00 22.00

varies 12.00 120.00 5.00 10.00 25.00

$500.00/set or $100/per layer $500.00/set or $100/per layer $500.00/set or $100/per layer $500.00/set or $100/per layer $3.00 $5.00 $10.00 $10.00 $12.00 $15.00 $15.00 $25.00 $50.00

65.00 65.00

100.00/tile 50.00/tile

2% of monthly premium

Varies 12.00 120.00 5.00 Varies 25.00 10.00

HUMAN RESOURCES COBRA administration JUVENILE AND DOMESTIC RELATIONS COURT Fines and Forfeitures Sheriff's Fees Court Appointed Attorney Courthouse Maintenance Local Interest Jail Admission Fee Courthouse Security Fee

323

CITY OF SUFFOLK FEE SCHEDULE FISCAL YEAR 2020-2021 Fees LIBRARY Printer and Photocopier-Black and White (per sheet) Printer and Photocopier-Color (per sheet) Printer (3D)-(per-gram) Lost Book/Materials Lost/Damaged Barcode, RFID Tag, Case, Cover, Artwork or Spine Label Lost Tape or CD PARKS AND RECREATION Athletic Registration Fees Adult Flag Football - Spring & Fall Leagues Adult Kickball Adult Volleyball Adult Softball League Men's Division Women's Division Adult Basketball League (per team) Late Fee Youth Basketball (per participant)Novice-Junior Lil' Dribblers Youth Cheerleading Youth Soccer (per participant) Novice-Junior Tiny Kickz Ball Fields (Tournaments) Rental of Ball fields with Lights (half day) Rental of Ball fields with Lights (full day) Rental of Ball fields without Lights (half day) Rental of Ball fields without Lights (full day) Facilities and Parks Bennett's Creek Park Picnic Shelter Full Day Wedding (up to 4 hours) Stage Constant's Wharf Park and Marina Compass Rose/Boardwalk (Weddings Only) Deposit Compass Rose/Boardwalk (Weddings Only) Per Hour Marina Slips Daily Rate with Electricity 0-24 Feet 25-34 Feet 35-44 Feet 45-54 Feet Monthly Rate with Electricity 0-24 Feet 25-34 Feet 35-44 Feet 45-54 Feet Daily Rate without Electricity 0-24 Feet 25-34 Feet 35-44 Feet 45-54 Feet Monthly Rate without Electricity 0-24 Feet 25-34 Feet 35-44 Feet 45-54 Feet Lake Kennedy Park Shelter Cypress Park Shelter Cypress Park Pool (Rental) Deposit 2-hour rental Group Swim Recreation Centers Birthday Parties 1 to 25 Patrons 26 to 50 Patrons 51 to 100 Patrons

Fiscal Year 2019-2020

Fiscal Year 2020-2021

0.20 0.40 N/A Cost of Book/Material 5.00 Cost of Replacement Tape or CD

0.20 0.40 0.20 Cost of Book/Material 5.00 Cost of Replacement Tape or CD

320.00 220.00 200.00

350.00 300.00 320.00 15.00 60.00 40.00 60.00 60.00 40.00

60.00 115.00 40.00 65.00

75.00 20.00 per hour 300.00 per day

150.00 150.00

25.00

35.00 45.00 55.00

120.00 140.00 160.00 180.00

20.00 30.00 40.00 50.00

100.00 120.00 140.00 160.00 75.00 75.00

150.00 35.00 per hour 35.00 per hour

35.00 per hour/ 2 hour max 50.00 per hour/ 2 hour max 100.00 per hour/ 2 hour max

324

CITY OF SUFFOLK FEE SCHEDULE FISCAL YEAR 2020-2021 Fees Recreation Center Membership Membership Fees Youth (7-17 years) - Per Year Adults (18 and older) - Per Year Seniors (55 and older) - Per Year Visitor Pass-Youth & Teen Visitor Pass-Adult Visitor Pass-Senior Replacement Card Fitness Room (must have membership ID) - Per Month Fitness Room (Seniors) - Per Month Fitness Room (Adults -18 & up) - Per Month Fitness Room (Teens-16 & 17 Yrs Old) - Per Month Unless Otherwise Noted, Non Resident Fees Recreation Center Rentals Rental hours as follows: All Centers: - Monday - Friday; 6pm to 8pm East Suffolk & Whaleyville; Saturdays- 1pm to 9pm Application Processing Fee: East Suffolk & Whaleyville - Non Refundable Gymnasium: Must be out by 8p (minimum 4 hour rental) Non-commercial Events Hourly Rate Non resident rate Commercial Events (w/fee or admission) Hourly Rate Non resident rate Deposit on All Rentals Late Fee (per 15 minutes) for not vacating rental on time Multipurpose Room Resident hourly rental rate (minimum 2 hour rental) Non-resident hourly rental rate (min 2 hour rental)

Fiscal Year 2019-2020

Fiscal Year 2020-2021

10.00 20.00 5.00 2.00 5.00 1.00 3.00

5.00 10.00 7.00 25% above resident fees

25.00

65.00/hr 81.25/hr

75.00/hr 93.75/hr 150.00 25.00 per 15 minutes

25.00 per hour 35.00 per hour

75.00 10.00 per hour 10.00

20.00 per hour 25.00 per canoe

50.00

150.00 25.00 50.00 per hour (2 hour min/4 hour max) 125.00 per hour/ Res.

200.00 per hour/ Non Res. 225.00 per hour/ Res. 300.00 per hour/ Non Res. 25.00 per 15 minutes

150.00 25.00 per 15 minutes

25.00/hr

35.00/hr

75.00 125.00 20.00 per hour 25.00 N/A

75.00 125.00 20.00 per hour 25.00 100.00

25.00 150.00

50.00 per hour/Res 62.50/hour/Non Res 25.00 per 15 minutes

Conference Room Resident hourly rental rate (minimum 2 hour rental) Non-resident hourly rental rate (min 2 hour rental)

Lake Meade Park and Tennis Complex Picnic Shelter Full day Tennis Ball Machine Dog Park Membership (Annual Membership) Lone Star Lakes Park Wedding (up to 4 hours) Canoe Rentals (maximum of 6 canoes available) Special Event Application Fee Non-Profit/For-Profit Planters Club Rental Period: 8:00 a.m. to Midnight

Deposit Application Processing Fee Setup Fees Resident hourly rental rate (minimum 4-hour rental) Mon - Thurs Non-resident hourly rental rate (minimum 4-hour rental) Mon - Thurs Resident hourly rental rate (minimum 4-hour rental) Fri - Sun Non-resident hourly rental rate (minimum 4 hour rental) Fri - Sun Late Fee (per 15 minutes) for not vacating rental on time

Suffolk Art Gallery Deposit Late fee per 15 mins. for not vacating on time Non-Commercial events Hourly Rate Commercial events Hourly Rate Sleepy Hole Park Picnic Shelter #1-8 & 10-12 Full Day Picnic Shelter #9 Full Day Wedding (up to 4 hours) Picnic Pack Canoe/Kayack Annual Storage Fee Whaleyville Annex Application Processing Fee: East Suffolk & Whaleyville - Non Refundable Deposit Resident hourly rental rate (minimum 4-hour rental) Includes Kitchen and use of Ice Machine Non-resident hourly rental rate (minimum 4-hour rental) Late Fee (per 15 minutes) for not vacating rental on time

325

CITY OF SUFFOLK FEE SCHEDULE FISCAL YEAR 2020-2021 Fees Custodial Fees (all rental facilities)

Security Services (Suffolk Police Officers) Fee Based Activities Maintenance Equipment Mobile Bleachers - Per Day Stage - Portable Tents - Per Day 10 x 10 20 x 20 Tables Folding Chairs (each) Unless Otherwise Noted, Non Resident Fees Ground Maintenance Grave Space - Single Lot Grave Opening over 10 years of age - weekdays over 10 years of age - Saturday over 10 years of age - Sunday/Holiday age 1-10 - weekdays age 1-10 - Saturday age 1-10 - Sunday/Holiday infant under 1 - weekdays infant under 1 - Saturday infant under 1 - Sunday/Holiday Cremation (urn burial) Scatter Garden - Scattering of Ashes Scatter Garden - Memorial /Plaque Engraving Funeral after 4:00 pm in addition to above cost

Fiscal Year 2019-2020 10.50 to 16.00 per hour 30.00 per hour per officer As noted in Leisure Guide

Fiscal Year 2020-2021 10.50 to 16.00 per hour 30.00 per hour per officer As noted in Leisure Guide

200.00 500.00/per day

200.00 300.00/day

125.00 200.00 6.00 1.00 25% above resident fees

800.00

850.00 1,050.00 1,050.00 260.00 680.00 860.00 140.00 560.00 800.00 400.00 100.00 225.00 100.00

* 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/ PLANNING AND COMMUNITY DEVELOPMENT PLANNING Rezoning Requests Standard/Conventional Rezoning Request Conditional Rezoning Requests Amendment to Previously Approved Conditional Rezoning Conditional Use Permits Conditional Use Permits Request Admendment to Previously Approved Conditional Use Permit Comprehensive Plan Amendment Comprehensive Plan Consistency Review Subdivision Variance Requests Wetlands Board Wetlands Board After the Fact Resource Protection Area/Buffer Area Encroachment Review (Administrative Review) Resource Protection Area/Buffer Area Encrochment Review (Planning Commission Review) Historic and Cultural Review - Additions Historic and Cultural Review - New Construction Certificate of Appropriatness Requst (Administrative Review) After the Fact Certificate of Appropriatness Request (HLC Review) After the Fact Certificate of Appropriatness Request (Administrative Review) Certificate of Appropriatness Requst (HLC Review) Borrow Pit Fees Per cubic yard removed semi-annually Street Name Change Request Street Abandonment Encroachment Permits Minor Subdivision Family Transfer Subdivision Plat Review Preliminary Plat Fee (per lot) Amendment to Previously Approved Preliminary Subdivision Plat Final Plat Fee (per lot)

840.00 plus 42.00 acre 1,050 plus 42.00 acre N/A

840.00 plus 42.00 acre 1,050 plus 42.00 acre 1,050 plus 45.00 acre

840.00 plus 21.00 acre N/A 1,050.00 262.50 525.00 262.50 315.00

840.00 plus 21.00 acre 840.00 plus 21.00 acre 1,050.00 262.50 525.00 262.50 315.00

52.50

262.50 157.50 157.50 36.75 262.50

262.50 N/A N/A 36.75 262.50

73.50 157.50 105.00 0.24 341.25 105.00 105.00 315.00 315.00

52.50 with 315.00 minimum N/A 31.50 with 210.00 minimum

52.50 with 315.00 minimum 52.50 with 315.00 minimum 31.50 with 210.00 minimum

326

CITY OF SUFFOLK FEE SCHEDULE FISCAL YEAR 2020-2021 Fees Subdivision Engineering Plan Review Subdivision Engineering Plan Review Revisions Amendment to Previously Approved Engineering Plan Subdivision Determination** Site Plan Review (excludes 1 & 2 family dwelling) plus per acre Site Plan Review - additional revisions (per submittal) Site Plan Waiver Request Maps (each) Printed Map Products Maps-Specialized Map Production Services Aerial Photographs 1" = 1000' 1" = 1600" Base map set Unified Development Ordinance Comprehensive Plan Geodetic Control Network Book Geodetic Control Network Book - Supplement Printing Services Sheet Size (11-inch x 17-inch or smaller) Black & White Sheet Size (11-inch x 17-inch or smaller) Color Sheet Size (Larger than 11-inch x 17-inch) Wetland Mitigation Fee In-Lieu***

Fiscal Year 2019-2020 42.00 per lot with 210.00 minimum 157.50 N/A 94.50 630.00 63.00 157.50 52.50 5.25 52.50 Hour

Fiscal Year 2020-2021 42.00 per lot with 210.00 minimum 157.50 157.50 94.50 630.00 63.00 157.50 52.50 5.25 52.50 Hour

0.26 52.50 Cost 63.00 26.25 10.50

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

N/A N/A N/A 1% over market rate to purchase credits in an approved tidal wetlands bank

0.25 per sheet 0.50 per sheet 10.00 per sheet 1% over market rate to purchase credits in an approved tidal wetlands bank

56.00 2.00% 56.00 53.00 83.00

276.00 551.00 1,103.00 2,205.00 4,410.00 5,513.00

56.00 2.00% 53.00 83.00 56.00 66.00

56.00 56.00 56.00 56.00

56.00 56.00 78.00 56.00

83.00 56.00 116.00 66.00

110.00 66.00 154.00 88.00

166.00 100.00 232.00 132.00

221.00 132.00 309.00 176.00

COMMUNITY DEVELOPMENT Minimum State Levy Extra Inspection Trips (each) Correction/Amending Permit Fee Extension of Permits Penalty for Working Without Permits Construction Cost $1 - 50,000 50,001 - 100,000 100,001 - 150,000 150,001 - 250,000 250,001 - 750,000 over 750,000 Electrical Permits (new service, temporary service & service changes) Minimum State Levy Correction/Amending Permit Fee Extension of Permits Extra Inspection Trips (each) Commercial Power Release Inspection 1 - 99 amps Single Phase Fee (new) Single Phase Fee (change) Three Phase Fee (new) Three Phase Fee (change) 100-149 Single Phase Fee (new) Single Phase Fee (change) Three Phase Fee (new) Three Phase Fee (change) 150 - 199 amps Single Phase Fee (new) Single Phase Fee (change) Three Phase Fee (new) Three Phase Fee (change) 200 - 299 amps Single Phase Fee (new) Single Phase Fee (change) Three Phase Fee (new) Three Phase Fee (change) 300 - 399 amps Single Phase Fee (new) Single Phase Fee (change) Three Phase Fee (new) Three Phase Fee (change) 400 - 499 amps Single Phase Fee (new) Single Phase Fee (change) Three Phase Fee (new) Three Phase Fee (change)

327

CITY OF SUFFOLK FEE SCHEDULE FISCAL YEAR 2020-2021 Fees 500 - 599 amps Single Phase Fee (new) Single Phase Fee (change) Three Phase Fee (new) Three Phase Fee (change) 600 - 699 amps Single Phase Fee (new) Single Phase Fee (change) Three Phase Fee (new) Three Phase Fee (change) 700 - 799 amps Single Phase Fee (new) Single Phase Fee (change) Three Phase Fee (new) Three Phase Fee (change) 800 - 899 amps Single Phase Fee (new) Single Phase Fee (change) Three Phase Fee (new) Three Phase Fee (change) 900 - 999 amps Single Phase Fee (new) Single Phase Fee (change) Three Phase Fee (new) Three Phase Fee (change) 1,000 - 1,099 amps Single Phase Fee (new) Single Phase Fee (change) Three Phase Fee (new) Three Phase Fee (change) 1,100 - 1,199 amps Single Phase Fee (new) Single Phase Fee (change) Three Phase Fee (new) Three Phase Fee (change) 1200 amps Single Phase Fee (new) Single Phase Fee (change) Three Phase Fee (new) Three Phase Fee (change) Over 1,200 amps Single Phase Fee (new) Single Phase Fee (change) Three Phase Fee (new) Three Phase Fee (change) Electrical Permits (additions and repairs) 0 - 20 amps (per circuit) 24 - 40 41 - 60 61 - 150 over 150 amps Pool Grounding Repair Wiring, Apparatus, Fixtures Fire Prevention Permit Minimum State Levy Correction/Amending Permit Fee Extension of Permits Extra Inspections Trips (each) Fire Prevention Permit Plumbing Permits Minimum State Levy Correction/Amending Permit Fee Extension of Permits Extra Inspection Trips (each) Each Fixture, Floor Drain, or Trap Each Sewer (sanitary and storm) Each Sewer Replaced or Repaired Each Manhole Each Roof Drain Each Area Drain Each Water Heater Each Water Line (New Residential) Each Water Line (Existing Residential) Each Water Line (Commercial) Each Sewer Line (Commercial)

Fiscal Year 2019-2020

Fiscal Year 2020-2021

276.00 166.00 386.00 221.00

331.00 198.00 463.00 265.00

386.00 232.00 541.00 310.00

441.00 265.00 617.00 353.00

497.00 298.00 695.00 397.00

551.00 331.00 772.00 441.00

607.00 364.00 816.00 463.00

662.00 397.00 860.00 485.00

662.00 plus 26 per 50 amps after 397.00 plus 16 per 50 amps after 860.00 plus 21 per 50 amps after 485.00 plus 11 per 50 amps after

5.00 6.00 8.00 17.00 22.00 61.00 56.00

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

59.00 2% 56.00 88.00 59.00 59.00 plus .005 of value

56.00 2.00% 53.00 80.00 56.00 8.00 8.00 39.00

8.00 8.00 8.00 8.00 8.00 39.00 110.00 110.00

328

CITY OF SUFFOLK FEE SCHEDULE FISCAL YEAR 2020-2021 Fees Backflow Preventer Mechanical and Gas Permits Minimum State Levy Correction/Amending Permit Fee Extension of Permits Extra Inspection Trips (each) Mechanical Permit Fees Chiller, Cooling Tower, Tank AC Equipment, Boiler, Furnace Gas Pack, Forced Air, Misc. Heater, Gas Piping Air Handler Duct Work, Misc Fan, Range Hood Elevator Installation $0-5,000 5,001-6,000 Above 6,000 Fire Alarm and Fire Suppression $0 - 5,000 5,001 - 6,000 Above 6,000 LPG Tanks and Associated Piping 0 - 2,000 gallons over 2,000 Flammable Liquid Tanks and Associated Piping 0 - 50,000 gallons over 50,000 Fuel Piping Outlet Each Plan Review All Structures - Residential 0 - 2,499 square feet 2,500 - 5,000 5,000 - 10,000 10,001 - 30,000 30,001 - 50,000 50,001 - 100,000 Above 100,000 All Structures - Commercial 0 - 2,499 square feet 2,500 - 5,000 5,000 - 10,000 10,001 - 30,000 30,001 - 50,000 50,001 - 100,000 Above 100,000 Fire 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 5 foot stub-out for fire protection systems submitted separately from complete fire sprinkler or fire main Fire alarm system alterations where the submittal does not require battery calculations, or the removal of any or all components of nonrequired system Kitchen hood fire suppresion systems installation / alteration Fire sprinkler system new installation 11-20 w/calcs, alterations of 1120 existing sprinkler heads not located in the most remote area involving new hydraulic calculations or removal of any sprinkler heads FM 200 clean agent system installation or alertation Fire alarm new installations or alterations that involve< 5 devices, that require battery calculations Spray paint booth installation / alteration Fire sprinkler systems installation or altreration that involve> 21sprinkler heads Fire alarm systems new installations or alterations > 6 devices, that require battery calculations Moving Out of City to In City In City to Out of City Within City Through City Accessory Structures 0 - 100 square feet 101 - 300 301 - 600

Fiscal Year 2019-2020 8.00

Fiscal Year 2020-2021 8.00

56.00 2.00% 53.00 83.00 56.00

$36.00 each $19.00 each

$9.00 each $7.00 each

56.00 61.00 56.00 plus $6.00 per $1,000 value

56.00 59.00 $56 plus $9.00 per $1,000

56.00 56.00 plus $4.00/10,000 gallons

56.00 56.00 plus $4.00/10,000 gallons 56.00

83.00 110.00 138.00 193.00 276.00 331.00 386.00

87.00 116.00 145.00 203.00 290.00 348.00 405.00

N/A

50.00

N/A

50.00

N/A

50.00

N/A N/A

50.00 100.00

N/A N/A

100.00 100.00

N/A N/A

100.00 200.00

N/A

200.00

579.00 303.00 303.00 110.00

56.00 56.00 71.00

329

CITY OF SUFFOLK FEE SCHEDULE FISCAL YEAR 2020-2021 Fees Demolition One to Two Family Residences Any Residential Accessory Structure

Fiscal Year 2019-2020

Fiscal Year 2020-2021

61.00 56.00

110.00 $27/15,000 sqft

56.00 61.00 71.00 56.00

16.00 26.00 27.00 56.00

56.00 $56 plus 0.2% of value

56.00 61.00 56.00 56.00 56.00 56.00

56.00 $56 plus 0.2% of value

56.00 110.00

56.00 110.00 56.00 34.00 56.00 110.00 276.00 83.00

107.00 428.00 1,227.00 $1,227plus $4 per $1,000

.09/sq.ft. .10/sq.ft. 53.00 83.00 56.00

$0.013 $0.009 $0.007

39.00 2.00% 110.00 276.00 39.00 39.00

110.00 56.00 551.00 66.00

All Other Buildings 0 - 60,000 square feet over 60,000 Sign Fees In Addition to Minimum Permit Fee 1 - 40 41 - 80 over 80 Elevator Compliance Card Amusement Ride Inspection Kiddie Ride Major Ride Spectacular Ride Cross Connection Inspection Private Piers, Greenhouses, and Walls $1 - 2,200 over 2,200 Miscellaneous Fees Mobile Homes Modular Classroom Units Tents Chimneys Free Standing Fireplaces/Wood Stoves Stationary Fireplaces Swimming Pools $1 - 2,200 over 2,200 Certificate of Occupancy Residential Commercial Extension of Residential, Commercial and Temp C.O. Temporary Rental Two or More Units (per unit) Reinspection Business License Inspection Board of Building Code Appeal Extension of Permits Tower, Antennas and Like Structures $0 - 4999 value 5,000 - 19,999 20,000 - 99,999 over 100,000 Building Fees Residential New Construction Commercial New Construction Correction /Amending Permit Fee Extension of Permits Extra Inspection Trips (each) Additional/Alteration/Repair (Commercial & Residentail) based on value of construction $0.00-$5,000 $5,001-$20,000 $20,001 and above Zoning Fees Minimum State Levy Commercial Business Clearance Board of Building Code Appeal Zoning Permits (includes Farm Affidavits) Home Occupation Permits (zoning review) Health Department Evaluation New Construction Updates Board of Zoning Appeals Administrative Variance Request Chesapeake Bay Special Exception Request Reviewed by Zoning Administrator

56.00

If Forwarded to Board of Zoning Appeals

331.00

330

CITY OF SUFFOLK FEE SCHEDULE FISCAL YEAR 2020-2021 Fees Written Determination by Zoning Administrator Special Entertainment Permit

Fiscal Year 2019-2020 100.00 $56.00 plus fees for in-kind services such as Police, Fire, Equipment Rental, etc.

Fiscal Year 2020-2021 100.00 N/A

Junkyard Compliance Inspection (yearly) Temporary Use Permit Unified Development Ordinance

105.00 39.00 Cost

105.00 39.00 N/A

Temporary Signs Building Permits: Permit Issued No Inspections Completed

39.00

75%

Foundation Inspection Completed

50%

Framing & Foundation Inspection Completed

25%

Electrical Permits: 75%

75%

Rough-in Inspections Completed Mechanical Permits:

50%

Permit Issued No Inspections Completed Rough-in Inspections Completed Gas Permits: Permit Issued No Inspections Completed Rough-in Inspections Completed Plumbing Permits Permit Issued No Inspections Completed Rough-in Inspections Completed Small Cell Tower Value of $0-$4,999 $5,000-$19,999 $20,000-$99,999 Over $100,000

75% 50%

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

102.00 408.00 1169.00 1,169.00 plus 4.00 per 1,000

Annual Alarm Registration Alarm Registration Renewal Alarm Registration Late Fee (after 30 days) Fee to alarm company for failure to provide alarm user list Reinstatement fee for failure to provide alarm user list Late fee for registration renewal (after 30 days) Use of Automatic Dialer Audible Alarm Violation Reinstatement Fee for failure to provide ARM Failure of alarm company to provide customer False Alarm Prevention checklist Failure of alarm company to provide Alarm Installer checklist Failure of alarm company to provide Alarm Dispatch Records request Security Alarm Company Initial Registration* Late fee for Security Alarm Company registration (after 30 days) Security Alarm Company Registration Renewal less than 50 alarm sites in Suffolk* Security Alarm Company Registration Renewal 51+ alarm sites in Suffolk

25.00 10.00 25.00 25.00 per working day until compliance 100.00 + 10.00 per registered user 25.00 100.00 100.00 100.00 + 10.00 per registered user

50.00

50.00 50.00 100.00 25.00

100.00

Reinstatement fee for alarm installation/monitoring company General false alarm fee for second response General false alarm fee for third response General false alarm fee for fourth and subsequent response Robbery/panic false alarm for second response Robbery/panic false alarm for third response Robbery/panic false alarm for fourth and all subsequent response Reinstatement fee to alarm user for suspended alarm registration Late fee for failure to pay false alarm fees after 30 days False Alarm fee for non-registered alarm per response Fee to monitoring co. for calling in on suspended / unregistered alarm site Fee to alarm company for making false statement Fee to alarm company for causing false alarm response per response Fee to monitoring company for failure to verify alarm system signal Fee for appeals per request Local Record Check Accident Report Incident Report

100.00 50.00 100.00 150.00 100.00 150.00 250.00 50.00 25.00 100.00 100.00 100.00 75.00 100.00 25.00 10.00 10.00 10.00

Permit Issued No Inspections Completed

* All refunds subject to $15.00 processing Fee-no refunds will be issued for amounts less than $15.00

POLICE

331

CITY OF SUFFOLK FEE SCHEDULE FISCAL YEAR 2020-2021 Fees Fingerprinting Photographs Chauffeur's License Solicitation Permit Concealed Weapon Permit Computer Generated Reports Certificate of Public Convenience

Fiscal Year 2019-2020 Fiscal Year 2020-2021 $10 for first card, and $5 for additional cards $10 for first card, and $5 for additional cards 7.00 or cost whatever is greater 7.00 or cost whatever is greater 20.00 20.00 15.00 15.00 35.00 35.00 Cost, but not less than 15.00 Cost, but not less than 15.00 $30.00 plus $20 for annual inspection or reinspection of each $30.00 plus $20 for annual inspection or reinspection of each vehicle listed vehicle listed 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

15.00 per day

75.00 95.00 25.00 5.00 10.00 1.00 50.00

150.00 85.00 $50 per block of 10 dogs 5.00 15.00 6.00 0.50 0.25

Photographs on CD

15.00

Video Tape PUBLIC UTILITIES

15.00

Bacteriological Tests (each) Delinquency Fees Door tag placement Disconnect/Reconnect of Water Service Meter Removal Finance Charges Illegal Connect/Reconnection of Water Service Water Conservation Reconnection Fees 1st Violation Subsequent Violations Water Rate per 100 cubic feet (July 1 - September 30) Water Rate per 100 cubic feet (October 1 - June 30) WTWA Wholesale Water Rate (per 100 cubic feet) WTWA Fixed Capacity Charge (per month) WTWA Meter Service Charge (per month) Water Conservation Service Charge Rate Water Usage Non Metered (per month - 5 ccf) (July 1 - September 30) Water Usage Non Metered (per month - 5 ccf) (October 1 - June 30) Meter Service Charge (per month) (July 1 - September 30) 5/8 and 3/4 inch meter 1 inch meter 1½ inch meter 2 inch meter 3 inch meter 4 inch meter 6 inch meter 8 inch meter 10 inch meter Meter Service Charge (per month) (October 1 - June 30) 5/8 and 3/4 inch meter 1 inch meter 1½ inch meter 2 inch meter 3 inch meter 4 inch meter 6 inch meter 8 inch meter

35.00

40.00

10.00 25.00 50.00 1.5 % per month with $0.50 minimum 100.00

250.00 500.00 9.71 9.71 4.84 199,026.00 200.00 1.25 x Meter Rate 48.55 48.55

250.00 500.00 9.71 9.97 4.86 200,470.00 200.00 1.25 x Meter Rate 48.55 49.80

11.25 (Billed at $0.370 per day per billing cycle) 28.15 (Billed at $0.925 per day per billing cycle) 56.25 (Billed at $1.850 per day per billing cycle) 90.00 (Billed at $2.959 per day per billing cycle) 168.75 (Billed at $5.548 per day per billing cycle) 286.25 (Billed at $9.411 per day per billing cycle) 562.50 (Billed at $18.493 per day per billing cycle) 900.00 (Billed at $29.589 per day per billing cycle) 1,293.75 (Billed at $42.534 per day per billing cycle)

12.75 (Billed at $0.419 per day per billing cycle) 31.90 (Billed at $1.048 per day per billing cycle) 63.75 (Billed at $2.096 per day per billing cycle) 102.00 (Billed at $3.353 per day per billing cycle) 191.25 (Billed at $6.288 per day per billing cycle) 318.75 (Billed at $10.480 per day per billing cycle) 637.50 (Billed at $20.959 per day per billing cycle) 1020.00 (Billed at $33.534 per day per billing cycle)

1,293.75 (Billed at $42.534 per day per billing cycle)

1,466.25 (Billed at $48.214 per day per billing cycle)

Security Services Reclaim Fee (Animal Shelter and Management) Adoption - Feline Adoption Spayed or Neutered with Vaccines (Animal Shelter) Adoption - Canine Spayed or Neutered with Vaccines (Animal Shelter) Adoption - Animal other than Feline or Canine (Animal Shelter) Dog License Fee - Spayed or Neutered (Animal Shelter) Dog License Fee - Not Spayed or Neutered (Animal Shelter) Dog License Fee - Duplicate Lifetime Dog License Fee - Spayed or Neutered (Animal Shelter) Dangerous Dog Registration Certificate Dangerous Dog Registration Certificate Renewal Kennel License Full Scale Accident Diagram Audio Dispatch Tape/CD CAD Report Color Copy Black & White Copy

10 inch meter Water Connection Charge (installed by city) 5/8 inch & 3/4 inch meter

2,000.00

1 inch meter 1½ inch meter

2,300.00 2,600.00

2 inch meter

3,000.00

332

CITY OF SUFFOLK FEE SCHEDULE FISCAL YEAR 2020-2021 Fees

Fiscal Year 2019-2020

Fiscal Year 2020-2021

Actual cost x 1.25

50.00

5,520.00 4,970.00 4,420.00 3,865.00 3,310.00 3,900.00

5,520.00 13,520.00 26,950.00

43,120.00 80,850.00 134,750.00 269,500.00 431,200.00 619,850.00

250.00 Equal to prime rate - July 1 1 1/2 % or $0.50 minimum per month 10.00 300.00 400.00 7.27 36.35 7.27 36.35

250.00 Equal to prime rate - July 1 1 1/2 % or $0.50 minimum per month 10.00 $100/month 400.00 7.27 36.35 7.54 37.70

1,800.00 3,000.00 actual cost of installation plus 25% 50.00

Single Family

6,000.00

Attached Multi Family (Building with 2 to 4 units), (cost per unit)

5,400.00

Attached Multi Family (Building with 5 to 16 units), (cost per unit)

4,800.00

Attached Multi Family (Building with 17-24 units), (cost per unit)

4,200.00

Attached Multi Family (Building 25+ units), (cost per unit)

3,600.00

Mobil Home Park (cost per unit)

3,900.00

When the size is above those listed a charge equal to actual cost of installation plus 25% Water Connection Charge (installed by developer) Water Availability Charge (residential) Single Family Attached Multi Family (Building with 2 to 4 units) (cost per unit) Attached Multi Family (Building with 5 to 16 units) (cost per unit) Attached Multi Family (Building with 17 to 24 units) (cost per unit) Attached Mulit Family (Building 25 + units) (cost per unit) Mobile Home Park (cost per unit) Water Availability Charge (commercial) 5/8 and 3/4 inch meter 1 inch meter 1Â˝ inch meter 2 inch meter 3 inch meter 4 inch meter 6 inch meter 8 inch meter 10 inch meter Installment Payments Down Payment Interest Finance charge New Account Setup Charge Fire Hydrant Meter Rental Charge (excludes water usage charge) Fire Hydrant Flow Test Fee/Water Model Evaluation Sewer Collection (per 100 cubic feet) (July 1 - September 30) Sewer Usage Not Metered (per month 5 ccf) (July 1 - Sept. 30) Sewer Collection (per 100 cubic feet) (October 1 - June 30) Sewer Usage Not Metered (per month 5 ccf) (October 1 - June 30) Sewer Connection Charge (installed by city) 4 inch lateral size 6 inch lateral size Greater than 6 inch Sewer Connection Charge (installed by developer) Sewer Availability Charge (residential)

Sewer Availability Charge (commercial) 5/8 and 3/4 inch meter

6,000.00

1 inch meter

14,800.00

1Â˝ inch meter

29,500.00

2 inch meter

47,100.00

3 inch meter

88,100.00

4 inch meter

146,800.00

6 inch meter

293,400.00

8 inch meter

469,300.00

10 inch meter

674,600.00

Manual of Cross Connection Policies

20.00

Plan sheet copies 24" x 36" (per sheet)

2.00

Copies (black and white (each)

0.20

Copies (color) (each)

0.35*

Engineering Review Site Plans Review

Engineerying Plans Review Engineering Plans/Site Plans Amendments Plats Pump Station Review/Sewer Model Evaluation Single Family Grinder Pump Review/Inspection Engineering Construction Inspection Sanitary Sewer Facilities Water Transmission/Distribution Facilities Site Plan with Public Utilities

$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 $2,500 Base Fee plus $.15/if for every foot of public water & sewer mains plus pump station review fee $500/Submittal 200.00 $2,000 per station 300.00

$1.50/LF for every foot of public sewer installed $1.50/LF for every foot of public sewer installed $1,500 plus $1.50 for every foot of public water or sewer mains installed

333

CITY OF SUFFOLK FEE SCHEDULE FISCAL YEAR 2020-2021 Fees Inspection Fee for Overtime Work at Developers Request Environmental Incentive - Water 5/8 and 3/4 inch meter 1 inch meter 1Â˝ inch meter 2 inch meter 3 inch meter 4 inch meter Environmental Incentive - Sewer 5/8 and 3/4 inch meter 1 inch meter 1Â˝ inch meter 2 inch meter 3 inch meter 4 inch meter PUBLIC WORKS Traffic Engineering Inspection and Plan Review Site Plan: Engineering Plans: Major Final Subdivision Plats: Traffic Engineering Study Fee Traffic Signal Inspection Fee Inspection Services Golf Cart Study Fee Golf Cart Signs (per location) No Wake Zone Study Fee No Wake Zone Posting Right-of-Way Encroachment Permit Shared Mobility Device System Application Fee

Fiscal Year 2019-2020 At Cost

Fiscal Year 2020-2021 At Cost

3,250.00 8,125.00 16,250.00 26,000.00 48,750.00 81,250.00

1,750.00 4,375.00 8,750.00 14,000.00 26,250.00 43,750.00

$1,000/application $1,500/application $100/plat $100/hr $18,000 per location $70/hr $1,600/application $250 per location N/A N/A 125.00

$1,000/application $1,500/application $100/plat $100/hr $18,000 per location $70/hr $1,600/application $250 per location 550.00 At Cost 125.00 >10 Devices $200 Devices $1,500

N/A Impact Fee Stormwater and Public Works Engineering Storm Water Utility Fee Inspection Fee for Engineering Plans

Inspection Fee for Site Plans/E&S Only Plans Inspection Fee for Overtime Work at Development Request Stormwater/E &S plan review Site Plan Review Fee

Engineering Plan Review Fee

Devices $5,000 Defined by Permit

N/A 6.00/mo/ERU 2% of engineers cost estimate 2% of E&S bond estimate; minimum $400/acre;$1,400 minimum not to exceed $8,000 at cost

10>50 50<

6.00/mo/ERU plus 2% of engineers cost estimate $1,400 2% of E&S bond estimate; minimum $400/acre;$1,400 minimum to exceed $8,000 At Cost

plus $1,400 not

Less than-10,000 sf of disturbance - $460 Less than-10,000 sf of disturbance - $460 10,000-0.5 acre of disturbance -$835 10,000-0.5 acre of disturbance -$835 Greater than 0.5 and up to 1.0 acre of disturbance- $1585 Greater than 0.5 and up to 1.0 acre of disturbance- $1585 (Plans with disturbance greater than 1.0 acre shall add (Plans with disturbance greater than 1.0 acre shall add $250/additional acre of disturbance or any portion thereof) $250/additional acre of disturbance or any portion thereof) >1.0The following state fees shall be added accordingly >1.0- The following state fees shall be added accordingly 5.0 acres + $756 >5.05.0 acres + $756 >5.010.0 acres + $952 >10.010.0 acres + $952 >10.050.0 acres + $1,260 50.0 acres + $1,260 >50.00>50.00-100.00 acres + $1,708 100.00 acres + $1,708 >100.00 >100.00 acres + $2,688 acres + $2,688 Plan Amendment = $350 Plan Amendment = $350 $1000 + $1/lf of roadway $1000 + $1/lf of roadway >1.0The following state fees shall be added accordingly >1.0- The following state fees shall be added accordingly >5.0-10.0 5.0 acres + $756 >5.0-10.0 5.0 acres + $756 >10.0-50.0 acres acres + $952 >10.0-50.0 acres acres + $952 + $1,260 >50.00-100.00 + $1,260 >50.00-100.00 acres + $1,708 >100.00 acres + acres + $1,708 >100.00 acres + $2,688 $2,688 Plan Amendments = $350 Plan Amendments = $350

Modification or Transfer of General Permit/Registration Statement for Fees shall be paid pursuant to Virginia Administrative Code Discharges of Stormwater from Construction Activities 9VAC25-870-825 Annual Maintenance fees for General or Individual Permits for Discharges of Fees shall be paid pursuant to Virginia Administrative Code Stormwater from Construction Activities 9VAC25-870-830 Minor Subdivision Plan Review Fee 150.00 Major Subdivision Maintenance Agreement Review Fee $750 per plat 290.00 Single Family E&S Site Plan Review 150.00 Stormwater Maintenance Agreement Review Fee N/A Storm Sandbags (Suffolk Residents Only) Pro Rata Share Fees 958/acre Chowan Watershed 263/acre Great Dismal Watershed 632/acre James River Watershed

Fees shall be paid pursuant to Virginia Administrative Code 9VAC25-870-825 Fees shall be paid pursuant to Virginia Administrative Code 9VAC25-870-830 150.00 $750 per plat 290.00 150.00 3.00 958/acre 263/acre 632/acre

334

CITY OF SUFFOLK FEE SCHEDULE FISCAL YEAR 2020-2021 Fees Permits Right of Way Permit plus asphalt (per cubic foot) plus concrete (per cubic foot) Driveway Apron (per square foot) Street Name Signs (private - black and yellow) Street Name Signs (public - green and white) Permits (continued) Special Permits for Oversized and Overweight Vehicles Single-Trip Permit Single-Trip House Move Permit Blanket-Term Permit General Engineering Review In-depth Engineering Review Maps - Printed Map Products GIS Tax Map (single map) Other Map Product (single map) Generalized City Base Map (single map) Maps - Specialized Map Services Special Map Production Services (per hour) Specialized Data Analysis Services (per hour) Refuse Collection Automated Refuse Container *Refuse and Recycling Service (July 1 - December 31) *Refuse and Recycling Service (January 1 - June 30) Bulk Refuse Service

Fiscal Year 2019-2020

Fiscal Year 2020-2021

125.00 Cost Cost 2.50 600.00 600.00

75.00 100.00 300.00 at cost at cost

See Geographic Information System section for map rates See Geographic Information System section for map rates See Geographic Information System section for map rates

See Geographic Information System section for map rates See Geographic Information System section for map rates

70.00 21.30/mo/unit 21.30/mo/unit

70.00 21.30/mo/unit 25.25/mo/unit

1-12 CY bulk collection - before 12 free collections are used

No Charge

13-24 CY bulk collection - before 12 free collections are used

47.50

1-12 CY bulk collection - after 12 free collections

47.50

105.00 170.00

120.00 170.00

1.50 3.00 57.50 1.00 2.00 37.50 0.75 1.50 27.50 3.00

25.00 5.00/hour 75.00 15.00/hour

150.00 50.00/hour 80.00/hour

300.00 100.00/hour

60.00/season 100.00/season 40.00/season 15.00/one day

75.00/season 125.00/season 45.00/season 15.00/one day

8.00 6.00

10.00 8.00

7.00 5.00 40.00

13-24 CY bulk collection - after 12 free collections Evictions Bulk Refuse Service - Roll Off Weekdays Weekends * Does not include commercial refuse collection TRANSIT Faires-Regular Bus Service (Not Paratransit) Adult - One way (No Transfer) Adult - All day (Unlimited Transfer) Adult - Monthly Pass Student (6-18 yrs) - One way (No Transfer) Student (6-18 yrs) - All day (Unlimited Transfer) Student (6-18 yrs) - Monthly Pass Disabled and/or Senior (55+ yrs) - One way (No Transfer) Disabled and/or Senior (55+ yrs) - All day (Unlimited Transfer) Disabled and/or Senior (55+ yrs) - Monthly Pass Fare - Paratransit - One way (Qualified individuals only) TOURISM Conference Room (9 am to 5 pm) Non-Profit (first two hours) Additional Hours For-Profit (first two hours) Additional Hours Mulitpurpose Room (6 pm to midnight) Deposit (non-refundable) Non-Profit Event For-Profit Event Visitor Center Pavilion Deposit (non-refundable) Each additional hour (two hour minimum) Farmer's Market Booth Rental (Pavilion) Standard Booth Expanded Booth Exterior (Uncovered) Space One-day Vendor Pass Interpreted Bus Tour Historic District Adult Senior (60+) and Child (3 to 12), Military Interpreted Bus Tour Great Dismal Swamp Adult Senior (60+) and Child (9 to 12), Military Guided Cedar Hill Cementary Stroll Adult Senior (60+) and Child (9 to 12), Military Interpreted Canoe Tour

335

CITY OF SUFFOLK FEE SCHEDULE FISCAL YEAR 2020-2021 Fees Ghost Walk Adult Senior (60+) and Child (9 to 12), Military Guided Nature Walks Adult Senior (60+); Child (9-12): Military Nansemond River Kayak Tours Lone Star Lakes Kayak Tours Bennett's Creek Kayak Tours Seaboard Station Railroad Museum Guided Museum Tour (12 and older) Guided Museum Tour-Group Rate Family Membership-Unlimted Visits (up to 4 people) Seaboard Station Birthday Party Rental Package (basic) Deposit (non-refundable) Payment Due Day of Party Seaboard Station Birthday Party Rental Package (premier) Deposit (non-refundable) Payment Due Day of Party Seaboard Station Railroad Museum After Hours Reception Rental Non-profit (first two hours) Additional Hours For-profit (first two hours) Additional Hours Seaboard Station Railroad Museum After Hours Meeting Rental Non-profit (first two hours) Additional Hours For-profit (first two hours) Additional Hours Fee Based Activities Not Described Visitor Center Display Case - Limit of 4 TREASURER Return Check Set Off Debt Distress Collection Fee Copy of Delinquent Report Vehicle Withholding Registration Fee Delinquent Tax Collection (prior to judgment) Delinquent Tax Collection (after judgment) Attorney or Collection Agency Fees Service Fee for Out-of-City processing (per Defendant) For each additional warrant served Roll Back Tax Interest Charge Card Convenience Fees Visa Debit Cards Only Visa Debit Cards; Mastercard Debit or Credit and AMEX $0.01 to $144.00 $144.01 and higher Sturgis Charge Card Convenience Fees E-Check Convenience Fee

Fiscal Year 2019-2020

Fiscal Year 2020-2021

10.00 8.00

7.00 5.00 40.00 40.00 40.00

2.00/per person 1.00/per person 40.00/year

25.00 100.00

50.00 250.00

75.00 25.00/hour 150.00 50.00/hour

25.00 5.00/hr 50.00 15.00/hour Cost $100/quarter when available

50.00 30.00 30.00 100.00 25.00 30.00 35.00 20% 28.00 12.00 10%

4.15

0.00

4.15 2.89% of payment amount

0.00 0.00

2.5% of payment amount plus .30 transaction fee $1.50 per transaction

336

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. Arbitrage – The difference between the interest paid on tax-exempt securities and the interest earned by investing the security proceeds in higher-yielding taxable securities. IRS regulations govern arbitrage on the proceeds from issuance of municipal securities. Assessed Value - The value of real estate determined 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.

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Capital Projects Fund – The fund used to account for financial resources to be used for the acquisition or construction of major capital facilities. Capitalized Interest – A portion of the proceeds of a bond issue set aside to pay interest on the same bond issue for a specific period of time. Interest is commonly capitalized for the construction period of the project. Cash Basis - A basis of accounting in which transactions are recognized only when cash is increased or decreased. 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 Annual Financial Report – A complete set of the City’s financial statements presented in conformity with accounting principles general accepted in the United States of America (GAAP) and audited in accordance with Government Auditing Standards by a firm of licensed certified public accountants. Children’s 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. Coronavirus – a type of virus that has spread across the world resulting in a global pandemic and economic impacts. 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.

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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. Derivative – A financial product whose value is derived from some underlying asset value. 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. Effective Rate Increase – The difference between the real estate tax rate proposed/adopted and the tax rate that would cause the rate of levy to produce no more than 101 percent of the previous year’s real property tax levies as defined by Section 58.1-3321 of the Code of Virginia. 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.

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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. 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. Hampton Roads Transit – A regional transit service in the Hampton Roads area. HOME Investment Partnership 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.

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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. Line of Duty Act – The Virginia Retirement System Line of Duty Act (LODA) provides benefits to public safety first responders and their survivors who lose their life or become disabled in the line of duty. 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. 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.

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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. Restricted Fund Balance – cash reserves that can only be spent for specific purposes as stipulated by granting agencies, constitutional provisions, or legislation. Revenue - Sources of income that finances the operations of city government. Risk Management Fund – The fund accounts for the funding and payment of auto, personal liability, general liability, health insurance, and worker’s compensation claims against the City exclusive of the School Board employees. Charges to other funds are based on estimated claims for the year. Risk Stabilization Reserve – Funding set aside in a special fund by the City for the payment of expenses associated with general liability, health insurance, and worker’s compensation. The City has established a financial policy to maintain a rate stabilization reserve in an amount equal to 20% of the anticipated annual premium costs. Road Maintenance Fund – This fund accounts for revenues and expenditures related to maintaining roads city wide. Revenues are derived from state and sale of service to other funds. Route 17 Taxing District Fund – The fund accounts for revenues and expenditures related to enhanced economic development related services provided in the Route 17 Taxing District. Most revenues are derived from a specific percentage of the annual real estate tax assessments in the Route 17 Taxing District. School Funds – These funds are used to account for the activities of the City of Suffolk Public School System. The funds include the School Operating Fund, the School Service Fund, and the School Grant Fund. Shortfall – The difference between the amount of funding required and the amount available. Special Revenue Funds – The funds that account for revenue derived from specific sources that are restricted by legal and regulatory provisions to finance specific activities. The special revenue funds used by the City are Aviation Facilities Fund, Downtown Business Overlay District Fund, Road Maintenance Fund, Consolidated Grants Fund, Law Library Fund, Route 17 Taxing District Fund, and Transit System Fund. Special Taxing District – A specifically designated geographic area of the City, adopted by ordinance of the City Council, whereby an additional real estate tax is levied on real property owners, above the

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standard rate, for the provision of additional, more complete, or timely City services. The types of services that can be provided in a special taxing district are outlined in Section 15.2-2403 of the Code of Virginia and include, but are not limited to, beautification and landscaping, garbage disposal, and promotion of business and retail development services. Southeastern Public Service Authority - The organization that operates the regional landfill in southside Hampton Roads located in the City of Suffolk. 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 six 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. Unrestricted Fund Balance – The available cash reserves of an enterprise or internal service fund. 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 Regional Transit Authority – a nonprofit organization that the City contracts with to operate the Suffolk Transit bus service. Virginia Retirement System – The Commonwealth of Virginia’s retirement program for public employees.

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ABBREVIATIONS _________________________________________________________________________ ADA – Americans with Disabilities Act ASE – Automotive Service Excellence BAN – Bond Anticipation Notes CAFR – Comprehensive Annual Financial Report CALEA – Commission on Accreditation for Law Enforcement CDBG – Community Development Block Grant CIP – Capital Improvements Program and Plan CIT – Crisis Intervention Team COLA – Cost-of-Living Adjustment COVID-19 – Coronavirus CSA – Children’s Services Act DBOD – Downtown Business Overlay Taxing District DMO – Destination Marketing Organization DMV – Department of Motor Vehicles EMS – Emergency Medical Service ERU – Equivalent Residential Unit FLSA – Fair Labor Standards Act FOIA – Freedom of Information Act FTE – Full-Time Equivalent FY – Fiscal Year GAAP – Generally Accepted Accounting Principles GASB – Governmental Accounting Standards Board GF – General Fund GFOA – Government Finance Officers Association GO – General Obligation HDHP – High Deductible Health Plan HOME – HOME Investment Partnerships Program HRPDC – Hampton Roads Planning District Commission HRSD – Hampton Roads Sanitation District HRT – Hampton Roads Transit HRTPO – Hampton Roads Transportation Planning Organization IFB – Invitation for Bid LOC – Letter of Credit LODA – Line of Duty Act MSRB – Municipal Securities Rulemaking Board OPEB – Other Post-Employment Benefits OSHA – Occupational Safety and Health Administration 344

PAY-GO – Pay-as-you-Go PPE – Personal Protective Equipment PSAP – Public Safety Answering Point PW – Public Works PU – Public Utilities RAN – Revenue Anticipation Notes RFP – Request for Proposal RFQ – Request for Qualifications RM – Road Maintenance RT 17 – Route 17 SPSA – Southeastern Public Service Authority SRHA – Suffolk Redevelopment and Housing Authority SW – Storm Water SWAM – Small, Women, and Minority Owned TANF – Temporary Assistance for Needy Families VDOT – Virginia Department of Transportation VEC – Virginia Employment Commission VRS – Virginia Retirement System VRT – Virginia Regional Transit VRPT – Virginia Department of Rail and Public Transportation WTCSB – Western Tidewater Community Services Board WTRJ – Western Tidewater Regional Jail

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City of Suffolk

Department of Finance - Division of Budget & Strategic Planning 442 W. Washington St. | Suffolk, Virginia 23434 | (757) 514-4006 www.suffolkva.us