FY 2021-2022 Adopted Operating and Capital Budget by City of Suffolk, Virginia

CITY of SUFFOLK

ADOPTED O P E R AT I N G & CAPITAL BUDGET FY 2021-2022

G O V E R N M E N T F IN A N C E O F F IC E R S A S S O C IA T IO N

D istin g u ish ed B u d g et P resen tation A w ard PRESENTED TO

City of Suffolk Virginia For the Fiscal Year Beginning

July 1, 2020

Executive Director

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, 2020. In order to receive this award, a government unit must publish a budget document that meets program criteria as a policy document, as an operational 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 2021-2022 Operating & Capital Budget Table of Contents I.

City Manager’s Message ...................................................................................................11

II.

Budget Document Overview How to Read the Budget Document ................................................................................................ 17 Our City Council ............................................................................................................................. 18 City Council Vision ........................................................................................................................ 19 City Organization Chart .................................................................................................................. 20 Strategic Planning and Budget Development Process .................................................................... 21 Budget Development Calendar ....................................................................................................... 24 City Financial Structure .................................................................................................................. 25 Summary of Financial and Budget Policy Compliance .................................................................. 30

III.

Fund Summaries and Details Executive Summary By Fund .......................................................................................................... 51 All Funds Revenues and Expenditures Summary ........................................................................... 75 Revenue Analysis ............................................................................................................................ 82 General Fund Revenue Summary .................................................................................................... 93 General Fund Expenditure Summary .............................................................................................. 96 General Fund Specific Revenue and Appropriation Details City Council ............................................................................................................................ 99 City Manager ......................................................................................................................... 101 Budget and Strategic Planning .............................................................................................. 103 City Attorney ......................................................................................................................... 105 Human Resources .................................................................................................................. 107 Commissioner of the Revenue............................................................................................... 109 City Assessor ......................................................................................................................... 111 City Treasurer ........................................................................................................................ 113 Finance .................................................................................................................................. 115 Purchasing ............................................................................................................................. 117 Registrar ................................................................................................................................ 119 Circuit Court - Judges............................................................................................................ 121

FY 2021-2022 Operating & Capital Budget General District Court ........................................................................................................... 123 Magistrate’s Office ................................................................................................................ 125 Juvenile and Domestic Relations District Court ................................................................... 127 Court Service Unit ................................................................................................................. 129 Clerk of the Circuit Court ...................................................................................................... 131 Sheriff .................................................................................................................................... 133 Commonwealth’s Attorney ................................................................................................... 135 Police .................................................................................................................................... 137 Police –Emergency Communications.................................................................................... 139 Police Department – Animal Shelter Management ............................................................... 141 Fire & Rescue ........................................................................................................................ 143 Fire & Rescue – Emergency Management ............................................................................ 145 Western Tidewater Regional Jail Authority .......................................................................... 147 Public Works ......................................................................................................................... 149 Capital Programs and Facilities ............................................................................................. 151 Social Services ...................................................................................................................... 153 Social Services – Children’s Service Act .............................................................................. 155 Suffolk Health Department ................................................................................................... 157 Western Tidewater Community Services Board ................................................................... 159 School Support ...................................................................................................................... 161 Parks and Recreation ............................................................................................................. 163 Library ................................................................................................................................... 167 Planning and Community Development ............................................................................... 169 Economic Development ........................................................................................................ 171 Tourism ................................................................................................................................ 173 Media and Community Relations .......................................................................................... 175 Virginia Cooperative Extension ............................................................................................ 177 Local and Regional Organizations ........................................................................................ 179 Non-Departmental General Fund .......................................................................................... 181

Capital Projects Fund Specific Revenue and Appropriation Details .................................................. 185 Debt Service Fund Specific Revenue and Appropriation Details ...................................................... 191

FY 2021-2022 Operating & Capital Budget Special Revenue Fund Specific Revenue and Appropriation Details Aviation Facilities Fund ........................................................................................................ 197 Downtown Business Overlay Taxing District Fund .............................................................. 201 Road Maintenance Fund ........................................................................................................ 205 Consolidated Grants Fund ..................................................................................................... 209 Transit System Fund .............................................................................................................. 213 Law Library Fund.................................................................................................................. 217 Route 17 Special Taxing District Fund ................................................................................. 221 Enterprise Fund Specific Revenue and Appropriation Details Public Utilities Fund.............................................................................................................. 227 Refuse Fund........................................................................................................................... 237 Stormwater Management Fund ............................................................................................. 241 Internal Service Fund Specific Revenue and Appropriation Details Information Technology Fund............................................................................................... 247 Fleet Management Fund ........................................................................................................ 251 Risk Management Fund......................................................................................................... 255 School Board Component Unit Specific Revenue and Appropriation Detail School Operating Fund .......................................................................................................... 261

IV.

Appendices of Supporting Budget Documents Personnel Summary By Fund ....................................................................................................... 267 Capital Improvements Plan (CIP) ................................................................................................ 271 Long Range Budget Projections………………………………………… ................................... 377 Debt Service……………………………………………………………………………………..379 City Government, History and Community Attractions ............................................................... 385 City Demographics and Statistics ................................................................................................. 391 Budget Adoption Ordinance ......................................................................................................... 399 Fee Schedule................................................................................................................................. 403 Glossary of Terms ........................................................................................................................ 418

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City Manager’s Message

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Budget Document Overview

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HOW TO READ THE BUDGET DOCUMENT __________________________________________________________________ The Operating and Capital Budget Document consists of four sections detailed below. Comparative historical data, projections, explanatory notes and highlighted information have been included to assist the reader. I.

City Manager’s Message - includes budget highlights and significant changes from the prior year, priorities, goals, short and long term initiatives, and policy guidelines for the Operating and Capital Budget.

II.

Budget Document Overview - includes general and high level information to address:  How to Read the Budget Document  City Council  City Council 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

Michael D. Duman Mayor At Large Term Expires: 12/31/2024

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

Shelley Butler Barlow Council Member Chuckatuck Borough Term Expires: 12/31/2022

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

Lue R. Ward, Jr. Council Member Nansemond Borough Term Expires: 12/31/2024

Roger W. Fawcett Council Member Sleepy Hole Borough Term Expires: 12/31/2024

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

LeOtis Williams Council Member Whaleyville Borough Term Expires: 12/31/2024 18

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.

Director of Capital Programs & Facilities

Director of Public Works

Director of Public Utilities

Director of Economic Development

Director of Parks & Recreation

Treasurer

City Manager

Director of Human Resources

Director of Finance

Fire Chief

Chief of Police

Planning Commission

City Council

Citizens

Commonwealth’s Attorney

Other Authorities, Boards, and Commissions

School Board

City of Suffolk FY 2021-2022 Operating and Capital Budget Organizational Chart

Director of Planning & Community Development

Assessor

Commissioner of the Revenue

Deputy City Manager

City Attorney

Clerk of the Circuit Court

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 partners. 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 may be 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 Operating and Capital Budget Presented to City Council Public Hearing Advertisements for Proposed Budget and Effective Tax Rate, if Assessments increase 1% or more.



City Council Public Hearing on Proposed Operating and Capital Budget, Tax Rates, and Related Ordinances (1st Monthly Meeting) City Council Public Hearing on Effective Tax Rate Increase, if Assessments increase 1% or more (2nd Monthly meeting) Adoption of Operating and Capital Budget, Tax Rates, and Related Ordinances by City Council (2nd Monthly Meeting)

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”.



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



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

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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.



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.



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. 28

Formal budgetary integration is employed as a management control device. Annual operating budgets are adopted by ordinance passed by City Council for the General Fund, Capital Projects Fund, the Debt Service Fund, Special Revenue Funds (Aviation Facilities, Consolidated Grants Fund, Downtown Business Overlay District, Law Library, Road Maintenance, Route 17 Taxing District, and Transit System), Enterprise Funds (Utility, Refuse, and Stormwater), Internal Service Funds (Fleet Management, Information Technology, and Risk Management), and the School Operating Fund. The General, Special Revenue, Internal Service and Debt Service Funds’ budgets are adopted on a basis consistent with accounting principles generally accepted in the United States of America. Budgets for proprietary fund types are prepared on the accrual basis of accounting. Beginning fund balances for budgetary basis presentation purposes are adjusted for the 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 City’s fiscal year and the accounting, encumbering and controlling of the funds are managed and monitored upon the length of each individual grant or project, which may be more than one year.

Summary of Financial 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. As demonstrated in the summary below, the City is achieving compliance with its financial policies. Highlights of each major compliance area include: FINANCIAL POLICY Revenue: All fees and charges shall be reviewed annually with the development of the annual operating budget.

COMPLIANCE STATUS

The City will strive to achieve an overall property tax collection rate of 100%. The General Fund unassigned fund balance will not be used to finance current operations.

Restricted revenue shall only be used for the purpose intended and in a fiscally responsible manner.

Revenue collections remain strong with collection rates of greater than 98%. The adopted FY 22 budget does not include the use of funds from the General Fund unassigned fund balance to pay for current operations. $1M from the unassigned fund balance is provided to assist with one-time capital project expenditures. The adopted FY 22 budget utilizes restricted revenues for the designated purposes in which they were intended.

Budget: The City budget shall be balanced with planned expenditures equal to estimated revenues.

The adopted FY 22 budget is balanced with estimated revenues supporting proposed expenditures.

City fees and charges have been reviewed and updated in the adopted FY 22 budget.

The City shall maintain a General Fund unassigned fund balance at a minimum rate of 15%. The City will strive to maintain a Risk Stabilization Fund for its insured risks in an amount equal to 20% of anticipated annual premium costs. Capital Improvements Planning:

The General Fund unassigned fund balance is projected at 22.5% for FY 22. The Risk Management unrestricted fund balance exceeds the required $3.3M in risk stabilization funds to support the FY 22 budget.

The City will annually prepare and adopt a minimum five-year Capital Improvements Plan.

City Council adopted the ten-year FY 2022-2031 Capital Improvements Program and Plan (CIP) at the February 17, 2021, City Council meeting. Funding for all projects in the first year are included in the FY 22 budget. The adopted FY 22 budget includes 3.1% of General Fund departmental expenditures in cash funding for pay-as-you-go capital funding.

The City will budget an amount equal to 3% of the General Fund departmental expenditures (excluding certain transfers out, fund balance/reserve allocations, debt service, and flow-through expenditures) to pay-asyou-go capital improvements annually. Debt: Debt as a percentage of assessed value shall not exceed the 4% policy ceiling. Debt as a percentage of general government expenditures shall not exceed the 10% policy ceiling.

Debt as a percentage of assessed value is 1.91% for FY 22. Debt as a percentage of general government expenditures is 7.3% for FY 22.

CITY OF SUFFOLK

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

FY 22 Budget Status: Responses where appropriate for all compliance requirements for FY 22 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,

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Promotes long term financial stability by establishing clear and consistent guidelines,

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Directs attention to the total financial picture of the City rather than single issue areas,

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Promotes the view of linking long term financial planning with day to day operations, and

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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 22 Budget Status: Local revenues are diversified in the FY 22 budget. Real estate assessed values increased 5.35% overall due to reassessment and new construction resulting in an estimated $7.1M increase in revenue. Personal Property tax revenue is projected to increase $2.4M or 4%. Sales tax revenue is trending higher with an estimated $2.5M or 19% increase in revenue in FY 22. Overall, local tax revenue including general property and other local taxes is projected to increase $12.3M in FY 22 or 7%. 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 22 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 FY 22 fee schedule include Department of Fire & Rescue, fire site plan and engineering review fee and Planning and Community Development fees including a previously approved conditional use permit time extension fee; resource protection area/buffer area modification request, resource protection area/buffer area modification restoration plan review, and retroactive resource protection area /buffer area restoration plan review fees; temporary power release inspection fee; and low voltage installation fee, if required by permit. Additional fee adjustments have been made to the public utilities metered/non-metered water and sewer and meter service charges and the stormwater utility fee. The following fees are eliminated in the FY 22 budget including charge card convenience and echeck fees, Planning and Community Development printed map products and specialized map production fees. 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 22 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 Annual Financial Report. 2.04 Use of Fund Balance The City’s General Fund equity balance will be utilized to provide sufficient working capital in anticipation of current budgeted revenues and to finance unforeseen emergencies without borrowing. The General Fund equity of the City (Unassigned Fund Balance) will not be used to finance current operations. FY 22 Budget Status: The City’s budget is balanced with current General Fund revenues supporting all current General Fund expenditures for FY 22. The FY 22 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 22 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 22 Budget Status: The FY 22 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.

CITY OF SUFFOLK, VIRGINIA FINANCIAL POLICIES

FY 22 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 22 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 22 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 22 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 22 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.

CITY OF SUFFOLK, VIRGINIA FINANCIAL POLICIES

FY 22 Budget Status: The operating and capital budget provides adequate repair and maintenance funds to support City capital assets. 3.08 Fund Balance Levels The City will employ sound financial management principles to include the establishment of an unassigned fund balance sufficient to maintain required working capital and provide a reserve for unanticipated expenditures or emergencies, revenue shortfalls, and other non-recurring uses. The ratio of Unassigned General Fund balance as a percentage of Budgeted Governmental Funds Expenditures (net of the General Fund Contribution to Schools, transfer to other Governmental Funds, and Capital Projects Fund Expenditures) plus budgeted expenditures in the School Operating and Food Service Funds indicates the ability of the City to cope with unexpected financial problems or emergencies. The larger the Unassigned General Fund balance, the greater the City’s ability to cope with financial emergencies and fluctuations in revenue cycles. The City has established a 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 22 Budget Status: The General Fund unassigned fund balance exceeds the financial policy minimum rate of 15% and is projected at 22.5% 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 22 Budget Status: The Risk Management unrestricted fund balance exceeds the required $3.3M in rate stabilization funds to support the FY 22 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 22 Budget Status: A ten-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 two members of the Planning Commission, the Mayor, and Vice Mayor. The Plan is also 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 2021. The projects and funding included in the first year of the CIP are budgeted in the FY 22 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 22 Budget Status: The FY 22 budget includes $5.6M in General Fund cash for capital projects which equates to 3.1% of General Fund departmental expenditures in FY 22.

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.

CITY OF SUFFOLK, VIRGINIA FINANCIAL POLICIES

The City shall use an objective analytical approach to determine whether it can afford new or additional general purpose debt. This process shall use the City’s standards of affordability. These standards include the measures of debt service payments as a percent of current expenditures and debt as a percent of taxable real estate value. 5.01 Revenue Anticipation Notes (RANS) The City does not intend to issue tax or revenue anticipation notes (RANS) to fund government operations but rather to manage cash in a fashion that will prevent any borrowing to meet working capital needs. The City may issue RANS in an extreme emergency beyond the City’s control or ability to forecast when the revenue source will be received subsequent to the timing of funds needed. Such issuances will be for a period not to exceed a one year period. 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 38

CITY OF SUFFOLK, VIRGINIA FINANCIAL POLICIES  

There is an urgent need to construct multiple facilities or other public infrastructure simultaneously to keep pace with a rapidly growing population. The project has undergone a rigorous cost-benefit analysis by City Staff (or agents employed by the City for such purpose). If the project ultimately requires City credit enhancement, such obligations will be treated as if debt by the City.

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

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

Ceiling

FY 22 Status

1.9%

10%

7.3%

CITY OF SUFFOLK, VIRGINIA FINANCIAL POLICIES

Contribution to Schools and the Capital Projects Fund) and expenditures reported in the School Operating and Food Service Funds. Compliance with the above debt policy ratios will be calculated each fiscal year in conjunction with the budget development process and provided to Council with the proposed annual budget. 5.08 Long Term Debt Policy The City will use debt financing for capital improvement projects and unusual equipment purchases under the following circumstances: A. When the project is included in the City’s capital improvement program and/or is generally in conformance with the City’s Comprehensive Plan. 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 General Obligation Bonds sold to Virginia Public School Authority for School Capital Projects 40

CITY OF SUFFOLK, VIRGINIA FINANCIAL POLICIES    

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. 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 41

CITY OF SUFFOLK, VIRGINIA FINANCIAL POLICIES

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. 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 42

CITY OF SUFFOLK, VIRGINIA FINANCIAL POLICIES

remaining useful life of the financed facility and the concept of inter-generational equity should guide this decision. 4. Escrow Structuring. The City shall utilize the least costly securities available in structuring refunding escrows. A certificate will be provided by a third party agent stating that the securities were procured through an arms-length, competitive bid process (in the case of open market securities), and that the price paid for the securities was reasonable within Federal guidelines. Under no circumstances shall an underwriter, agent or financial advisor sell escrow securities to the City from its own account. 5. Arbitrage. The City shall take all necessary steps to optimize escrows and to avoid negative arbitrage in its refundings. Any resulting positive arbitrage will be rebated as necessary according to Federal guidelines. 5.12 Methods of Issuance The City will determine the method of issuance on a case-by-case basis. 1. Competitive Sale. In a competitive sale, the City’s bonds shall be awarded to the bidder providing the lowest true interest cost as long as the bid adheres to the requirements set forth in the official note of sale. 2. Negotiated Sale. The City recognizes that some securities are best sold through negotiation. In its consideration of a negotiated sale, the City shall assess the following circumstances: a. Bonds issued as variable rate demand obligations b. A structure which may require a strong pre-marketing effort such as a complex transaction or a “story” bond c. Size of the issue which may limit the number of potential bidders d. Market volatility is such that the City would be better served by flexibility in timing a sale in a changing interest rate environment 3. Private Placement. From time to time the City may elect to privately place its debt. Such placement shall be considered if other methods are not viable. 5.13 Bond Insurance The City may purchase bond insurance when such purchase is deemed prudent and advantageous. Use of bond insurance shall be based on such insurance being less costly than the present value of the difference between the interest on insured bonds versus uninsured bonds. In the case of a competitive sale, the City may permit bidders for its bonds to purchase bond insurance if such insurance will enhance the market reception and lower the interest rate on the City’s bonds. The City will submit an application for pre-qualification for insurance to facilitate bidders’ ability to purchase bond insurance. The winning bidder in a competitive sale will bear any associated cost with such enhancement. 43

CITY OF SUFFOLK, VIRGINIA FINANCIAL POLICIES

In the instance of a negotiated sale, the City will solicit quotes for bond insurance from interested providers. The City will select a provider whose bid is most cost effective and whose terms and conditions governing the guarantee are satisfactory to the City. 5.14 Use of Special Districts The City may consider using special districts such as Tax Increment Financing Districts, Community Development Authorities and special taxing districts to finance projects that:      

Strengthen the employment and economic base of the City; Increase property values and tax revenues; Reduce poverty; Create economic stability; Facilitate economic self-sufficiency; or Assist in implementing the City’s economic development strategies.

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

The firm’s ability and experience in managing transactions similar to that contemplated by the City Prior knowledge and experience with the City The firm’s ability and willingness to risk capital and demonstration of such risk and capital availability Quality and experience of personnel assigned to the City’s engagement Financing plan presented Underwriting fees

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

CITY OF SUFFOLK, VIRGINIA FINANCIAL POLICIES

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

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

5.17 Consultants Financial Advisor. The City shall select a financial advisor (or advisors) to assist in its debt issuance and debt administration processes. Selection of the City’s financial advisor(s) shall be based on, but not limited to, the following criteria: 45

CITY OF SUFFOLK, VIRGINIA FINANCIAL POLICIES    

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 City’s new water treatment facility (estimated completion is 2015), the City will review the amount of funds being set aside for replacement and/or extension of all Utility system assets such that new assets will not be 100 percent debt financed.

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Fund Summaries and Details

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CITY OF SUFFOLK, VIRGINIA ADOPTED FY 2021-22 OPERATING AND CAPITAL BUDGET Annual Operating and Capital Budget by Fund

Adopted Budget 2021-2022

Prior Yr. % Change

Budget 2018-2019

Budget 2019-2020

Budget 2020-2021

213,191,824 $

219,040,993 $

225,099,449 $

237,816,531

Capital Projects Fund

66,589,675

64,557,855

55,640,736

60,673,312

Debt Service Fund

28,420,944

28,964,818

29,674,356

29,396,660

-1%

171,907

171,749

173,479

174,091

1,702,885

1,715,017

1,982,163

1,989,160

634,215

660,129

Transit System Fund

1,934,197

1,699,144

1,931,709

2,431,160

26%

Aviation Facilities Fund

1,052,067

1,055,583

1,053,454

1,078,197

39,815

41,580

42,658

48,847

15%

Road Maintenance Fund

26,587,628

27,956,333

28,915,601

29,722,740

Fleet Management Fund

13,615,592

14,768,171

15,260,520

13,949,849

-9%

Information Technology Fund

9,466,929

10,087,567

11,530,356

13,844,606

20%

Risk Management Fund

20,513,322

20,541,171

19,943,061

19,627,218

-2%

Utility Fund

59,124,808

58,924,100

61,039,200

71,384,777

17%

Stormwater Fund

7,246,864

6,297,183

6,660,705

7,937,478

19%

Refuse Services Fund

8,528,433

9,091,649

10,294,673

10,681,077

168,662,537

173,824,500

180,999,048

196,784,863

627,483,641 $

639,397,543 $

650,901,297 $

698,200,696

Fund General Fund

Downtown Business Overlay District Route 17 Special Taxing District Grants Fund

Law Library Fund

School Fund Total Funds Budget

Local Tax Dollar for City Services General Fund

Education and Related Debt Public Safety Debt Service Health & Welfare General Government Parks, Recreation, & Cultural Judicial Community Development Public Works Capital Pay-Go Non-Departmental Local & Regional Organizations

32¢ 30¢ 7¢ 7¢ 5¢ 5¢ 4¢ 3¢ 3¢ 2¢ 1¢ 1¢ $1.00

Route 17 Taxing District Fund $1,989,160 Transit System Fund $2,431,160

Debt Service Fund $29,396,660

Law Library Fund $48,847

Grants Fund $660,129

Road Maint. Fund $29,722,740

Downtown Business Overlay District $174,091

Aviation Fund $1,078,197

Special Revenue Funds

Stormwater Fund $7,937,478

Refuse Services Fund $10,681,077

Utility Fund $71,384,777

Enterprise Funds

$698,200,696

Operating & Capital Budget

Capital Projects Fund $60,673,312

. General Govt. $12,599,163 Judicial 10,001,900 Public Safety 70,440,390 Public Works 5,585,287 Health &Welfare 16,140,696 Education 65,775,180 Parks, Rec. & Cultural 12,786,651 Community Development 7,659,796 Local and Regional Orgs. 1,231,512 Non-Departmental Fringe Benefits/Insurances 710,000 Transfer to Funds 34,885,957 $237,816,531

General Fund $237,816,531

Major Gov’t. Funds

Governmental Funds

SUMMARY CHART

Risk Management Fund $19,627,218

Fleet Management Fund $13,949,849

Information Technology Fund $13,844,606

Internal Service Funds

School Funds $196,784,863

Component Unit

TOTAL EXPENDITURES

General Government: City Council/City Clerk City Manager City Attorney City Assessor City Treasurer Commissioner of the Revenue Finance - Accounting and Payroll Finance - Budget and Strategic Planning Finance - Purchasing Human Resources Human Resources - Risk Management Information Technology Registrar Judicial: Circuit Court Judges General District Court Magistrate's Office Juvenile & Domestic Relations Court Court Services Unit Clerk of the Circuit Court Clerk of the Circuit Court - Law Library Sheriff Commonwealth's Attorney x x x x x x x x x

x x x x x x x x x x

General Fund

Capital Projects Fund

Debt Service Fund

Governmental Funds

Fund/Department Relationship

x x

Special Revenue Funds Enterprise Funds

x x

Internal Service Funds

Component Unit

Public Safety: Police Police - Emergency Communications Animal Shelter Management Fire & Rescue Fire & Rescue - Emergency Management Western Tidewater Regional Jail Public Works: Capital Programs and Facilities Public Works - Administration Public Works - Stormwater Engineering/Mosquito Control Public Works - Refuse Public Works - Road Maintenance/Traffic Engineering Public Works - Fleet Management Public Works - Transit Public Utilities: Public Utilities - Administration Public Utilities - Customer Service Public Utilities - Engineering Public Utilities - Line Maintenance Public Utilities - Maintenance Public Utilities - Water Production Public Utilities - Non-Departmental x x

x x x x x x

General Fund

x x x

x x

Special Revenue Funds x x

Debt Service Fund

Capital Projects Fund

Governmental Funds

Fund/Department Relationship

x x x x x x x

x x

Enterprise Funds

Internal Service Funds

Component Unit

Health & Welfare: Social Services Children's Services Act Western Tidewater Health District Western Tidewater Community Services Board Education: Schools (Local Support/State/Federal/Miscellaneous) Parks, Recreation, & Cultural: Parks & Recreation - Administration Parks & Recreation - Parks, Gateways & Maintenance Parks & Recreation - Recreation Library Community Development: Planning and Community Development Economic Development Economic Development - Tourism Media and Community Relations Virginia Cooperative Extension Service Other Public Services: Local and Regional Organizations Economic Development - Aviation Division Non-Departmental: Non-Departmental (Leave Payout/Unemployment) Transfer to Other Funds x x

x x

x x x x x x

x x x x

General Fund

Capital Projects Fund

Debt Service Fund

Governmental Funds

Fund/Department Relationship

Special Revenue Funds Enterprise Funds

Internal Service Funds

Component Unit

City of Suffolk Adopted FY 2021-22 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:

$ $

0.034

% Change

General Fund

Adopted Revenues:

237,816,531

5.6%

Adopted Expenditures:

237,816,531

5.6%

(0)

Unfunded Gap:

BUDGET PRIORITIES: 1 2 3 4 5 6

Maintain and Enhance Service Levels with No Tax Increase Protection of Human Health and Safety Investment in Public Education Employee Compensation and Critical Personnel Resources Quality of Life Enhancements Compliance with Financial Policies

OTHER IMPORTANT BUDGET ITEMS TO NOTE:  $3,000,000 additional local funding provided in support of Suffolk Public Schools.  2.5% cost-of-living adjustment for employees hired prior to April 1, 2021.  Provides for 41 new FTEs: • Appraiser III • Deputy Assessor • Building Maintenance Technician • Assistant City Clerk • Administrative Specialist • Programmer Analyst I • Fire Firefighter I (15) - Funding for 9 months • Fire Captain (2) - Funding for 9 months • Fire Lieutenant - Funding for 9 months • Executive Secretary • Employee Relations Consultant I • HRIS Manager • Custodial Worker - Funding for 6 months • Office Assistant - Funding for 6 months • Recreation Specialist (2) - Funding for 6 months • Fitness Specialist - Funding for 6 months • Recreation Supervisor - Funding for 6 months • Recreation Manager - Funding for 6 months • Building Inspector I • Assistant Building Official/Inspector • Marketing Specialist • Accounting Assoicate II • Deputy Sheriff II (2) • Family Services Worker II  $1,000,000 transfer to the Capital Projects Fund to comply with the capital pay-go financial policy. 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

22.5% Projected 3.1% Projected 1.9% Projected 7.3% Projected

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

12,717,082

12,329,685 (156,297) 477,467 43,030 23,196

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)

12,717,082

6,490,449 (1,678) 179,400 70,472 164,900 220 2,078,682 (413,642) (7,188) 58,000 (27,764) 60,000 (11,312) 19,451 15,228 17,500 5,680 33,775 75 114,344 52 28,843 117,907 359,152 (11,700) 555 3,000,000 11,295 (150,000) 514,386

12,717,082

TOTAL INCREASED SERVICE REQUIREMENTS:

City of Suffolk Adopted FY 2021-22 Operating and Capital Budget Capital Projects Fund - Executive Summary % Change

Capital Projects Adopted Revenues:

60,673,312

Adopted Expenditures:

60,673,312

Unfunded Gap:

Increase / (Decrease) from Prior Fiscal Year:

5,032,576

Includes:  $15,167,000 in Public Utility cash funding for recommended essential water/sewer projects.  Includes GO Bonded Projects of the following: Education: Major Repairs/Systems Replacement Parks & Recreation: Lone Star Lakes Park Water Access-Nansemond River Cedar Hill Slope Stabilization Public Buildings & Facilities: Central Library Joint Operations Facility Human Resources Building Renovation Public Safety: Aerial Ladder Truck Fire & Rescue Operations Building Joint Public Safety Training Center College Drive Fire Station CAD System Replacement Transportation: Local Urban Roadway Construction (Shoulders Hill Phase II) Local Urban Intersections (N Pkwy/Bennett's Pasture, RT17/Crittenden, RT58/Manning Bridge) Nansemond Pkwy/Wilroy Rd Flyover Pruden Center Turn Lane Relocation of Zone C Headquarters Village & Neighborhood Initiatives: Downtown Implementation Plan Initiatives

 Cash Pay-Go Funding to leverage significant grant support of the following projects: Aviation: Obstruction Removal Adjacent Properties Roof Replacement Box Hangar 7

2022 Bond $ $ 3,500,000

% Grant

Grant $

175,000 150,000 687,000 7,735,325 317,217 500,000 1,874,387 902,190 1,520,000 1,900,000 3,000,000 843,997 3,396,847 1,677,500 383,627 1,086,910

2,722,111 2,516,803 383,627

44% 60% 50%

100,000 $

29,750,000

$ $ $

Cash Pay-Go 13,200 75,000 88,200

$ $ $

5,622,541

Grant $ 646,800 646,800

98% 0%

 $8.4M or 14% of proposed capital project expenses funded by State/Federal dollars. FINANCIAL POLICY COMPLIANCE STATUS:  Capital Cash "Pay-Go" - 3% min. of General Fund Expenses

3.1% Projected

City of Suffolk Adopted FY 2021-22 Operating and Capital Budget Aviation Facilities Fund- Executive Summary % Change

Aviation Adopted Revenues:

1,078,197

Adopted Expenditures:

1,078,197

Unfunded Gap:

Increase / (Decrease) from Prior Fiscal Year:

24,743

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 $109,717 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 2021-22 Operating and Capital Budget Downtown Business Overlay Tax District Fund - Executive Summary

Current Tax Rate: Adopted Tax Rate:

$ $

0.105 0.105

Adopted Tax Rate Adjustment:

% Change

DBOD

Adopted Revenues:

174,091

Adopted Expenditures:

174,091

612

Unfunded Gap:

Increase / (Decrease) from Prior Fiscal Year:

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

City of Suffolk Adopted FY 2021-22 Operating and Capital Budget Law Library Fund - Executive Summary % Change

Law Library

Adopted Revenues:

48,847

15%

Adopted Expenditures:

48,847

15%

6,188

Unfunded Gap:

Increase / (Decrease) from Prior Fiscal Year:

Includes:  Funding to provide the general public and legal community access to current legal and consumer protection information at no cost. A special fee of $4.00 is levied on civil court cases in the General District and Circuit Courts. This fee is held in a separate fund for the 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 2021-22 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:

1,989,160

Adopted Expenditures:

1,989,160

Unfunded Gap:

Increase / (Decrease) from Prior Fiscal Year:

6,997

Includes:  Funding to promote infrastructure improvements to facilitate economic development and business attraction in the taxing district located in north Suffolk.  Transfer of debt service for payment of financed transportation improvements in the taxing district.

City of Suffolk Adopted FY 2021-22 Operating and Capital Budget Road Maintenance Fund - Executive Summary % Change

Road Maintenance

Adopted Revenues:

29,722,740

Adopted Expenditures:

29,722,740

(0)

807,139

Unfunded Gap:

Increase / (Decrease) from Prior Fiscal Year:

Includes:  State Road Maintenance revenue based on City lane miles of: 1,278.21 secondary and 380.21 primary.  Provides for 4 new FTEs: • Street Maintenance Worker II • Heavy Equipment Operator I • Engineering Technician • Construction Inspector I

City of Suffolk Adopted FY 2021-22 Operating and Capital Budget Debt Fund - Executive Summary % Change

Debt

Adopted Revenues:

29,396,660

-1%

Adopted Expenditures:

29,396,660

-1%

Unfunded Gap:

Increase / (Decrease) from Prior Fiscal Year:

(277,696)

Includes:  Current annual debt service for General Government Projects.  Includes GO Bond Revenue for the following projects: Education: Major Repairs/Systems Replacement Parks & Recreation: Lone Star Lakes Park Water Access-Nansemond River Cedar Hill Slope Stabilization Public Buildings & Facilities: Central Library Joint Operations Facility Human Resources Building Renovation Public Safety: Aerial Ladder Truck Fire & Rescue Operations Building Joint Public Safety Training Center College Drive Fire Station CAD System Replacement Transportation: Local Urban Roadway Construction (Shoulders Hill Phase II) Local Urban Intersections (N Pkwy/Bennett's Pasture, RT17/Crittenden, RT58/Manning Bridge) Nansemond Pkwy/Wilroy Rd Flyover Pruden Center Turn Lane Relocation of Zone C Headquarters Village & Neighborhood Initiatives: Downtown Implementation Plan Initiatives

3,500,000 175,000 150,000 687,000 7,735,325 317,217 500,000 1,874,387 902,190 1,520,000 1,900,000 3,000,000 843,997 3,396,847 1,677,500 383,627 1,086,910 100,000

29,750,000

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

1.9% Projected 7.3% Projected

City of Suffolk Adopted FY 2021-22 Operating and Capital Budget Public Utilities - Executive Summary % Change

Public Utilities

Adopted Revenues:

71,384,777

17%

Adopted Expenditures:

71,384,777

17%

(0)

10,345,578

Unfunded Gap:

Increase / (Decrease) from Prior Fiscal Year: Includes:  New customer revenue projection of 575 ERUs (Equivalent Residential Units)  The following rate structure adjustments are adopted effective July 1: FY 21 Water per 100 cubic feet Sewer per 100 cubic feet Meter Service Charge 5/8 inch & 3/4 inch meter Water Availability Charge - Single Family Sewer Availability Charge - Single Family

$ $ $ $ $

FY 22 9.71 7.27 11.25 5,520 6,000

$ $ $ $ $

10.31 7.27 12.75 5,520 6,000

% Change 6% 0% 13% 0% 0%

 Transfer of $15.167M to cash fund Public Utilities Capital Projects.  Provides for 1 new FTE: • Line Maintenance Technician

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 66% Yes 1.15

City of Suffolk Adopted FY 2021-22 Operating and Capital Budget Stormwater Fund - Executive Summary

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

$ $

6.00 7.50

% Change

Stormwater

Adopted Revenues:

7,937,478

19%

Adopted Expenditures:

7,937,478

19%

(0)

1,276,772

Unfunded Gap:

Increase / (Decrease) from Prior Fiscal Year:

Includes:  Mandated provision of Stormwater management services citywide to include mosquito control services.  Increases monthly fee per ERU from $6.00 to $7.50 to address stormwater drainage improvements.

City of Suffolk Adopted FY 2021-22 Operating and Capital Budget Transit Fund - Executive Summary % Change

Transit

Adopted Revenues:

2,431,160

26%

Adopted Expenditures:

2,431,160

26%

Unfunded Gap:

Increase / (Decrease) from Prior Fiscal Year:

499,451

Includes:  A transfer of $1,006,409 to support Transit operations from the General Fund to a Special Revenue Fund under the management of the Department of Public Works.

City of Suffolk Adopted FY 2021-22 Operating and Capital Budget Refuse Fund - Executive Summary

Current Monthly Fee per Household: Adopted Monthly Fee per Household:

$ $

25.25 25.25

% Change

Refuse

Adopted Revenues:

10,681,077

Adopted Expenditures:

10,681,077

386,405

Unfunded Gap:

Increase / (Decrease) from Prior Fiscal Year:

Includes:  Provides for refuse, recycling, bulk refuse pick up and disposal costs at the Southeastern Public Service Authority (SPSA) regional landfill.  Provides for Citywide residential refuse and recycling pick-up to an estimated 30,985 households.  Compliance plan for State 25% citywide recycling requirement.

City of Suffolk Adopted FY 2021-22 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:  $660,129 in local cash match funds to leverage State and Federal grant opportunities for the City.

City of Suffolk Adopted FY 2021-22 Operating and Capital Budget Fleet Fund - Executive Summary % Change

Fleet

Adopted Revenues:

13,949,849

-9%

Adopted Expenditures:

13,949,849

-9%

(0)

(1,310,671)

Unfunded Gap:

Increase / (Decrease) from Prior Fiscal Year:

Includes:  Cost estimate for fuel of $2.05 per gallon (govt. secured rate).  $2M cash funding for fleet equipment additions and replacements due to cost and safety factors.

City of Suffolk Adopted FY 2021-22 Operating and Capital Budget Information Technology Fund - Executive Summary

Information Technology

% Change

Adopted Revenues:

13,844,606

20%

Adopted Expenditures:

13,844,606

20%

(0)

2,314,251

Unfunded Gap:

Increase / (Decrease) from Prior Fiscal Year:

Includes:  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  Provides for 1 new FTE: • Computer Technician

City of Suffolk Adopted FY 2021-22 Operating and Capital Budget Risk Fund - Executive Summary % Change

Risk

Adopted Revenues:

19,627,218

-2%

Adopted Expenditures:

19,627,218

-2%

(0)

(315,843)

Unfunded Gap:

Increase / (Decrease) from Prior Fiscal Year:

Includes:  Mandated coverage of workers compensation, public safety "line of duty" benefits, employee drug and alcohol screenings, and property/liability insurance.  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.  Provides for 1 new FTE: • VRS/Benefit Consultant

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

Yes

City of Suffolk Adopted FY 2021-22 Operating and Capital Budget School Operating Fund - Executive Summary % Change

Schools

Adopted Revenues:

196,784,863

Adopted Expenditures:

196,784,863

15,785,815

Request : $

3,000,000

Unfunded Gap:

Increase / (Decrease) from Prior Fiscal Year:

Includes:  $3M increase in local support for Suffolk Public Schools operations.

Request Includes:  Additional local appropriation request for funding of $3,000,000.

Adopted: $ 3,000,000

Operating Fund

Year to Year Comparative Data Adopted FY 21 Requested FY 22 Adopted FY 22 % Change $ 160.3 $ 163.1 $ 163.1 1.75%

Lease of Building

0.4

0.00%

Grant Fund

12.2

22.8

86.89%

Food Services Fund

8.0

7.9

-1.25%

Operating Request: $

180.9

194.2

7.35%

School Debt Service: $

11.4

10.4

-8.77%

Total School Funding: $

192.3

204.6

6.40%

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

14,325 13,800

13,750 13,519

-4% -2%

13,935

15,135

8.61%

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

Summary of Revenues and Expenditures for All Funds FY 2020 - FY 2022

FY 2020 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 2021 Budget

142,032,219 48,710,560 2,896,333 1,012,105 5,115,105 112,239,059 9,889,591 1,388,982 146,579,089 22,063,238 105,961,263 53,033,802 650,921,345

42,337,767 10,151,533 69,002,500 64,997,744 23,391,865 14,670,632 179,308,978 12,674,654 8,357,295 3,816,890 21,980,469 73,384,773 103,085,705 627,160,806

FY 2022 Budget

142,402,006 45,100,000 2,335,700 1,060,000 1,799,070 118,488,868 2,928,000 949,243 157,330,757 23,856,617 109,074,805 28,635,503 16,940,728 650,901,297

47,478,189 9,390,114 72,688,725 83,217,170 33,941,718 15,545,111 184,574,048 15,216,233 9,006,442 6,926,842 8,308,811 55,533,090 109,074,805 650,901,297

152,133,097 47,706,203 2,380,700 1,060,000 1,615,186 123,144,840 2,617,000 888,100 156,721,988 32,754,621 121,984,435 30,000,000 25,194,523 698,200,696

55,868,071 10,050,746 80,329,967 79,377,802 40,367,181 16,140,696 200,359,863 14,338,651 10,029,546 5,196,506 8,730,486 55,426,745 121,984,435 698,200,696

Projected Fund Balances - June 30, 2021

254,832,420

Projected Fund Balances - June 30, 2022

233,347,187

Notes: FY 2020 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 are shown in total to include nonspendable, restricted, unrestricted, committed, assigned, and unassigned fund balance classifications.

City of Suffolk All Funds Revenues and Expenditures Summary FY 2021 - 2022 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, 2020

Aviation Fund

149,969,846 47,706,203 1,490,700 810,000 1,176,706 3,464,703 721,000 635,894 22,783,428 5,127,404 2,930,647 1,000,000 237,816,531

12,599,163 10,001,900 70,440,390 5,585,287 16,140,696 12,786,651 7,659,796 1,231,512 710,000 100,661,137 237,816,531

86,344,490

Downtown Business Overlay Taxing District Fund

273,480 695,000 109,717 1,078,197

988,868 89,329 1,078,197

174,091 174,091

581,327

248,830

174,091 174,091

Projected Fund Balances - June 30, 2021

92,200,522

581,327

248,830

Appropriations to/from Fund Balances during the year - FY 22

(1,000,000)

Projected Fund Balances - June 30, 2022

91,200,522

581,327

248,830

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 2021 - 2022 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, 2020

43,000 13,500 373,414 827,117 1,006,409 167,720 2,431,160

2,191,127 240,033 2,431,160

1,161,468

Debt Service Fund

35,000 13,847 48,847

48,847 48,847

29,396,660 29,396,660

223,066

492,720

29,396,660 29,396,660

Projected Fund Balances - June 30, 2021

1,161,468

223,066

492,720

Appropriations to/from Fund Balances during the year - FY 22

(167,720)

(13,847)

Projected Fund Balances - June 30, 2022

993,748

209,219

492,720

Notes: Transit Fund: $167,720 budgeted from Transit Fund restricted fund balance for one-time expenses. Law Library Fund: $13,847 budgeted from Law Library Fund restricted fund balance for one-time expenses.

City of Suffolk All Funds Revenues and Expenditures Summary FY 2021 - 2022 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

- $ 150,000 56,002,777 65,000 15,167,000 71,384,777 $

- $ 11,886,444 2,063,405 13,949,849 $

13,844,606 13,844,606

- $ 25,200,181 50,000 4,686,639 25,472,272 15,975,685 71,384,777 $

- $ 13,579,305 618 89,250 280,676 13,949,849 $

13,114,618 149,999 289,200 290,789 13,844,606

37,917,693 $

13,565,231 $

(298,374)

Projected Fund Balances - June 30, 2021

37,917,693

13,565,231

(298,374)

Appropriations to/from Fund Balances during the year - FY 22

(11,457,710)

(2,063,405)

26,459,983 $

11,501,826 $

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, 2020

Projected Fund Balances - June 30, 2022

Fleet Mgmt. Fund

(298,374)

Notes: Utility Fund: $15.1M 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: $2M 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 2021 - 2022 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, 2020

Route 17 Taxing District Fund

16,216,669 3,410,550 19,627,218

19,445,619 113,249 68,350 19,627,218

15,744,882

Refuse Fund

1,989,160 1,989,160

1,590,700 398,460 1,989,160

10,212,680 165,500 302,897 10,681,077

3,446,284

3,321,333

520,000 9,532,132 250,206 378,737 10,681,077

Projected Fund Balances - June 30, 2021

15,744,882

3,446,284

3,321,333

Appropriations to/from Fund Balances during the year - FY 22

(3,410,550)

(378,737)

Projected Fund Balances - June 30, 2022

12,334,332

3,446,284

2,942,596

Notes: Risk Management Fund: $3.4M budgeted from Risk Management Fund unrestricted fund balance to provide a health savings credit to all departments and funds. Refuse Fund: $378,737 budgeted from Refuse Fund restricted fund balance for one-time expenses.

City of Suffolk All Funds Revenues and Expenditures Summary FY 2021 - 2022 Adopted Operating and Capital Budget

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

5,463,662 1,230,281 13,863 1,229,672 7,937,478

10,048,542 9,889,577 17,182,216 15,167,000 3,575,000 1,552,000 2,369,750 735,000 154,227 60,673,312

14,323,445

4,316,303

54,358,789

Projected Fund Balances - June 30, 2021

14,323,445

4,316,303

54,358,789

Appropriations to/from Fund Balances during the year - FY 22

(2,710,037)

(129,000)

(154,227)

Fund Balances - June 30, 2020

Projected Fund Balances - June 30, 2022

370,000 250,000 15,000 1,292,303 22,500 2,000 25,060,900 2,710,037 29,722,740

27,180,560 249,000 2,293,180 29,722,740

Capital Projects Fund

7,808,478 129,000 7,937,478

Stormwater Mgmt. Fund

11,613,408

4,187,303

7,819,391 594,000 22,105,694 30,000,000 154,227 60,673,312

54,204,562

Notes: Road Maintenance Fund: $2.7M 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: $154,227 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 2021 - 2022 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 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, 2020

660,129 660,129

1,322,634

Projected Fund Balances - June 30, 2021 Appropriations to/from Fund Balances during the year - FY 22 Projected Fund Balances - June 30, 2022

Schools Fund

Grand Total

3,018,728 1,100,000 100,684,855 26,206,100 65,775,180 196,784,863

196,784,863 196,784,863

55,868,071 10,050,746 80,329,967 79,377,802 40,367,181 16,140,696 200,359,863 14,338,651 10,029,546 5,196,506 8,730,486 55,426,745 121,984,435 698,200,696

11,906,267

248,976,388

152,133,097 47,706,203 2,380,700 1,060,000 1,615,186 123,144,840 2,617,000 888,100 156,721,988 32,754,621 121,984,435 30,000,000 25,194,523 698,200,696

1,322,634

11,906,267

254,832,420

(21,485,233)

1,322,634

11,906,267

233,347,187

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 (63%), other local tax revenue (20%), revenue from fees and charges (3%), state revenue (10%), federal revenue (2%), and fund transfers (2%). General Fund revenue is projected to increase 5.6% over the previous year to $237.8M in FY 22.

General Fund Revenue FY 19 Actual General Property Taxes

FY 20 Actual

FY 21 Budget

FY 21 Projected

FY 22 Adopted

133,783,121 $ 139,982,189 $ 140,246,364 $ 144,222,448 $ 149,969,846

Other Local Taxes

46,250,834

48,710,560

45,100,000

52,214,379

47,706,203

Revenue from Fees and Charges

10,566,168

11,723,929

8,455,299

7,460,495

8,299,003

State Revenue

21,361,817

21,639,609

22,305,960

22,629,427

22,783,428

Federal Revenue

5,946,341

5,434,916

5,084,374

5,099,531

5,127,404

Fund Transfers

2,443,701

2,695,930

3,907,451

2,907,451

3,930,647

220,351,982 $ 230,187,133 $ 225,099,448 $ 234,533,731 $ 237,816,531

General Fund Revenue State 10%

Federal 2%

Fund Transfers 2%

Fees & Charges 3%

Other Local Taxes 20%

General Property Taxes 63%

General Property Taxes General property taxes account for approximately 63% 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 City’s largest source of revenue, comprising 50% of General Fund revenue. A 6% or $7M increase in real estate tax revenue is projected in FY 22 which is attributed to assessed value growth and new construction. The assessed value of real estate increased 5.35% due to reassessment. Assessed value growth of existing properties accounted for 4.20% of the increase, while new construction garnered 1.15% of the total increase in assessed value. The real estate tax rate will remain at $1.11 per $100 of assessed value in FY 22. Personal property tax revenue, which accounts for nearly 11% of General Fund revenue, is projected to increase 10% or $2.4M in FY 22. The projected increase is based on an analysis of current assessed values and historic trends. The used car market is particularly strong at this time and contributing to growth in personal property tax revenue.

Real and Personal Property Tax Revenue $107.9M

$104.0M $100,000,000

$112.0M

$117.9M

$97.6M

$95.5M

$80,000,000

$60,000,000

$40,000,000 $20.7M

$22.0M

$23.8M

$26.0M

$20,000,000

$0 FY 17 Actual

FY 18 Actual

FY 19 Actual

Real Property

FY 20 Actual

FY 21 Projected

FY 22 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 increase 6% or $2.6M in FY 22. Local taxes driving the 6% increase include sales and use tax (19%), recordation and probate tax (22%), and lodging tax (40%). Sales and use, business license, and meals tax revenues were projected to decline in FY21 due to the COVID-19 pandemic, but revenues are expected to exceed projected amounts. Sales and use tax revenue is benefitting from the levy of sales tax on internet sales which began in July 2020 in Virginia. Low interest rates on mortgages and the tight supply of housing is also contributing to the increase in recordation tax revenue. New residential, office, commercial, retail, and restaurant developments in central and northern Suffolk are continuing to have a positive impact on local tax revenue. Revenue from Fees and Charges Revenue from fees and charges account for 3% 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 $8.3M in FY 22 or 2% decrease over the previous year. The decrease is attributed to a reduction in the amount of reimbursement budgeted from the school board based on trends and a decline in miscellaneous revenue due to the elimination of charge card and e-check convenience fees for online tax and fee payments.

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 9% or approximately $125,000 in FY 22. The increase in revenue is due to building permits and weapon 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 remain flat at $810,000 in FY22. 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. Revenue from use of money and property is projected to remain flat at $1,176,706 in FY 22. 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 increase slightly at 1% or $50,847 in FY 22. 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 decrease by $271,000 in FY 22 due to the elimination of charge card and e-check convenience fees. 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 decrease by $61,143 in FY 22 based on previous trends. 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 2% or approximately $477,468 in FY 22. The increase is primarily due to additional state funding for shared expenses for state-assisted local offices 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 1% in FY 22 due to an increase in State Revenue for tax on deeds-grantors tax and vehicle rental tax. Shared Expenses The City receives funding from the Commonwealth of Virginia Compensation Board for the shared expenses of operating state-assisted local offices including the offices of the Commonwealth’s Attorney, Sheriff, the Commissioner of the Revenue, Treasurer, Voter Registrar, and Circuit Court Clerk. State shared expense revenue is projected to increase $262,504 in FY 22.

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 2% in FY 22 to $5.4M based on state aid estimates for fire program funds and wireless 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 1% or approximately $43,030 in FY 22.

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 22 is $60.7M which represents a 9% increase over FY 21. 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 FY22: $30M general obligation bonds (50%), $8.6M state and federal funds (14%), $16.5M transfer from other funds (27%), and $5.6M general fund cash (9%).

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 decrease 1% in FY 22 to $29.4M. 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 district’s boundaries. The projected DBOD revenue for FY 22 remains flat at $174,091. 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 22 is $29.7M, a 3% increase over FY 21. State revenue, which is based on a funding formula accounting for roadway miles in the City, is projected to increase by 3% to $25.1M in FY 22. 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 22 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 22 is $48,847, a 15% increase over FY 21. 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 district’s boundaries. The projected revenue for FY 22 remains flat at $1,989,160.

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 (63%), rental of facilities such as airport hangars (25%), miscellaneous revenue to include an airport usage fee (2%), and the transfer of funding support from the General Fund (10%). The Aviation Facilities Fund budget for FY 22 remains flat at approximately $1.1M. Transit Fund The Transit Fund accounts for the revenues and expenditures of Suffolk’s transit service, which is outsourced to the Virginia Regional Transit Authority (VRTA), and includes seven bus routes and ADA service. The Transit Fund derives revenues from General Fund transfers (41%), state and federal funding (50%), fare collections (2%), miscellaneous revenue (1%) and transfer from fund balance (6%). The Transit Fund budget for FY 22 is approximately $2.4M, a 26% increase over FY 21 primarily due to additional state and federal 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 22 is approximately $71.4M, a 17% increase over FY21. 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, bond rebates, special fees, sale of services, and miscellaneous revenue. New customer or equivalent residential units (ERU) are projected to remain flat at 575 ERUs in FY22. Consumption based water and sewer rates in FY22 are as follows: the water rate will increase $.60 per 100 cubic feet to $10.31, the sewer collection rate will remain flat at $7.27 per 100 cubic feet, and meter service charges will increase $1.50 per month to $12.75.

Stormwater Fund The Stormwater Fund provides for the operation, management, construction and maintenance of stormwater facilities, as well as mosquito control services. The stormwater fee will increase by $1.50 per month to $7.50 per month in FY22. 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 22 is approximately $7.9M, a 19% increase over FY 21, which is attributable to an increase in stormwater utility fees, and permit and inspection fees. 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 22 is approximately $10.7M, a 4% increase over FY 21. The FY 22 monthly refuse collection fee will remain flat at $25.25. 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 22 is approximately $13.8M, a 20% increase over FY 21. 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 22 is approximately $13.9M, a 9% decrease over FY 21. 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 22 is approximately $19.6M, a 2% decrease over FY21.

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 22 is approximately $196.8M, a 9% increase over FY 21. The increase is primarily due to a $12.8M increase in state, federal, and other funding for education and a $3M increase in local funding.

General Operating Fund

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CITY OF SUFFOLK, VIRGINIA ADOPTED FY 2021-22 OPERATING AND CAPITAL BUDGET GENERAL FUND Revenue Summary

Revenue Type

2018-2019 Actual

2019-2020 Actual

2020-2021 Budget

2021-2022 Adopted

Budget % Change

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

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

107,935,979 $ 4,598,789 26,018,535 1,428,885

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

117,869,846 4,800,000 26,000,000 1,300,000

6% 4% 10% 0%

Total General Property Taxes

133,783,121 $

139,982,189 $

140,246,364 $

149,969,846

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

12,626,601 2,890,793 4,755,918 8,412,262 2,624,213 582,250 2,513,189 1,920,427 191,456 1,470,419 10,723,032

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

13,500,000 2,300,000 4,700,000 7,500,000 2,500,000 706,203 2,200,000 1,900,000 1,400,000 11,000,000

19% -18% 0% 0% 4% 9% 22% 0% -100% 40% 2%

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

48,710,560 $ 188,692,748 $

45,100,000 $ 185,346,364 $

47,706,203 197,676,049

6% 7%

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

27,713 13,090 3,960 287,280 1,314,715 74,048 65,715 830 1,370

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

35,000 15,000 3,000 300,000 1,000,000 70,000 65,000 1,300 1,400

0% 0% 0% 0% 11% 56% 0% 0% 0%

1,324,025 $

1,788,722 $

1,365,700 $

1,490,700

510,627 144,773 179,572

466,986 137,700 175,620

500,000 140,000 170,000

0% 0% 0%

834,973 $

780,306 $

810,000 $

810,000

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

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

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

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

1,510,441 856,822 217,471 7,563 58,959 34,560 16,536 4,675

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

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

3,031,452 $

2,707,027 $

1,176,706 $

1,176,706

CITY OF SUFFOLK, VIRGINIA ADOPTED FY 2021-22 OPERATING AND CAPITAL BUDGET GENERAL FUND Revenue Summary

Revenue Type

Budget % Change

2018-2019 Actual

2019-2020 Actual

2020-2021 Budget

2021-2022 Adopted

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

125,645 5,787 16,421 83,364 9,385 32,895 22,719 2,217,298 39,995 614,444 17,446 14,196 74 38,148 117,024 3,135 81,050

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

100,000 5,787 18,000 120,000 10,000 35,000 15,000 2,212,266 50,000 600,000 20,000 26,100 50 55,000 115,000 7,500 75,000

18% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 50%

3,601,996 $

3,439,025 $

3,413,856 $

3,464,703

1,105 8,283 701,237 272,272 10,506

382 11,199 700,129 1,623,061 8,057

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

3,000 1,000 10,000 700,000 7,000

0% 0% 67% 0% -100% 0%

993,402 $

2,342,828 $

992,000 $

721,000

-27%

150,489 425,079 204,056 696

111,992 284,120 249,569 20,100 240

100,000 496,537 100,000 500

100,000 435,394 100,000 500

0% -12% 0%

780,319 $ 10,566,168 $

666,022 $ 11,723,929 $

697,037 $ 8,455,299 $

635,894 8,299,003

-9% -2%

45,042 362,634 253,256 2,959,412 10,169,730 221,046 -

22,364 515,958 125,561 3,074,828 10,169,730 186,349 -

25,000 350,000 130,000 3,200,896 10,169,730 150,000 -

25,000 450,000 125,000 3,200,896 10,169,730 175,000 -

0% 29% -4% 0% 0% 17% -

14,011,120 $

14,094,789 $

14,025,626 $

14,145,626

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) Grave Openings Total Charges for Services

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

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

$ $

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 Games of Skill Total Non-Categorical Aid

CITY OF SUFFOLK, VIRGINIA ADOPTED FY 2021-22 OPERATING AND CAPITAL BUDGET GENERAL FUND Revenue Summary

Revenue Type

Budget % Change

2018-2019 Actual

2019-2020 Actual

2020-2021 Budget

2021-2022 Adopted

1,047,189 954,023 181,320 215,111 47,586 549,530

982,206 902,739 172,010 198,441 114,417 511,466

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

1,125,098 1,041,253 229,865 269,531 51,702 554,471

6% 6% 22% 23% 9% 9%

2,994,760 $

2,881,278 $

3,009,416 $

3,271,920

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

17,230 12,420 33,067 2,243,904 1,354,819 44,627 391,057 80 88,573 308,072 169,694

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

10,000 40,000 2,750,141 1,629,899 350,000 88,573 322,355 174,914

0% 0% 1% 0% 17% 2% 5% 4%

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

4,663,542 $ 21,639,609 $

5,270,918 $ 22,305,960 $

5,365,882 22,783,428

2% 2%

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

3,982 26,168 5,385,394 19,373

5,064,374 20,000

5,107,404 20,000

1% 0%

5,946,341 $

5,434,916 $

5,084,374 $

5,127,404

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

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 Library Aid Total Categorical Aid TOTAL STATE REVENUE

$ $

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

1,000,000

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

714,960 95,589 89,329 808,685 279,372 302,897 280,676 290,789 68,350

-6% 358% 38% 3% -1% 13% -26% 0% 33%

TOTAL OTHER REVENUE

2,443,701 $

2,695,930 $

3,907,451 $

3,930,647

TOTAL REVENUES

220,351,982 $

230,187,133 $

225,099,449 $

237,816,531

5.6%

CITY OF SUFFOLK, VIRGINIA ADOPTED FY 2021-22 OPERATING AND CAPITAL BUDGET GENERAL FUND Expenditure Summary Budget 2018-2019

2019-2020

2020-2021

2021-2022

Actual

Budget

Request

Incr

Adopted

Change

GENERAL GOVERNMENT City Council

560,470

19% $

533,303

13%

1,041,615

1,045,939

1,107,984

1,111,231

1,188,483

338,021

350,677

352,847

352,848

371,289

City Attorney

1,045,437

1,130,275

1,163,969

1,353,606

16%

1,215,582

Human Resources

1,062,910

911,738

1,045,276

1,567,794

50%

1,403,659

34%

Commissioner of the Revenue

1,064,261

1,096,734

1,105,344

1,153,161

1,208,108

Assessor

1,677,047

1,717,395

1,858,196

2,190,645

18%

2,047,026

10%

Treasurer

1,523,710

1,610,700

1,644,388

1,685,479

1,756,182

Finance

1,434,164

1,491,931

1,583,291

1,664,462

1,736,055

10%

Purchasing

318,606

320,148

331,989

332,259

360,212

Registrar

505,640

568,747

693,851

764,849

10%

779,263

12%

10,405,231 $

10,660,875 $

11,358,194 $

12,736,804

12% $

12,599,163

11%

Circuit Court Judges

206,483

210,355

211,962

215,462

222,334

General District Court

68,143

60,369

82,585

107,085

30%

93,585

13%

Magistrate's Office

15,929

14,775

21,161

19,061

-10%

18,061

-15%

Juvenile & Domestic Relations Court

12,393

10,852

17,560

20,460

17%

17,560

Court Services Unit

728,821

965,119

973,435

Clerk of the Circuit Court

1,525,332

1,620,656

1,603,590

1,649,647

1,731,809

Sheriff

2,960,419

2,965,715

2,948,345

3,136,614

3,325,633

13%

Commonwealth's Attorney

3,245,364

3,390,747

3,488,818

3,515,730

3,619,483

8,762,884 $

9,238,589 $

9,347,456 $

9,637,494

3% $

10,001,900

Police

23,742,763

23,949,860

25,514,388

25,963,403

27,609,540

Police - Emergency Communications

1,932,577

1,825,246

1,990,725

2,229,233

12%

2,094,905

989,215

891,313

957,257

1,009,044

995,111

31,302,424

33,415,702

32,309,162

33,781,700

35,229,936

10,860

6,969

18,267

21,267

16%

18,267

4,424,060

4,297,658

4,492,631

62,401,899 $

64,386,748 $

65,282,430 $

67,497,278

3% $

70,440,390

City Manager Budget & Strategic Planning

Total General Government

393,821 $

416,591 $

471,059 $

JUDICIAL

Total Judicial

PUBLIC SAFETY

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

PUBLIC WORKS Public Works - Administration

950,825

905,883

1,051,908

1,048,783

1,082,753

Capital Programs & Facilities

4,035,455

4,107,761

4,463,896

4,508,674

4,502,534

4,986,281 $

5,013,643 $

5,515,804 $

5,557,457

1% $

5,585,287

Total Public Works

CITY OF SUFFOLK, VIRGINIA ADOPTED FY 2021-22 OPERATING AND CAPITAL BUDGET GENERAL FUND Expenditure Summary Budget 2018-2019

2019-2020

2020-2021

2021-2022

Actual

Budget

Request

Incr

Adopted

Change

Social Services

10,695,479

11,115,294

11,754,552

12,088,530

12,058,083

Children's Services Act

1,803,879

2,352,353

2,507,538

2,507,537

2,512,554

Western Tidewater Health District

840,000

895,655

920,000

1,095,655

19%

1,095,655

19%

Western Tidewater Community Service Board

295,210

307,330

363,021

474,404

31%

474,404

31%

13,634,568 $

14,670,632 $

15,545,111 $

16,166,126

4% $

16,140,696

60,353,259

58,106,679

62,775,180

65,775,180

60,353,259 $

58,106,679 $

62,775,180 $

65,775,180

5% $

65,775,180

Parks and Recreation - Administration

2,597,283

2,666,361

2,827,713

2,928,798

2,831,249

Parks and Recreation - Parks, Gateways & Maintenance

3,049,399

2,939,121

2,992,774

3,160,273

3,329,473

11%

Parks and Recreation - Recreation

2,536,189

2,221,082

2,331,978

3,052,956

31%

2,954,337

27%

Library

3,132,289

3,309,874

3,376,267

3,869,325

15%

3,671,591

11,315,160 $

11,136,438 $

11,528,733 $

13,011,352

13% $

12,786,651

11%

Planning and Community Development

3,642,211

3,908,282

4,533,507

5,610,174

24%

4,889,188

Economic Development

1,007,989

925,108

1,099,100

1,113,599

1,139,447

Tourism

685,785

647,376

768,395

786,661

761,317

-1%

Media and Community Relations

747,739

755,247

821,002

869,101

800,156

-3%

Virginia Cooperative Extension Service

17,285

36,211

69,688

6,101,008 $

6,272,224 $

7,291,692 $

8,449,223

16% $

7,659,796

1,032,762

1,068,747

1,242,101

1,909,229

54%

1,231,512

-1%

1,032,762 $

1,068,747 $

1,242,101 $

1,909,229

54% $

1,231,512

-1%

HEALTH & WELFARE

Total Health & Welfare

EDUCATION Transfer to School Operating - Local Support Total Education

PARKS, RECREATION & CULTURAL

Total Parks, Recreation & Cultural

COMMUNITY DEVELOPMENT

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)

675,842

594,986

852,472

710,000

-17%

710,000

-17%

34,135,481

32,139,012

34,360,276

34,924,033

34,885,957

34,811,324 $

32,733,998 $

35,212,748 $

Total Non-departmental

35,634,033

1% $

35,595,957

Total General Fund Expenditures

$ 213,804,376 $ 213,288,575 $ 225,099,449 $ 236,374,176

5% $

237,816,531

5.6%

_____________ 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. CITY COUNCIL TARGET AREA Civic Engagement & Responsive City Services Civic Engagement & Responsive City Services Civic Engagement & Responsive City Services

FY 22 OBJECTIVES Prepare 100% of City Council meeting minutes in accordance with state law. Comply with 100% of Freedom of Information Act requests within five working days. Disseminate 100% of ordinances and resolutions within seven days of approval.

STATISTICS AND PERFORMANCE MEASURES Public inquiries received Average response time to public inquiries Average time to post Council actions to website Meeting minutes prepared in compliance with State Code Freedom of Information Act requests within five working days Ordinances and resolutions disseminated within seven days

FY 20 Actual 2,000 2 days 2 days 100% 100% 100%

FY 21 Projected 2,200 2 days 2 days 100% 100% 100%

FY 22 Estimated 2,400 2 days 2 days 100% 100% 100%

FY 22 Budget Highlights  Added 1 FTE, Assistant City Clerk, to address growth in workload.  Regraded Deputy City Clerk to better reflect job duties and responsibilities.  Eliminated $35,568 in part-time salary and fringe benefits.  Increase to salaries and wages and fringe benefits line items per 2.5% cost-of-living adjustment for employees in City Clerk’s Office.  $10,000 reduction in travel and training funding based on expenditure trends.  Slight increase in technology charges due to maintenance contracts for enterprise wide server and system upgrades.  Slight decrease in risk management charges.

Department: City Council Budget Detail 2018-2019 Actual

Account Number: 100-1111051100.02 51100.06 52100 52210 52400 53100 53200 53500 53600 54100 54500 55210 55230 55310 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 Employer HDHP Expense Travel and Training Dues & Association Memberships Code Expense Office Supplies Books and Subscriptions Copier Costs Special Events

Total Operating Expenditures

2019-2020 Actual

2020-2021 Budget

2021-2022 Requested

% Change

2021-2022 Adopted

% Change

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

265,771 19,969 16,902 1,915 0 9,191 49,610 21,228 284 8,233 500 4,765 345 4,531 3,932 399 3,508 5,509

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

343,714 28,822 27,523 2,958 20,000 1,500 1,000 53,534 16,047 1,000 8,007 15,000 600 15,000 5,000 500 5,265 15,000

29% $ -100% 26% 55% 55% 300% 0% 0% 0% 0% 0% 20% 200% 0% 0% 0% 0%

353,624 27,052 28,759 3,090 5,000 54,974 15,532 1,000 8,007 5,000 500 5,000 5,000 500 5,265 15,000

33% -100% 18% 62% 62% 0% 3% -3% 0% 0% -67% 0% 0% 0% 0% 0% 0%

393,821

416,591

471,059

560,470

19%

533,303

13%

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

Range

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

Number of Full-Time Positions

2018-2019 Actual

2019-2020 Actual

2020-2021 Budget

1 7 1

2021-2022 Requested

2021-2022 Adopted 1 7 1 1 1

1 7 1 1 -

100

CITY MANAGER DESCRIPTION The City Manager is the Chief Executive Officer of the City of Suffolk and is responsible for the day-to-day administration of 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. CITY COUNCIL TARGET AREA Civic Engagement & Responsive City Services Civic Engagement & Responsive City Services Civic Engagement & Responsive City Services

FY 22 OBJECTIVES Improve the efficiency and effectiveness of City government. Continue to strengthen the City’s financial position. Ensure delivery of high quality services and programs to the citizens of Suffolk.

STATISTICS AND PERFORMANCE MEASURES Bond Rating: Moody’s Standard & Poor’s Fitch Fund Balance at/above 15% per City Financial Policies Jobs created Private Investment

FY 20 Actual

FY 21 Projected

FY 22 Estimated

Aaa AAA AAA 19.2% 2,530 $318.6M

Aaa AAA AAA 22.8% 1,200 $75.5M

Aaa AAA AAA 22.5% 1,000 $70.0M

FY 22 Budget Highlights  Increase to salaries and wages and fringe benefits line items per 2.5% cost-of-living adjustment.  Secretary position transferred to City Manager’s Office from Capital Programs and Facilities to accurately reflect the cost center in which the employee is performing work.  $12,250 increase in technology charges due to maintenance contracts for enterprise wide server and system upgrades.  $10,913 reduction in risk management charges.

101

Department: City Manager Budget Detail 2018-2019 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

2019-2020 Actual

2020-2021 Budget

2021-2022 Requested

% Change

2021-2022 Adopted

% Change

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

704,838 81 13,200 46,654 75,414 8,977 55,200 77 37,340 1,566 74,498 40 8,611 1,000 3,634 3,714 2,711 67 8,317

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

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 5,580 3,000 1,500 14,531

0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 97% 20% 0% 0%

789,308 13,200 60,382 98,427 10,577 60,000 51,761 3,917 54,545 100 10,655 1,000 10,000 5,580 3,000 1,500 14,531

9% 0% 9% 9% 9% 0% 31% 0% -17% 0% 0% 0% 0% 97% 20% 0% 0%

1,041,615

1,045,939

1,107,984

1,111,231

1,188,483

53100 - Professional Services: Legislative Services Personnel Summary

Range

Class

146 145 133 130 125 121 120

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

Number of Full-Time Positions

2018-2019 Actual

2019-2020 Actual

2020-2021 Budget

1 1 1

1 1 1 1

1 1 2

1 1 2 -

2021-2022 Adopted 1 1 1 1

1 2

2021-2022 Requested

1 2

1 2 1

1 1 1 1

102

FINANCE - 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. CITY COUNCIL TARGET AREA Financial Stability

FY 22 OBJECTIVES Develop a balanced budget in compliance with local and state laws.

Financial Stability

Prepare quarterly budget reports within 30 days of the end of each quarter.

Financial Stability

Process 95% of budget transfer requests within 1 day of receipt from departments.

Financial Stability

Compliance with 100% of financial policies.

Financial Stability

Variance between actual and projected General Fund revenue of 3% or less.

STATISTICS AND PERFORMANCE MEASURES

FY 20 Actual Balanced Budget submitted for Council consideration by May 1 Yes Budget reports submitted to Council within 30 days of quarter end date 100% Percent of budget transfer requests processed within one day of receipt 99% Financial Policies: Minimum 3% cash funding budgeted for general gov’t capital projects 3.1% Debt as percent of assessed value at/below 4% 2.1% Debt as percent of general gov’t expenditures at/below 10% 8.0% Variance in actual to projected General Fund revenue 4.8%

FY 21 Projected Yes 100% 99%

FY 22 Estimated Yes 100% 100%

3.2% 2.0% 7.9% 4.1%

3.1% 1.9% 7.3% 3.0%

FY 22 Budget Highlights  Increase in salaries and wages and fringe benefits line items per 2.5% cost-of-living adjustment.  Slight increase in technology charges due to maintenance contracts for enterprise wide server and system upgrades.  Slight reduction in risk management charges.

103

Division: Budget & Strategic Planning (Department of Finance) Budget Detail 2018-2019 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

2019-2020 Actual

2020-2021 Budget

2021-2022 Requested

% Change

2021-2022 Adopted

% Change

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

245,748 18,218 26,467 3,297 2,436 14,883 31,859 39 628 1,250 119 575 1,610 3,548

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

259,449 19,848 32,353 3,477 2,600 18,325 23,313 100 1,387 2,000 1,200 1,500 200 5,537

6% 6% 6% 6% 0% 16% -3% 0% 0% 0% 0% 0% 0% 0%

338,021

350,677

352,847

352,848

371,289

Personnel Summary

Range

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

Number of Full-Time Positions

2018-2019 Actual

2019-2020 Actual

2020-2021 Budget

1 2

1 1 1

2021-2022 Requested

2021-2022 Adopted

104

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.

CITY COUNCIL TARGET AREA Financial Stability Civic Engagement & Responsive City Services Civic Engagement & Responsive City Services

FY 22 OBJECTIVES Limit the use of outside legal counsel. Respond to requests for legal services in a timely manner. Provide training to City staff on legal issues affecting the City.

STATISTICS AND PERFORMANCE MEASURES Requests for legal services Contract reviews Court appearances Real Estate Matters handled: Deeds Easements Closings

FY 20 Actual 1,924 124 158

FY 21 Projected 2,200 135 170

FY 22 Estimated 2,300 145 250

19 17 28

22 26 33

25 30 35

105

Department: City Attorney Budget Detail 2018-2019 Actual

Account Number: 100-1221051100.02 51100.14 52100 52210 52400 53100 53100.11 53600 54100 54500 55210 55230 55310 55500 55810 56001 56012 56017

Salaries and Wages Transportation Expense 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

2019-2020 Actual

2020-2021 Budget

2021-2022 Requested

% Change

2021-2022 Adopted

% Change

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

777,913 2,500 55,504 82,009 11,793 9,108 3,543 48,203 95,768 784 6,364 2,750 10,872 5,290 5,203 3,745 8,925

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

954,090 72,988 118,975 12,785 5,000 4,000 1,500 53,539 72,444 2,000 9,798 17,500 7,100 5,000 5,000 11,887

19% 19% 19% 19% 0% 0% 50% 0% 0% 33% 0% 17% 26% 0% 0% 0%

842,203 64,428 105,023 11,286 5,000 4,000 1,000 58,705 70,120 1,500 9,798 15,000 5,633 5,000 5,000 11,887

5% 5% 5% 5% 0% 0% 0% 10% -3% 0% 0% 0% 0% 0% 0% 0%

1,045,437

1,130,275

1,163,969

1,353,606

16%

1,215,582

Personnel Summary

Range

Class

City Attorney 144 Deputy City Attorney 135/138/140 Assistant City Attorney I-III 130 Paralegal Administrator 127 Legal Services Coordinator 124 Paralegal 120 Legal Secretary Number of Full-Time Positions

2018-2019 Actual

2019-2020 Actual

2020-2021 Budget

1 1 3 1 1 1 1

1 1 3 1 1 2

2021-2022 Requested

2021-2022 Adopted 1 1 4 1 1 2 1 11

1 1 3 1 1 2 9

106

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. CITY COUNCIL TARGET AREA Civic Engagement & Responsive City Services Civic Engagement & Responsive City Services Civic Engagement & Responsive City Services

FY 22 OBJECTIVES Develop and implement an employee relations program. Launch a diversity, inclusion, and equity program that recognizes and celebrates the City of Suffolk differences. Establish a succession planning initiative that identifies and addresses talent gaps in the City.

STATISTICS AND PERFORMANCE MEASURES Average time to hire

FY 20 Actual 84 days

FY 21 Projected 71 days

FY 22 Estimated 68 days

FY 22 Budget Highlights  Increase to salaries and wages and fringe benefits line items per 2.5% cost-of-living adjustment.  3 new FTEs, Employee Relations Consultant II, HRIS Manager, and Executive Secretary, to address increasing complexity of employee relations, data analysis and regulation compliance, and increasing workoad.  $53,000 increase in professional services line item for compensation study.  $19,199 increase in technology charges due to maintenance contracts for enterprise wide server and system upgrades, and MUNIS HRIS system.  Slight increase in dues and memberships with increased staffing level.  Slight reduction in risk management charges.

107

Department: Human Resources Budget Detail 2018-2019 Actual

Account Number: 100-1222051100.02 51100.04 51100.06 52100 52210 52400 52820 53100 53200 53600 54100 54500 55210 55230 55310 55500 55810 55841 56001 56012 56014 56017 56026

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

Total Operating Expenditures

2019-2020 Actual

2020-2021 Budget

2021-2022 Requested

% 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 -

426,098 28,230 33,776 41,774 5,204 14,246 79,417 21,593 1,618 123,939 74,315 2,040 8,306 500 16,624 738 17,384 7,344 384 1,745 3,995 2,470

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 -

808,904 120,000 71,061 100,870 10,839 45,000 150,000 5,000 122,888 56,368 3,500 12,539 18,000 1,500 25,000 8,000 3,000 5,325 -

1,062,910

911,738

1,045,276

1,567,794

2021-2022 Adopted

58% $ 267% 70% 58% 58% 50% 55% 0% 0% 0% 0% 0% 0% 53% 0% 0% 0% 2% 50%

% Change

748,431 33,822 59,842 93,329 10,029 30,000 150,000 5,000 142,087 54,344 3,500 12,539 18,000 1,500 25,000 8,000 3,000 5,235 -

46% 4% 43% 46% 46% 0% 55% 0% 16% -4% 0% 0% 0% 53% 0% 0% 0% 0% -

1,403,659

34%

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

Range

Class 144 Director of Human Resources 138 Assistant Director of Human Resources 137 Employee Relations Manager 137 HRIS Manager 135 Employee Experience Manager 135 Training Manager 135 Talent Acquisition & Compensation Manager 135 Human Resources Manager 130/133 Employee Relations Consultant I-II 133 Senior Human Resources Generalist 130/133 Talent Acquisition Consultant I-II 130 Human Resources Generalist 122 Human Resources Assistant 121 Executive Secretary

Number of Full-Time Positions

2018-2019 Actual

2019-2020 Actual

2020-2021 Budget

1 1

1 1 7

1 1 1 -

1 -

2 -

1 1

1 1 1 1 1

2 1

2021-2022 Adopted

2021-2022 Requested

108

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. CITY COUNCIL TARGET AREA Financial Stability

Civic Engagement & Responsive City Services

FY 22 OBJECTIVES Assess all personal property and other local taxes in accordance with state and local laws. Achieve 100% compliance with Commonwealth of Virginia Auditor of Public Accounts audit. Respond to all customer inquiries and initiate resolutions to problems within one business day.

Financial Stability

Maintain accreditation with Virginia Commissioner of Revenue Association.

Financial Stability

STATISTICS AND PERFORMANCE MEASURES Percent compliance with Auditor of Public Accounts audit Percent of customer inquiries responded to within one business day Accreditation with Virginia Commissioner of Revenue Association Personal Property items Business Licenses Prepared food and beverage accounts Lodging accounts

CY 18 Actual 100% 100% Yes 136,174 5,651 359 19

CY 19 Actual 100% 100% Yes 139,140 5,830 350 23

CY 20 Actual 100% 100% Yes 138,552 6,094 353 20

FY 22 Budget Highlights  1 new FTE, Administrative Specialist, to address growth in administrative workload.  Increase to salaries and wages and fringe benefits line items per 2.5% cost-of-living adjustment.  $12,420 increase in technology charges due to maintenance contracts for enterprise wide server and system upgrades.  Slight increase in dues and memberships expenses.  Slight reduction in risk management charges and postage.

109

Department: Commissioner of the Revenue Budget Detail 2018-2019 Actual

Account Number: 100-1231051100.02 51100.04 51100.06 52100 52210 52400 53500 53600 54100 54500 55210 55230 55500 55810 56001 56012 56017 58200

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 Capital Outlay

Total Operating Expenditures

2019-2020 Actual

2020-2021 Budget

2021-2022 Requested

% Change

2021-2022 Adopted

% Change

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 -

652,520 382 27,530 49,804 70,913 8,139 3,469 153 93,453 127,258 11,551 4,279 5,433 1,750 25,660 1,453 12,568 418

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 -

702,076 31,824 56,143 87,549 9,408 4,250 500 78,500 96,183 14,100 7,635 7,000 2,250 35,100 1,800 18,843 -

6% 0% 6% 6% 6% 0% 43% 0% 0% -3% 0% 0% 13% 0% 0% 0% -

738,153 33,613 59,040 92,048 9,891 4,250 350 90,920 93,115 14,100 7,635 7,000 2,250 35,100 1,800 18,843 -

11% 6% 11% 11% 11% 0% 0% 16% -3% -3% 0% 0% 13% 0% 0% 0% -

1,064,261

1,096,734

1,105,344

1,153,161

1,208,108

Personnel Summary

Range

Class

138 132 125 127 124 124 122 121

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 Administrative Specialist Deputy Commissioner of the Revenue II Deputy Commissioner of the Revenue I

Number of Full-Time Positions

2018-2019 Actual

2019-2020 Actual

2020-2021 Budget

1 1 1 1 1 1

1 1 1 1 1 3

2021-2022 Requested

2021-2022 Adopted

3 3

2 2

1 1 1 1 1 3 1 2 2

1 1 1 1 1 3 1 2 2 13

NOTE: Comp Board provides partial salary reimbursement for 9 of 13 full time positions with reimbursement by the State and contribution by the City for the balance for operations.

110

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 strive for one hundred percent of market value.

CITY COUNCIL TARGET AREA Civic Engagement & Responsive City Services

FY 22 OBJECTIVES Accurately identify, list, classify, and appraise all real property in the City, in a fair and equitable manner.

STATISTICS AND PERFORMANCE MEASURES

FY 20

FY 21

FY 22

Number of parcels assessed Number of property transfers Median Sales Price Foreclosures

39,809 2,819 $259,000 199

40,332 2,859 $269,900 152

40,627 3,255 $295,000 52

FY 22 Budget Highlights  2 new FTEs, Deputy Registrar and Appraiser III, to address residential and commercial growth.  Increase to salaries and wages and fringe benefits line items per 2.5% cost-of-living adjustment.  Slight increase in dues and memberships, office supplies, uniforms and wearing apparel, and other operating supply line items with the addition of new staffing.  Slight increase in advertising line item to address increased costs of required public notifications.  Slight reduction in fleet, information technology, and risk management charges.

111

Department: City Assessor Budget Detail 2018-2019 Actual

Account Number: 100-1232051100.02 51100.04 51100.06 51100.27 52100 52210 52400 53100 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 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

2019-2020 Actual

2020-2021 Budget

2021-2022 Requested

% Change

2021-2022 Adopted

% Change

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

1,049,465 289 35,821 817 80,291 112,726 15,069 4,548 843 148,625 20,378 184,286 17,222 7,575 6,542 4,467 4,705 4,731 1,020 2,941 900 14,132

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

1,386,592 49,764 2,100 109,881 172,908 18,580 7,380 1,000 168,159 25,622 156,681 20,000 13,894 26,665 6,665 7,100 1,335 3,500 975 11,844

25% -21% 0% 22% 25% 25% 0% 28% 0% 0% 0% 0% 0% 33% 33% 26% 34% 0% 8% 0%

1,280,559 64,919 2,100 103,090 159,686 17,159 7,380 1,000 159,702 18,454 148,223 20,000 13,894 20,000 6,665 6,500 1,335 3,500 975 11,884

15% 3% 0% 15% 15% 15% 0% 28% -5% -28% -5% 0% 0% 0% 33% 16% 34% 0% 8% 0%

1,677,047

1,717,395

1,858,196

2,190,645

18%

2,047,026

10%

53500 - Printing and Binding: Assessment notices. Personnel Summary

Range

Class

Assessor 138 Deputy Assessor 134 Real Estate Valuations/Cama Analyst 131 Residential Appraiser Supervisor 131 Commercial Appraiser 128 Systems Analyst 126/127/130 Appraiser I-III 125 Senior Land Records Technician 123 Land-Use Compliance Coordinator 121 Land Records Technician 121 Executive Secretary 119 Office Assistant Number of Full-Time Positions

2018-2019 Actual

2019-2020 Actual

2020-2021 Budget

1 1 1 1 2 6 1 1 1 1 1

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

1 1 1 1 4 2 9 1 1 1 1 1

1 2 1 1 2 1 8 1 1 1 1 1

2021-2022 Requested

% Change

2021-2022 Adopted

112

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. CITY COUNCIL TARGET AREA Financial Stability

FY 22 OBJECTIVES Maintain high collection rates for taxes and fees due to the City.

Financial Stability

Utilize technology as means to collect, invest, and manage the City’s funds.

Financial Stability

Employ creative, compassionate, and commonsense delinquent collections policy.

Financial Stability

Monitor and refine office processes to better serve the community and streamline the revenue collection process.

Financial Stability

Partner with the Virginia Employment Commission, Virginia Department of Motor Vehicles, and Virginia Department of Taxation to utilize state systems and enhance revenue collection.

STATISTICS AND PERFORMANCE MEASURES Tax Collection Rate: Real Estate Personal Property Stormwater Maintenance Fee Vehicle License Fee Refuse Collection Fee

FY 20 Actual

FY 21 Projected

FY 22 Estimated

99% 97% 99% 93% 98%

99% 97% 98% 94% 98%

FY 22 Budget Highlights  Increase to salaries and wages and fringe benefits line items per 2.5% cost-of-living adjustment.  $28,941 increase in technology charges due to maintenance contracts for enterprise wide server and system upgrades.  $10,000 increase in postage line item based on expenditure trends and City growth.  Slight reduction in risk management charges.

113

Department: City Treasurer Budget Detail 2018-2019 Actual

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

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

Total Operating Expenditures

2019-2020 Actual

2020-2021 Budget

2021-2022 Requested

% Change

2021-2022 Adopted

% Change

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

945,434 173 30,095 72,249 101,848 14,648 758 3,161 89,297 9,591 169,687 104,352 9,867 7,750 4,725 2,219 11,775 4,663 8,780 19,209 418

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 -

977,296 32,069 77,216 121,869 13,096 1,000 3,000 94,507 10,000 136,263 125,000 12,844 12,000 2,200 15,300 5,800 16,600 29,419 -

2% 0% 2% 2% 2% 0% 0% 0% 0% 0% 9% 0% 32% 0% 2% 0% 0% 0% -

1,017,015 32,871 80,316 126,822 13,628 1,000 3,000 123,448 10,000 132,119 125,000 12,844 9,100 2,200 15,000 5,800 16,600 29,419 -

7% 2% 6% 7% 7% 0% 0% 31% 0% -3% 9% 0% 0% 0% 0% 0% 0% 0% -

1,523,710

1,610,700

1,644,388

1,685,479

1,756,182

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

138 135 133 133 130 130 130 127 124 122 121

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

Number of Full-Time Positions

2018-2019 Actual

2019-2020 Actual

1 -

2020-2021 Budget

1 -

1 1 1

1 1 1 1

3 5

4 1 1 6

2021-2022 Adopted 1 1 1 1

1 1 1 1 1 3 1 4 3

2021-2022 Requested

1 1 -

4 3

1 1 1 1 1 2 1 3 4

1 1 1 3 -

114

FINANCE – ADMINISTRATION AND ACCOUNTING DESCRIPTION The Department of Finance provides for the general accounting, budget, payroll, accounts payable, accounts receivable, purchasing, 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. CITY COUNCIL TARGET AREA Financial Stability

FY 22 OBJECTIVES Deliver high quality programs and services within allocated resources.

Financial Stability

Provide accessible financial information to the public.

Financial Stability

Implement an effective and efficient payroll system to track personnel spending.

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

FY 20 Actual

FY 21 Projected

FY 22 Estimated

Unmodified Yes

43,924 24

32,952 24

$217M $82.7M

$204M $86.9M

FY 22 Budget Highlights  1 new FTE, Programmer Analyst, to enhance payroll customer service and timekeeping system oversight.  Increase to salaries and wages and fringe benefits line items per 2.5% cost-of-living adjustment.

115

Department: Finance - Administration and Accounting Budget Detail 2018-2019 Actual

Account Number: 100-1242051100.02 51100.04 51100.06 52100 52210 52400 53100 53100.02 53200 53500 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 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

2019-2020 Actual

2020-2021 Budget

2021-2022 Requested

% Change

2021-2022 Adopted

% Change

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

868,037 575 63,249 94,097 9,555 29,175 114,646 29,906 10,421 74,414 159,114 10,480 3,766 5,000 5,457 2,070 4,881 110 6,978

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

1,008,028 77,114 125,701 13,508 35,380 140,700 14,215 81,514 120,272 7,758 7,353 14,750 2,610 4,430 635 10,494

10% $ -100% 6% 10% 10% 0% 0% 0% 0% 0% 0% 0% 23% 62% 0% 0% 0%

1,041,490 35,875 82,418 129,874 13,956 35,380 140,700 14,215 80,465 116,402 7,758 7,353 12,000 2,610 4,430 635 10,494

14% 2% 14% 14% 14% 0% 0% 0% -1% -3% 0% 0% 0% 62% 0% 0% 0%

1,434,164

1,491,931

1,583,291

1,664,462

1,736,055

10%

Personnel Summary

Range

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

Director of Finance Assistant Director of Finance - Comptroller Accounting Manager Senior Accountant Payroll Administrator Programmer Analyst I Accountant Senior Payroll Technician Payroll Technician Senior Accounting Technician Executive Secretary

Number of Full-Time Positions

2018-2019 Actual

2019-2020 Actual

2020-2021 Budget

1 1 1 3 1

2021-2022 Requested

2021-2022 Adopted 1 1 1 3 1 1 3

2 1 2 2 1

2 -

1 1 1 3 1 1 3 -

3 2 1

2 2 1

116

FINANCE - 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. CITY COUNCIL TARGET AREA Financial Stability Civic Engagement & Responsive City Services Civic Engagement & Responsive City Services Financial Stability

FY 22 OBJECTIVES Leverage the City’s purchasing power by maximizing vendor participation in City solicitations. Respond to vendor and citizen inquiries in a timely fashion to ensure a high level of customer service. Respond to department requests and inquiries within 24 hours. Monitor and enforce local, state, and federal procurement policies and laws.

STATISTICS AND PERFORMANCE MEASURES

FY 20 Actual

FY 21 Projected

FY 22 Estimated

Procurement Instruments Issued: RFP IFB RFQ/RFI Sole Source Procurements Purchasing Card Transactions Dollar Value of Purchasing Card Transactions Number of Purchase Orders Purchase Order Modifications

23 43 9 92 17,917 $5,557,928 856 552

25 45 10 90 18,000 $5,600,000 860 550

27 45 5 85 18,500 $5,700,000 870 550

Dollar Amount of Purchase Orders Surplus Property Revenue

$77,022,340 $136,152

$78,000,000 $100,000

$80,000,000 $100,000

FY 22 Budget Highlights  Increase to salaries and wages and fringe benefits line items per 2.5% cost-of-living adjustment.  Slight increase in technology charges due to maintenance contracts for enterprise wide server and system upgrades.  Slight increase in office supplies and dues and memberships based on trends.  Slight reduction in risk management charges and elimination of books and subscriptions funding.

117

Division: Purchasing (Department of Finance) Budget Detail 2018-2019 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

2019-2020 Actual

2020-2021 Budget

2021-2022 Requested

% Change

2021-2022 Adopted

% Change

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

203,486 15,308 21,915 1,250 2,730 622 14,883 42,426 148 1,728 1,256 6,948 3,586 3,863

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

212,612 16,265 26,513 2,849 2,000 15,751 32,055 500 3,099 5,000 7,380 3,000 5,235

0% $ 0% 0% 0% 0% 0% 0% 0% 0% 0% 2% 11% -100% 0%

229,140 17,529 28,574 3,070 2,000 24,656 31,029 500 3,099 5,000 7,380 3,000 5,235

8% 8% 8% 8% 0% 57% -3% 0% 0% 0% 2% 11% -100% 0%

318,606

320,148

331,989

332,259

360,212

Personnel Summary

Range

Class 135 130 127 120

Purchasing Agent Senior Buyer Buyer Purchasing Associate

Number of Full-Time Positions

2018-2019 Actual 1 1 1 1 4

2019-2020 Actual

2020-2021 Budget

1 2 1

1 1 1 1

2021-2022 Requested

2021-2022 Adopted

118

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.

CITY COUNCIL TARGET AREA Civic Engagement & Responsive City Services Civic Engagement & Responsive City Services Civic Engagement & Responsive City Services Civic Engagement & Responsive City Services

FY 22 OBJECTIVES Maintain the integrity of the election process and make sure that citizens continue to receive election information in a timely manner. Conduct elections in accordance with federal and state laws under the guidance of the Electoral Board. Provide information, materials, and assistance to candidates. Provide voter registration information and materials, distribute literature and develop programs to educate the general public concerning voter registration, as well as encourage voter registration.

STATISTICS AND PERFORMANCE MEASURES Number of registered voters Percent of election results certified within 3 days of election Number of polling precincts

FY 20 Actual 68,224 100% 28

FY 21 Projected 73,049 100% 30

FY 22 Estimated 77,874 100% 30

FY 22 Budget Highlights  Increase to salaries and wages and fringe benefits line items per 2.5% cost-of-living adjustment.  $28,800 increase in special compensation for election workers due to three elections in FY 22.  $48,00 increase to repair and maintenance of voting machines in preparation for the general, primary, and special elections in FY 22.  $23,758 in capital outlay funding for two voting machines and additional voting booths and ballot drop boxes.  Slight increase in lease and rent of buildings for voting precinct rental fees for three elections.

119

Department: Registrar Budget Detail 2018-2019 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

2019-2020 Actual

2020-2021 Budget

2021-2022 Requested

% Change

2021-2022 Adopted

% Change

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

144,544 8,194 37,881 147,421 14,226 15,551 1,937 82,588 2,300 29,173 33,545 10,011 6,752 2,077 7,450 2,098 180 14,633 8,188 -

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 -

146,682 31,967 265,033 33,942 18,291 1,966 108,000 2,850 30,452 26,305 20,236 14,787 4,500 6,500 3,700 380 15,000 10,500 23,758

0% 0% 12% 7% 0% 0% 80% 0% 0% 0% -65% 0% 0% 67% 0% 0% 25% 0% -

154,861 33,451 265,033 34,681 19,311 2,075 108,000 2,850 34,741 24,899 20,236 14,787 4,500 6,500 3,700 380 15,000 10,500 23,758

6% 5% 12% 9% 6% 6% 80% 0% 14% -5% -65% 0% 0% 67% 0% 0% 25% 0% -

505,640

568,747

693,851

764,849

10%

779,263

12%

Personnel Summary

Range

Class General Registrar 124 Deputy Registrar 120 Assistant Registrar

Number of Full-Time Positions

2018-2019 Actual

2019-2020 Actual

2020-2021 Budget

2021-2022 Requested

2021-2022 Adopted

1 1 1

120

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 local funding to support this State function.

FY 22 Budget Highlights  Increase to salaries and wages and fringe benefits line items per 2.5% cost-of-living adjustment for civil and criminal court administrators.  Slight increase in books and subscriptions line item.  Slight reduction in risk management charges.

121

Department: Circuit Court - Judges Budget Detail 2018-2019 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

2019-2020 Actual

2020-2021 Budget

2021-2022 Requested

% Change

2021-2022 Adopted

% Change

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

153,401 11,808 16,521 2,058 21,233 457 1,758 1,789 568 761

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

153,401 11,735 19,129 2,056 400 16,053 1,200 3,951 3,000 2,700 700 1,137

0% $ 0% 0% 0% 0% 0% 0% 0% 0% 250% 0%

161,954 12,389 20,196 2,170 400 15,537 1,200 3,951 2,700 700 1,137

6% 6% 6% 6% 0% -3% 0% 0% 0% 250% 0%

206,483

210,355

211,962

215,462

222,334

Personnel Summary

Range

Class Court Administrator - Civil Court Administrator - Criminal

Number of Full-Time Positions

2018-2019 Actual

2019-2020 Actual

2020-2021 Budget

2021-2022 Requested

2021-2022 Adopted

1 1

122

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 local funding to support this State function.

FY 22 Budget Highlights  $9,000 increase in capital outlay funding for courtroom video arraignment equipment.  Slight increase in professional services and office supplies.

123

Department: General District Court Budget Detail 2018-2019 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

2019-2020 Actual

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

68,143

2020-2021 Budget

1,020 42,134 1,382 856 645 4,889 3,663 5,781 -

60,369

2021-2022 Requested

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

82,585

5,000 50,000 5,000 3,051 2,500 2,000 6,000

% Change

2021-2022 Adopted

% Change

9,000 9,534 15,000

25% $ 11% 0% 0% 33% 50% 29% 0% 150%

5,000 45,000 3,051 2,500 1,500 5,000 7,000 9,534 15,000

25% 0% 0% 0% 0% 25% 0% 0% 150%

107,085

30%

93,585

13%

124

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 local funding to support this State function. CITY COUNCIL TARGET AREA Civic Engagement & Responsive City Services Civic Engagement & Responsive City Services Civic Engagement & Responsive City Services

FY 22 OBJECTIVES 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. 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. Engage in continuing legal education and training of all staff members, as well as local law enforcement agencies.

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

CY 19 Actual 6,641 761 480 544 1,392 8,065

CY 20 Actual 6,574 830 456 503 1,335 6,612

FY 22 Budget Highlights  Slight reduction in dues and memberships and capital outlay.

125

Department: Magistrate Budget Detail 2018-2019 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

2019-2020 Actual

2020-2021 Budget

2021-2022 Requested

% Change

2021-2022 Adopted

% Change

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

628 9,000 125 1,584 3,438 -

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

400 1,387 9,000 400 3,000 4,874 -

0% $ 0% 0% -43% 50% 0% -100%

400 1,387 9,000 400 2,000 4,874 -

0% 0% 0% -43% 0% 0% -100%

15,929

14,775

21,161

19,061

-10%

18,061

-15%

126

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 Clerk’s Office is the administrative arm of the court. The Clerk of Court is the court’s chief administrative officer and is accountable to the presiding judges for all office functions, including personnel matters, finance, court housekeeping, maintenance of court records and information systems, assisting with outside liaison, preparation of budgets, and conducting research and planning in relation to court operations. The City of Suffolk provides local funding to support this State function. FY 22 Budget Highlights  No changes from prior year.

127

Department: Juvenile and Domestic Relations District Court Budget Detail 2018-2019 Actual

Account Number: 100-2161053100.10 Court Appointed Attorney Fees 53300 Repair & Maintenance 55230 Telecommunications 55410 Lease/Rent of Equipment 55500 Travel & Training 55810 Dues and Association Memberships 56001 Office Supplies 56012 Books and Subscriptions 56017 Copier Costs Total Operating Expenditures

2019-2020 Actual

2020-2021 Budget

2021-2022 Requested

% Change

2021-2022 Adopted

% Change

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

4,205 683 2,451 222 3,292

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

600 8,386 400 400 400 5,000 400 4,874

0% $ 0% 0% 0% 100% 0% 0%

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

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

12,393

10,852

17,560

20,460

17%

17,560

128

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. CITY COUNCIL TARGET AREA Civic Engagement & Responsive City Services Civic Engagement & Responsive City Services Civic Engagement & Responsive City Services

FY 22 OBJECTIVES Refer high risk youth in jeopardy of commitment to the Chesapeake Juvenile Services Detention Facility for enrollment in the post-dispositional program. Divert at least 28% of all juvenile delinquency/status offense intakes to in-house diversion program or juvenile conference committee (JCC). Attain 100% compliance with Virginia Department of Juvenile Justice standards.

STATISTICS AND PERFORMANCE MEASURES Number of juveniles receiving services Number of juveniles placed in secure detention Average Length of Stay in secure detention Average Cost per Day for secure detention Percent of juveniles diverted to in-house program or JCC

FY 20 Actual 800 60 30 days $190 28%

FY 21 Projected 800 60 30 days $190 28%

FY 22 Estimated 700 60 30 days $190 28%

FY 22 Budget Highlights  No changes from prior year.

129

Department: Court Services Unit Budget Detail 2018-2019 Actual

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

2019-2020 Actual

2020-2021 Budget

2021-2022 Requested

% Change

2021-2022 Adopted

% Change

726,577 2,244 -

963,235 1,884 -

969,275 4,160 -

0% 0% -

969,275 4,160 -

0% 0% -

728,821

965,119

973,435

130

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 quasilegal 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. CITY COUNCIL TARGET AREA Civic Engagement & Responsive City Services Civic Engagement & Responsive City Services Civic Engagement & Responsive City Services

FY 22 OBJECTIVES Provide direct administrative support to the judges in court proceedings with 100% accuracy. Collect taxes and fees associated with the legal recordation of land records and complete turnaround of documents within 24 hours of presentation. Perform all 800 plus mandated duties placed upon the Clerk of the Circuit Court within the guidelines established by the Code of Virginia.

STATISTICS AND 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

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

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

FY 20 Actual 2,690 1,074 403 4,443 19,397 331 4 339 368 2,688 1,424 521

FY 22 Budget Highlights  Increase to salaries and wages and fringe benefits line items per 2.5% cost-of-living adjustment.  $45,000 increase in legal services – jurors line item due to projected increase in jury trials per change to Virginia sentencing guidelines.  $37,929 increase in technology charges due to maintenance contracts for enterprise wide server and systems upgrades.  Slight increase in capital outlay funding for locality share of Supreme Court of Virginia computer replacements.

131

Department: Clerk of the Circuit Court Budget Detail 2018-2019 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 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

2019-2020 Actual

2020-2021 Budget

2021-2022 Requested

% Change

2021-2022 Adopted

% Change

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 -

840,982 2,677 74,656 66,756 90,856 10,822 2,836 4,553 24,793 20,617 186,782 148,543 12,388 6,340 3,107 2,026 635 11,699 686 21,704 87,199 -

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

843,595 99,238 72,127 105,196 11,304 5,000 10,000 97,000 22,500 189,803 120,286 14,000 9,923 3,141 2,500 765 15,000 965 21,474 5,830

0% 0% 0% 0% 0% 0% 0% 87% 2% 0% 0% 0% 0% 0% 0% 0% 0% -19% 0% 18%

878,228 104,829 75,204 109,515 11,768 5,000 10,000 97,000 22,500 227,732 116,434 14,000 9,923 3,141 2,500 765 15,000 965 21,474 5,830

4% 6% 4% 4% 4% 0% 0% 87% 2% 20% -3% 0% 0% 0% 0% 0% 0% -19% 0% 18%

1,525,332

1,620,656

1,603,590

1,649,647

1,731,809

53100 - Professional Services: APA Audit Costs. Personnel Summary 2018-2019 Actual

2019-2020 Actual

2020-2021 Budget

Clerk 138 Chief Deputy Court Clerk 127 Deputy Court Senior Accountant 121/122/124/127 Deputy Court Clerk I-IV 125 Senior Deputy Court Clerk

1 1 1 8 3

1 1 1 9 3

Number of Full-Time Positions

Range

Class

2021-2022 Requested

2021-2022 Adopted

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.

132

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. CITY COUNCIL TARGET AREA Public Safety

Public Safety Public Safety Public Safety Public Safety

FY 22 OBJECTIVES 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. Provide court security personnel for all sessions of court held within the Godwin Courts Building. Provide a safe and secure environment for all persons conducting business or visiting the Godwin Courts Building. Provide community engagement programs with a focus on crime prevention, health and safety, and general well-being. Provide transportation for juvenile offenders, adult inmates, civil commitment of violent sexual predators, and temporary detention orders as directed by court orders.

STATISTICS AND PERFORMANCE MEASURES Number of civil enforcement contacts and papers executed Number of security searches conducted at court entrance Number of transports provided Number of protective orders served Community Engagement events

CY 19 Actual 95,507 189,533 451 790 142

CY 20 Projected 49,340 95,000 226 700 46

CY 21 Estimated 96,000 190,000 500 800 150

FY 22 Budget Highlights  2 new FTEs, Deputy Sheriff II, to address growth in court cases and court orders.  Increase to salaries and wages and fringe benefits line items per 2.5% cost-of-living adjustment.  $143,604 increase in technology charges due to debt service and maintenance contracts for new public safety radios and enterprise wide server and systems upgrades.  $12,000 increase in uniforms and wearing apparel for new deputy uniform requirements.  $14,000 increase in other operating supplies for bulletproof vests and tasers.

133

Department: Sheriff Budget Detail 2018-2019 Actual

Account Number: 100-2181051100.02 51100.04 51100.06 52100 52210 52400 53100 53600 54100 54200 54500 55210 55230 55310 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 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 Uniforms & Wearing Apparel Books and Subscriptions Other Operating Supplies Copier Costs Capital Outlay

Total Operating Expenditures

2019-2020 Actual

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 Budget

1,459,613 42,149 381,119 135,142 156,461 16,028 90 60 237,380 122,616 323,705 5,669 14,846 6,292 600 6,585 2,771 7,926 14,847 589 21,401 9,826 -

2,965,715

2021-2022 Requested

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 -

2,948,345

% Change

2021-2022 Adopted

1,568,431 390,000 149,820 195,583 21,017 1,000 500 247,495 167,353 254,950 5,700 20,863 1,356 10,000 3,720 7,500 32,000 650 34,000 12,676 12,000

8% 0% 7% 8% 8% 0% 0% 0% 0% 0% 0% 0% 0% 18% 2% 0% 60% 0% 70% 0% -

3,136,614

% Change

1,617,405 399,750 154,312 201,690 21,673 1,000 500 391,099 139,172 271,066 5,700 20,863 1,356 9,500 3,720 7,500 32,000 650 34,000 12,676 -

12% 2% 10% 12% 12% 0% 0% 58% -17% 6% 0% 0% 0% 12% 2% 0% 60% 0% 70% 0% -

3,325,633

13%

NOTE: Comp Board provides partial salary reimbursement for 21 of 26 full time positions with reimbursement from the State and contribution by the City of the balance annually for operations.

Personnel Summary

Range

Class

Sheriff 138 Chief Deputy Sheriff 136 Deputy Sheriff - Captain 135 Deputy Sheriff - Lieutenant 129 Deputy Sheriff - Sergeant 125/126/127 Deputy Sheriff I-III 127 Community Outreach Coordinator 125 Accreditation Manager 119 Office Assistant Number of Full-Time Positions

2018-2019 Actual

2019-2020 Actual

2020-2021 Budget

2021-2022 Requested

2021-2022 Adopted

1 1 1 1 5 14 1 1 -

1 1 1 1 5 16 1 1 1

1 1 1 1 5 16 1 1 -

134

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. CITY COUNCIL TARGET AREA Public Safety Public Safety Public Safety Public Safety Public Safety

FY 22 OBJECTIVES Present the gang deterrence program to all Suffolk elementary, middle, and high schools. Attain 95% approval rating or higher from victims and witnesses involved in cases assisted by commonwealth attorney and victim witness staff. Provide over 60 hours of classroom training to 202 police officers, fire and rescue, and other law enforcement agency personnel. Promote community outreach awareness and crime prevention by attending 140 community outreach events. Prosecute domestic violence cases and cases involving violation of protective or court orders.

STATISTICS AND PERFORMANCE MEASURES Number of circuit court defendants prosecuted Number of circuit court indictments prosecuted Number of victims and witnesses assisted Community Outreach events attended Hours of instruction provided to local law enforcement

FY 20 Actual 441 1,292 4,997 62 11

FY 21 Projected 454 1,331 5,147 146 58

FY 22 Estimated 468 1,371 5,301 150 60

FY 22 Budget Highlights  Increase to salaries and wages and fringe benefits line items per 2.5% cost-of-living adjustment.  $39,443 increase in technology charges due to maintenance contracts for enterprise wide server and system upgrades.  Slight reduction in fleet and risk management charges.

135

Department: Commonwealth's Attorney Budget Detail 2018-2019 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

2019-2020 Actual

2020-2021 Budget

2021-2022 Requested

% Change

2021-2022 Adopted

% Change

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 -

2,240,198 1,266 109,210 170,178 241,299 30,063 73 95 207,370 19,413 266,328 5,987 10,822 7,583 3,327 12,205 16,428 9,046 39,856 -

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 -

2,284,566 139,377 185,432 284,885 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% 22% 1% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% -

2,366,680 117,237 190,020 295,125 31,714 3,500 3,120 500 261,290 19,200 203,000 6,500 17,155 7,230 13,000 21,000 8,700 54,513 -

4% 3% 4% 4% 4% 0% 0% 0% 18% -21% -3% 0% 0% 0% 0% 0% 0% 0% -

3,245,364

3,390,747

3,488,818

3,515,730

3,619,483

NOTE: Comp Board provides partial salary reimbursement for 17 of 26 full time positions with reimbursement from the State and contribution by the City of the balance annually for operations.

Personnel Summary

Range

Class

Commonwealth's Attorney 144 Deputy Commonwealth's Attorney 135/138/141 Assistant Commonwealth's Attorney I-III 138 Chief Administrative Manager 136 Chief Investigator 127 Community Outreach Coordinator 124 Legal Assistant Number of Full-Time Positions

2018-2019 Actual

2019-2020 Actual

2020-2021 Budget

2021-2022 Requested

2021-2022 Adopted

1 3 10 1 1 1 8

1 3 11 1 1 1 8

1 4 10 1 1 1 8

136

POLICE DEPARTMENT 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.

CITY COUNCIL TARGET AREA Public Safety

FY 22 OBJECTIVES Track and maintain adequate response times.

Public Safety

Maintain Police Department accreditation and achieve forensics reaccreditation.

Public Safety

Provide community outreach programs through the citizen police academy, civic league outreach, open house events, and by partnering with programs offered by the Commonwealth’s Attorney’s Office, Department of Fire & Rescue, and Sheriff’s Department. Provide crisis intervention training to all police officers and emergency communications personnel. Review and update standard operating procedures and policies.

Public Safety Public Safety

STATISTICS AND PERFORMANCE MEASURES Average Response Times: Priority 1 calls Priority 2 calls Priority 3 calls Clearance Rate (Part I Offenses) Motor Vehicle and Traffic Enforcement: Traffic Citations DUI Arrests Motor Vehicle Crashes Traffic Fatalities

FY 20 Actual

FY 21 Projected

FY 22 Estimated

5:44 13:23 27:34 38%

5:51 12:41 23:11 34%

5:30 13:30 27:06 35%

8,297 314 1,438 11

6,617 290 1,234 4

8,448 275 1,250 6

FY 22 Budget Highlights  2 new FTEs, Accounting Associate II and Marketing Specialist.  Increase to salaries and wages and fringe benefits line items per 2.5% cost-of-living adjustment.  Increased overtime funding to better reflect actual utilization.  $1,175,450 increase in technology charges due to debt service for new public safety radios and maintenance contracts for radios, body cameras, and enterprise wide server and systems upgrades.  Increased travel and training, other operating supplies and capital outlay funding.

137

Department: Police Budget Detail 2018-2019 Actual

Account Number: 100-3110051100.02 Salaries and Wages 51100.04 Salaries and Wages - Overtime 51100.06 Salaries and Wages - Part-time 52100 FICA 52210 VRS Retirement 52400 Group Life 53000.16 Purchased Services - Refuse Collection 53100 Professional Services 53300 Repair and Maintenance 53500 Printing and Binding 54100 Information Technology 54200 Fleet 54500 Risk Management 55100 Utilities 55210 Postal Services 55230 Telecommunications 55310 Employer HDHP Expense 55410 Lease/Rent of Equipment 55500 Travel and Training 55810 Dues and Association Memberships 55842 Rewards 56001 Office Supplies 31700-56007 Property Seizure 31705-58200 E-Ticking Fee 31710-56007 Confiscation Program 56011 Uniforms & Wearing Apparel 56012 Books and Subscriptions 56014 Other Operating Supplies 31715-56014 DARE 56017 Copier Costs 56026 Special Events 58200 Capital Outlay Total Operating Expenditures

2019-2020 Actual

2020-2021 Budget

2021-2022 Requested

% Change

2021-2022 Adopted

% Change

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

10,771,650 2,055,856 193,462 958,648 1,150,791 146,954 463 195,145 17,803 4,519 2,554,774 1,596,109 2,724,735 141,252 5,553 222,190 31,604 78,987 138,028 3,790 11,043 29,304 5,648 36,179 156,681 837 226,498 74,065 12,472 404,821

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

11,999,247 875,571 312,775 1,008,851 1,496,306 160,790 511 349,130 33,760 11,737 3,387,452 2,511,991 2,241,448 160,000 8,000 310,679 103,087 221,749 5,106 20,000 35,000 264,083 2,000 275,156 109,734 22,940 36,300

1% 0% 85% 2% 1% 1% 0% 2% 40% 0% 0% 0% 0% 0% 0% 0% 1% 27% 0% 0% 17% 0% 0% 79% 0% 0% 21%

12,519,744 1,166,522 172,880 1,060,225 1,549,501 167,765 511 341,630 24,200 11,737 4,562,902 2,250,864 2,279,731 160,000 8,000 310,679 102,487 200,000 5,106 20,000 30,000 264,083 2,000 230,000 109,734 22,940 36,300

5% 33% 3% 7% 5% 5% 0% 0% 0% 0% 35% -10% 2% 0% 0% 0% 0% 15% 0% 0% 0% 0% 0% 49% 0% 0% 21%

23,742,763

23,949,860

25,514,388

25,963,403

27,609,540

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 2018-2019 Actual

2019-2020 Actual

2020-2021 Budget

144 Chief of Police 141 Deputy Chief of Police 138 Police Captain 136 Police Lieutenant 133 Police Planner 132 Police Sergeant 130 Forensic Supervisor 130 Administrative Analyst 125/127/128/129 Police Officer I-III/Master Police Officer 127 Records Management Supervisor 124 Accounting Associate II 124 Forensic Technician 124 Crime Analyst 124 Administrative Specialist 121 Executive Secretary 120 Marketing Specialist 120 Secretary 120 Accounting Technician 119 Police Records Technician

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

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

Number of Full-Time Positions

216

227

229

Range

Class

2021-2022 Requested

2021-2022 Adopted

138

POLICE DEPARTMENT – EMERGENCY COMMUNICATIONS DESCRIPTION The Police – Emergency Communications Division is the Public Safety Answering Point (PSAP) for all landline and wireless nonemergency 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. CITY COUNCIL TARGET AREA Public Safety Public Safety

FY 22 OBJECTIVES Provide a high level of customer service to citizens. Maintain accreditation through the Commission on Accreditation for Law Enforcement Agencies (CALEA).

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

FY 20 Actual

FY 21 Projected

FY 22 Estimated

103,361 60,942 1,825 95%

106,978 62,063 1,900 95%

110,722 63,205 1,950 95%

FY 22 Budget Highlights  Added $30,899 in part-time funding to reflect actual expenses.  Increase to salaries and wages and fringe benefits line items per 2.5% cost-of-living adjustment.  Slight reduction in risk management charges.

139

Division: Police Emergency Communications (Department of Police) Budget Detail 2018-2019 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

2019-2020 Actual

2020-2021 Budget

2021-2022 Requested

% Change

2021-2022 Adopted

% Change

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 -

1,014,096 175,333 30,199 88,352 108,615 14,529 6,081 81 285,576 87,111 3,750 4,343 236 3,383 3,561 -

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 -

1,299,507 175,332 112,825 162,049 17,413 18,850 2,500 231,623 113,974 10,835 300 5,381 78,644 -

0% $ 605% 11% 0% 0% 0% 0% 0% 0% 11% 0% 0% 1866% -

1,365,519 24,857 30,899 108,728 167,596 18,298 18,850 2,500 224,269 113,974 9,735 300 5,381 4,000 -

5% 0% 7% 4% 5% 0% 0% -3% 0% 0% 0% 0% 0% -

1,932,577

1,825,246

1,990,725

2,229,233

12%

2,094,905

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

Range

Class

132 PSAP Manager 128 Communications Lead Operator 123/124/125 Communications Operator I-III Number of Full-Time Positions

2018-2019 Actual

2019-2020 Actual

2020-2021 Budget

2021-2022 Requested

2021-2022 Adopted

1 3 23

1 5 23

140

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.

CITY COUNCIL TARGET AREA Civic Engagement & Responsive City Services Civic Engagement & Responsive City Services Civic Engagement & Responsive City Services

FY 22 OBJECTIVES Increase the number of adoptions and redemptions.

Increase animal rescues through coordination with other animal rescue organizations.

Utilize social media to inform and provide information to citizens on issues involving animal care and animal control.

STATISTICS AND PERFORMANCE MEASURES Number of adoptions Number of redemptions Number of transfers Number of animal foster homes Calls for Service: Self-Initiated calls for service by animal control staff Citizen calls for service

FY 20 Actual 164 247 718 26

FY 21 Projected 170 250 720 27

FY 22 Estimated 175 260 725 28

3,890 2,985

3,900 3,168

4,512 3,193

FY 22 Budget Highlights  Increase to salaries and wages and fringe benefits line items per 2.5% cost-of-living adjustment.  Slight increase in risk management charges due to adjustment in workers compensation calculation.

141

Division: Animal Shelter Management (Department of Police) Budget Detail 2018-2019 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

2019-2020 Actual

2020-2021 Budget

2021-2022 Requested

% Change

2021-2022 Adopted

% Change

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

381,322 30,224 19,330 31,717 41,069 5,116 22,000 1,474 64,847 96,003 115,037 33,149 2,657 19,181 620 1,268 2,143 18,565 2,942 2,652 -

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

381,330 50,000 40,083 36,063 47,552 5,110 23,500 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

0% $ 1422% 0% 11% 0% 0% 7% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0%

402,593 3,286 41,086 34,193 50,203 5,395 23,500 1,500 116,550 1,000 98,359 97,883 38,000 7,587 20,562 1,000 580 1,300 3,500 28,000 3,000 4,874 11,160

6% 0% 3% 5% 6% 6% 7% 0% 0% 0% 0% 11% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0%

989,215

891,313

957,257

1,009,044

995,111

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

2018-2019 Actual

2019-2020 Actual

2020-2021 Budget

2021-2022 Requested

2021-2022 Adopted

1 1 5 3

142

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.

CITY COUNCIL TARGET AREA Public Safety Public Safety Public Safety

FY 22 OBJECTIVES Enhance departmental efficiency and effectiveness through continuing education and training. Continue progress toward accreditation through the Commission of Fire Accreditation International by Center of Public Safety Excellence. Increase fire and life safety messages with the public through utilization of social media platforms and expansion of website information.

STATISTICS AND PERFORMANCE MEASURES Calls for service Average Response Time Number of fires Total Dollar Loss from fires Fire Prevention: Plan Reviews Fire Safety/Inspections Investigations Arson, Bomb Threats, Threats to Burn

FY 20 Actual 14,722 6:42 284 $5.7M

FY 21 Projected 14,198 6:45 234 $2.7M

FY 22 Estimated 15,100 6:48 240 $3M

495 738 80 23

600 800 90 30

700 950 95 35

FY 22 Budget Highlights  18 new firefighters (9 months funding) for new College Drive Fire Station.  2.5% cost-of-living adjustment.  Increased overtime funding to better reflect actual utilization.  $455,414 increase in technology charges due to debt service for new public safety radios and maintenance contracts for enterprise wide server and systems upgrades.  Additional funding in other operating supplies and capital outlay line items for firefighting and emergency medical service supplies and equipment.

143

Department: Fire and Rescue Budget Detail 2018-2019 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

2019-2020 Actual

2020-2021 Budget

2021-2022 Requested

% Change

2021-2022 Adopted

% Change

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

15,051,214 5,171,640 460,588 1,490,377 1,624,817 201,117 8,331 165,272 54,390 16,286 75,840 232 1,827,349 1,731,038 3,776,388 210,244 402 89,380 63,792 165,679 140,000 69,703 84,044 12,500 21,144 146,359 4,550 58,076 2,527 497,091 3,401 122,531 36,242 33,159

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

17,006,538 2,500,000 483,041 1,529,203 2,120,715 227,888 9,011 181,733 293,996 65,000 176,454 1,160 1,968,889 2,010,197 3,060,127 220,626 850 98,081 176,988 140,000 180,051 88,573 62,500 22,077 322,355 5,060 15,000 10,500 343,624 1,830 153,631 48,002 258,000

6% 0% 0% 5% 7% 6% 0% 0% 0% 18% 74% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 2% 0% 5% 5% 0% 0% 0% 1% 0% 36% 0% 46%

17,437,111 2,888,031 495,117 1,592,750 2,163,833 233,657 9,011 181,733 293,996 55,000 176,454 1,160 2,424,303 1,953,598 3,140,066 220,626 850 98,081 176,988 200,000 180,051 88,573 62,500 22,077 322,355 5,060 15,000 10,500 343,624 1,830 130,000 48,002 258,000

9% 16% 3% 10% 9% 9% 0% 0% 0% 0% 74% 0% 23% -3% 3% 0% 0% 0% 0% 43% 0% 2% 0% 5% 5% 0% 0% 0% 1% 0% 15% 0% 46%

31,302,424

33,415,702

32,309,162

33,781,700

35,229,936

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

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/Fire 128/129/130 Inspector/Firefighter-Medic I-II/Fire 125/126/127 Investigator-Inspector/Master Firefighter/Master Firefighter-Medic 124 Accounting Associate II 123 Planning Technician 121 Executive Secretary 119 Office Assistant 118 Storeroom Clerk Number of Full-Time Positions

2018-2019 Actual

2019-2020 Actual

2020-2021 Budget

2021-2022 Requested

2021-2022 Adopted

1 3 1 7 20 33 1 1

1 3 1 7 19 1 33 1 1

1 3 1 7 20 1 35 1 1 1

1 3 1 7 23 1 38 1 1 1

1 3 1 8 22 1 36 1 1 1

203 1 1 2 -

203 1 1 1 2 -

218 1 1 1 2 1

217 1 1 1 2 -

274

279

301

297

144

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. CITY COUNCIL TARGET AREA Public Safety

Public Safety

FY 22 OBJECTIVES 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. Assist businesses in evaluating and implementing Emergency Operations Plan.

Public Safety

Prepare, prevent, respond, and recover from COVID-19 by working with local, state, federal, and community partners.

Public Safety

Conduct outreach with residents and businesses.

STATISTICS AND PERFORMANCE MEASURES Number of training exercises held Percent of City staff receiving emergency management class annually Percent compliance with state/federal mandates

FY 20 Actual 3 100% 100%

FY 21 Projected 3 100% 100%

FY 22 Estimated 2 100% 100%

FY 22 Budget Highlights  No changes from prior year.

145

Division: Emergency Management (Department of Fire & Rescue) Budget Detail 2018-2019 Actual

Account Number: 100-3550054100 55210 55230 55500 55810 56001 56014 58200

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

Total Operating Expenditures

2019-2020 Actual

2020-2021 Budget

2021-2022 Requested

% Change

2021-2022 Adopted

% Change

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

2,512 2,000 270 671 1,516

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

50 11,947 6,000 520 1,250 1,500 -

$ 0% 0% 100% 0% 0% 0% -

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

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

10,860

6,969

18,267

21,267

16%

18,267

146

WESTERN TIDEWATER REGIONAL JAIL AUTHORITY DESCRIPTION The Western Tidewater Regional Jail Authority is a regional partnership of the cities of Suffolk and Franklin, and the counties of Isle of Wight and Southampton, which provides incarceration services to enhance the safety and security of the residents of these localities. The City of Suffolk supports the regional jail’s operations through a local funding contribution based on the inmate population served. FY 22 Budget Highlights  No changes from prior year.

147

Department: Western Tidewater Regional Jail Budget Detail 2018-2019 Actual

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

2019-2020 Actual

2020-2021 Budget

2021-2022 Requested

% Change

2021-2022 Adopted

% Change

4,424,060

4,297,658

4,492,631

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.

148

PUBLIC WORKS - ADMINISTRATION 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.

CITY COUNCIL TARGET AREA Civic Engagement & Responsive City Services Civic Engagement & Responsive City Services Transportation Civic Engagement & Responsive City Services

FY 22 OBJECTIVES Deliver high quality programs and services within allocated resources.

Protect health and safety by providing exceptional and cost-effective solid waste collection and disposal. Provide safe roads and adequate traffic signals for quality transportation and travel options. Provide for citizen engagement and feedback regarding department programs, services, and projects.

STATISTICS AND PERFORMANCE MEASURES Number of lane miles resurfaced Average time to repair reported potholes Percent of priority 1 traffic signal requests repaired within 4 hours Tons of refuse collected Tons of curbside recycling collected Transit ridership

FY 20 Actual 53.91 72 hrs 100% 45,000 6,075 130,133

FY 21 Projected 60 72 hrs 100% 46,000 6,500 131,434

FY 22 Estimated 60 72 hrs 100% 49,000 7,000 111,144

149

Department: Public Works - Administration Budget Detail 2018-2019 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

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

Total Operating Expenditures

2019-2020 Actual

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 Budget

239,784 17,664 17,317 2,173 94,108 413,846 12,709 20,000 15,000 25,593 3,041 1,013 9,922 3,108 22,187 201 3,450 2,500 84 444 616 244 877

905,883

2021-2022 Requested

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

1,051,908

% Change

2021-2022 Adopted

241,386 18,466 30,101 3,235 155,000 475,000 19,216 20,000 15,000 24,000 1,000 9,922 5,030 22,187 300 3,730 1,200 960 1,500 250 1,300

0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% -6% 6% -11% 0% 1% 0% 0% 0% 0% -7%

1,048,783

% Change

254,844 19,496 31,779 3,415 155,000 475,000 19,216 20,000 15,000 24,000 1,000 24,433 5,030 25,225 300 3,707 1,200 960 1,500 250 1,399

6% 6% 6% 6% 0% 0% 0% 0% 0% 0% 0% 133% 6% 1% 0% 0% 0% 0% 0% 0% 0%

1,082,753

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 Director of Public Works 135 Public Works Fund Manager 121 Executive Secretary

Number of Full-Time Positions

2018-2019 Actual

2019-2020 Actual

2020-2021 Budget

1 1

1 1 1

2021-2022 Requested

2021-2022 Adopted

150

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. CITY COUNCIL TARGET AREA Civic Engagement & Responsive City Services Civic Engagement & Responsive City Services Education

FY 22 OBJECTIVES Efficiently implement City capital projects within established budgets. Encourage citizen engagement and efficient service delivery through municipal capital projects. Collaborate with Suffolk Public Schools to implement projects that support growth and enhancement of public education.

STATISTICS AND PERFORMANCE MEASURES Building Maintenance and Custodial: Number of buildings maintained Square footage of buildings maintained Service Requests: Building Maintenance Custodial Average Response Time to service requests Capital Projects: Percent of projects completed on time/within budget

FY 20 Actual

FY 21 Projected

FY 22 Estimated

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%

FY 22 Budget Highlights  1 new FTE, Building Maintenance Technician, converted from parttime position.  Increase to salaries and wages and fringe benefits line items per 2.5% cost-of-living adjustment.  $25,735 increase in technology charges due to maintenance contracts for enterprise wide server and system upgrades.  $25,000 increase in maintenance contracts based on expenditure trends and physical building security enhancements.  $20,000 increase in repair and maintenance of buildings.

151

Department: Capital Programs & Facilities Budget Detail 2018-2019 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 55310 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 Employer HDHP Expense Lease/Rent of Equipment Travel and Training Office Supplies Uniforms & Wearing Apparel Other Operating Supplies Copier Costs Capital Outlay

Total Operating Expenditures

2019-2020 Actual

2020-2021 Budget

2021-2022 Requested

% Change

2021-2022 Adopted

% Change

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

988,205 27,195 114,796 81,938 104,670 12,591 12,526 18,797 192,572 515,407 148,829 83,519 480,146 568,833 40 12,014 3,385 418,941 710 19,281 297,652 5,712 -

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 -

1,092,844 169,506 96,570 136,278 14,644 11,322 210,000 550,000 148,829 80,918 480,146 645,000 100 16,250 534,515 10,000 2,000 16,000 285,000 8,752 -

3% -26% -2% 3% 3% -25% 11% 5% -6% -4% 6% 0% 0% 0% 0% 0% 0% 0% 4% -5% -

1,104,018 173,744 97,749 137,671 14,794 11,322 210,000 550,000 183,247 84,421 417,513 645,000 100 16,250 534,515 10,000 2,000 16,000 285,000 9,190 -

4% -24% -1% 4% 4% -25% 11% 5% 16% 0% -8% 0% 0% 0% 0% 0% 0% 0% 4% 0% -

4,035,455

4,107,761

4,463,896

4,508,674

4,502,534

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

2018-2019 Actual

2019-2020 Actual

2020-2021 Budget

2021-2022 Requested

% Change

1 1 1 1 1 3 1 1 2 12

1 1 1 1 1 4 1 1 2 12

1 1 1 1 1 5 1 1 2 12

2021-2022 Adopted

% Change 1 1 1 1 1 5 1

2 12 25

152

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. CITY COUNCIL TARGET AREA Civic Engagement & Responsive City Services Civic Engagement & Responsive City Services Civic Engagement & Responsive City Services Expanded Economic Development

FY 22 OBJECTIVES Process benefit applications in a timely manner in accordance with state standards.

Exceed the 95% state target for timely response to first contacts for child protective services. Focus on preventative measures to decrease the number of children entering into foster care. Assist existing and new businesses by providing recruitment space and a pool of qualified applicants through the services and programs of the Suffolk Workforce Development Center.

STATISTICS AND PERFORMANCE MEASURES

FY 20 Actual

Supplemental Nutrition Assistance Program (SNAP): Number of persons/households receiving SNAP assistance 10,204 Percent of eligible households receiving SNAP assistance 81% Temporary Assistance for Needy Families (TANF): Number of persons/households receiving TANF benefits 590 Number of TANF children receiving childcare subsidies 124 Medicaid: Number of recipients receiving Medicaid benefits 18,754 Foster Care: Number of children in foster care 48 Average annual cost per foster care case $29,915 Employment Programs: Percent of TANF recipients in employment programs 64% Number of visitors to Suffolk Workforce Development Center 11,233

FY 21 Projected

FY 22 Estimated

10,500 82%

10,600 84%

558 85

526 97

19,000

45 $31,000

40 $33,000

50% 12,000

65% 15,000

FY 22 Budget Highlights  Increase to salaries and wages and fringe benefits line items per 2.5% cost-of-living adjustment.  $85,207 increase in technology charges due to maintenance contracts for enterprise wide server and systems upgrades.  $175,000 increase in foster care aid.  $25,000 increase in aid for blind, aged, and disabled.

153

Department: Social Services Budget Detail 2018-2019 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 55701.24 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 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 General Relief Dues and Association Memberships Office Supplies Copier Costs

Total Operating Expenditures

2019-2020 Actual

2020-2021 Budget

2021-2022 Requested

% Change

2021-2022 Adopted

% Change

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

4,791,342 161,949 364,898 86,241 393,817 517,990 64,547 16,697 3,685 604,895 42,087 1,093,606 29,853 46,405 767 23,656 1,221,700 10,235 43,841 66,758 5,373 208,073 520,708 40,000 210,763 348,744 42,407 10,000 2,045 37,003 105,208

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

5,147,442 570,156 100,000 437,396 641,886 68,976 19,490 34,365 10,000 640,162 47,478 828,519 70,000 94,917 2,886 1,248,874 30,000 60,000 140,000 65,000 225,000 2,500 525,000 500 50,000 275,000 400,000 100,000 15,000 2,025 80,000 155,958

3% 4% 0% 1% 3% 3% 0% 0% 0% 0% 0% 0% 0% 36% 0% 4% 0% 0% 0% 0% 13% 0% 50% 0% 0% 0% -20% -20% 0% 0% 0% 0%

5,209,205 538,686 100,000 447,364 649,588 69,803 19,490 34,365 10,000 725,369 44,898 817,175 70,000 69,917 1,231,240 30,000 140,000 20,000 225,000 2,500 525,000 500 50,000 275,000 400,000 100,000 15,000 2,025 80,000 155,958

4% -2% 0% 3% 4% 4% 0% 0% 0% 13% -5% -1% 0% 0% -100% 3% 0% -100% 0% -69% 13% 0% 50% 0% 0% 0% -20% -20% 0% 0% 0% 0%

10,695,479

11,115,294

11,754,552

12,088,530

12,058,083

Above costs are offset by estimated State/Federal Revenues of: $7,857,545

Personnel Summary

Range

Class

144 Director of Social Services 138 Assistant Director of Social Services 136 Administrative Services Manager 135 Financial Manager 132 Social Services Information Technology Administrator 132 Family Services Worker Supervisor II 130 Financial Services Coordinator 126/128/130 Family Services Worker I-III 129 Workforce Center Coordinator 128 ECDC Coordinator 128 Computer Support Technician 126/128 Self Sufficiency Worker I-II 123/126/127 Financial Services Case Manager I-III 127 Clerical Support Manager 127 Clerical Support Supervisor 123 Senior Accounting Technician 123 Fraud Investigator 121/124 Accounting Associate I-II 120 Lead Screening Clerk 120 Accounting Technician 119 Screening Clerk 119 Office Assistant Number of Full-Time Positions

2018-2019 Actual

2019-2020 Actual

2020-2021 Budget

1 2

1 2 1

2021-2022 Requested

2021-2022 Adopted 1 2 1

1 2 1

1 1 4 5 27 1 1 4 34 1 1 1 3 14 1

1 4 5 27 1 1 4 34 1 1 1 3 14 1

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

1 4 5 29 1 1 1 4 34 1 1 4 2 11 2

1 4 5 28 1 4 34 1 1 4 2 11 2

102

105

102

154

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. CITY COUNCIL TARGET AREA Civic Engagement & Responsive City Services Civic Engagement & Responsive City Services Civic Engagement & Responsive City Services

FY 22 OBJECTIVES Maintain the average cost per day for CSA services at or below the average state cost per service. Schedule reviews of 95% of eligible participants within 30 days of receipt of appointment requests. Direct parental referrals to appropriate member agencies and/or facilitate intake through CSA office within 30 days of request.

STATISTICS AND PERFORMANCE MEASURES Number of children receiving CSA services Average cost per day for CSA services

FY 20 Actual 67 $32,300

FY 21 Projected 70 $32,000

FY 22 Estimated 70 $32,000

FY 22 Budget Highlights  Increase to salaries and wages and fringe benefits line items per 2.5% cost-of-living adjustment.  Slight reduction in risk management charges.

155

Department: Children's Services Act Budget Detail 2018-2019 Actual

Account Number: 100-5350051100.02 51100.04 51100.06 52100 52210 52400 53000.08 54500 55310

Salaries and Wages Salaries and Wages - Overtime Salaries and Wages - Part-time FICA VRS Retirement Group Life CSA Purchased Services Risk Management Employer HDHP Expense

Total Operating Expenditures

2019-2020 Actual

2020-2021 Budget

2021-2022 Requested

% Change

2021-2022 Adopted

% Change

110,149 3 27,732 11,984 12,157 1,477 1,618,451 21,926 -

123,850 620 24,224 9,105 13,334 1,662 2,157,293 21,516 750

123,850 37,882 12,373 15,444 1,660 2,300,000 16,329 -

123,850 37,882 12,372 15,444 1,660 2,300,000 16,329 -

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

130,756 35,551 12,723 16,305 1,752 2,300,000 15,467 -

6% -6% 3% 6% 6% 0% -5% -

1,803,879

2,352,353

2,507,538

2,507,537

2,512,554

Personnel Summary

Range

Class 131 CSA Coordinator 126 CSA Management Specialist

Number of Full-Time Positions

2018-2019 Actual

2019-2020 Actual

2020-2021 Budget

2021-2022 Requested

2021-2022 Adopted

1 1

Above costs are offset by estimated State Revenues of: $1,629,899

156

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.

CITY COUNCIL TARGET AREA Leisure, Health, and Wellness Leisure, Health, and Wellness

FY 22 OBJECTIVES Implement the Healthy Families and Nurse Family Partnership programs to assist children in families at-risk for adverse childhood experiences and low-income firsttime mothers attain positive health outcomes for themselves and their children. Conduct the Women, Infant, Children (WIC) program to provide extra food to lowincome mothers.

Leisure, Health, and Wellness

Provide effective immunization services to citizens of Suffolk and Western Tidewater.

Leisure, Health, and Wellness

Monitor, review, and investigate communicable diseases reported to the Health Department by physicians, hospitals, and laboratories.

Leisure, Health, and Wellness

Enforce state sanitary regulations to protect public health.

STATISTICS AND PERFORMANCE MEASURES Percent of children with health provider within 2 months of enrollment Percent of immunization data entered into state database Percent of food establishments inspected by due date

FY 20 Actual 100% 100% 70%

FY 21 Projected 100% 100% N/A

FY 22 Estimated 100% 100% 60%

FY 22 Budget Highlights  $175,655 increase over prior year to enhance population health management and health department programs that benefit Suffolk residents.

157

Department: Support of Western Tidewater Health District Budget Detail 2018-2019 Actual

Account Number: 100-5110055610 Transfer to Western Tidewater Health District Total Operating Expenditures

2019-2020 Actual

2020-2021 Budget

2021-2022 Requested

% Change

2021-2022 Adopted

% Change

840,000

895,655

920,000

1,095,655

19%

1,095,655

19%

840,000

895,655

920,000

1,095,655

19%

1,095,655

19%

158

WESTERN TIDEWATER COMMUNITY SERVICES BOARD DESCRIPTION The Western Tidewater Community Services Board provides ongoing mental health, substance abuse, and mental retardation related services to the children and families of the City of Suffolk. Treatment services include ongoing medical, counseling, and support services. Most of the Western Tidewater Community Services Board’s consumers are underinsured families with children and adult members suffering from chronic and pervasive disabilities. The City of Suffolk provides local funding to support the operation of the Western Tidewater Community Services Board.

FY 22 Budget Highlights  $111,383 increase over prior year to address demand for medical, psychiatric, emergency, assessment, and treatment services for families and children in Suffolk.

159

Department: Support of Western Tidewater Community Service Board Budget Detail 2018-2019 Actual

Account Number: 100-5210055620 Transfer to Western Tidewater CSB Total Operating Expenditures

2019-2020 Actual

2020-2021 Budget

2021-2022 Requested

% Change

2021-2022 Adopted

% Change

295,210

307,330

363,021

474,404

31%

474,404

31%

295,210

307,330

363,021

474,404

31%

474,404

31%

160

SCHOOL SUPPORT DESCRIPTION Each year, the Suffolk City Council appropriates local funding in support of Suffolk Public Schools operating expenses as well as the Suffolk School Administration office lease. This funding is used by the school division for the operation of its 11 elementary schools, 5 middle schools, 3 high schools, an alternative school, and the College and Career Academy at Pruden. The City also funds schools capital projects approved in the Capital Projects Fund budget and debt service for schools capital projects in the City’s Debt Service Fund budget. This funding is not included in the local funding provided for school operating expenses.

FY 22 Budget Highlights  $3M increase in local operating support for Suffolk Public Schools.  Funding for the schools administration office lease remains constant at $442,979.

161

Department: Support of Schools Budget Detail 2018-2019 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

2019-2020 Actual

2020-2021 Budget

2021-2022 Requested

Total School Fund Expenditures: Instruction Administration and Attendance Health and Psychology Pupil Transportation Operation and Maintenance Food Services Technology

% Change

536,375 59,816,884

534,719 57,571,960

442,979 62,332,201

442,979 65,332,201

0% 5%

442,979 65,332,201

0% 5%

60,353,259

58,106,679

62,775,180

65,775,180

131,009,683 65,332,201 196,341,884

11% 5%

131,009,683 65,332,201 196,341,884

11% 5%

442,979

196,784,863

196,784,862

148,797,487 3,774,878 2,591,514 8,754,533 16,530,842 7,946,948 7,945,682

10% 4% 7% -2% 3% -1% -3%

148,797,487 3,774,878 2,591,514 8,754,533 16,530,842 7,946,948 7,945,682

10% 4% 7% -2% 3% -1% -3%

442,979 -

0% -

442,979 -

0% -

196,784,863

Local Support - Lease / Rent of Building Local Support Reduction to REQUEST: Total Operating Expenses:

2021-2022 Adopted

Local Support for Lease/Rent of Building Total Operating Revenues:

% Change

162

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 four 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.

CITY COUNCIL TARGET AREA Leisure, Health, and Wellness Leisure, Health, and Wellness Leisure, Health, and Wellness Leisure, Health, and Wellness

FY 22 OBJECTIVES Provide a wide variety of quality services within our core program areas of Art and Culture, Health and Wellness, Out of School Time, Active Adults, Aquatics, Adult and Youth Athletics. Insure all cemeteries are properly maintained and effective coordination of funerals. Partner with Suffolk Public Schools to offer out of school programming. Effectively implement capital projects to maintain and expand parks and recreation facilities throughout the City.

STATISTICS AND PERFORMANCE MEASURES Number of regional park visitors Number of recreation and community center members Youth Athletic Program participation Adult Athletic Program participation Senior Program participation Before and After School Program participation Youth Prevention Program participation Therapeutic Program participation Special Event Applications processed

Total budget for all Parks and Recreation divisions.

FY 20 Actual 360,000 19,789 606 418 217 2,474 600 50 31

FY 21 Projected 450,000 12,309 250 350 100 1,200 700 70 20

FY 22 Estimated 450,000 15,000 600 400 200 4,600 850 85 35

FY 22 Budget Highlights  7 new FTEs for operation of new Bennett’s Creek Recreation Center (6 months funding).  Additional part-time funding for new Bennett’s Creek Recreation Center operations and other recreation centers.  Increase to salaries and wages and fringe benefits line items per 2.5% cost-of-living adjustment.  $123,000 increase in maintenance contracts and utilities line items due to new Bennett’s Creek Recreation facility.

163

Department: Parks and Recreation - Administration Budget Detail 2018-2019 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

2019-2020 Actual

2020-2021 Budget

2021-2022 Requested

% Change

2021-2022 Adopted

% Change

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

744,001 2,546 18,238 55,458 80,447 7,361 1,332 750 7,588 6,795 687,059 16,542 743,306 1,959 1,023 57,716 4,771 7,058 2,636 6,762 242 384 12,218 54,316 145,853

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

762,030 100,660 65,996 95,025 10,211 3,600 2,000 10,000 15,800 764,923 21,049 596,878 11,000 2,000 60,371 12,500 3,150 7,600 750 500 30,550 72,755 279,450

0% 12% 1% 0% 0% 0% 0% 0% 1% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 53% 0% 39%

801,686 92,123 68,376 99,779 10,743 2,000 10,000 15,600 722,445 21,049 596,097 11,000 2,000 60,371 12,500 3,150 7,600 750 500 20,000 72,755 200,725

5% 2% 5% 5% 5% -100% 0% 0% 0% -6% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0%

2,597,283

2,666,361

2,827,713

2,928,798

2,831,249

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 $25,250.

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

2018-2019 Actual

2019-2020 Actual

2020-2021 Budget

1 1 1 1 1 3 1 1 1

1 1 1 1 1 3 1 1 1 1 1

2021-2022 Requested

2021-2022 Adopted

164

Department: Parks and Recreation - Parks, Gateways, and Facility Maintenance Budget Detail 2018-2019 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

2019-2020 Actual

2020-2021 Budget

2021-2022 Requested

% Change

2021-2022 Adopted

% Change

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

832,810 29,960 270,156 82,696 89,811 11,588 44,572 6,270 8,334 83,832 494,975 556,551 264,458 3,750 2,500 4,311 51 37,099 101,418 13,980

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 -

860,974 17,389 135,877 77,589 107,363 11,537 53,500 6,000 2,000 130,000 584,000 646,044 348,000 5,000 5,000 1,000 44,000 115,000 10,000 -

0% 0% 0% 0% 0% 0% 1% 0% -88% 30% 13% 0% 20% 0% 0% 0% 33% 6% -

892,971 17,389 277,649 90,883 111,353 11,966 53,500 6,000 130,000 584,000 635,762 348,000 5,000 5,000 1,000 44,000 105,000 10,000 -

4% 0% 104% 17% 4% 4% 1% 0% -100% 30% 13% -2% 20% 0% 0% 0% 33% -3% -

3,049,399

2,939,121

2,992,774

3,160,273

3,329,473

11%

53320 - Maintenance Service Contracts: Grass cutting, security service. 56014 - Other Operating Supplies: Safety material and landscape materials. Personnel Summary

Range

Class 133 Parks Manager 131 Grounds Maintenance Superintendent 125 Superintendent of Cemeteries 125 Park Superintendent 125 Maintenance Coordinator 122 Recreation Facilities Supervisor 122 Park Supervisor 115/119 Ground Maintenance Worker I-II 114 Custodial Worker

Number of Full-Time Positions

2018-2019 Actual

2019-2020 Actual

2020-2021 Budget

2021-2022 Requested

2021-2022 Adopted

1 1 1 1 2 1 3 9 3

1 1 1 1 3 1 3 8 3

165

Department: Parks and Recreation - Recreation Budget Detail 2018-2019 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

2019-2020 Actual

2020-2021 Budget

2021-2022 Requested

% Change

2021-2022 Adopted

% Change

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

809,374 3,555 520,907 155,782 110,038 87,799 13,375 1,089 41,087 1,267 114,187 60,880 4,812 70,136 2,759 6,708 1,090 165,917 2,537 11,754 21,892 14,135 -

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 -

1,174,973 831,608 153,503 146,519 15,745 8,930 56,310 2,000 163,141 75,000 72,662 5,100 10,000 1,000 250,000 6,050 18,390 37,575 24,450 -

30% 74% 45% 30% 30% 0% -33% 0% 0% 0% 0% 0% 33% 0% 4% 11% 47% 36% 63% -

1,091,129 896,138 152,026 136,064 14,621 8,930 56,310 2,000 126,942 75,000 72,662 5,100 10,000 1,000 240,000 5,450 18,390 27,575 15,000 -

21% 87% 44% 21% 21% 0% -33% 0% -22% 0% 0% 0% 33% 0% 0% 0% 47% 0% 0% -

2,536,189

2,221,082

2,331,978

3,052,956

31%

2,954,337

27%

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

2018-2019 Actual

2019-2020 Actual

2020-2021 Budget

2021-2022 Requested

2021-2022 Adopted

1 3 1 1 1 2 10 2 1

2 4 1 1 1 3 12 3 2

166

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.

CITY COUNCIL TARGET AREA Leisure, Health, and Wellness Leisure, Health, and Wellness Leisure, Health, and Wellness Leisure, Health, and Wellness

FY 22 OBJECTIVES Expand programs, classes, and events for the community to promote lifelong learning and recreation. Collaborate with City departments, nonprofits, educational institutions, and other governmental organizations to offer efficient and effective services and programs. Implement the Libraries Transforming Communities initiative to bring people together to facilitate community conversations. Continue design and implementation process for the new Downtown Library.

STATISTICS AND PERFORMANCE MEASURES Registered Borrowers Circulation Reference Questions answered Computer Sessions Bookmobile stops Adult Program participants Children’s Program participants Teen Program participants

FY 20 Actual 42,793 224,929 11,400 19,683 53 10,562 10,576 2,251

FY 21 Projected 45,000 140,000 12,000 2,000 10 2,000 5,000 1,000

FY 22 Estimated 48,000 300,000 16,000 30,000 60 12,000 12,000 2,500

FY 22 Budget Highlights  1 FTE, Early Childhood Development Coordinator, and $60,000 in operation funding transferred from Social Services.  Increase to salaries and wages and fringe benefits line items per 2.5% cost-of-living adjustment.  $60,455 increase in technology charges due to maintenance contracts for enterprise wide server and system upgrades.  $9,000 in funding added for marketing line item to reflect actual expenses.

167

Department: Library Budget Detail 2018-2019 Actual

Account Number: 100-7310051100.02 51100.04 51100.06 52100 52210 52400 53000.16 53100 54100 54200 54500 55100 55210 55230 55310 55420 55500 55667 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 Information Technology Fleet Risk Management Utilities Postal Services Telecommunications Employer HDHP Expense Lease/Rent of Buildings Travel and Training Early Childhood Development Commission Dues and Association Memberships Marketing Office Supplies Books and Subscriptions Copier Costs Special Events Capital Outlay

Total Operating Expenditures

2019-2020 Actual

2020-2021 Budget

2021-2022 Requested

% Change

2021-2022 Adopted

% Change

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

1,548,111 799 294,610 134,592 167,783 21,174 3,074 1,340 287,574 47,275 359,763 73,525 6,296 27,363 7,667 18,828 16,097 2,273 9,050 39,382 183,066 43,040 14,877 2,317

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 -

1,634,571 359,032 152,511 203,831 21,903 4,000 314,282 58,958 299,504 69,450 9,000 39,681 19,068 9,000 60,000 2,600 9,000 49,500 320,000 47,934 36,500 149,000

3% $ 28% 7% 3% 3% 0% 0% 0% 0% 0% 0% 0% 0% 0% 271% 13% 45% 0% 192% -

1,707,719 312,714 154,563 212,953 22,883 4,000 374,737 52,362 284,928 69,450 9,000 39,681 19,068 9,000 60,000 2,600 9,000 44,000 220,000 47,934 15,000 -

8% 12% 8% 8% 8% 0% 19% -11% -5% 0% 0% 0% 0% 0% 271% 0% 0% 0% 20% -

3,132,289

3,309,874

3,376,267

3,869,325

15%

3,671,591

Personnel Summary

Range

Class 144 138 134 133 130 129 128 127 124 121 120 118

Director of Libraries Assistant Director of Libraries Library Manager Senior Administrative Analyst Administrative Analyst Senior Librarian ECDC Coordinator Librarian Library Services Coordinator Executive Secretary Secretary Library Associate

Number of Full-Time Positions

2018-2019 Actual

2019-2020 Actual

2020-2021 Budget

1 1 4 1

1 1 4

2021-2022 Requested

2021-2022 Adopted 1 1 4

4 8 1 1 7

1 4 1 4 8 1 1 7

4 -

1 4

4 -

1 1 4 1 4 1 4 8 1 1 7 33

168

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. CITY COUNCIL TARGET AREA Growth Management & Comprehensive Planning Growth Management & Comprehensive Planning

FY 22 OBJECTIVES Provide plan review services in an effective and efficient manner to promote a diverse local economy and enhanced tax base. Provide building inspection services in support of new construction activities in an efficient and timely manner.

Growth Management & Comprehensive Planning

Resolve code compliance violations within 45 calendar days through initiation of court actions and voluntary and involuntary codes compliance.

STATISTICS AND PERFORMANCE MEASURES Number of planning applications processed Percent of site/subdivision plans reviewed within 30 days Number of building/plan reviews completed Number of building permits processed Number of building inspection requests Number of code compliance inspections

FY 20 Actual 415 98% 945 6,408 24,615 7,294

FY 21 Projected 315 98% 990 6,780 24,861 7,367

FY 22 Estimated 325 98% 1,040 7,192 25,110 7,441

FY 22 Budget Highlights  2 FTEs, Assistant Building Official/Inspector and Building Inspector I, to address demand for inspections.  Increase to salaries and wages and fringe benefits line items per 2.5% cost-of-living adjustment.  $100,000 increase in professional services line item to hire consultant for comprehensive plan update.  $49,665 increase in technology charges due to upgrade of Cityworks permitting system and maintenance contracts for enterprise wide server and system upgrades.  Slight increase in dues and memberships line item per staffing additions.

169

Department: Planning and Community Development Budget Detail 2018-2019 Actual

Account Number: 100-8110051100.02 51100.04 51100.06 52100 52210 52400 53100 53100.06 53100.30 53175 53200 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 Temporary Help Service Fees 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

2019-2020 Actual

2020-2021 Budget

2021-2022 Requested

% Change

2021-2022 Adopted

% Change

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

2,278,666 10,276 5,726 166,817 244,670 30,473 15,600 16,655 206,933 43,073 39,713 216,446 87,932 441,891 12,003 18,725 4,136 15,596 4,874 14,143 3,067 30,867 -

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 -

2,837,567 213,912 348,690 37,469 31,400 600,000 250,000 60,000 36,000 228,807 108,078 358,871 22,336 32,230 30,640 8,650 20,000 7,700 350,000 27,824 -

14% $ 13% 13% 13% 3% 100% 0% 0% 0% 0% 0% 0% 0% 0% 9% 33% 0% 0% 0% -

2,658,001 203,337 331,453 35,617 30,400 400,000 250,000 60,000 36,000 278,472 108,078 350,950 22,336 32,230 28,140 8,650 20,000 7,700 27,824 -

7% 7% 7% 7% 0% 33% 0% 0% 0% 22% 0% -2% 0% 0% 0% 33% 0% 0% 0% -

3,642,211

3,908,282

4,533,507

5,610,174

24%

4,889,188

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 Director of Planning & Community Development 138 Assistant Director of Planning 138 Assistant Director of Community Development 136 Current Planning Manager 136 Comprehensive Planning Manager 135 Zoning Administration and Enforcement Manager 135 Principal Planner 133 Housing/Property Maintenance Official 133 Building Official 133 Community Development Housing Grant Administrator 132 Assistant Building Official/Inspector 127/130 Planner I-II 130 Plans Reviewer 130 Fire Protection (Building) Plans Reviewer 130 Administrative Analyst 129 Permit Manager 127 Assistant Zoning Administration and Enforcement Coordinator 125/127 Building Inspector I-II 124/125 Zoning Inspector I-II 125 Housing/Property Maintenance Inspector 124 Senior Permit Technician 124 Senior Graphics Technician 123 Planning Technician 123 Permit Technician 122 Planning Assistant 120 Secretary 119 Office Assistant

Number of Full-Time Positions

2018-2019 Actual

2019-2020 Actual

2020-2021 Budget

1 1 1 1 1 1 2 1 1

3 1

2021-2022 Adopted 1 1 1 1 1 1 3 1 1 1 1 3 2 1 1 1 1 9 3 5 4

3 2

3 2 1 1 1 1 8 2 4 5

1 1 1 7 2 4 3 1 3 1

2021-2022 Requested

1 1 1 8 2 4 3 1 3 2

1 2

1 3 2 1 1 1 1 9 2 4 4 -

2 3 1 1 1

1 1 1 1 1 1 2 1 1

3 2 -

1 1

170

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. CITY COUNCIL TARGET AREA Expanded Economic Development Expanded Economic Development

FY 22 OBJECTIVES Create a vibrant downtown by implementing the downtown master plan and reviewing policies for new investment in the downtown corridor. Create new industry and jobs and promote entrepreneurship.

Expanded Economic Development

Retain and enhance existing businesses.

Expanded Economic Development

Continue to explore opportunities to enhance and streamline the development review process.

Expanded Economic Development

Facilitate development of public and privately owned property.

Expanded Economic Development

Facilitate partnerships between Suffolk Public Schools and the business community for workforce development and career opportunities.

STATISTICS AND PERFORMANCE MEASURES Number of jobs created Amount of capital investment Square footage of capital investment Existing industry visits Marketing missions

CY 19 Actual 2,530 $318.6M 4,517,685 482 7

CY 20 Actual 1,200 $75.5M 776,185 480 4

CY 21 Estimated 1,000 $70M 650,000 480 4

FY 22 Budget Highlights  Increase to salaries and wages and fringe benefits line items per 2.5% cost-of-living adjustment.  $8,000 increase in marketing line item for marketing and event support with emphasis on downtown programs and projects.  Slight increase in dues and memberships line item for Hampton Roads Economic Development Alliance membership cost.

171

Department: Economic Development Budget Detail 2018-2019 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

2019-2020 Actual

2020-2021 Budget

2021-2022 Requested

% Change

2021-2022 Adopted

% Change

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

429,829 130 8,400 31,928 45,915 5,721 533 29,766 4,339 53,156 4,493 6,545 11,270 80,745 94,731 106,702 2,594 8,311

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

490,546 8,400 37,527 61,171 6,573 70,000 6,500 31,501 4,459 48,174 5,000 6,622 30,000 114,500 178,500 1,750 350 12,026

0% 0% 0% 0% 0% 0% 63% 0% 0% 0% 0% 0% 0% 3% 5% 0% 0% 0%

515,925 8,400 39,468 64,336 6,913 70,000 4,000 30,541 4,459 46,657 5,000 6,622 30,000 114,500 178,500 1,750 350 12,026

5% 0% 5% 5% 5% 0% 0% -3% 0% -3% 0% 0% 0% 3% 5% 0% 0% 0%

1,007,989

925,108

1,099,100

1,113,599

1,139,447

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

2018-2019 Actual

2019-2020 Actual

2020-2021 Budget

1 1 1 1 1

1 1 1 1 1 1

2021-2022 Requested

2021-2022 Adopted

172

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. CITY COUNCIL TARGET AREA Expanded Economic Development

FY 22 OBJECTIVES Establish dynamic events, campaigns, promotions, and services to increase visitor spending, as well as provide support to citywide groups engaged in attracting group business, leisure and business travelers.

Expanded Economic Development

Oversee the function and promotion of the Suffolk Farmers’ Market, featuring ongoing programming designed to entertain and educate patrons.

Expanded Economic Development

Coordinate and enhance narrated bus and walking tours to attract customers and promote Suffolk’s amenities.

STATISTICS AND PERFORMANCE MEASURES Number of customers at Visitors Center Number of interpretive tour customers Number of collaborative meetings hosted Number of sales missions, conference/tradeshows attended Number of conferences, reunions, and weddings serviced

CY 19 Actual 11,312 703 75 12 46

CY 20 Actual 8,863 63 20 1 10

CY 21 Estimated 9,500 200 35 4 20

FY 22 Budget Highlights  Increase to salaries and wages and fringe benefits line items per 2.5% cost-of-living adjustment.  Slight increase in risk management charges due to increased cost of insured assets.  Reduction in technology charges.

173

Division: Tourism (Department of Economic Development) Budget Detail 2018-2019 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

2019-2020 Actual

2020-2021 Budget

2021-2022 Requested

% Change

2021-2022 Adopted

% Change

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

180,997 1,479 95,228 20,948 19,504 2,428 232 36,543 44,649 11,109 32,042 17,099 831 1,005 2,996 2,511 31,008 4,874 12,187 9,963 119,744

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

210,334 112,881 24,726 26,229 2,818 233 3,000 2,000 38,000 47,254 14,873 24,526 28,900 6,000 2,219 6,500 3,000 50,000 8,500 20,000 15,668 139,000

16% -14% 4% 16% 16% 0% 0% 33% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 8% 0% 0%

191,089 134,143 24,880 23,829 2,561 233 3,000 1,500 38,000 18,325 14,873 30,598 28,900 6,000 2,219 6,500 3,000 50,000 8,500 18,500 15,668 139,000

6% 3% 4% 6% 6% 0% 0% 0% 0% -61% 0% 25% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0%

685,785

647,376

768,395

786,661

761,317

-1%

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

2018-2019 Actual

2019-2020 Actual

2020-2021 Budget

2021-2022 Requested

2021-2022 Adopted

1 1 1

174

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. CITY COUNCIL TARGET AREA Civic Engagement & Responsive City Services Civic Engagement & Responsive City Services

FY 22 OBJECTIVES Produce high quality materials to assist City departments educate citizens regarding City programs and services. Effectively operate the City’s switchboard to answer questions and appropriately direct citizen calls to departments and agencies.

Civic Engagement & Responsive City Services

Increase the City’s social media presence to provide for better communications with citizens and involvement in City sponsored events.

Civic Engagement & Responsive City Services

Assist in the promotion of economic development initiatives throughout the City via social media, media releases, Public Service Announcements, and Council announcements to bring attention to growth.

Civic Engagement & Responsive City Services

Coordinate responses to FOIA requests within timeframes prescribed by state law.

STATISTICS AND PERFORMANCE MEASURES Number of public service announcements Number of programs produced on Municipal Channel 8 Number of followers on City social media sites Number of FOIA requests received Percent of FOIA requests responded to within mandatory timeframe

FY 20 Actual 115 129 16,288 1,653 100%

FY 21 Projected 120 135 18,700 1,700 100%

FY 22 Estimated 120 135 20,750 1,700 100%

FY 22 Budget Highlights  Increase to salaries and wages and fringe benefits line items per 2.5% cost-of-living adjustment.  $21,642 reduction in technology charges.  $29,077 reduction in risk management charges.

175

Department: Media and Community Relations Budget Detail 2018-2019 Actual

Account Number: 100-8165051100.02 51100.04 51100.06 52100 52210 52400 53100 53300 53320 53500 54100 54200 54500 55210 55230 55310 55500 55810 55846 56001 56012 56016 56017 58200

Salaries and Wages Salaries and Wages - Overtime Salaries and Wages - Part-time FICA VRS Retirement Group Life Professional Services Repair and Maintenance Maintenance Service Contracts Printing and Binding Information Technology Fleet Risk Management Postal Services Telecommunications Employer HDHP Expense Travel and Training Dues and Association Memberships Marketing Office Supplies Books and Subscriptions Neighborhood College/Leadership Academy Copier Costs Capital Outlay

Total Operating Expenditures

2019-2020 Actual

2020-2021 Budget

2021-2022 Requested

% Change

2021-2022 Adopted

% Change

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 -

412,646 13,427 28,508 33,180 44,459 5,654 7,869 16,604 1,942 60,873 5,920 63,802 462 5,583 7,646 3,923 1,100 20,484 2,821 911 9,012 8,419

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 -

424,300 10,000 30,237 35,537 52,910 5,686 5,000 10,000 22,000 3,000 87,339 6,539 75,807 1,000 8,474 5,000 1,200 30,000 3,500 750 2,500 13,322 35,000

2% 0% 0% 2% 2% 2% 0% 0% 0% 0% 0% 0% 0% 0% 0% 25% 0% 0% 0% 0% 0% -

439,572 10,000 31,829 36,827 54,815 5,890 5,000 10,000 22,000 3,000 65,697 6,539 46,730 1,000 8,474 4,000 1,200 30,000 3,500 750 13,332 -

6% 0% 5% 5% 6% 6% 0% 0% 0% 0% -25% 0% -38% 0% 0% 0% 0% 0% 0% 0% 0% -

747,739

755,247

821,002

869,101

800,156

-3%

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

2018-2019 Actual

2019-2020 Actual

2020-2021 Budget

2021-2022 Requested

2021-2022 Adopted

1 1 1 1 1 1

176

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.

CITY COUNCIL TARGET AREA Expanded Economic Development Leisure, Health, and Wellness

FY 22 OBJECTIVES Increase the profitability of local agricultural producers both large and small while also promoting sustainable farming practices and introducing technology that assist in all facets of their livelihoods. Promote 4-H camp and programming by revitalizing the program to expose youth of all ages to opportunities in STEAM education and personal development.

Leisure, Health, and Wellness

Create and maintain local partnerships that enable Virginia Cooperative Extension programming to be based upon community needs, equality, and accessibility.

STATISTICS AND PERFORMANCE MEASURES Agriculture and Natural Resources: Number of programs offered Number of citizens participating in programs Number of requests for services Youth Programs: Number of youth participating in the 4-H Club Number of youth programs offered Number of youth participating in youth programs

FY 20 Actual

FY 21 Projected

FY 22 Estimated

16 330 320

20 480 350

22 520 380

40 8 650

100 10 800

120 12 950

FY 22 Budget Highlights  No change from prior year.

177

Department: Virginia Cooperative Extension Budget Detail 2018-2019 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

2019-2020 Actual

2020-2021 Budget

2021-2022 Requested

% Change

2021-2022 Adopted

% Change

7,995 1,291 2,244 1,823 3,931

28,673 1,096 1,901 1,267 3,274

56,000 1,100 4,160 1,200 400 1,700 5,128

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% 0%

17,285

36,211

69,688

178

LOCAL AND REGIONAL ORGANIZATIONS DESCRIPTION The City of Suffolk provides financial assistance to a number of local and regional non-profit organizations which provide services to Suffolk’s citizens. Many of the organizations receive matching grants or support from other localities allowing for more extensive and comprehensive services than the City could afford on its own due to economies of scale.

FY 22 Budget Highlights  No significant changes from prior year.

179

Department: Local and Regional Organizations Budget Detail 2018-2019 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: 55646 Fifth Judicial District Drug Court 55647 United Way of South Hampton Roads 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 55662 CHKD Child Abuse Program 55664 Suffolk Sister Cities International 55665 Peanut Soil and Water Conservation District 55668 The Children's Center 55669 Suffolk Meals on Wheels 55675 Suffolk Festivals, Inc. 55679 Virginia Legal Aid Society 55681 Western Tidewater Free Clinic 55688 Paul D Camp Community College 55689 Suffolk Literacy Council 55694 Opportunity Inc. 55695 Coalition Against Poverty (CAPS) 55696 Suffolk's Premier Art, Retail, and Cultural Court Appointed Special Advocates (CASA) Eastern Virginia Medical School Mercy Medical Angels Southeastern Virginia Health System Virginia Air and Space Center Total Operating Expenditures

2019-2020 Actual

2020-2021 Budget

2021-2022 Requested

% Change

2021-2022 Adopted

% Change

79,025 45,861 49,337

74,171 46,267 29,031

75,060 46,357 52,444

75,060 46,912 53,000

0% 1% 1%

75,060 46,912 53,000

0% 1% 1%

150,000 350,000

157,500 367,500

247,724 550,000

57% 50%

157,500 367,500

0% 0%

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 11,750 15,538 5,250 5,000 21,000 30,000 8,400 105,000 26,250 2,500 22,040 12,000 12,000 -

50,000 5,000 3,675 10,500 31,500 20,000 23,000 7,875 21,000 12,000 15,750 5,000 5,250 5,000 21,000 5,000 30,000 8,400 175,500 26,250 2,500 22,040 25,000 12,000 -

80,000 10,000 30,000 48,440 20,000 42,500 15,000 35,000 12,000 25,000 20,000 7,500 10,000 32,000 75,000 15,000 185,800 54,953 9,000 22,040 40,000 12,000 15,300 10,000 100,000 10,000

60% $ -100% 172% 186% 54% 0% 85% 90% 67% 0% 59% 43% 100% 52% -100% 150% 79% 6% 109% 260% 0% 60% -100% -

50,000 3,675 10,500 31,500 20,000 23,000 7,875 21,000 12,000 15,750 5,000 5,250 5,000 21,000 30,000 8,400 185,800 26,250 2,500 22,040 25,000 -

0% -100% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% -100% 0% 0% 6% 0% 0% 0% 0% -100% -

1,032,762

1,068,747

1,242,101

1,909,229

54%

1,231,512

-1%

180

NON-DEPARTMENTAL GENERAL FUND DESCRIPTION The Non-Departmental General Fund budget 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.

FY 22 Budget Highlights  $433,700 increase in transfer to Capital Projects Fund to comply with Capital Pay-Go financial policy.  $86,460 increase in transfer in support of Transit Fund operations.  $150,000 reduction in contingency line item.

181

Department: Non-Departmental - General Fund Budget Detail 2018-2019 Actual

Account Number: 100-091400Fringe Benefits & Insurances: 51100.27 Leave Compensation 52100 Leave Compensation - FICA Compensation Vacancy Savings 52600 Unemployment Payments 55230 Telecommunications 55821 Employee Funds Expense 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 50000.603 Transfer to Information Technology (Cash Fund Projects) Sub-Total: Total Operating Expenditures

2019-2020 Actual

2020-2021 Budget

2021-2022 Requested

% Change

2021-2022 Adopted

% Change

547,664 44,198 26,296 12,269 45,415 -

459,317 74,471 38,708 10,299 12,191 -

492,472 50,000 100,000 210,000

500,000 50,000 100,000 60,000

2% 0% 0% -71%

500,000 50,000 100,000 60,000

2% 0% 0% -71%

675,842

594,986

852,472

710,000

-17% $

710,000

-17%

274,669 810,605 99,815 4,952,475 25,997,917 856,802 1,143,198 -

425,738 748,896 91,531 5,275,391 25,597,457 -

660,129 919,949 115,490 5,158,250 27,506,458 -

660,129 915,000 84,974 5,341,950 27,671,980 250,000

0% -1% -26% 4% 1% -

660,129 1,006,409 109,717 5,341,950 27,517,753 250,000

0% 9% -5% 4% 0% -

34,135,481

32,139,012

34,360,276

34,674,033

34,885,957

34,811,324

32,733,998

35,212,748

35,384,033

35,595,957

182

Capital Projects Fund

183

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184

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 into future construction costs. FY 22 CAPITAL PROJECTS 

Parks and Recreation - Capital Maintenance - Lone Star Lakes Park - Water Access – Nansemond River - Cedar Hill Slope Stabilization



Public Buildings - Public Building Capital Maintenance - Central Library - Joint Operations Facility (Police/Parks and Rec.) - Human Resources Building Renovation – School Administration - Airport Obstruction Removal Adjacent Property - Airport Roof Replacement Box Hangar 7



Public Safety - Fire Apparatus (Replacements) - Ambulance (Replacements) - Fire & Rescue Operations Building - Joint Public Safety Training Center - College Drive Fire Station - CAD System Replacement



Transportation - Local Urban Roadway Construction – Comprehensive Plan  Shoulders Hill Phase II - Local Urban Intersection Construction – Comprehensive Plan  Nansemond Parkway/Bennett’s Pasture Road  RT 17 Crittenden Road  RT 58/Manning Bridge Road - Channel Dredging - Turlington Road Speight’s Spillway SGR - Nansemond Parkway/Wilroy Road Flyover - Pruden Center Turn Lane - Miscellaneous Roadway Improvements - Relocation of Zone C Headquarters - Pittmantown Road over Mill Swamp - Citywide Signal Timing - Suffolk Traffic Operations Center



Stormwater - Citywide Drainage Improvements - Steeple Drive Drainage Improvements - Jefferson Street Drainage



Public Schools - Schools Major Repairs/Systems Replacement



Transit - Transit Operations Facility



Village & Neighborhood Initiatives - Village & Neighborhood Improvements - Open Space Improvements - Downtown Implementation Plan Initiatives



Information Technology - Physical Security - Internet Access Expansion



Public Utilities - Water Source Development & Treatment Plant Expansion - Water Distribution & Transmission System Expansion - Water System Upgrades - Sanitary Sewer Extensions - Sanitary Sewer System Upgrades

185

CAPITAL PROJECTS FUND Revenue 2018-2019 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 Transit State/Federal VDOT Revenue Sharing Cash Proffers Miscellaneous Revenue Transfer from RT17 Tax District Transfer from Road Maintenance Fund Transfer from Transit Transfer from Fleet Fund Balance

4,952,475 18,226,886 1,051,912 23,647 87,842 6,013,857 56,327 1,200,000 459,000 -

Stormwater - Obligation Bonds Transfer from Stormwater Fund

1,020,000

Public Utility - Obligation Bonds Transfer from Public Utility Fund (Pay-Go) Miscellaneous Revenue - Public Utilities

7,500,000 6,500

Information Technology - Obligation Bonds Transfer from General Fund (Pay-Go) Total Revenue

2019-2020 Actual $

40,598,446

0 7,275,000 803,754

5,275,391 21,490,510 20,848 334,470 8,391,188 35,000 7,128 319,792 125,000 -

2020-2021 Budget

44,078,081

2021-2022 Requested

% Chng

2021-2022 Adopted

% Chng

5,341,950 29,750,000 646,800 16,050 7,750,541 252,000 144,444 -

4% $ 25% -75% -100% -30% -100%

5,341,950 29,750,000 646,800 16,050 7,750,541 252,000 144,444 154,227

4% 25% -75% -100% -30% -60%

500,000

950,300

3,590,000 6,190,000 -

9,300,000 5,867,000 -

159% -5% -

15,167,000 -

-100% 145% -

1,250,000 -

250,000 250,000

60,519,085

60,673,312

2021-2022 Requested

% Chng

2021-2022 Adopted

% Chng

5,158,250 23,795,503 2,621,500 485,000 400,000 11,086,622 174,000 389,861

55,640,736

Expenditure Summary 2018-2019 Actual

2019-2020 Actual

2020-2021 Budget

Capital Projects Expenditures

38,827,793

32,570,710

55,640,736

60,519,085

60,673,312

Total Expenditures

38,827,793

32,570,710

55,640,736

60,519,085

60,673,312

186

CAPITAL PROJECTS FUND Budget Detail

Account Number: Parks

Public Buildings

Public Safety

Schools

Villages

Transport

2018-2019 Actual

2019-2020 Actual

Bennett's Creek Recreation Center $ 24,487 $ 15,321 Parks & Rec - Capital Maintenance 602,511 421,545 Sleepy Hole Park Renovation 99,625 Lone Star Lakes Park 480 476,003 Parks Maintenance & Storage Facility 126,750 Trail Enhancements 136,140 76,052 Driver Complex 85,589 Suffolk Seaboard Trails (Tea21 Grant) 27,426 435 Shoreline Stabilization Project 1,060,074 115,732 Water Access - Nansemond River 25,854 18,165 Jericho Lane Public Access 1,714 (3,077) Lake Kennedy Park - Drainage Improvements 2,132 71,500 Cedar Hill Cemetery Road Repairs Cypress Park and Pool 39,644 Blackwater River Project Inclusive Playground - Northern End Constant's North Park Cedar Hill Slope Stabilization Operations Maintenance Facility 8,925 Godwin Courts Buildings Improvements 365,780 802,234 Public Building Capital Maintenance 709,103 1,220,097 Sleepy Hole Cart Barn Replacement 85,751 767,423 Joint Operations Facility (Police/P&R) 171,918 80,966 Human Resources Bldg Renovation Central Library 147,418 194,785 Airport Equipment Storage Facility 5,143 Airport Parking Expansion Improvements 99,669 Airport Runway 4-22 Obstruction Removal Airport Runway 4-22 Rehabilitation 960,615 18,905 Airport Obstruction Removal Adjacent 25,533 Airport Corporate Apron Airport Roof Replacement Box Hangar 7 Ambulance 329,453 619,459 Fire Engines 539,944 662,329 Fire Station 1 Renovations 99,692 566,640 Aerial Ladder Truck Lake Kilby Station Renovation 195 Fire & Rescue Storage Building 102,716 10,806 Fire Tanker Truck 662,484 College Drive Fire Station 1,728,591 Joint Public Safety & Training Center Breathing Air System Station 10 Traffic Signal CAD System Replacement Hazardous Material Management 19,745 105,570 Schools Major Repairs/Systems Replacement 1,733,470 2,921,150 New Middle School 6,025,264 302,974 New Elementary School 3,512,591 49,500 Operation Facility 244,000 4,019,509 School Facility Assessment 100,601 Village & Neighborhood Improvements 891,296 995,087 Open Space Improvements 224,165 93,896 Downtown Implementation Plan Initiatives 69,692 Local Urban Intrsctn Const-Comp Plan Godwin Blvd/Kings Hwy Intersection 185,631 RT17/Crittenden Road Intersection 37,351 156,207 Nansemond Pkwy/Wilroy Rd Intersection 1,828 N Pkwy/Bennett's Pasture Rd Intersection 249,840 281,598 RT58/Manning Bridge Rd Intersection Local Urban Rdway Const-Comp Plan Holland Rd Improvements 8,072,733 2,536,473 Nansemond Pkwy Phase II 1,383,118 82,355 Shoulders Hill Phase II College Drive/Harbourview Blvd (Rt. 17 Tax District 269,887 Intersection Imprvmts) Railroad Crossing Upgrade 114,427 113,417 Channel Dredging 596,600 CMAQ Improvements 199,920 Harbour View Area Signal Improvements 980,297 169,501 Shoulders Hill Rd/RT17 Intersection 452,825 2,970,179 Public Utilities Pavement Projects 360,047 (6,823)

2020-2021 Budget $

535,000 75,000 250,000 75,000 190,000 1,512,500 400,000 300,000 350,000 810,000 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

2021-2022 Requested $

% Chng $

2021-2022 Adopted

% Chng

540,000 175,000 150,000 687,000 996,000 317,217 500,000 7,735,325 660,000 75,000 693,000 1,874,387 902,190 1,900,000 1,520,000 3,000,000 3,575,000 1,204,750 250,000 915,000

1% -30% 23% 900% 92% 277% 90% 32% -50% 213% 2% 0% 0% 252%

540,000 175,000 150,000 687,000 996,000 317,217 500,000 7,735,325 660,000 75,000 693,000 1,874,387 902,190 1,900,000 1,520,000 3,000,000 3,575,000 1,204,750 250,000 915,000

1% -30% 23% 900% 92% 277% 90% 32% -50% 213% 2% 0% 0% 252%

1,350,000 -

4,094,222 1,350,000 674,736

0% -

4,094,222 1,350,000 674,736

0% -

3,500,000 95,000 7,020,486 -

843,997 600,000 -

187

HSIP Flashing Yellow Arrow 15,256 Nansemond Pkwy Bridge Replacement E Washington Street 96,000 Mineral Springs Rd Bridge 11,413 Longstreet Lane Bridge Replacement Simons Dr Bridge/ Culvert Replacement 488,284 Southwestern Blvd Culvert Replacement 409,843 Carolina Rd Bridge Replacement 5,500 Badger Rd Bridge Culvert Replacement 418,585 Pruden Center Signal & Turn Lanes 83,169 Pruden Boulevard Culvert Improvements 1,225,224 Nansemond Pkwy/Wilroy Rd Overpass 400,818 Bridge Rd Traffic Signal Upgrade 86,143 Suffolk Bypass 98,036 Portsmouth Blvd Sidewalk Phase I 33,287 Portsmouth Blvd Sidewalk Phase II 34,894 Portsmouth Blvd Sidewalk Phase III 34,222 RT 58 Eastbound Segment I 810,302 Pitchkettle Road Improvements 501,751 Nansemond Pkwy Safety Improvements 203,925 Miscellaneous Roadway Improvements 49,980 Elwood Road over Kingsdale Swamp 101,000 Turlington Road over Kilby Creek 44,083 Nansemond Parkway Traffic Signal Emergency Vehicle Preemption RT17 Bridge Repaving Franklin Bypass Bridge Repaving Northgate Commerce 98,751 Kenyon Road Connector 234,580 Harbour Towne Pkwy/Habour View Blvd Intersection5,820 Improvements Oak Ridge/Colonial Ave Connector 255,606 Lake View Pkwy/College Dr Sidewalk 12,404 Relocation of Zone C Headquarters Pittmantown Rd over Mill Swamp Shoulders Hill Rd Multi-Use Path West End Suffolk Bypass Interchange King's Highway Bridge Citywide Signal Timing Suffolk Traffic Operations Center Turlington Rd Speight's Spillway SGR RT17 Point Place Rdwy Extension James River Shoreline Open Space 93,018 Harbour Towne Pkwy Connector & Wetlands Crossing 136,721 Transit Transit Operations Facility Fleet Replacement of Fleet Facilities Info Technology Records & Document Management Upgrade Physical Security Internet Access Expansion Stormwater Pughsville Drainage 63,435 Bay TMDL Implementation Projects 26,453 Rural Stormwater Improvements 8,188 Old College Dr Ditch Piping 85,900 Downtown St Upgrades & Drainage Improvements 65,455 Oldetown Master Drainage Study 20,895 Citywide Drainage Improvements 85,272 Steeple Drive Drainage Improvements Jefferson Street Drainage Utilities Water Source Development & Treatment Plant Expansion 106,985 Water Distribution and Transmission System Expansion166 Water System Upgrades 97,965 Sanitary Sewer System Upgrades 1,089,671 Sanitary Sewer Extensions 61 Non-Departmental Transfer to Debt Fund -

197,753 151,170 16,000 1,279,959 160,650 98,642 61,019 154,750 63,700 58,306 33,844 41,900 37,990 115,614 210,719 11,163 68,700 50,917 80,494 17,673 285,509 590,048 1,240 95,895 161,288 750,000 169,289 794,614 61,627 142,818 609,723 111,813 225,963 191,133 226,928 7,718 1,162,369 2,548 331,359

Total Operating Expenses

32,570,710

38,827,793

919,514 554,301 1,453,058 80,000 1,106,971 710,000 1,650,000 580,000 272,000 200,000 200,000 1,000,000 250,000 500,000 1,440,000 100,000 2,630,000 5,610,000 389,861 $

55,640,736

767,254 4,194,303 80,000 1,086,910 840,000 140,000 50,000 1,350,000 160,494 250,000 250,000 500,000 156,300 294,000 4,242,000 900,000 725,000 300,000 9,000,000 -

356% 0% -34% 45% 0% 0% 195% 800% -72% -95% -100%

60,519,085

767,254 4,194,303 80,000 1,086,910 840,000 140,000 50,000 1,350,000 160,494 250,000 250,000 500,000 156,300 294,000 4,242,000 900,000 725,000 300,000 9,000,000 154,227

356% 0% -34% 45% 0% 0% 195% 800% -72% -95% -60%

60,673,312

188

Debt Service Fund

189

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190

DEBT SERVICE FUND DESCRIPTION The Debt Service Fund is used to account for the accumulation of resources and the payment of general long term debt principal, interest, and bond issuance costs. Revenue in this fund consists primarily of an allocation of the citywide real estate tax revenue.

FY 22 Budget Highlights  $277,696 reduction to overall Debt Service Fund budget in FY 22.  The reduction is primarily due to the refunding of outstanding debt in FY 21 to lower interest rates.  $100,000 increase in bond issuance expenses estimated in FY 22 based on expenditure trends.

191

DEBT SERVICE FUND Revenue 2018-2019 Actual

2019-2020 Actual

2020-2021 Budget

2021-2022 Requested

% Chng

2021-2022 Adopted

% Chng

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

5,036 298,988 900,832 25,997,917 1,364,363 284,215 345,587 -

149,972 31,543,292 25,597,457 1,364,763 328,170 331,359 -

27,506,458 1,367,413 410,624 389,861

27,671,980 1,326,220 398,460 -

$ 1% -3% -3% -100%

27,517,753 1,326,220 398,460 154,227

0% -3% -3% -60%

Total Revenue

29,196,937

59,315,013

29,674,356

29,396,660

-1%

29,396,660

-1%

2021-2022 Requested

% Chng

2021-2022 Adopted

% Chng

Expenditure Summary 2018-2019 Actual

2019-2020 Actual

2020-2021 Budget

Consolidated Debt

29,196,937

59,315,013

29,674,356

29,396,660

-1%

29,396,660

-1%

Total Expenditures

29,196,937

59,315,013

29,674,356

29,396,660

-1%

29,396,660

-1%

192

DEBT SERVICE FUND Budget Detail 2018-2019 Actual

Account Number: 401-95100 59110 Bond Principal 59120 Interest on Bonded Debt 59130/59140 Bond Issuance and Coupon Handling Total Operating Expenditures

2019-2020 Actual

2020-2021 Budget

2021-2022 Requested

% Chng

2021-2022 Adopted

% Chng

18,416,866 10,520,425 259,646

49,155,653 9,569,687 589,672

18,628,142 10,546,214 500,000

19,053,142 9,743,518 600,000

2% -8% 20%

19,053,142 9,743,518 600,000

2% -8% 20%

29,196,937

59,315,013

29,674,356

29,396,660

-1%

29,396,660

-1%

193

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194

Special Revenue Funds

195

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196

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.

CITY COUNCIL TARGET AREA Civic Engagement & Responsive City Services

FY 22 OBJECTIVES Increase traffic flow and fuel sales at the airport.

Civic Engagement & Responsive City Services

Facilitate capital improvements to maintain a quality municipal airport.

Civic Engagement & Responsive City Services

Maintain leased hangar space at 100% occupancy.

STATISTICS AND PERFORMANCE MEASURES Number of airplanes taking off/flying into the airport Number of businesses located at the airport Percent of hangar space leased Gallons of fuel sold at the airport

FY 20 Actual 11,000 5 100% 111,132

FY 21 Projected 11,000 5 100% 113,350

FY 22 Estimated 11,000 5 100% 114,000

FY 22 Budget Highlights  Increase in salaries and wages and fringe benefits line items per 2.5% cost-ofliving adjustment.  $24,785 increase to indirect cost transfer based on updated percentage utilization of General Fund services per actuarial determined indirect cost report.  Slight increase in technology charges due to maintenance contracts for enterprise wide server and system upgrades.

197

AVIATION FACILITIES FUND Revenue 2018-2019 Actual

2019-2020 Actual

2020-2021 Budget

2021-2022 Requested

% Chng

2021-2022 Adopted

% Chng

Interest on Investments Rent of Facilities Sale of Fuel Miscellaneous Revenue State Aviation Maintenance Grants Transfer from General Fund

10,809 249,867 551,477 24,804 12,742 99,815

9,380 275,201 406,464 18,447 46,059 91,531

242,964 675,000 20,000 115,490

273,480 675,000 20,000 84,974

13% 0% 0% -26%

273,480 675,000 20,000 109,717

-100% -59% 0% 0% -5%

Total Revenue

949,513

847,083

1,053,454

1,078,197

2021-2022 Requested

% Chng

2021-2022 Adopted

% Chng

Expenditure Summary 2018-2019 Actual

2019-2020 Actual

2020-2021 Budget

Aviation Services

903,114

825,832

1,053,454

1,078,197

Total Expenditures

903,114

825,832

1,053,454

1,078,197

198

AVIATION FACILITIES FUND (Department of Economic Development) Budget Detail 2018-2019 Actual

Account Number: 220-150000 51100.02 Salaries and Wages 51100.04 Salaries and Wages - Overtime 51100.06 Salaries and Wages - Part-time 52100 FICA 52210 VRS Retirement 52400 Group Life 53000.16 Purchased Service - Refuse Collection 53300 Repair and Maintenance 53300.110 Repair and Maintenance - State 53300.220 Repair and Maintenance - Aviation 53600 Advertising 53600.110 Advertising - State 53600.220 Advertising - Aviation 54100 Information Technology 54200 Fleet 54500 Risk Management 55100 Utilities 55210 Postal Services 55230 Telecommunications 55410 Lease/Rent of Equipment 55500 Travel and Training 55810 Dues and Association Memberships 56001 Office Supplies 56011 Uniforms & Wearing Apparel 56014 Other Operating Supplies 56015 Merchandise for Resale 56017 Copier 56022 Fuel Inventory 58200 Capital Outlay 91400-59905 Local Cash Match 93000-50000.165 Transfer to GF-Indirect Cost Total Operating Expenditures

2019-2020 Actual

2020-2021 Budget

2021-2022 Requested

% Chng

2021-2022 Adopted

% Chng

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

109,044 1,085 61,325 13,129 11,744 1,487 3,672 24,710 23,456 16,223 2,311 2,183 2,183 14,883 50,937 53,334 32,489 58 2,427 36,458 1,196 100 234 788 4,599 90 2,224 303,910 49,554

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

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

115,124 1,000 67,018 14,010 14,356 1,543 3,500 36,000 5,000 18,325 56,331 42,568 28,000 500 2,357 40,000 2,500 200 500 1,500 5,000 1,000 2,536 500,000 30,000 89,329

6% 0% 5% 5% 6% 6% 0% 0% 0% 16% -9% -15% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 38%

903,114

825,832

1,053,454

1,078,197

55410 - Lease of Equipment: Generator and refueler. Personnel Summary

Range

Class 134 Airport Manager 120 Airport Technician

Number of Full-Time Positions

2018-2019 Actual

2019-2020 Actual

2020-2021 Budget

2021-2022 Requested

2021-2022 Adopted

1 2

1 1

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200

DOWNTOWN BUSINESS OVERLAY TAXING DISTRICT FUND DESCRIPTION The Downtown Business Overlay Taxing District (DBOD) is a special fund created by the City 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 2021-2022 real estate tax rate is $.105 per $100 of assessed value in the DBOD.

FY 22 Budget Highlights  Slight increase in funding for banners and utilities.

201

DOWNTOWN BUSINESS OVERLAY TAXING DISTRICT FUND Revenue 2018-2019 Actual

2019-2020 Actual

2020-2021 Budget

2021-2022 Requested

% Chng

2021-2022 Adopted

% Chng

Real Property Taxes Penalties and Interest Interest on Investments

187,055 (8) 3,807

192,248 (110) 3,753

173,479 -

183,000 -

5% -

174,091 -

0% -

Total Revenue

190,854

195,891

173,479

183,000

174,091

2021-2022 Requested

% Chng

2021-2022 Adopted

% Chng

Expenditure Summary 2018-2019 Actual

2019-2020 Actual

2020-2021 Budget

Services

167,189

158,254

173,479

183,000

174,091

Total Expenditures

167,189

158,254

173,479

183,000

174,091

202

DOWNTOWN BUSINESS OVERLAY TAXING DISTRICT FUND Budget Detail 2018-2019 Actual

Account Number: 20941310-53000.02 Purchased Service - RM (Maintenance, Sweeping)$ 41310-53000.46 Purchased Service - RM Banners 41310-53100 Professional Services 41310-55100 Utilities 42310-53000.16 Purchased Service - Refuse Fund Total Operating Expenditures

2019-2020 Actual

2020-2021 Budget

2021-2022 Requested

% Chng

2021-2022 Adopted

% Chng

57,000 7,063 45,052 883 57,191

57,497 10,168 31,813 777 57,998

57,500 5,000 51,979 1,000 58,000

57,500 6,000 60,000 1,500 58,000

0% 20% 15% 50% 0%

57,500 6,000 51,091 1,500 58,000

0% 20% -2% 50% 0%

167,189

158,254

173,479

183,000

174,091

53100 - Professional Services: Provides for beautification and landscape services.

203

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204

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.

CITY COUNCIL TARGET AREA Transportation Transportation Transportation

FY 22 OBJECTIVES Provide safe and quality transportation options. Complete capital street improvements identified in the neighborhood street initiative program. Provide quality maintenance of the City’s roadway network and assets.

STATISTICS AND PERFORMANCE MEASURES

FY 20 Actual

Roadway: Number of lane miles maintained 1,621 Number of lane miles resurfaced 53.91 Cost per lane mile resurfaced $112,000 Number of potholes repaired 3,775 Average pothole repair time 72 hours Linear feet of open conveyance systems maintained 555,747 Traffic: Number of traffic signals maintained 102 Number of traffic signals receiving preventative maintenance 102 Percent of Priority 1 traffic signal requests repaired within 4 hrs 100% Number of sign fabrications 1,725 Number of sign repairs/replacements 2,295

FY 21 Projected

FY 22 Estimated

1,621 60 $112,000 3,800 72 hours 600,000

103 103 100% 1,725 2,295

103 103 100% 1,825 2,395

FY 22 Budget Highlights  4 new FTEs to address growth in roadway maintenance and inspections.  Increase to salaries and wages and fringe benefits line items per 2.5% cost-of-living adjustment.  $500,000 increase in capital outlay funding for new and replacement equipment to maintain roadways.  $200,000 increase in supplies for roadway maintenance.

205

ROAD MAINTENANCE FUND Revenue 2018-2019 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

2019-2020 Actual

2020-2021 Budget

2021-2022 Requested

% Chng

2021-2022 Adopted

% Chng

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

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 -

44,000 308,605 231,798 15,000 58,361 15,600 36,000 60,024 279,936 300,000 57,497 94,108 22,000 9,000 51,020 76,024 12,709 20,000 15,000 16,439 24,268 19,670 8,379 24,390,615 262,626 -

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

50,000 320,000 250,000 15,000 100,000 15,000 70,000 60,000 280,000 300,000 57,500 155,000 30,000 5,000 45,000 78,113 19,494 31,974 20,000 15,000 11,000 5,000 7,500 10,000 25,060,900 2,000 2,406,590

0% 0% 0% 0% -33% 0% -22% 0% 12% 0% 0% 0% 36% 0% 0% 3% 1% 97% 0% 0% 0% 0% 0% 0% 3% 0% -6%

50,000 320,000 250,000 15,000 100,000 15,000 70,000 60,000 280,000 300,000 57,500 155,000 23,500 10,000 45,000 78,113 19,216 31,974 20,000 15,000 12,000 5,000 7,500 10,000 25,060,900 2,000 2,710,037

0% 0% 0% 0% -33% 0% -22% 0% 12% 0% 0% 0% 7% 100% 0% 3% 0% 97% 0% 0% 9% 0% 0% 0% 3% 0% 6%

26,527,803

26,428,678

28,915,601

29,420,071

29,722,740

2021-2022 Requested

% Chng

2021-2022 Adopted

% Chng

Total Revenue

Expenditure Summary 2018-2019 Actual

2019-2020 Actual

2020-2021 Budget

Road Maintenance Traffic Engineering

19,414,455 4,269,287

21,306,470 4,494,292

23,914,379 5,001,222

24,102,017 5,318,054

1% 6%

24,333,454 5,389,286

2% 8%

Total Expenditures

23,683,742

25,800,762

28,915,601

29,420,071

29,722,740

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 1278.21 lane miles x $13,011.71 secondary & 380.21 x $22,161.46 primary

M - Incinerator usage fee for euthanized animals

Z - Insurance recovery for public property accident damage

206

DIVISION: ROADWAY - TRAFFIC ENGINEERING (Department of Public Works) Budget Detail 2018-2019 Actual

Account Number: 210-41400-

2019-2020 Actual

51100.02 Salaries and Wages $ 963,625 51100.04 Salaries and Wages - Overtime 133,641 51100.06 Salaries and Wages - Part-time 2,961 52100 FICA 78,471 52210 VRS Retirement 108,804 52400 Group Life 12,584 53100 Professional Services 112,170 53100.26 Professional Services - Traffic Signal Inspection 53200.00 Temporary Help Service Fees 10,239 53300 Repair and Maintenance 16,600 54100 Information Technology 143,351 54200 Fleet 157,186 54500 Risk Management 298,515 55100 Utilities (Street Lights) 1,543,961 55210 Postage 94 55230 Telecommunications 16,724 55310 Employer HDHP Expense 5,459 55500 Travel and Training 11,133 55810 Dues and Association Memberships 5,160 56001 Office Supplies 3,243 56011 Uniforms & Wearing Apparel 12,290 56012 Books & Subscriptions 1,286 56014 Other Operating Supplies 452,340 56017 Copier Costs 13,752 58200 Capital Outlay 82,710 58210 New Street Light Installation 7,402 58215 Improvements (signals/signs) 75,585 Total Operating Expenditures

4,269,287

2020-2021 Budget

1,103,278 166,604 (2,961) 90,374 131,223 14,690 123,088 7,277 14,840 135,431 147,419 294,732 1,565,164 345 17,242 7,854 20,309 3,839 2,934 11,659 681 446,084 12,908 92,443 2,218 84,614

4,494,292

2021-2022 Requested

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

5,001,222

% Chng

1,210,200 77,077 98,477 150,912 16,217 300,000 90,000

2021-2022 Adopted

% Chng

15,000 163,184 166,295 223,475 1,565,000 500 19,739 15,000 5,000 3,000 15,000 1,500 470,321 19,158 523,000 20,000 150,000

6% 0% 5% 6% 6% 0% 0% 0% 0% 0% 0% 1% 0% 0% 0% 0% 0% 0% 0% 0% 0% 74% 0% 0%

1,248,348 77,077 101,395 155,669 16,728 300,000 90,000 15,000 191,984 166,285 219,583 1,565,000 500 19,739 15,000 5,000 3,000 15,000 1,500 470,321 19,158 523,000 20,000 150,000

9% 0% 8% 9% 9% 0% 0% 0% 18% 0% -2% 1% 0% 0% 0% 0% 0% 0% 0% 0% 0% 74% 0% 0%

5,318,054

5,389,286

Personnel Summary

Range

Class

137 City Traffic Engineer 136 Assistant Traffic Engineer 132/134/136 Civil Engineer I-III 134 Transportation Planning Manager 131 Traffic Signal System Superintendent 130 Sign and Paint Manager 130 Engineering Analyst 125/126/127 Construction Inspector I-III 123/125 Traffic Signal Technician I-II 125 Engineering Technician 123 Sign Maintenance Manager 123 Senior Sign Mechanic 123 Paint Crew Leader 120 Sign Mechanic 120 Secretary 119 Highway Paint Equipment Operator 118 Sign Technician 118 Paint Technician Number of Full-Time Positions

2018-2019 Actual

2019-2020 Actual 1 1

2020-2021 Budget 1 1

2021-2022 Requested

1 -

2021-2022 Adopted 1

5 2 1 1 1 2 1 1 2 3

5 1 1 1 1 2 1 1 2 4

1 1 1 1 1 1 5 1 1 1 1 2 1 1 2 4

1 1 1 1 -

1 1 1 1 1

1 1 1 1 -

1 1 1 1 1 1 1 5 1 1 1 1 2 1 1 2 4 26

207

DIVISION: ROADWAY - MAINTENANCE (Department of Public Works) Budget Detail 2018-2019 Actual

Account Number: 210-41200

2019-2020 Actual

51100.02 Salaries and Wages $ 3,637,907 $ 51100.04 Salaries and Wages - Overtime 283,236 51100.06 Salaries and Wages - Part-time 59 52100 FICA 281,139 52210 VRS Retirement 390,934 52400 Group Life 47,977 53000.06 Purchase Services - Stormwater Fund 249,200 53000.10 Purchase Services - General Fund (landscape) 8,793 53000.12 Purchase Services - General Fund (Police Weights & 115,025 Measures) 53000.13 Purchase Services - SW Outreach 53000.16 Purchase Services - Refuse Fund 44,661 53100 Professional Services 47,881 53100.22 Medical Services 53300 Repair and Maintenance 93,570 53310 Repairs - Bridges 1,872,843 53500 Printing and Binding 54100 Information Technology 483,164 54200 Fleet 1,342,553 54500 Risk Management 1,333,044 55210 Postage 15 55230 Telecommunications 7,023 55310 Employer HDHP Expense 12,583 55420 Lease/Rent of Buildings 2,003 55500 Travel and Training 21,836 55810 Dues and Association Memberships 3,670 56001 Office Supplies 5,172 56011 Uniforms & Wearing Apparel 60,054 56012 Books and Subscriptions 56014 Other Operating Supplies 475,505 56017 Copier Costs 21,621 56024 Street Improvements 5,361,455 58200 Capital Outlay 723,732 91400-59902 Contingency 93000-50000.165 Transfer to GF-Indirect Cost 664,438 93000-50000.310 Transfer to Capital Projects 459,000 93000-50000.401 Transfer to Debt 1,364,363 Total Operating Expenditures

19,414,455

2020-2021 Budget

2021-2022 Requested

% Chng

2021-2022 Adopted

% Chng

3,743,931 371,884 (1,358) 297,196 397,836 50,787 249,200 3,135 117,024 39,185 28,070 204,555 2,248,632 520,416 1,227,842 1,310,531 16 6,240 24,677 2,003 8,886 3,925 2,321 62,135 252 487,420 19,177 6,604,330 789,174 802,494 319,792 1,364,763

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

4,230,782 190,638 338,239 527,579 56,692 249,200 7,500 115,000 6,469 45,000 85,000 3,500 150,000 3,100,000 1,500 561,118 1,491,610 1,042,281 300 9,500 35,000 4,000 8,500 80,000 1,000 800,000 29,794 7,500,000 800,000 249,000 763,402 252,000 1,367,413

2% 0% 2% 2% 2% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% -25% 0% 0% 0% 0% 0% 0% 0% 0% 33% 0% 0% 53% 0% 0% 45% 0%

4,416,385 190,638 352,437 550,723 59,180 249,200 7,500 115,000 6,469 45,000 85,000 3,500 150,000 3,100,000 1,500 643,395 1,508,035 1,039,218 300 9,500 35,000 4,000 8,500 80,000 1,000 800,000 29,794 7,500,000 800,000 249,000 714,960 252,000 1,326,220

7% 0% 7% 7% 7% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 15% -24% 0% 0% 0% 0% 0% 0% 0% 0% 33% 0% 0% 53% 0% -6% 45% -3%

21,306,470

23,914,379

24,102,017

24,333,454

Personnel Summary

Range

Class

138 Assistant Director of Public Works 137 Public Works General Manager 132/134/136 Civil Engineer I-III 135 Operations Manager 132/134 Operations Superintendent I-II 130 Operations Office Manager 125/126/127 Construction Inspector I-III 125 Engineering Technician 124 Street Crew Leader 124 Maintenance Mechanic - Streets 124 Accounting Associate II 123 Labor Supervisor 120/123 Heavy Equipment Operator I-II 120 Accounting Technician 119 Office Assistant 116/118 Street Maintenance Worker I-II Number of Full-Time Positions

2018-2019 Actual

2019-2020 Actual

2020-2021 Budget

1 1 1 1 7 1 4

1 1 1 1 7 1 5

14 3 1 1 35 2 1 29

102

2021-2022 Requested

2021-2022 Adopted

14 3 1 1 35 2 29

1 1 1 1 7 1 5 1 14 3 1 1 36 2 30

102

105

208

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. The Grants Fund budget is comprised of local funding transferred from the General Fund which allows the City to leverage funding from state and federal agencies and foundations to assist with a variety of activities, programs, and services for the benefit of Suffolk’s citizens. Grants awarded to the City during the fiscal year are accepted and appropriated to the Grants Fund budget.

FY 22 Budget Highlights  No funding change from prior year.  Local matching funds allocated for Community Corrections, Victim Witness, and Violence Against Women Reduction in Domestic Violence grant programs, public safety grants, and other grant opportunities identified by City departments during the fiscal year.

209

GRANTS FUND Revenue 2018-2019 Actual

2019-2020 Actual

2020-2021 Budget

2021-2022 Requested

% Chng

2021-2022 Adopted

% Chng

Transfer from General Fund CDBG Annual Allocation HOME Annual Allocation Revenue from the Commonwealth Revenue from the Federal Government Miscellaneous

274,669 539,743 576,901 388,359 840,838 162,303

425,738 409,120 311,624 1,212,840 823,270 80,874

660,129 -

0% -

660,129 -

0% -

Total Revenue

2,782,814

3,263,465

660,129

2021-2022 Requested

% Chng

2021-2022 Adopted

% Chng

Expenditure Summary 2018-2019 Actual

2019-2020 Actual

2020-2021 Budget

Grants Operating Expenditures

2,997,165

3,136,034

660,129

Total Expenditures

2,997,165

3,136,034

660,129

210

GRANTS FUND Budget Detail 2018-2019 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 Improvements 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

2019-2020 Actual $

2020-2021 Budget $

660,129

2021-2022 Requested $

% Chng

660,129

2021-2022 Adopted

% Chng

660,129

94,677 17,000 4,124 38,673 17,000 25,935 10,000 422,976 -

52,657 16,500 6,085 16,500 25,908 236,636 10,000 173,541

27,160 83,306 169,718 243,917 25,770

4,457 114,482 7,762 101,522 39,777 91,019

830,919 490,820 19,663 191,293 -

873,269 365,249 21,717 121,682 29,550

CARES Act

827,721

93000-50000.401 Transfer to Debt Fund (CDBG 108 loan)

284,215

660,129

Total Operating Expenses

2,997,165

3,136,034

660,129

211

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212

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 seven bus routes and ADA service.

CITY COUNCIL TARGET AREA Transportation Transportation Transportation Transportation

FY 22 OBJECTIVES Provide safe, clean, and effective public transit. Identify additional funding opportunities to fund expansions and improvements to the City’s public transit system. Expand public transportation access to rural, commercial, and employment centers through extended regional connections. Collaborate with the Department of Parks and Recreation to expand multimodal connections.

STATISTICS AND PERFORMANCE MEASURES

FY 20 Actual

Ridership: Green Line (Main St./Godwin Boulevard) 29,980 Orange Line (Lake Kennedy/East Washington St.) 32,715 Red Line (Magnolia/East Constance/Main St.) 7,249 Yellow Line (Holland Rd./Saratoga) 18,750 Purple Line (Harbour View/College Drive/Burbage) 6,948 Pink Line (Downtown/North Suffolk/HRT Connector) 13,296 Blue Line (Saturday - Magnolia/Main St./ Holland Rd./Saratoga) 2,206 Americans with Disabilities Act (ADA) Ridership 1,919

FY 21 Projected

FY 22 Estimated

28,334 30,474 3,667 15,918 6,684 10,326 1,980 1,950

28,617 30,778 3,703 16,077 6,750 10,429 1,999 1,969

FY 22 Budget Highlights  Increase to salaries and wages and fringe benefits line items per 2.5% cost-of-living adjustment.  $292,271 increase in state and federal operating and capital assistance.  $254,907 in capital outlay funding provided for enhancements to bus stop amenities (sidewalks, trash cans, benches).  $144,444 provided for preliminary planning of new transit operations facility.

213

TRANSIT SYSTEM FUND Revenue 2018-2019 Actual

2019-2020 Actual

2020-2021 Budget

2021-2022 Requested

% Chng

2021-2022 Adopted

% Chng

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

14,261 87,229 9,968 200,895 40,683 783,530 810,605 -

14,501 68,430 10,738 267,354 62,052 1,294,672 748,896 9,000 -

85,000 9,500 239,057 40,560 628,643 919,949 9,000 -

43,000 4,500 297,354 76,060 827,117 915,000 9,000 167,720

-49% -53% 24% 88% 32% -1% 0% -

43,000 4,500 297,354 76,060 827,117 1,006,409 9,000 167,720

-49% -53% 24% 88% 32% 9% 0% -

Total Revenue

1,947,171

2,475,642

1,931,709

2,339,751

2,431,160

26%

2021-2022 Requested

% Chng

2021-2022 Adopted

% Chng

Expenditure Summary 2018-2019 Actual

2019-2020 Actual

2020-2021 Budget

Transit System

1,593,673

1,904,347

1,931,709

2,339,751

21%

2,431,160

26%

Total Expenditures

1,593,673

1,904,347

1,931,709

2,339,751

2,431,160

26%

214

DIVISION: TRANSIT SYSTEM (Department of Public Works) Budget Detail 2018-2019 Actual

Account Number: 212-8800051100.02 Salaries and Wages - Regular $ 52100 FICA 52210 VRS 52400 Group Life 53000.13 Purchased Services - SW Outreach 53000.43 Purchased Services - RM Salary Allocation 53100 Professional Services 53100.105 Professional Services - Federal 53100.110 Professional Services - State 53100.212 Professional Services - Transit 53300 Repair and Maintenance 53300.110 Repair and Maintenance - State 53300.212 Repair and Maintenance - Transit 53600 Advertising 54100 Information Technology 54200 Fleet 54500 Risk Management 55100 Utilities 55230 Telecommunications 55500 Travel and Training 55810 Dues & Association Memberships 56014 Other Operating Supplies 58200 Capital Outlay 58200.105 Capital Outlay - Federal 58200.110 Capital Outlay - State 58200.212 Capital Outlay - Transit 93000-50000.165 Transfer to GF-Indirect Cost 93000-50000.310 Transfer to Capital Projects Total Operating Expenditures

2019-2020 Actual

2020-2021 Budget

2021-2022 Requested

% Chng

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 4,791 6,789 826 73,233 963,986 271,146 15,792 7,660 12,000 1,556 4,961 14,935 11,254 1,139 126 256 687 1,854 27,562 330,689 62,052 21,821 6,194 -

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 -

64,960 4,969 8,101 870 9,704 31,974 591,933 744,731 273,354 103,788 24,000 12,000 1,600 4,961 12,057 11,254 1,500 1,349 5,250 850 25,000 24,000 82,386 76,060 72,461 6,194 144,444

1,593,673

1,904,347

1,931,709

2,339,751

3% $ 3% 3% 3% 0% 97% -18% 94% 14% 8% -100% 220% -6% 0% 36% 25% 0% 0% 0% 0% -66% 88% 1646% -70% 21%

2021-2022 Adopted

% Chng

66,553 5,091 8,299 892 9,704 31,974 591,933 744,731 273,354 103,788 24,000 12,000 1,600 6,108 11,500 10,743 1,500 1,349 5,250 850 25,000 24,000 82,386 76,060 72,461 95,589 144,444

6% 6% 6% 6% 0% 97% -18% 94% 14% 8% -100% 220% 16% -5% 30% 25% 0% 0% 0% 0% -66% 88% 1646% 358% -

2,431,160

26%

Personnel Summary

Range

Class 129 Transit Manager

Number of Full-Time Positions

2018-2019 Actual

2019-2020 Actual

2020-2021 Budget

2021-2022 Requested

2021-2022 Adopted

215

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216

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. CITY COUNCIL TARGET AREA Civic Engagement & Responsive City Services

FY 22 OBJECTIVES Provide the general public, attorneys, and other professionals with free legal resources.

Civic Engagement & Responsive City Services

Enhance awareness of resources available in the Law Library.

Civic Engagement & Responsive City Services

Maximize the number of individuals assisted by Law Library resources.

STATISTICS AND PERFORMANCE MEASURES Patron Visits: Public Attorneys

CY 17 Actual

CY 18 Actual

CY 19 Actual

1,190 3,478

1,342 3,624

1,248 3,191

FY 22 Budget Highlights  Increase in salaries and wages part-time and fringe benefit line items per 2.5% cost-ofliving adjustment.  $5,000 increase in books and subscriptions to maintain the library resource materials.

217

LAW LIBRARY FUND Revenue 2018-2019 Actual

2019-2020 Actual

2020-2021 Budget

2021-2022 Requested

% Chng

2021-2022 Adopted

% Chng

Interest on Investments Law Library Fees Miscellaneous Fees Fund Balance

5,003 38,754 112 -

4,515 31,887 127 -

38,750 3,908

35,000 13,310

-10% 241%

35,000 13,847

-10% 254%

Total Revenue

43,869

36,529

42,658

48,310

13%

48,847

15%

2021-2022 Requested

% Chng

2021-2022 Adopted

% Chng

Expenditure Summary 2018-2019 Actual

2019-2020 Actual

2020-2021 Budget

Circuit Court - Law Library

38,398

39,675

42,658

48,310

13%

48,847

15%

Total Expenditures

38,398

39,675

42,658

48,310

13%

48,847

15%

218

LAW LIBRARY FUND Budget Detail 2018-2019 Actual

Account Number: 213-2190051100.06 Salaries and Wages - Part-time 52100 FICA 55230 Telecommunications 56001 Office Supplies 56012 Books and Subscriptions 56017 Copier Costs 58200 Capital Outlay Total Operating Expenditures

2019-2020 Actual

2020-2021 Budget

2021-2022 Requested

% Chng

2021-2022 Adopted

% Chng

18,425 1,409 449 490 16,416 1,209 -

18,594 1,422 377 301 17,928 1,052 -

19,332 1,479 516 700 18,000 1,632 1,000

19,937 1,525 516 700 23,000 1,632 1,000

3% 3% 0% 0% 28% 0% -

20,435 1,563 516 700 23,000 1,632 1,000

6% 6% 0% 0% 28% 0% 0%

38,398

39,675

42,658

48,310

13%

48,847

15%

219

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220

ROUTE 17 SPECIAL TAXING DISTRICT FUND DESCRIPTION The Route 17 Special Taxing District is a special fund created by the City to foster economic development in a specific geographic region of northern Suffolk. An additional real estate tax levy is assessed on properties in the Route 17 Special Taxing District to provide for more complete governmental services including the construction and maintenance of roads, water and sewer infrastructure, beautification and landscaping, shoreline management and restoration, sponsorship and promotion of recreational and cultural activities, open space, public parks, and park amenities. The adopted FY 2021-2022 real estate tax is $.24 per $100 of assessed value. Funding generated from the additional real estate tax levy is used for debt service associated with previously completed enhanced road improvements in the taxing district as well as a capital/debt reserve for future improvement projects.

FY 22 Budget Highlights  $12,164 or 3% reduction in debt service.  $19,161 or 1% increase in funding for capital/debt reserve.

221

ROUTE 17 SPECIAL TAXING DISTRICT FUND Revenue 2018-2019 Actual

2019-2020 Actual

2020-2021 Budget

2021-2022 Requested

% Chng

2021-2022 Adopted

% Chng

Real Property Taxes Penalties and Interest Fund Balance

1,737,170 25,880 -

1,812,539 45,354 -

1,982,163 -

1,989,160 -

0% -

1,989,160 -

0% -

Total Revenue

1,763,049

1,857,893

1,982,163

1,989,160

2021-2022 Requested

% Chng

2021-2022 Adopted

% Chng

Expenditure Summary 2018-2019 Actual

2019-2020 Actual

2020-2021 Budget

Route 17 Special Taxing District

1,545,587

328,170

1,982,163

1,989,160

Total Expenditures

1,545,587

328,170

1,982,163

1,989,160

222

ROUTE 17 SPECIAL TAXING DISTRICT FUND Budget Detail 2018-2019 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

2019-2020 Actual

2020-2021 Budget

2021-2022 Requested

% Chng

2021-2022 Adopted

% Chng

1,200,000 345,587 -

328,170 -

410,624 1,571,539

398,460 1,590,700

-3% 1%

398,460 1,590,700

-3% 1%

1,545,587

328,170

1,982,163

1,989,160

223

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224

Enterprise Funds

225

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226

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.

CITY COUNCIL TARGET AREA Civic Engagement & Responsive City Services

FY 22 OBJECTIVES Comply with all state and federal drinking water standards.

Civic Engagement & Responsive City Services Civic Engagement & Responsive City Services

Utilize modeling and enhanced technology to increase efficiencies in the operation of the utility system. Minimize sanitary sewer overflows in accordance with the City’s special order by consent.

Financial Stability

Maintain compliance with all Utility Fund financial policies.

STATISTICS AND PERFORMANCE MEASURES Water Customers Sewer Customers Water Consumption (mgd) Average Daily Water Plant production (mgd) Number of sanitary sewer overflows Number of plan reviews Percent of plan reviews completed within 30 days Debt Service Ratio

FY 20 Actual 25,952 23,272 5.18 8.26 9 238 99.5% 1.28

FY 21 Projected 27,000 23,900 5.3 10.5 26 200 99.0% 1.17

FY 22 Estimated 27,300 24,200 5.5 10.5 20 200 99.0% 1.15

FY 22 Budget Highlights  1 new FTE, Line Maintenance Technician. 1 FTE, Safety Officer, transferred to the Risk Management Fund/Division.  Increase to salaries and wages and fringe benefits line items per 2.5% cost-of-living adjustment.  $471,619 increase in bulk water purchases per contracts with cities of Norfolk and Portsmouth.  $15.1M to cash fund capital projects; avoids debt issuance to assist in mitigating rate impacts.

227

UTILITY FUND Revenue 2018-2019 Actual

2019-2020 Actual

2020-2021 Budget

2021-2022 Requested

% Chng

2021-2022 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

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 -

946,395 255,485 3,151,090 3,413,539 22,002,505 189,550 3,959,905 140,000 14,591,552 107,450 436,745 3,130,775 127,960 4,990,101 -

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

150,000 250,000 3,174,000 3,383,552 24,544,428 120,000 4,838,500 140,000 15,391,297 100,000 450,000 3,450,000 65,000 5,867,000

-59% 35% 0% -8% 6% 20% 4% 0% 0% 0% -7% 0% -35% -5%

150,000 296,000 3,174,000 3,383,552 24,544,428 150,000 4,838,500 200,000 15,391,297 125,000 450,000 3,450,000 65,000 15,167,000

-59% 60% 0% -8% 6% 50% 4% 43% 0% 25% -7% 0% -35% 145%

Total Revenue

55,072,844

57,443,052

61,039,200

61,923,777

71,384,777

17%

2021-2022 Requested

% Chng

2021-2022 Adopted

% Chng

Expenditure Summary 2018-2019 Actual

2019-2020 Actual

2020-2021 Budget

Administration Customer Service Line Maintenance Maintenance Water Production Engineering Non-Departmental

983,056 1,700,880 2,999,386 3,259,895 10,437,241 1,250,906 42,268,758

993,821 1,773,983 2,919,479 3,384,828 11,450,433 1,278,625 40,935,359

1,128,752 1,907,021 3,340,467 4,120,418 12,199,510 1,465,550 36,877,482

1,058,697 1,928,093 3,487,239 4,237,198 12,711,229 1,465,650 37,035,670

-6% 1% 4% 3% 4% 0% 0%

1,092,051 1,983,734 3,520,340 4,278,271 12,816,964 1,508,823 46,184,596

-3% 4% 5% 4% 5% 3% 25%

Total Expenditures

62,900,123

62,736,528

61,039,200

61,923,777

71,384,777

17%

228

DEPARTMENT: PUBLIC UTILITIES - ADMINISTRATION Budget Detail 2018-2019 Actual

2019-2020 Actual

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 -

595,701 95 43,253 730 7,175 159,911 188 62,599 5,365 78,097 222 6,833 1,750 11,668 5,344 4,737 763 2,827 300 6,266 -

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 -

535,581 3,000 41,201 66,787 7,177 210,000 200 225 250 250 66,178 7,905 65,146 500 11,958 11,668 4,000 10,785 2,500 3,000 500 9,886 -

-10% 0% -10% -10% -10% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% -35% 70% 0% 0% 0% 0% -

983,056

993,821

1,128,752

1,058,697

-6%

Account Number: 501-8951051100.02 Salaries and Wages 51100.04 Salaries and Wages - Overtime 52100 FICA 52210 VRS Retirement 52400 Group Life 53100 Professional Services 53300 Repairs and Maintenance 53320 Maintenance Service Contract 53500 Printing and Binding 53600 Advertising 54100 Information Technology 54200 Fleet 54500 Risk Management 55210 Postal Services 55230 Telecommunications 55310 Employer HDHP Expense 55420 Lease/Rent of Building 55500 Travel and Training 55810 Dues and Association Memberships 56001 Office Supplies 56011 Uniforms & Wearing Apparel 56012 Books and Subscriptions 56017 Copier Costs 58200 Capital Outlay Total Operating Expenses

2020-2021 Budget

2021-2022 Requested

% Chng

2021-2022 Adopted

% Chng

562,740 3,000 43,279 70,174 7,541 210,000 200 225 250 250 68,229 7,905 63,461 500 11,958 11,668 4,000 10,785 2,500 3,000 500 9,886 -

-5% 0% -5% -5% -5% 0% 0% 0% 0% 0% 3% 0% -3% 0% 0% 0% -35% 70% 0% 0% 0% 0% -

1,092,051

-3%

53100 - Professional Services: Consulting services. Personnel Summary

Range

Class 144 Director of Public Utilities 138 Assistant Director of Public Utilities 135 Utility Operations Manager 132 Data Quality Control Technician 130 Safety Officer II 123 Stock Room Supervisor 121 Executive Secretary 119 Senior Stock Room Clerk

Number of Full-Time Positions

2018-2019 Actual

2019-2020 Actual

2020-2021 Budget

1 1 1 1 1 1 1 1

2021-2022 Requested

2021-2022 Adopted 1 1 1 1

1 1 1 1 -

1 1 1

229

DEPARTMENT: PUBLIC UTILITIES - CUSTOMER SERVICE Budget Detail 2018-2019 Actual

Account Number: 501-8952051100.02 Salaries and Wages 51100.04 Salaries and Wages - Overtime 51100.06 Salaries and Wages - Part-time 52100 FICA 52210 VRS Retirement 52400 Group Life 53100 Professional Services 53110 Medical Services 53200 Temporary Help Service Fees 53300 Repairs and Maintenance 53320 Maintenance Service Contracts 53500 Printing and Binding 54100 Information Technology 54200 Fleet 54500 Risk Management 55100 Utilities 55210 Postal Service 55230 Telecommunications 55310 Employer HDHP Expense 55420 Lease of Buildings 55500 Travel and Training 55810 Dues and Association Memberships 56001 Office Supplies 56011 Uniform & Wearing Apparel 56012 Books and Subscriptions 56014 Other Operating Supplies 56017 Copier Costs 58200 Capital Outlay Total Operating Expenses

2019-2020 Actual

2020-2021 Budget

2021-2022 Requested

% Chng

2021-2022 Adopted

% Chng

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 -

877,633 13,192 19,619 65,889 751 9,979 262,086 2,144 1,294 114,102 74,619 228,940 5,800 105 8,297 1,000 21,270 118 45 3,586 10,252 9,721 6,124 37,417

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 -

896,613 25,500 24,525 72,418 111,808 12,015 283,000 1,000 9,000 2,500 5,000 120,759 97,911 190,566 6,000 500 9,013 21,270 1,750 500 4,000 9,000 100 14,000 9,346 -

0% 0% 44% 1% 0% 0% 4% 0% 0% 0% 67% 0% 0% 0% 3% 0% 0% 0% 0% 0% 0% 10% 0% 0% 0% -

946,059 25,500 17,452 75,659 117,974 12,677 283,000 1,000 9,000 2,500 5,000 134,881 97,911 179,642 6,000 500 9,013 21,270 1,750 500 4,000 9,000 100 14,000 9,346 -

6% 0% 3% 5% 6% 6% 4% 0% 0% 0% 67% 12% 0% -6% 3% 0% 0% 0% 0% 0% 0% 10% 0% 0% 0% -

1,700,880

1,773,983

1,907,021

1,928,093

1,983,734

53100 - Professional Service: Contracted meter reading service. 56014 - Other Operating Supplies: Hand tools and protective equipment for meter service staff. Personnel Summary

Range

Class

2018-2019 Actual

133 Utility Operations Accounting Manager 130 Assistant Utility Operations Accounting Manager 128 Field Operations Account Manager 121/124 Accounting Associate I-II 122 Water Distribution Operator 116 Water Meter Service Worker Number of Full-Time Positions

2019-2020 Actual

2020-2021 Budget

2021-2022 Requested

2021-2022 Adopted

1 1 1 10 2 8

230

DEPARTMENT: PUBLIC UTILITIES - LINE MAINTENANCE Budget Detail 2018-2019 Actual

Account Number: 501-8953051100.02 Salaries and Wages $ 51100.04 Salaries and Wages - Overtime 52100 FICA 52210 VRS Retirement 52400 Group Life 53000.02 Purchased Services - Road Maintenance 53000.16 Purchased Services - Refuse Collection 53100 Professional Services 53110 Medical Services 53300 Repairs and Maintenance 53320 Maintenance Service Contract 54100 Information Technology 54200 Fleet 54500 Risk Management 55100 Utilities 55230 Telecommunications 55310 Employer HDHP Expense 55410 Lease/Rent of Equipment 55420 Lease/Rent of Property 55500 Travel and Training 55852 HRSD Interceptors Interest Payment 56001 Office Supplies 56011 Uniforms & Wearing Apparel 56014 Other Operating Supplies 56017 Copier Costs 56024 Paving & Construction Supplies 58200 Capital Outlay Total Operating Expenses

2019-2020 Actual

2020-2021 Budget

2021-2022 Requested

% Chng

2021-2022 Adopted

% Chng

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

931,423 141,552 78,093 1,427 15,299 9,000 7,029 19,661 55 535,726 23,555 139,172 414,331 299,829 15,000 17,672 9,750 9,400 7,718 1,514 2,362 39,444 167,179 2,600 16,413 14,275

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 -

1,094,291 153,000 95,418 136,458 14,663 10,000 15,800 24,000 3,000 696,000 21,725 147,278 523,643 250,996 15,000 19,039 20,000 6,000 1,800 40,000 170,000 4,128 25,000 -

3% 0% 3% 3% 3% 100% 0% 0% 0% 7% 49% 0% 0% 0% 0% 0% 0% 0% 20% 33% 21% 0% 25% -

1,143,022 153,000 99,146 142,535 15,316 10,000 15,800 24,000 3,000 680,000 21,725 169,904 513,592 228,333 15,000 19,039 20,000 6,000 1,800 40,000 170,000 4,128 25,000 -

8% 0% 7% 8% 8% 100% 0% 0% 0% 5% 49% 15% -2% -9% 0% 0% 0% 0% 20% 33% 21% 0% 25% -

2,999,386

2,919,479

3,340,467

3,487,239

3,520,340

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 Line Maintenance Manager 127 Assistant Line Maintenance Manager 124 Utility Crew Leader 120/123 Heavy Equipment Operator I-II 122 Line Maintenance Technician 118 Skilled Laborer 117 Utility Systems Worker

Number of Full-Time Positions

2018-2019 Actual

2019-2020 Actual

2020-2021 Budget

2021-2022 Requested

2021-2022 Adopted

1 1 4 5 3 7 8

1 1 4 5 4 7 8

231

DEPARTMENT: PUBLIC UTILITIES - MAINTENANCE Budget Detail 2018-2019 Actual

Account Number: 501-8954051100.02 Salaries and Wages 51100.04 Salaries and Wages - Overtime 52100 FICA 52210 VRS Retirement 52400 Group Life 53000.16 Purchased Services - Refuse Collection 53100 Professional Services 53110 Medical Services 53300 Repairs and Maintenance 53320 Maintenance Service Contract 54100 Information Technology 54200 Fleet 54500 Risk Management 55100 Utilities 55230 Telecommunications 55310 Employer HDHP Expense 55410 Lease/Rent of Equipment 55500 Travel and Training 55810 Dues and Association Memberships 56001 Office Supplies 56011 Uniforms & Wearing Apparel 56014 Other Operating Supplies 56017 Copier Costs 58200 Capital Outlay Total Operating Expenses

2019-2020 Actual

2020-2021 Budget

2021-2022 Requested

% Chng

2021-2022 Adopted

% Chng

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)

901,375 92,185 72,361 4,977 11,337 2,211 1,072 425 253,879 4,226 116,715 656,658 260,279 265,709 21,404 5,625 457,351 1,780 6,336 1,725 27,406 201,624 9,101 9,068

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

1,059,988 100,000 88,739 132,181 14,204 1,800 5,000 2,000 400,000 4,275 123,518 712,205 226,868 360,000 19,376 680,000 9,000 6,417 2,500 31,000 250,000 4,128 4,000

0% 0% 0% 0% 0% 0% 25% 0% 11% 0% 0% 0% 0% 16% 0% 0% 13% -3% 0% 13% 11% 0% -47%

1,115,965 100,000 93,021 139,161 14,954 1,800 5,000 2,000 400,000 4,275 130,359 693,183 205,132 360,000 19,376 680,000 9,000 6,417 2,500 31,000 250,000 11,128 4,000

5% 0% 5% 5% 5% 0% 25% 0% 11% 0% 6% -3% -10% 16% 0% 0% 13% -3% 0% 13% 11% 170% -47%

3,259,895

3,384,828

4,120,418

4,237,198

4,278,271

53100 - Professional Services: 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

Range

Class

2018-2019 Actual

132 Maintenance Manager 127 Assistant Maintenance Manager 126 Pump Station Instrumentation & Control Supervisor 125 Electronics Technician 124 Utility Crew Leader 123 Heavy Equipment Operator II 122 Pump Station Mechanic 118 Skilled Laborer 117 Utility Systems Worker Number of Full-Time Positions

2019-2020 Actual 1 1

2020-2021 Budget

2021-2022 Requested

2021-2022 Adopted

2 2 1 9 1 8

1 1 1 2 2 1 9 1 8

1 1 1 2 3 1 9 2 6

232

DEPARTMENT: PUBLIC UTILITIES - WATER PRODUCTION Budget Detail 2018-2019 Actual

Account Number: 501-8955051100.02 Salaries and Wages 51100.04 Salaries and Wages - Overtime 51100.06 Salaries and Wages - Part-time 52100 FICA 52210 VRS Retirement 52400 Group Life 53000.16 Purchases Services - Refuse Collection 53100 Professional Services 53110 Medical Services 53300 Repairs and Maintenance 53320 Maintenance Service Contract 53500 Printing and Binding 53600 Advertising 54100 Information Technology 54200 Fleet 54500 Risk Management 55100 Utilities 55210 Postal Service 55230 Telecommunications 55310 Employer HDHP Expense 55410 Lease/Rent of Equipment 55500 Travel and Training 55810 Dues and Association Memberships 55853 Bulk Water Purchase 56001 Office Supplies 56011 Uniforms & Wearing Apparel 56014 Other Operating Supplies 56017 Copier Costs 58200 Capital Outlay Total Operating Expenses

2019-2020 Actual

2020-2021 Budget

2021-2022 Requested

% Chng

2021-2022 Adopted

% Chng

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

1,309,183 176,963 106,610 3,325 16,995 1,998 144,552 102,909 102,993 63 142,086 69,042 301,873 829,655 414 27,672 1,000 451,986 3,995 97,736 7,066,468 1,163 10,993 470,457 6,629 3,673

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

1,397,591 150,000 118,391 174,280 18,728 3,750 119,100 1,500 115,150 157,955 1,000 1,000 149,902 75,241 253,631 900,000 2,500 18,851 488,000 19,300 105,200 7,835,767 3,000 18,600 567,400 10,393 5,000

0% 0% 0% 0% 0% 0% 2% 0% 0% 17% 0% 0% 0% 0% 0% 0% 0% 0% 1% 0% 1% 6% 0% 1% 1% 0% 0%

1,438,711 150,000 121,536 179,407 19,279 3,750 119,100 1,500 115,150 157,955 1,000 1,000 172,479 72,647 289,439 900,000 2,500 18,851 488,000 19,300 105,200 7,835,767 3,000 18,600 567,400 10,393 5,000

3% 0% 3% 3% 3% 0% 2% 0% 0% 17% 0% 0% 15% -3% 14% 0% 0% 0% 1% 0% 1% 6% 0% 1% 1% 0% 0%

10,437,241

11,450,433

12,199,510

12,711,229

12,816,964

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

Range

Class 137 Water Production Manager 135 Laboratory Manager 134 Assistant Water Production Manager 127 Water Maintenance Supervisor 127 Senior Water Treatment Plant Operator 126 Quality Control Technician 125 Water Maintenance Mechanic 125 Electronics Technician 122/124 Water Treatment Plant Operator I - II 122 Water Distribution Operator (LAB) 117 Utility Systems Worker 114 Custodial Worker

Number of Full-Time Positions

2018-2019 Actual

2019-2020 Actual

2020-2021 Budget

2021-2022 Requested

2021-2022 Adopted

1 1 1 1 9 4 3 1 1 2 3 1

1 1 1 1 8 4 3 1 2 2 3 1

1 1 1 1 8 4 3 1 3 2 2 1

233

DEPARTMENT: PUBLIC UTILITIES - ENGINEERING Budget Detail 2018-2019 Actual

Account Number: 501-8956051100.02 Salaries and Wages 51100.04 Salaries and Wages - Overtime 52100 FICA 52210 VRS Retirement 52400 Group Life 53100 Professional Services 53110 Medical Services 53300 Repairs and Maintenance 53320 Maintenance Service Contract 53500 Printing and Binding 54100 Information Technology 54200 Fleet 54500 Risk Management 55100 Utilities 55210 Postal Service 55230 Telecommunications 55310 Employer HDHP Expense 55420 Lease/Rent of Building 55500 Travel and Training 55810 Dues and Association Memberships 56001 Office Supplies 56011 Uniforms & Wearing Apparel 56012 Books and Subscriptions 56014 Other Operating Supplies 56017 Copier Costs 58200 Capital Outlay Total Operating Expenses

2019-2020 Actual

2020-2021 Budget

2021-2022 Requested

% Chng

2021-2022 Adopted

% Chng

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 -

843,966 22,903 63,900 2,934 11,794 501 1,829 33 74,414 50,034 140,789 3,600 46 8,542 500 29,112 3,222 775 1,392 5,364 178 313 12,482 -

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 -

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 1,600 3,000 6,000 500 2,500 6,634 -

0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 7% 0% 0% 0% 0% 0% -

944,012 20,000 73,747 117,718 12,650 1,000 3,000 2,025 500 85,515 60,334 113,855 3,600 750 11,771 29,112 9,000 1,600 3,000 6,000 500 2,500 6,634 -

4% 0% 4% 4% 4% 0% 0% 0% 0% 9% -4% -3% 0% 0% 0% -5% 0% 7% 0% 0% 0% 0% 0% -

1,250,906

1,278,625

1,465,550

1,465,650

1,508,823

Personnel Summary

Range

Class

138 Utility Engineering Manager 132/134/136 Civil Engineer I-III 132 Construction Manager 130 Senior Engineering Technician 125/126/127 Construction Inspector I-III Number of Full-Time Positions

2018-2019 Actual

2019-2020 Actual

2020-2021 Budget

2021-2022 Requested

2021-2022 Adopted

1 4 1 2 6

234

DEPARTMENT: PUBLIC UTILITIES - NONDEPARTMENTAL Budget Detail 2018-2019 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

2019-2020 Actual

2020-2021 Budget

2021-2022 Requested

% Chng

2021-2022 Adopted

% Chng

(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

201,384 15,384 29,274 263,928 1,059,926 225,521 2,031 470,805 16,807,187 120,500 14,108,567 (188,288) 544,139 7,275,000 -

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 -

40,000 3,000 50,000 5,000 263,928 3,825,785 400,000 200,000 100,000 13,620,512 11,751,760 100,000 808,685 5,867,000 -

0% 0% 0% 0% -21% 4% 7% 100% 0% 23% -17% 0% 3% -5% -

40,000 3,000 50,000 5,000 329,349 3,709,290 400,000 100,000 100,000 13,620,512 11,751,760 100,000 808,685 15,167,000 -

0% 0% -100% 0% 0% -1% 0% 7% 0% 0% 23% -17% 0% 3% 145% -

42,268,758

40,935,359

36,877,482

37,035,670

46,184,596

25%

235

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236

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. Solid waste is disposed at the regional landfill, the Southeastern Public Service Authority (SPSA). Recycling materials are collected by the City’s recycling contractor, Tidewater Fibre Corporation (TFC). The Department of Public Works oversees the City’s refuse collection services.

CITY COUNCIL TARGET AREA Civic Engagement & Responsive City Services Civic Engagement & Responsive City Services

FY 22 OBJECTIVES Protect the health and safety of the public by providing exceptional and cost effective collection and disposal of solid waste. Promote and expand the curbside recycling program.

STATISTICS AND PERFORMANCE MEASURES Tons of refuse collected Tons of recycling collected Recycling participation rate

FY 20 Actual 43,303 6,075 66%

FY 21 Projected 46,000 6,500 68%

FY 22 Estimated 49,000 7,000 70%

FY 22 Budget Highlights  Increase in salaries and wages and fringe benefits line items per 2.5% cost-ofliving adjustment.  $446,656 increase in purchased services landfill/recycling line item due to increase in SPSA regional landfill tipping fee from $56 to $61 per ton.  $48,606 increase in technology charges due to maintenance contracts for enterprise wide server and system upgrades.

237

REFUSE FUND Revenue 2018-2019 Actual

2019-2020 Actual

2020-2021 Budget

2021-2022 Requested

% Chng

2021-2022 Adopted

% Chng

Refuse Services Fee Automated Refuse Containers Special Events Weekly Refuse Collection 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

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 -

7,833,132 58,848 1,316 158 2,600 57,998 39,185 70,671 11,238 3,672 1,417 22,783 1,951 239,575 755,006 170,651 -

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

9,228,851 46,000 3,000 58,000 45,000 83,255 21,350 3,500 1,854 44,500 250,206 600,000 22,738

10% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% -97%

9,228,851 46,000 3,000 58,000 45,000 80,077 21,350 3,500 1,854 44,500 250,206 520,000 378,737

10% 0% 0% 0% 0% -4% 0% 0% 0% 0% 0% -13% -47%

Total Revenue

8,571,501

9,270,200

10,294,673

10,408,254

10,681,077

2021-2022 Requested

% Chng

2021-2022 Adopted

% Chng

Expenditure Summary 2018-2019 Actual

2019-2020 Actual

2020-2021 Budget

Refuse Services

8,686,782

9,487,738

10,294,673

10,408,254

10,681,077

Total Expenditures

8,686,782

9,487,738

10,294,673

10,408,254

10,681,077

238

REFUSE FUND Budget Detail 2018-2019 Actual

Account Number: 520-42320 51100.02 Salaries and Wages $ 51100.04 Salaries and Wages - Overtime 51100.06 Salaries and Wages - Part-time 52100 FICA 52210 VRS Retirement 52400 Group Life 53000 Purchased Services - Landfill/Recycling 53000.06 Purchased Services - Stormwater 53000.13 Purchased Services - SW Outreach 53000.42 Purchased Services - Road Maintenance 53100.00 Professional Services 53100.22 Medical Services 53300 Repair and Maintenance 53500 Printing and Binding 54100 Information Technology 54200 Fleet 54500 Risk Management 55100 Utilities 55210 Postal Services 55230 Telecommunications 55310 Employer HDHP Expense 55410 Lease/Rent of Equipment 55500 Travel and Training 55810 Dues and Association Memberships 56001 Office Supplies 56011 Uniforms & Wearing Apparel 56014 Other Operating Supplies 56017 Copier 58200 Capital Outlay 58211 Depreciation 91400-55305 Employer Pension Expense 91400-55306 OPEB Expense 91400-55307 OPEB Expense - VRS Plans 91400-59902 Contingency 93000-50000.165 Transfer to GF-Indirect Cost 95100-59110 Principle 95100-59120 Interest Total Operating Expenses

2019-2020 Actual

2020-2021 Budget

2021-2022 Requested

% Chng

2021-2022 Adopted

% Chng

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

1,401,435 90,675 106,696 4,923 18,538 4,323,433 35,000 76,024 10,382 980 215,176 1,882,477 459,754 16,815 1,071 2,842 6,750 208 6,798 2,438 38,498 68,382 3,144 126,682 217,311 70,637 (8,597) 293,539 15,726

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

1,553,397 56,000 123,119 193,709 20,816 4,831,510 70,000 9,704 78,113 12,000 3,500 30,000 1,050 227,635 2,112,730 374,954 25,000 1,350 4,856 1,543 8,000 8,500 45,000 150,000 4,480 293,539 145,000 22,750

5% 0% 4% 5% 5% 5% 0% 0% 3% 0% 0% 0% 0% 0% 1% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% -100% 10% 0% 0%

1,558,219 56,000 123,488 194,310 20,880 5,030,048 70,000 9,704 78,113 12,000 3,500 30,000 1,050 276,241 2,101,463 398,935 25,000 1,350 4,856 1,543 8,000 8,500 45,000 150,000 4,480 302,897 150,000 15,500

5% 0% 5% 5% 5% 10% 0% 0% 3% 0% 0% 0% 0% 21% 0% 6% 0% 0% 0% 0% 0% 0% 0% 0% 0% -100% 13% 3% -32%

8,686,782

9,487,738

10,294,673

10,408,254

10,681,077

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

Range

Class 130 Refuse Supervisor 124 Refuse Field Supervisor 123 Customer Service Supervisor 121/122 Refuse Equipment Operator I-II 121 Refuse Inspector 116 Refuse Dispatcher 114 Refuse Worker

Number of Full-Time Positions

2018-2019 Actual

2019-2020 Actual

2020-2021 Budget

2021-2022 Requested

2021-2022 Adopted

1 1 1 26 2 2 7

1 1 1 28 2 2 7

1 1 1 26 2 2 7

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240

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.

CITY COUNCIL TARGET AREA Civic Engagement & Responsive City Services

FY 22 OBJECTIVES Ensure compliance with the City’s Virginia Pollutant Discharge Elimination System (VDPES) permit

Civic Engagement & Responsive City Services Civic Engagement & Responsive City Services

Investigate and work to eliminate illicit discharges.

Civic Engagement & Responsive City Services Civic Engagement & Responsive City Services

Provide quality plan reviews and related activities in a timely manner to ensure compliance with regulatory and safety requirements. Provide citizens with opportunities for education, outreach, and environmental impact activities.

Civic Engagement & Responsive City Services

Provide for the protection and safety of public health through the suppression, abatement, and eradication of mosquito populations.

Provide quality inspection services to ensure infrastructure construction meets or exceeds minimum standards and specifications

STATISTICS AND PERFORMANCE MEASURES Stormwater Engineering: Development plans reviewed Development plans reviewed within specified timeframes Mosquito Control: Number of acres treated with adulticide Number of acres treated with larvacide

FY 20 Actual

FY 21 Projected

FY 22 Estimated

198 89%

170 92%

175 93%

27,463 2.92

50,000 7.00

FY 22 Budget Highlights  $1,276,772 increase in budget over prior year due to $1.50 increase in stormwater fee to $7.50 per month, per ERU.  Additional stormwater fee revenue to address stormwater capital projects outlined in the Capital Improvements Program and Plan (CIP).  Increase in salaries and wages and fringe benefits line items per 2.5% cost-of-living adjustment.

241

STORMWATER UTILITY FUND Revenue 2018-2019 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 Sale of Services - Outreach Stormwater Utility Fee Miscellaneous Revenue Transfer from Mosquito Fund Balance Total Revenue

2019-2020 Actual

2020-2021 Budget

2021-2022 Requested

% Chng

2021-2022 Adopted

% Chng

58,688 74,033 822,249 249,200 450,000 441,965 35,000 4,155,719 51,785 -

52,151 102,915 695,662 249,200 413,846 641,027 35,000 4,636,808 85,634 -

750,000 249,200 475,000 390,000 70,000 4,597,506 129,000

750,000 249,200 475,000 425,000 70,000 25,877 5,813,401 -

0% 0% 0% 9% 0% 26% -

750,000 249,200 475,000 425,000 70,000 25,877 5,813,401 129,000

0% 0% 0% 9% 0% 26% -

6,338,639

6,912,245

6,660,706

7,808,478

17%

7,937,478

19%

2021-2022 Requested

% Chng

2021-2022 Adopted

% Chng

A B C D E F

Expenditure Summary 2018-2019 Actual

2019-2020 Actual

2020-2021 Budget

Engineering Mosquito Control

5,390,513 736,576

5,097,050 714,365

5,813,590 847,116

6,964,598 843,880

20% 0%

6,908,283 1,029,195

19% 21%

Total Expenditures

6,127,089

5,811,415

6,660,706

7,808,478

17%

7,937,478

19%

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 67,993 ERU's @ $7.50 /month fee

242

DIVISION: STORMWATER UTILITY - ENGINEERING (Department of Public Works) Budget Detail 2018-2019 Actual

Account Number: 514-82220 51100.02 Salaries and Wages $ 51100.04 Salaries and Wages - Overtime 51100.06 Salaries and Wages - Part-time 52100 FICA 52210 VRS Retirement 52400 Group Life 53000.04 Purchased Services - Road Maint. Fund 53000.13 Purchased Services - PW Outreach 53100 Professional Services 53100.18 HRPDC Stormwater Management Fees 53200.00 Temporary Help Services Fees 53500 Printing and Binding 53600 Advertising 54100 Information Technology 54200 Fleet 54500 Risk Management 55210 Postal Services 55230 Telecommunications 55310 Employer HDHP Expense 55420 Lease/Rent of Building 55500 Travel and Training 55810 Dues and Association Memberships 56001 Office Supplies 56012 Books and Subscriptions 56014 Other Operating Supplies 56017 Copier Costs 58200 Capital Outlay 58211 Depreciation 91400-55305 Employer Pension Expense 91400-55306 OPEB Expense 91400-55307 OPEB Expense - VRS Plans 91400-59902 Contingency 93000-50000.165 Transfer to GF-Indirect Cost 93000-50000.310 Transfer to Capital Project 95100-59120 Interest Total Operating Expenditures

2019-2020 Actual

2020-2021 Budget

2021-2022 Requested

% Chng

2021-2022 Adopted

% Chng

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 -

2,110,970 11,364 5,451 155,703 5,448 27,418 300,000 63,721 40,606 1,482 269,243 37,771 414,241 918 27,967 15,646 74,628 18,819 8,909 8,593 1,400 7,807 23,220 225 137,186 398,550 85,282 (9,998) 421,959 400,000 32,518

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

2,329,830 10,000 38,026 181,906 290,530 31,220 300,000 325,000 30,000 1,000 341,389 57,616 337,662 1,250 30,513 74,628 27,000 11,700 12,000 1,400 20,000 27,786 55,000 1,043,020 421,959 950,300 13,863

2% $ 0% -9% 1% 2% 2% 0% -100% 0% 0% 0% 0% 8% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% -46% 130% 49% 90% 0%

2,439,846 10,000 42,827 190,689 304,249 32,694 300,000 325,000 30,000 1,000 116,296 57,616 322,973 1,250 30,513 74,628 27,000 11,700 12,000 1,400 20,000 27,786 55,000 1,230,281 279,372 950,300 13,863

6% 0% 3% 6% 6% 6% 0% -100% 0% 0% 0% -66% 8% -4% 0% 0% 0% 0% 0% 0% 0% 0% 0% -46% 171% -1% 90% 0%

5,390,513

5,097,050

5,813,590

6,964,598

20%

6,908,283

19%

2021-2022 Adopted

% Chng

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

Class

138 Assistant Director of Public Works 137 Development Plan Manager 137 Capital Improvement Project Manager 132/134/136 Civil Engineer I-III 135 Environmental Programs Manager 134 Real Estate Manager for Acquisition 134 Enterprise Programs Manager 133 Service Support Manager 132 Construction Manager 130 Senior Engineering Technician 130 Land Acquisition Agent 130 Environmental Specialist 127 Community Outreach Coordinator 125/126/127 Construction Inspector I-III 127 Asset Manager 125 Land Acquisition Technician 125 Engineering Technician 124 Accounting Associate II 123 Permit Technician 123 Litter Control Coordinator 123 Asset Management Data Technician 121 Land Acquisition Aide 121 Engineering Aide 118 Customer Service Representative Number of Full-Time Positions

2018-2019 Actual

2019-2020 Actual 1 1 1 7 1 1 1

1 1 1 7 1 1 -

1 1 3 1 -

2020-2021 Budget 1 1 1 7 1 1 1 1 3 1

2021-2022 Requested 1 1 8 1 1 -

1 1 -

8 1 1 5 2 1 1 1 1 1 1

1 -

1 1 -

3 1

1 1 -

3 1 1 8 1 1 6 2 1 1 1 1

8 1 1 6 2 1 1 1 1 -

1 1 1 7

8 1 1 5 2 1 1 1 1 1 1

% Chng

3 1 1 8 1 1 6 2 1 1 1 1 -

243

DIVISION: STORMWATER UTILITY - MOSQUITO CONTROL (Department of Public Works) Budget Detail 2018-2019 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

2019-2020 Actual

Salaries and Wages $ 320,899 Salaries and Wages - Overtime 537 Salaries and Wages - Part-time 40,385 FICA 27,206 VRS Retirement (180) Group Life 4,235 Purchased Services - Road Maint. Fund (Ditch Services) 60,010 Purchased Services - PW Outreach Purchased Services - Refuse Collection 3,842 Professional Services 17,287 Repair and Maintenance 4,327 Printing and Binding Information Technology 21,745 Fleet 32,663 Risk Management 65,821 Postage 589 Telecommunications 1,627 Employer HDHP Expense 6,083 Lease/Rent of Building 15,000 Travel & Training 2,865 Dues and Memberships 580 Office Supplies 719 Uniforms & Wearing Apparel 2,206 Books and Subscriptions 40 Other Operating Supplies 106,217 Copier Costs 1,872 Capital Outlay -

Total Operating Expenses

736,576

2020-2021 Budget

2021-2022 Requested

% Chng

2021-2022 Adopted

% Chng

327,975 702 28,791 26,919 (1,706) 4,428 60,024 2,600 16,482 300 44,688 30,458 73,412 110 1,648 6,500 15,000 1,720 290 401 1,243 70,625 1,751 -

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 -

328,926 1,500 52,694 29,309 41,017 4,408 60,000 3,000 15,000 5,000 1,000 47,003 34,996 62,770 1,450 1,982 15,000 3,500 700 1,000 2,800 250 128,000 2,576 -

0% $ 0% 17% 2% 0% 0% 0% -100% 0% 0% 0% 0% 0% -18% 0% 0% 0% 0% 3% 0% 0% 0% 0% -1% 0% -

347,268 1,500 45,986 30,199 43,304 4,653 60,000 3,000 15,000 5,000 1,000 224,896 34,996 54,134 1,450 1,982 15,000 3,500 700 1,000 2,800 250 129,000 2,576 -

6% 0% 2% 5% 6% 6% 0% -100% 0% 0% 0% 0% 378% -18% -14% 0% 0% 0% 3% 0% 0% 0% 0% 0% 0% -

714,365

847,116

843,880

1,029,195

21%

Personnel Summary

Range

Class 132 130 120 118

Mosquito Control Superintendent Mosquito Control Biologist Mosquito Control Crew Leader Mosquito Control Technician

Number of Full-Time Positions

2018-2019 Actual

2019-2020 Actual

2020-2021 Budget

2021-2022 Requested

2021-2022 Adopted

1 2 1 3

244

Internal Service Funds

245

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246

INFORMATION TECHNOLOGY FUND DESCRIPTION The Information Technology Fund operates as an internal service fund providing computer and other related technology and telecommunications services to City departments and other governmental agencies. Services provided include office automation, computer operation, hardware and software implementation, project management, equipment maintenance, networking and Internet, and interactive browser based application development to improve the productivity and effectiveness of user departments and agencies. CITY COUNCIL TARGET AREA Civic Engagement & Responsive City Services Civic Engagement & Responsive City Services Civic Engagement & Responsive City Services Civic Engagement & Responsive City Services

FY 22 OBJECTIVES Ensure the City’s information technology network is accessible and operational for City departments, agencies, and customers. Maintain and enhance security of the City’s information technology network and infrastructure. Implement hardware, software, and network solutions to enhance the efficiency and effectiveness of City programs and services. Respond to department requests for services in a timely manner.

STATISTICS AND PERFORMANCE MEASURES Percent of time network is operational Number of computers maintained Number of helpdesk requests received Percent of helpdesk requests closed within 72 hours Number of website visits

FY 20 Actual 99% 2,143 8,222 80% 675,960

FY 21 Projected 99% 2,650 7,200 70% 958,000

FY 22 Estimated 99% 2,400 8,500 90% 750,000

FY 22 Budget Highlights  1 new FTE, Computer Support Technician.  Increase in salaries and wages and fringe benefits line items per 2.5% cost-of-living adjustment.  $1,316,366 increase in maintenance contracts primarily for public safety radios purchased in last two years and enterprise wide server and system replacements.  $823,707 increase in depreciation expense due to increasing short-term debt principal for public safety radio replacements.

247

INFORMATION TECHNOLOGY FUND Revenue 2018-2019 Actual Interest on Investments Sale of Service - Interfund Revenues Sale of Service - Intergovernmental Revenues GIS Data & Maps Miscellaneous Revenue

Obligation Bonds Total Revenue

9,378,133 15,000 716 1,150

2019-2020 Actual $

9,394,999

24,157 9,831,730 192,438 809 4,201

2020-2021 Budget $

10,053,335

11,260,451 269,905 -

11,530,356

2021-2022 Requested

% Chng

14,726,282 312,599 -

31% 16% -

15,038,881

30%

2021-2022 Requested

% Chng

2021-2022 Adopted

% Chng

13,552,492 292,114 -

20% 8% -

13,844,606

20%

2021-2022 Adopted

% Chng

Expenditure Summary 2018-2019 Actual

2019-2020 Actual

2020-2021 Budget

Information Technology

9,261,167

12,889,967

11,530,356

15,038,881

30%

13,844,606

20%

Total Expenditures

9,261,167

12,889,967

11,530,356

15,038,881

30%

13,844,606

20%

Sale of Service - Intergovernmental Revenue - provides service to: Community Corrections, Workforce Development Center.

248

DEPARTMENT: INFORMATION TECHNOLOGY Budget Detail 2018-2019 Actual

Account Number: 603-1251051100.02 Salaries and Wages 51100.04 Salaries and Wages - Overtime 51100.06 Salaries and Wages - Part-time 52100 FICA 52210 VRS Retirement 52400 Group Life 53100 Professional Services 53300 Repair and Maintenance 53320 Maintenance Service Contracts 54200 Fleet 54500 Risk Management Expense 55100 Utilities 55210 Postal Services 55230 Telecommunications 55240 Data Communications 55310 Employer Pension Expense 55410 Lease/Rent of Equipment 55420 Lease/Rent of Building 55500 Travel and Training 55810 Dues and Association Memberships 56001 Office Supplies 56012 Books and Subscriptions 56017 Copier Costs 91400-55305 Employer Pension Expense 91400-55306 OPEB Expense 91400-55307 OPEB Expense - VRS Plans 91400-58225 Loss(Gain) on Disposition of Assets 91400-59902 Contingency 95100-59120 Interest 93000-50000.165 Transfer to GF-Indirect Cost Total Operating Expenses

2020-2021 Budget

2021-2022 Requested

% Chng

2021-2022 Adopted

% Chng

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

1,648,732 15,721 123,236 259 21,421 434,820 223,472 4,530,790 28,358 256,024 16,920 843 77,575 98,331 3,000 17,689 58,300 76,122 2,830 5,423 12,219 335,050 47,162 (2,876) 53,925 204,476

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

2,146,093 8,115 164,797 267,618 28,758 1,000,876 208,092 6,394,862 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

15% 0% 15% 15% 15% 41% 0% 18% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0%

1,994,993 8,115 153,238 248,776 26,733 708,096 208,092 6,726,607 31,483 248,398 28,072 3,000 84,000 130,600 34,034 58,300 60,000 5,000 7,000 500 12,143 149,999 289,200 290,789

7% 0% 6% 7% 7% 0% 0% 24% 0% 13% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% -9% 4% 0%

7,671,968

8,289,821

10,016,624

11,625,811

16%

11,507,168

15%

586,945 892,480 1,933,646

30% 82%

450,000 1,887,439

0% 77%

15,038,881

30%

13,844,606

20%

Expenses Related to Asset Acquisition 58110 Non Capital Outlay 58200 Capital Outlay 58200.100 Capital Outlay - Bond Funds 58211 Depreciation Total Annual Budget

2019-2020 Actual

437,234 182,564 969,401 $

9,261,167

453,396 405,910 2,710,625 1,030,215 $

12,889,967

450,000 1,063,732 $

11,530,356

Personnel Summary

Range

Class

144 Director of Information Technology 138 Assistant Director of Information Technology 137 IT Security Administrator 137 Enterprise Systems Manager 135 Network Manager 131/134 Network Engineer I-II 134 Database Administrator 133 Service Support Manager 133 Project Manager 131/132/133 Programmer Analyst I-III 132 Systems Administrator 128 Radio Communications Manager 128 Computer Support Technician 124 Radio & Electronics Technician 124 GIS Technician 123 Senior Accounting Technician 123 Asset Management Data Technician 121 Executive Secretary Number of Full-Time Positions

2018-2019 Actual

2019-2020 Actual 1 1

1 1 1 1 1 2 1 1 1 5 3

1 1 2 1 1 1 5 3 -

2020-2021 Budget

4 3 1

2021-2022 Requested

1 1 1 1 2 2 1 1 6 3 -

4 3 1 1

2021-2022 Adopted 1 1 1 1 2 2 1 1 1 6 3 1 6 3 1 1 1

1 1 1 1 2 2 1 1 6 3 5 3 1 1

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250

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.

CITY COUNCIL TARGET AREA Civic Engagement & Responsive City Services Civic Engagement & Responsive City Services Civic Engagement & Responsive City Services

FY 22 OBJECTIVES Maintain a high rate of fleet availability for City departments and agencies.

Maintain a strong replacement program to ensure fleet customers have safe and appropriate equipment to complete work and lower the expense of repairing aging equipment. Utilize municipal and state contracts to obtain competitive pricing of fleet equipment.

STATISTICS AND PERFORMANCE MEASURES Number of work orders received Average work order completion time Percent of time fleet is available for users Parts Inventory Turn Rate Immediate Parts Fill Rate

FY 20 Actual 6,343 7.5 days 90% 3.87 87%

FY 21 Projected 7,000 6 days 90% 4.70 85%

FY 22 Estimated 7,000 6 days 90% 4.70 85%

FY 22 Budget Highlights  9% or $1.3M reduction in overall budget.  Increase in salaries and wages and fringe benefits line items per 2.5% cost-of-living adjustment.  $2,063,405 provided to cash fund vehicle and equipment replacements and additions.  $456,581 reduction in vehicle fuel and supplies based on expenditure trends and increased efficiency of fleet.  $435,624 reduction in depreciation expenses due to continued payoff of short-term debt principal and cash funding of equipment over last three years.

251

FLEET MANAGEMENT FUND Revenue 2018-2019 Actual

2019-2020 Actual

2020-2021 Budget

2021-2022 Requested

% Chng

2021-2022 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

226,596 9,632,424 801,159 355,778 6,169 1,143,198 856,802 -

200,755 9,261,519 632,463 117,539 647 -

11,944,322 913,098 2,403,100

11,041,175 872,961 -

$ -8% -4% -100%

11,013,483 872,961 2,063,405

-8% -4% -14%

Total Revenue

13,022,126

10,212,923

15,260,520

11,914,136

-22%

13,949,849

-9%

2021-2022 Requested

% Chng

2021-2022 Adopted

% Chng

Expenditure Summary 2018-2019 Actual

2019-2020 Actual

2020-2021 Budget

Fleet Management

11,395,394

10,589,690

15,260,520

11,914,136

-22%

13,949,849

-9%

Total Expenditures

11,395,394

10,589,690

15,260,520

11,914,136

-22%

13,949,849

-9%

Sale of Service - Intergovernmental Revenue - includes Fleet service to WTCSB, Health Dept., WTRJ, School Transportation, VRT.

252

DIVISION: FLEET MANAGEMENT (Department of Public Works) Budget Detail 2018-2019 Actual

Account Number: 601-1252051100.02 Salaries and Wages 51100.04 Salaries and Wages - Overtime 52100 FICA 52210 VRS Retirement 52400 Group Life 53000.16 Purchased Services - Refuse Collection 53300 Repairs and Maintenance 53320 Maintenance Service Contracts 54100 Information Technology 54500 Risk Management 55100 Utilities 55210 Postal Services 55230 Telecommunications 55310 Employer HDHP Expense 55410 Lease/Rent of Equipment 55500 Travel and Training 55810 Dues and Association Memberships 56001 Office Supplies 56007.04 Vehicle & Power Equipment Fuels 56007.06 Vehicle & Power Equipment Supplies 56011 Uniforms & Wearing Apparel 56014 Other Operating Supplies 56017 Copier Costs 91400-55305 Employer Pension Expense 91400-55306 OPEB Expense 91400-55307 OPEB Expense - VRS Plans 91400-59902 Contingency 95100-59120 Interest 93000-50000.165 Transfer to GF-Indirect Cost 93000-50000.310 Transfer to Capital Total Operating Expenses

2020-2021 Budget

2021-2022 Requested

% Chng

2021-2022 Adopted

% Chng

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 -

897,526 17,481 67,127 902 13,035 1,417 52,226 2,354 108,055 560,429 29,592 34 1,758 4,250 33,288 6,416 1,358 1,549 1,249,147 2,241,126 4,727 56,306 7,890 161,900 37,085 (5,336) 47,312 329,236 125,000

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 -

1,041,697 27,050 81,759 129,900 13,959 1,854 40,200 3,000 116,274 560,853 41,000 150 3,883 41,161 6,000 1,500 4,500 1,588,750 2,525,000 12,250 73,000 11,165 134,300 291,159 -

0% 0% 0% 1% 0% 0% 0% -80% 0% 0% 0% 0% 0% 0% 0% 0% 0% -19% -4% 0% 0% 0% -100% 0% -23% -

1,091,732 27,050 85,587 135,448 14,629 1,854 40,200 3,000 134,638 590,147 41,000 150 3,883 41,161 6,000 1,500 4,500 1,588,750 2,525,000 12,250 73,000 11,165 618 89,250 280,676 -

5% 0% 5% 5% 5% 0% 0% -80% 16% 5% 0% 0% 0% 0% 0% 0% 0% -19% -4% 0% 0% 0% -98% -34% -26% -

6,314,166

6,053,190

7,338,540

6,750,364

-8%

6,803,188

-7%

5,163,772 -

-100% -6% -

2,063,405 5,083,256 -

-14% -8% -

11,914,136

-22%

13,949,849

-9%

Expenses Related to Asset Acquisition 58200 Capital Outlay 58211 Depreciation 58225 Loss (Gain) on Disposition of Assets Total Annual Budget

2019-2020 Actual

10,437 4,908,960 161,831 $

11,395,394

9,696 4,526,804 $

10,589,690

2,403,100 5,518,880 $

15,260,520

55410 - Lease of Equipment: Generator Personnel Summary

Range

Class

2018-2019 Actual

138 Fleet & Equipment Services Manager 132 Fleet & Equipment Services Assistant Manager 128 Mechanic Supervisor 127 Lead Mechanic 121/124/126 Mechanic I-III 123 Stock Room Supervisor 121 Accounting Associate I 119 Office Assistant 118 Stock Room Clerk Number of Full-Time Positions

2019-2020 Actual

2020-2021 Budget

2021-2022 Requested

2021-2022 Adopted

1 1 1 2 11 1 1 1 2

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254

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 selfinsured 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. CITY COUNCIL TARGET AREA Civic Engagement & Responsive City Services

FY 22 OBJECTIVES Ensure adequate insurance coverage for all City assets.

Civic Engagement & Responsive City Services Civic Engagement & Responsive City Services Civic Engagement & Responsive City Services

Improve workplace safety through employee engagement in safety programs, policies, and practices. Reduce workers’ compensation liability exposure through effective case management of claims and settlement strategies. Manage healthcare costs through strategic benefit plan design and integration of wellness programs.

Civic Engagement & Responsive City Services

Improve employee wellness program participation through a robust incentive program.

STATISTICS AND PERFORMANCE MEASURES Workers Compensation: Number of claims filed Cost of Claims Incurred Property & Liability: Number of claims filed Cost of Claims Incurred Safety: Driver Improvement classes taught/employees trained Number of employees trained in CPR/AED/First Aid Number of employees receiving high hazard awareness training Health & Wellness: Percent of eligible employees earning annual wellness incentive Number of employees using mobile health app Number of employees attending onsite wellness programs

FY 20 Actual

FY 21 Projected

FY 22 Estimated

381 $865,730

445 $950,000

225 $350,000

462 $727,795

430 1,100,000

440 $750,000

24/450 295 175

30/500 350 250

35/600 400 300

37% 580 1,832

47% 450 1,500

50% 550 2,200

FY 22 Budget Highlights  1 new FTE, VRS Benefits Consultant, to provide needed support for management of increasingly complex benefits and regulations.  1 FTE, Safety Officer, transferred from Public Utilities.  7% reduction, over $1M, in budgeted health insurance claims expenses per trends and projections.  $229,520 increase in OPEB contributions to ensure continued full funding of future benefit expenses.

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RISK MANAGEMENT FUND Revenue 2018-2019 Actual

2019-2020 Actual

2020-2021 Budget

2021-2022 Requested

% Chng

2021-2022 Adopted

% Chng

Sale of Service - Interfund Revenues Employee Premiums Interest Insurance Recoveries Miscellaneous Revenue Fund Balance

14,943,457 3,426,092 277,093 305,001 -

15,954,328 3,199,108 326,079 483,385 5,942 -

14,069,149 2,322,238 3,551,675

13,723,656 2,270,331 3,410,550

-2% -2% -4%

14,078,877 2,137,792 3,410,550

0% -8% -

Total Revenue

18,951,643

19,968,841

19,943,061

19,404,537

-3%

19,627,218

-2%

2021-2022 Requested

% Chng

2021-2022 Adopted

% Chng

Expenditure Summary 2018-2019 Actual

2019-2020 Actual

2020-2021 Budget

Risk Management

15,399,967

16,468,421

19,943,061

19,404,537

-3%

19,627,218

-2%

Total Expenditures

15,399,967

16,468,421

19,943,061

19,404,537

-3%

19,627,218

-2%

* Includes funding for OPEB (Post Employment Benefit) funding requirement per GASB 45. * Includes funding for State unfunded Line of Duty Mandate.

256

DEPARTMENT: RISK MANAGEMENT (Department of Human Resources) Budget Detail 2018-2019 Actual

Account Number: 606-01255051100.02 Salaries and Wages $ 51100.04 Salaries and Wages - Overtime 51100.06 Salaries and Wages - Part-Time 52100 FICA 52210 VRS Retirement 52400 Group Life 53100 Professional Services 54100 Information Technology 54200 Fleet 55210 Postal Services 55230 Telecommunications 55300 Insurance Premiums 12552-55300 Insurance Premiums - Wcomp + LODA 12553-55300 Insurance Premiums - Property/Casualty 55310 Employer HDHP Expense 55420 Lease/Rent of Building 55500 Travel and Training 55810 Dues & Memberships 12551-55815 Post Employment Benefits (OPEB) 55825 Insurance Claims 12551-55825 Claims Payments - Health 12552-55825 Claims Payments - Workers Compensation 12553-55825 Claims Payments - Property/Casualty 12554-56026 Health & Wellness - Special Events 56001 Office Supplies 56012 Books and Subscriptions 56014 Other Operating Supplies 56017 Copier Costs 58200 Capital Outlay - Additions 58211 Depreciation 91400-55305 Employer Pension Expense 91400-55306 OPEB Expense 91400-55307 OPEB Expense - VRS Plans 91400-59902 Contingency 93000-50000.165 Transfer to GF-Indirect Cost Total Operating Expenses

2019-2020 Actual

360,062 50 68,189 30,745 3,531 4,375 67,471 41,844 4,995 58 3,772

2020-2021 Budget

381,317 59 82,113 33,943 (2,160) 4,516 57,422 42,301 2,034 380 3,335

379,795 31,628 31,474 47,360 5,089 76,212 44,762 2,225 500 3,393

2021-2022 Requested $

% Chng

569,312 22,626 47,703 70,993 7,629 83,805 44,762 2,225 500 3,393

50% -28% 52% 50% 50% 10% 0% 0% 0% 0%

2021-2022 Adopted

% Chng

516,055 23,192 41,252 64,352 6,915 83,805 48,866 2,225 500 3,393

36% -27% 31% 36% 36% 10% 9% 0% 0% 0%

821,555 1,325,407 1,000 21,930 6,363 4,584 -

835,557 1,397,626 3,125 21,930 10,476 5,335 -

851,882 1,457,541 21,930 10,000 4,884 500,000

886,702 1,539,557 21,930 10,000 4,884 500,000

4% 6% 0% 0% 0% -

908,773 1,554,106 21,930 10,000 4,884 729,520

7% 7% 0% 0% 0% 46%

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

11,603,602 1,358,838 302,099 30,599 793 18,596 3,913 127,959 33,449 58,472 10,596 (4,142) 44,339

15,162,865 768,600 323,080 27,650 1,500 1,000 20,500 6,526 111,329 51,336

14,099,510 839,107 430,058 27,650 1,500 1,000 20,500 6,526 111,329 51,336

-7% 9% 33% 0% 0% 0% 0% 0% 0% 0%

14,099,510 839,107 430,058 27,650 1,500 1,000 20,500 6,526 113,249 68,350

-7% 9% 33% 0% 0% 0% 0% 0% 2% 33%

19,404,537

-3%

19,627,218

-2%

15,399,967

16,468,421

19,943,061

Personnel Summary

Range

Class 138 Risk, Benefits & Wellness Manager 135 Employee Leave and Disability Manager 135 Human Resources Manager 133 Senior Human Resources Generalist 130 VRS Benefits Consultant 130 Human Resources Generalist 128/130 Safety Officer I-II

Number of Full-Time Positions

2018-2019 Actual

2019-2020 Actual 1

2020-2021 Budget

3 1

2 1

2021-2022 Adopted 1 1 1 1 1 2 2

2021-2022 Requested

1 1

1 1 -

1 1 1 1 2 2 8

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258

Component Unit - School Fund

259

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260

SCHOOL OPERATING FUND DESCRIPTION The School Operating Fund provides funding to operate Suffolk Public Schools including 11 elementary schools, 5 middle schools, 3 high schools, an alternative school, and the College and Career Academy at Pruden. The School Operating Fund is comprised of a local appropriation from the City, state and federal funding, and miscellaneous revenue.

FY 22 Budget Highlights  $4.3M increase in state funding.  $3M increase in local appropriation from the City of Suffolk.  Significant increase in federal dollars with the appropriation of CARES Act funding as part of the budget.

261

SCHOOL OPERATING FUND Revenue 2018-2019 Actual State / Federal / Other Transfer from General Fund - Local Support

2019-2020 Actual $

107,172,919 59,864,223 167,037,142

Local Support for Lease/Rent of Building

Total Revenue

2020-2021 Budget $

106,993,104 60,847,518 167,840,622

536,375

167,573,517

2021-2022 Requested

% Chng 11% 5%

2021-2022 Adopted

% Chng 11% 5%

131,009,683 65,332,201 196,341,884

118,223,869 62,332,201 180,556,070

131,009,683 65,332,201 196,341,884

534,719

442,979

168,375,341

180,999,048

196,784,863

2021-2022 Requested

% Chng

2021-2022 Adopted

% Chng

Expenditure Summary 2018-2019 Actual

2019-2020 Actual

2020-2021 Budget

School Operating Expenditures

161,608,146

171,809,674

180,999,048

196,784,863

Total Expenditures

161,608,146

171,809,674

180,999,048

196,784,863

262

SCHOOL OPERATING FUND Budget Detail 2018-2019 Actual

Account Number: 205-610000-51000 Instruction Administration and Attendance Health and Psychology Pupil Transportation Operation and Maintenance Food Services Technology Sub-Total:

115,472,353 3,269,757 2,045,611 9,148,877 16,670,928 7,264,337 7,199,908 161,071,771

Local Support - Lease / Rent of Building $ Local Support Reduction to Request: Sub-Total: $

536,375 536,375

161,608,146

Total Operating Expenses

2019-2020 Actual

2020-2021 Budget

125,424,650 3,528,264 2,312,212 8,238,325 16,819,200 7,673,118 7,279,186 171,274,955

534,719 534,719

171,809,674

2021-2022 Requested

% Chng

148,797,487 3,774,878 2,591,514 8,754,533 16,530,842 7,946,948 7,945,682 196,341,884

10% 4% 7% -2% 3% -1% -3%

0% -

135,711,008 3,628,071 2,426,664 8,909,864 16,082,156 8,005,046 8,233,260 182,996,069

442,979 (2,440,000) (1,997,021)

442,979 442,979

180,999,048

196,784,863

2021-2022 Adopted

% Chng

148,797,487 3,774,878 2,591,514 8,754,533 16,530,842 7,946,948 7,945,682 196,341,884

10% 4% 7% -2% 3% -1% -3%

0% -

442,979 442,979

196,784,863

$ $

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264

Appendix

265

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266

CITY OF SUFFOLK, VIRGINIA PROPOSED FY 2021-22 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 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

2018-2019 Budget

2019-2020 Budget

2020-2021 Budget

2021-2022 Budget

2 7 3 9 7 12 17 16 15 4 3 95

2 7 3 9 7 12 19 17 15 4 3 98

3 8 3 9 10 13 21 17 16 4 3 107

2 14 25 25 66

2 15 25 26 68

2 15 27 26 70

216 27 10 274 527

227 29 10 274 540

227 29 10 279 545

229 29 10 297 565

2 24 26

3 25 28

102 2 104

267

CITY OF SUFFOLK, VIRGINIA PROPOSED FY 2021-22 OPERATING AND CAPITAL BUDGET Personnel Summary

Parks, Recreation and Cultural: Parks and Recreation Administration Parks, Gateway and Facility 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

2018-2019 Budget

2019-2020 Budget

2020-2021 Budget

2021-2022 Budget

13 22 22 32 89

13 22 29 33 97

41 5 3 6 55 962

44 6 3 6 59 986

44 6 3 6 59 991

46 6 3 6 61 1,032

1 3

1 2

102 25 131

102 25 130

105 26 134

8 23 29 25 28 14

8 23 29 26 28 14

7 23 30 26 28 14

42 7 216

41 7 216

268

CITY OF SUFFOLK, VIRGINIA PROPOSED FY 2021-22 OPERATING AND CAPITAL BUDGET Personnel Summary

Internal Service Funds: Fleet Management Information Technology Risk Management Total Internal Service Funds Total All Funds

2018-2019 Budget

2019-2020 Budget

2020-2021 Budget

2021-2022 Budget

21 26 6 53 1,362

21 27 6 54 1,387

21 28 6 55 1,392

21 29 8 58 1,440

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270

CITY of SUFFOLK

CAPITAL IMPROVEMENTS PROGRAM & PLAN FY 2022-2031

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272

Capital Improvements Program and Plan Overview

273

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274

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.

275

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

276

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

277

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

278

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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280

Capital Improvements Program and Plan Summary By Fund

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282

CAPITAL IMPROVEMENTS PROGRAM & PLAN SUMMARY BY FUND FY 2022 - 2031

PLANNED EXPENDITURES

5 Year Summary 2021-2022

PUBLIC UTILITIES FUND FLEET FUND

15,167,000 -

2022-2023 9,535,000 -

STORMWATER FUND

950,300

TRANSIT FUND

160,494

INFORMATION TECHNOLOGY FUND

500,000

GENERAL GOV'T. FUND

43,741,291

TOTAL ALL FUNDS:

60,519,085

4,011,300

2023-2024 12,915,600 7,366,500

2024-2025 19,055,000 2,175,000

2025-2026 18,185,000 -

6-10 Year Subtotal

10 Year Total

74,857,600

103,695,000

178,552,600

2,175,000

12,325,000

14,500,000

3,987,500

26,565,100

5 Year Subtotal

4,661,000

5,588,500

22,577,600

60,000

2,701,996

2,922,490

1,750,000

750,000

250,000

3,750,000

4,350,000

8,100,000

37,401,158

45,124,737

39,326,406

81,900,450

247,494,042

543,641,285

791,135,327

51,447,458

67,156,837

66,027,406

108,625,946

353,776,732

667,998,785

1,021,775,517

2025-2026

5 Year Subtotal

6-10 Year Subtotal

10 Year Total

2,922,490

FUNDING SOURCES 2021-2022 Public Utilities Revenue Bonds Transfer from Public Utilities Fund PUBLIC UTILITIES FUND General Obligation Bonds Transfer from Fleet Fund FLEET FUND Miscelleous Revenue State Transportation Funds Transfer from Stormwater Fund STORMWATER FUND State/Federal Grant Funds Transfer from Transit Fund General Obligation Bonds

2022-2023

2023-2024

2024-2025

9,300,000 5,867,000

3,650,000 5,885,000

6,825,600 6,090,000

13,300,000 5,755,000

12,550,000 5,635,000

45,625,600 29,232,000

76,500,000 27,195,000

122,125,600 56,427,000

15,167,000

9,535,000

12,915,600

19,055,000

18,185,000

74,857,600

103,695,000

178,552,600

2,175,000 -

12,325,000 -

14,500,000 -

2,175,000

12,325,000

14,500,000

950,300

664,000 560,000 2,787,300

1,000,000 6,366,500

1,223,000 3,438,000

2,101,500 3,487,000

664,000 4,884,500 17,029,100

587,500 3,400,000

664,000 5,472,000 20,429,100

950,300

4,011,300

7,366,500

4,661,000

5,588,500

22,577,600

3,987,500

26,565,100

16,050 144,444 -

60,000 -

2,701,996 -

2,778,046 144,444 -

160,494

60,000

2,701,996

2,922,490

250,000 250,000

250,000 1,500,000

250,000 500,000

250,000 -

1,250,000 2,500,000

1,250,000 3,100,000

2,500,000 5,600,000

500,000

1,750,000

750,000

250,000

3,750,000

4,350,000

8,100,000

5,622,541 2,774,800 5,341,950 252,000 29,750,000

2,335,530 5,319,000 295,000 29,451,628

12,433,000 5,491,225 60,000 27,140,512

2,595,000 4,454,514 5,692,812 26,584,080

3,991,639 43,565,116 5,872,056 28,471,639

12,209,180 65,562,960 27,717,043 607,000 141,397,859

30,000,000 1,000,000 34,166,031 477,519,201

42,209,180 66,562,960 61,883,074 607,000 618,917,060

GENERAL GOV'T. FUND

43,741,291

37,401,158

45,124,737

39,326,406

81,900,450

247,494,042

543,641,285

791,135,327

TOTAL ALL FUNDS:

60,519,085

51,447,458

67,156,837

66,027,406

108,625,946

353,776,732

667,998,785

1,021,775,517

GO Debt Capacity per Financial Advisor:

30,000,000

GO Debt Capacity (Shortfall):

0 30,000,000

298,372 29,701,628

1,359,488 28,640,512

740,920 29,259,080

1,528,361 28,471,639

TRANSIT FUND Transfer from General Fund General Obligation Bonds INFORMATION TECHNOLOGY FUND State Transportation Funds State/Federal Grant Funds Transfer from General Fund Transfer from Road Maintenance General Obligation Bonds

283

Annual Operating Impact

2021-2022

2022-2023

2023-2024

2024-2025

2025-2026

UTILITY FUND - OPERATIONS: ANTICIPATED DEBT SERVICE: UTILITY FUND - CAPITAL CASH: PUBLIC UTILITIES FUND

(323,000) (323,000)

744,000 18,000 762,000

292,000 205,000 497,000

546,048 (335,000) 211,048

1,064,000 (120,000) 944,000

FLEET FUND - OPERATIONS: ANTICIPATED DEBT SERVICE: FLEET FUND - CAPITAL CASH: FLEET FUND

174,000 174,000

STORMWATER FUND - OPERATIONS: STORMWATER FUND - CAPITAL CASH: STORMWATER FUND:

450,300 450,300

1,837,000 1,837,000

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

20,000 -

40,000 20,000 -

120,000 -

50,000 40,000 -

INFORMATION TECHNOLOGY FUND:

20,000

60,000

120,000

90,000

GENERAL FUND - OPERATIONS: ANTICIPATED DEBT SERVICE: GENERAL FUND - CAPITAL CASH:

433,700

2,525,000 2,380,000 (22,950)

162,000 2,356,130 172,225

479,490 2,171,241 201,587

2,126,726 179,244

GENERAL GOV'T. FUND

433,700

4,882,050

2,690,355

2,852,318

2,305,970

0.4

4.9

2.7

2.9

2.3

General Fund Real Estate Tax Rate Impact:

3,579,200 3,579,200

(2,928,500) (2,928,500)

49,000 49,000

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General Government

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286

CAPITAL IMPROVEMENTS PROGRAM & PLAN GENERAL GOV'T. FUND FY 2022 - 2031 General Government Projects Planned Expenditures

5 Year Summary Previous Funding

2021-2022

2022-2023

2023-2024

2024-2025

2025-2026

5 Year Subtotal

6-10 Year Subtotal

10 Year Total

Parks & Recreation Public Building & Facilities Public Safety Transportation Public Schools Village and Neighborhood Initiatives

1,552,000 10,283,542 9,889,577 16,071,422 3,575,000 2,369,750

2,490,000 9,259,128 3,607,098 10,004,382 9,860,800 2,179,750

3,821,900 7,933,997 3,563,999 15,126,641 11,980,800 2,697,400

855,000 1,200,000 3,261,305 23,721,101 7,666,600 2,622,400

810,000 1,660,000 884,656 51,368,394 24,555,000 2,622,400

9,528,900 30,336,667 21,206,635 116,291,940 57,638,200 12,491,700

63,650,675 4,450,000 59,180,490 64,515,000 336,733,120 15,112,000

73,179,575 34,786,667 80,387,125 180,806,940 394,371,320 27,603,700

Total General Government:

43,741,291

37,401,158

45,124,737

39,326,406

81,900,450

247,494,042

543,641,285

791,135,327

5 Year Subtotal

6-10 Year Subtotal

10 Year Total

General Government Projects Funding Sources

Previous Funding

2021-2022

2022-2023

2023-2024

2024-2025

2025-2026

State Transportation Funds State/Federal Grant Funds Cash Proffers Transfer from General Fund Transfer from Road Maintenance General Obligation Bonds

5,622,541 2,774,800 5,341,950 252,000 29,750,000

2,335,530 5,319,000 295,000 29,451,628

12,433,000 5,491,225 60,000 27,140,512

2,595,000 4,454,514 5,692,812 26,584,080

3,991,639 43,565,116 5,872,056 28,471,639

12,209,180 65,562,960 27,717,043 607,000 141,397,859

30,000,000 1,000,000 956,053 34,166,031 477,519,201

42,209,180 66,562,960 956,053 61,883,074 607,000 618,917,060

Total General Government:

43,741,291

37,401,158

45,124,737

39,326,406

81,900,450

247,494,042

543,641,285

791,135,327

Annual Operating Impact

2021-2022

Parks & Recreation Public Building & Facilities Public Safety Transportation Public Schools Village and Neighborhood Initiatives

2,525,000 -

35,000 82,000 45,000 -

79,490 400,000 -

Total Operating Cost

2,525,000

162,000

479,490

2022-2023

2023-2024

2024-2025

2025-2026

287

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288

CAPITAL IMPROVEMENTS PROGRAM & PLAN PARKS AND RECREATION FY 2022 - 2031

Parks and Recreation

5 Year Summary 5 Year Subtotal

6-10 Year Subtotal

10 Year Total

460,000 250,000 100,000 -

2,350,000 2,561,900 50,000 575,000 1,875,000 200,000 430,000 475,000 200,000 687,000 125,000

2,375,000 761,600 100,000 37,639,075 1,500,000 1,800,000 12,800,000 75,000 6,600,000

4,725,000 3,323,500 150,000 37,639,075 575,000 1,500,000 1,875,000 1,800,000 13,000,000 430,000 475,000 275,000 687,000 6,725,000

855,000

810,000

9,528,900

63,650,675

73,179,575

2023-2024

2024-2025

2025-2026

5 Year Subtotal

6-10 Year Subtotal

10 Year Total

445,000 45,000 275,000 765,000 1,725,000 1,725,000

150,000 150,000 450,000 50,000 225,000 385,000 200,000 1,310,000 2,236,900 125,000 2,361,900

455,000 100,000 100,000 100,000 755,000 100,000 100,000

50,000 50,000 100,000 460,000 200,000

1,552,000

2,490,000

3,821,900

855,000

810,000

2021-2022

2022-2023

2023-2024

2024-2025

2025-2026

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 Aquatic Facility Constant's North Park Blackwater River Project Bennetts Creek Park Improvements Cedar Hill Slope Stabilization Downtown Recreation Center

35,000 -

35,000 24,490 20,000 -

Total Operating Cost

35,000

79,490

Planned Expenditures

Previous Funding

2021-2022

2022-2023

2023-2024

2024-2025

2025-2026

540,000 175,000 150,000 687,000 -

445,000 1,725,000 45,000 275,000 -

450,000 2,386,900 50,000 225,000 385,000 200,000 125,000

455,000 100,000 200,000 100,000 -

1,552,000

2,490,000

3,821,900

2021-2022

2022-2023

Lone Star Lakes Park Sleepy Hole Park Renovation Bennetts Creek Park Improvements State/Federal Grant Funds Parks & Rec-Capital Maint. Trail Enhancements Sleepy Hole Park Renovation Aquatic Facility Constant's North Park Blackwater River Project Bennetts Creek Park Improvements Transfer from General Fund Lone Star Lakes Park Water Access-Nansemond River Aquatic Facility Cedar Hill Slope Stabilization Downtown Recreation Center General Obligation Bonds

540,000 540,000 175,000 150,000 687,000 1,012,000

Total

2,240,000 700,000 1,425,000 525,000 839,975 200,000 350,000 400,000 -

Total

Parks and Recreation Funding Sources

Annual Operating Impact

Previous Funding

50,000 710,000 -

250,000

4,080,000

3,875,000

7,955,000

5,198,900

59,775,675

64,974,575

9,528,900

63,650,675

73,179,575

289

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. FY22 funding includes an additional $100,000 for security fencing around the Parks and Recreation Administration building and the East Suffolk Recreation Center Complex. FY 22 $540,000

FY 23 $445,000

FY 24 $450,000

FY 25 $455,000

FY 26 $460,000

FY 27-31 $2,375,000

Total $4,725,000

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 and 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. FY22 funding is programmed for design of the wayside park at Butler Tract and the relocation of North Park Road.

FY 22 $175,000

FY 23 $0

FY 24 $2,386,900

FY 25 $0

FY 26 $0

FY 27-31 $761,600

Total $3,323,500

Operating Costs: The projected annual operating cost is $35,000 for staffing, utilities and maintenance beginning in FY 25. 290

Parks and Recreation Trail Enhancements City Council Goal – Leisure, Health & Wellness The project will provide for enhancements to existing trails throughout the City.

FY 22 $0

FY 23 $0

FY 24 $50,000

FY 25 $0

FY 26 $0

FY 27-31 $100,000

Total $150,000

Operating Costs: The project is not anticipated to have an annual operating impact on the City.

Driver Complex City Council Goal – Leisure, Health & Wellness The project will provide for the development of the former Driver Transmitter site into a park with multipurpose ball fields; a boat launch, kayak dock, and fishing pier; passive recreation facilities such as hiking and bike trails; gardens and overlooks; and an education center in accordance with the recently completed master plan for the Driver Park Complex.

FY 22 $0

FY 23 $0

FY 24 $0

FY 25 $0

FY 26 $0

FY 27-31 $37,639,075

Total $37,639,075

Operating Costs: The projected annual operating cost is $75,000 for staffing and utilities beginning in FY 31. 291

Parks and Recreation Sleepy Hole Park Renovation City Council Goal – 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, road repaving, repair and replacement of lower deck shelters, a canoe and kayak shed, restroom improvements, additional walking trails, and a potential nature playground/adventure park.

FY 22 $0

FY 23 $0

FY 24 $225,000

FY 25 $100,000

FY 26 $250,000

FY 27-31 $0

Total $575,000

Operating Costs: The projected annual operating cost is $40,000 for maintenance and utilities beginning in FY 27.

East Suffolk Athletic Fields City Council Goal – 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 22 $0

FY 23 $0

FY 24 $0

FY 25 $0

FY 24 $0

FY 27-31 $1,500,000

Total $1,500,000

Operating Costs: The projected annual operating cost is $90,000 for utilities and supplies beginning in FY 28.

292

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 22 $150,000

FY 23 $1,725,000

FY 24 $0

FY 25 $0

FY 26 $0

FY 27-31 $0

Total $1,825,000

Operating Costs: The projected annual operating cost is $35,000 for staffing and maintenance beginning in FY 24.

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 22 $0

FY 23 $0

FY 24 $0

FY 25 $0

FY 26 $0

FY 27-31 $1,800,000

Total $1,800,000

Operating Costs: The projected annual operating cost is $211,236 for staffing, utilities and supplies beginning in FY 28.

293

Parks and Recreation Aquatic Facility City Council Goal – Leisure, Health & Wellness The project will provide for an indoor year-round aquatic facility to include a 25 meter x 25 yard lap pool, six competition lanes, one warmup 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 22 $0

FY 23 $0

FY 24 $0

FY 25 $200,000

FY 26 $0

FY 27-31 $12,800,000

Total $13,000,000

Operating Costs: The projected annual operating cost is $575,000 for staffing, maintenance and utilities beginning in FY 28.

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 22 $0

FY 23 $45,000

FY 24 $385,000

FY 25 $0

FY 26 $0

FY 27-31 $0

Total $430,000

Operating Costs: The projected annual operating cost is $24,940 for maintenance and utilities beginning in FY 25.

294

Parks and Recreation 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 Blackwater River.

FY 22 $0

FY 23 $275,000

FY 24 $200,000

FY 25 $0

FY 26 $0

FY 27-31 $0

Total $475,000

Operating Costs: The projected annual operating cost is $20,000 for staffing, maintenance, and utilities beginning in FY 25.

Bennetts Creek Park Improvements City Council Goal – Leisure, Health & Wellness The project will provide for the expansion of parking, improvements to the trail system, tennis courts rehabilitation, and skate park expansion.

FY 22 $0

FY 23 $0

FY 24 $0

FY 25 $100,000

FY 26 $100,000

FY 27-31 $75,000

Total $275,000

Operating Costs: The project will not have an operational impact on the City.

295

Parks and Recreation Cedar Hill Slope Stabilization City Council Goal – Leisure, Health & Wellness The project will provide for the stabilization of the slope at Cedar Hill Cemetery. Currently the slope is eroding and in need of repairs.

FY 22 $687,000

FY 23 $0

FY 24 $0

FY 25 $0

FY 26 $0

FY 27-31 $0

Total $687,000

Operating Costs: The project will not have an operational impact on the City.

Downtown Recreation Center City Council Goal – Leisure, Health & Wellness The project will provide for a new downtown recreation center to provide recreation for residents in and around the core of the city. The center will contain a fitness center, gymnasium, multipurpose space and game room.

FY 22 $0

FY 23 $0

FY 24 $125,000

FY 25 $0

FY 26 $0

FY 27-31 $6,600,000

Total $6,725,000

Operating Costs: The projected annual operating cost is $548,700 for staffing, maintenance, and utilities beginning in FY 30.

296

CAPITAL IMPROVEMENTS PROGRAM & PLAN PUBLIC BUILDINGS AND FACILITIES FY 2022 - 2031

Public Building and Facilities Planned Expenditures City Airport: Obstruction Removal Adjacent Properties (2% Local) Roof Replacement Box Hangar 7 Corporate Hangar (20% local design) Drainage Rehabilitiation (2% local) Airport Master Plan Update (2% local) City Buildings: Public Building Capital Maintenance Central Library Godwin Courts Building Improvements Joint Operations Facility (Police/Parks & Rec.) Human Resources Bldg. Renovation - School Administration

5 Year Summary Previous Funding

5 Year Subtotal

6-10 Year Subtotal

10 Year Total

2021-2022

2022-2023

2023-2024

2024-2025

2025-2026

287,000 -

660,000 75,000 -

300,000 -

1,500,000 -

350,000

800,000 -

660,000 75,000 800,000 1,800,000 350,000

5,786,000 8,121,000 1,524,328 4,703,000 50,000

996,000 7,735,325 317,217 500,000

830,000 3,629,128 4,500,000

840,000 3,843,997 1,750,000 -

850,000 -

860,000 -

4,376,000 15,208,450 1,750,000 317,217 5,000,000

4,450,000 -

10,283,542

9,259,128

7,933,997

1,200,000

1,660,000

30,336,667

4,450,000

34,786,667

2021-2022

2022-2023

2023-2024

2024-2025

2025-2026

5 Year Subtotal

6-10 Year Subtotal

10 Year Total

160,000 -

160,000 640,000 860,000 1,500,000 -

22,275,667 30,336,667

Total

660,000 75,000 800,000 1,800,000 350,000

8,826,000 15,208,450 1,750,000 317,217 5,000,000

Public Building and Facilities Funding Sources

Previous Funding

Obstruction Removal Adjacent Properties (90% Federal) Obstruction Removal Adjacent Properities (8% State) Corporate Hangar (80% State-Design) Drainage Rehabilitation (90% Federal) Drainage Rehabilitation (8% State) Airport Master Plan Update (90% Federal) Airport Master Plan Update (8% State) State/Federal Grant Funds Obstruction Removal Adjacent Properties (2% Local) Roof Replacement Box Hanger 7 Corporate Hangar (20% local design) Drainage Rehabilitiation (2% local) Airport Master Plan Update (2% local) Public Building Capital Maintenance Human Resources Bldg. Renovation - School Administration Transfer from General Fund Central Library Godwin Courts Building Improvements Joint Operations Facility (Police/Parks & Rec.) Human Resources Bldg. Renovation - School Administration General Obligation Bonds

594,000 52,800 -

270,000 24,000 -

1,350,000 120,000 -

646,800 13,200 75,000 996,000 1,084,200 7,735,325 317,217 500,000 8,552,542

294,000 6,000 830,000 836,000 3,629,128 4,500,000 8,129,128

1,470,000 30,000 840,000 870,000 3,843,997 1,750,000 5,593,997

315,000 28,000 343,000 7,000 850,000 857,000 -

Total

10,283,542

9,259,128

7,933,997

1,200,000

1,660,000

2021-2022

2022-2023

2023-2024

2024-2025

2025-2026

Annual Operating Impact City Airport: Obstruction Removal Adjacent Properties (2% Local) Roof Replacement Box Hangar 7 Corporate Hangar (20% local design) Drainage Rehabilitiation (2% local) Airport Master Plan Update (2% local)

City Buildings: Public Building Capital Maintenance Central Library Godwin Courts Building Improvements Joint Operations Facility (Police/Parks & Rec.) Human Resources Bldg. Renovation - School Administration

400,000 -

Total Operating Cost

400,000

2,913,800

5,147,200

4,450,000

2,913,800

9,597,200

22,275,667 34,786,667

297

Public Buildings and Facilities City Airport Obstruction Removal Adjacent Properties City Council Goal – 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. The project will be funded through a combination of federal (90%), state (8%) and local (2%) funds.

FY 22 $660,000

FY 23 $0

FY 24 $0

FY 25 $0

FY 26 $0

FY 27-31 $0

Total $660,000

Operating Costs: The project will not have an operational impact on the City.

Roof Replacement Box Hangar 7 City Council Goal – Transportation The project will provide for the replacement of the metal roof on Box Hangar 7. The project will be funded with local funds.

FY 22 $75,000

FY 23 $0

FY 24 $0

FY 25 $0

FY 26 $0

FY 27-31 $0

Total $75,000

Operating Costs: The project will not have an operational impact on the City.

298

Public Buildings and Facilities City Airport Corporate Hangar City Council Goal – Transportation The project will provide for the design and construction of a corporate hangar. The hangar will help to recruit and retain corporate customers to base airplanes 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 22 $0

FY 23 $0

FY 24 $0

FY 25 $0

FY 26 $800,000

FY 27-31 $0

Total $800,000

Operating Costs: The project will not have an operational impact on the City.

Drainage Rehabilitation City Council Goal – 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 forming sink holes on the surface. The project will be funded with a combination of federal (90%), state (8%), and local (2%) funds.

FY 22 $0

FY 23 $300,000

FY 24 $1,500,000

FY 25 $0

FY 26 $0

FY 27-31 $0

Total $1,800,000

Operating Costs: The project will not have an operational impact on the City.

299

Public Buildings and Facilities City Airport Airport Master Plan Update City Council Goal – Transportation This project will provide for the update of the Airport Master Plan taking into account the last 10 years of development at the airport. The Federal Aviation Administration and Virginia Department of Aviation will support the planning exercise to study future facility requirements. The project will be funded through a combination of federal (90%), state (8%) and local (2%) funds.

FY 22 $0

FY 23 $0

FY 24 $0

FY 25 $350,000

FY 26 $0

FY 27-31 $0

Total $350,000

Operating Costs: The project will not have an operational impact on the City.

300

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. FY22 funding includes $176,000 for HVAC system replacement at the Animal Care Facility. FY 22 $996,000

FY 23 $830,000

FY 24 $840,000

FY 25 $850,000

FY 26 $860,000

FY 27-31 $4,450,000

Total $8,826,000

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 construction of a new Central Library on West Washington Street in downtown Suffolk. The facility will replace the existing Morgan Memorial Library.

FY 22 $7,735,325

FY 23 $3,629,128

FY 24 $3,843,997

FY 25 $0

FY 26 $0

FY 27-31 $0

Total $15,208,450

Operating Costs: The projected annual operating cost is $400,000 for staffing and utilities beginning in FY25.

301

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 22 $0

FY 23 $0

FY 24 $1,750,000

FY 25 $0

FY 26 $0

FY 27-31 $0

Total $1,750,000

Operating Costs: The project will not have an operational impact on the City.

Joint Operations Facility (Police/Parks & Rec) City Council Goal – Civic Engagement and Responsive City Services The project will provide for the completion of the Parks and Recreation/Police Joint Operations Facility at City-owned property off of Carolina Road. FY22 funds will be used for all new site perimeter fencing and asphalt paving.

FY 22 $317,217

FY 23 $0

FY 24 $0

FY 25 $0

FY 26 $0

FY 27-31 $0

Total $317,217

Operating Costs: The project will not have an operational impact on the City. 302

Public Buildings and Facilities City Buildings 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. FY22 funding is programmed for design. FY 22 $500,000

FY 23 $4,500,000

FY 24 $0

FY 25 $0

FY 26 $0

FY 27-31 $0

Total $5,000,000

Operating Costs: The project will not have an operational impact on the City.

303

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304

CAPITAL IMPROVEMENTS PROGRAM & PLAN PUBLIC SAFETY FY 2022 - 2031

Public Safety Planned Expenditures Fire & Rescue: Fire Apparatus (Various New Stations) Fire Apparatus (Replacements) Ambulance (Replacements) Ambulance (Various New Stations ) Fire & Rescue Operations Building Joint Public Safety Training Center 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 (21 staff) Breathing Air System Self Contained Breathing Apparatus Station 9 Upgrades (Kings Highway) Station 4 Upgrades (Lake Kilby) Police: CAD System Replacement Joint Public Safety Training Center Backup 911 Center

5 Year Summary Previous Funding

2021-2022

2022-2023

2023-2024

2024-2025

2025-2026

1,417,792 5,633,804 2,142,061 365,000 1,600,000 485,000 6,300,000 750,000 1,268,987 1,500,000

1,874,387 693,000 902,190 1,520,000 1,900,000 -

1,475,848 1,748,000

2,700,174 363,825 500,000

1,897,480 363,825 1,000,000 -

382,016 -

Total

3,000,000 -

383,250 -

5 Year Subtotal

6-10 Year Subtotal

10 Year Total

1,475,848 8,220,041 1,802,666 383,250 902,190 1,520,000 1,900,000 1,000,000 500,000

5,740,046 13,593,081 5,552,138 2,551,893 2,000,000 4,500,000 4,500,000 4,500,000 4,500,000 250,000 2,200,000 -

7,215,894 21,813,122 7,354,804 2,935,143 902,190 3,520,000 4,500,000 4,500,000 1,900,000 4,500,000 4,500,000 250,000 2,200,000 1,000,000 500,000

502,640

3,000,000 502,640

7,212,510 2,080,822

3,000,000 7,212,510 2,583,462

21,206,635

59,180,490

80,387,125

5 Year Subtotal

6-10 Year Subtotal

10 Year Total

9,889,577

3,607,098

3,563,999

3,261,305

884,656

2021-2022

2022-2023

2023-2024

2024-2025

2025-2026

Ambulance (Replacements) Ambulance (Various New Stations )

693,000 -

383,250

363,825 -

382,016 -

Backup 911 Center Transfer from General Fund Fire Apparatus (Various New Stations) Fire Apparatus (Replacements) Fire & Rescue Operations Building Joint Public Safety Training Center College Drive Fire Station (36 staff) Station 9 Upgrades (Kings Highway) Station 4 Upgrades (Lake Kilby) CAD System Replacement General Obligation Bonds

693,000 1,874,387 902,190 1,520,000 1,900,000 3,000,000 9,196,577

383,250 1,475,848 1,748,000 3,223,848

363,825 2,700,174 500,000 3,200,174

363,825 1,897,480 1,000,000 2,897,480

502,640 884,656 -

2,688,556

8,354,031

11,042,587

18,518,079

50,826,459

69,344,538

Total

9,889,577

3,607,098

3,563,999

3,261,305

884,656

21,206,635

59,180,490

80,387,125

2021-2022

2022-2023

2023-2024

2024-2025

2025-2026

Public Safety Funding Sources

Annual Operating Impact

Previous Funding

Fire & Rescue: Fire Apparatus (Various New Stations) Fire Apparatus (Replacements) Ambulance (Replacements) Ambulance (Various New Stations ) Fire & Rescue Operations Building Joint Public Safety Training Center 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 (21 staff) Breathing Air System Self Contained Breathing Apparatus Station 9 Upgrades (Kings Highway) Station 4 Upgrades (Lake Kilby)

75,000 2,150,000 -

45,000 37,000 -

Police: CAD System Replacement Joint Public Safety Training Center Backup 911 Center

300,000 -

Total Operating Cost

2,525,000

82,000

305

Public Safety Fire & Rescue Fire Apparatus City Council Goal – Public Safety The expansion of fire and rescue facilities and aging of existing fire apparatus requires the acquisition of new and replacement equipment. A systematic approach is used for acquiring new fire apparatus as new facilities are constructed and replacing old fire apparatus that have exceeded their life expectancy. Fire apparatus equipment in the first 5 years includes three fire engine replacements, one aerial platform replacement, one aerial ladder truck replacement, one rescue truck addition for the new College Drive Fire Station, and two fire tanker truck replacements. FY22 includes funding for the replacement of an aerial ladder truck assigned to Station 5. FY 22 FY 23 FY 24 FY 25 FY 26 FY 27-31 Total $1,874,387 $3,223,848 $2,700,174 $1,897,480 $0 19,333,127 $29,029,016 Operating Costs: New fire apparatus programmed for FY 22 through FY26 that is associated with a new fire station will have an additional annual operating cost of $45,000.

Ambulances City Council Goal – 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. FY22 includes funding for the two replacement ambulances.

FY 22 $693,000

FY 23 $383,250

FY 24 $363,825

FY 25 $363,825

FY 26 $382,016

FY 27-31 $8,104,031

Total $10,289,947

Operating Costs: The projected annual operating costs of new ambulances purchased that are associated with new fire stations will have additional annual operating costs of $37,000 per ambulance. 306

Public Safety Fire & Rescue Fire & Rescue Operations Building City Council Goal – Public Safety The project will provide for supplemental funding for the Fire & Rescue Operations Building. Funding is for additional construction cost, furniture, fixtures, and equipment.

FY 22 FY 23 FY 24 FY 25 FY 26 FY 27-31 Total $902,190 $0 $0 $0 $0 $0 $902,190 Operating Costs: The Fire & Rescue operations building will not have an operational impact on the City.

Joint Public Safety Training Center City Council Goal – Public Safety The project will provide for a police and fire and rescue training facility to include classroom space, staff training offices, and restroom/shower facilities; a burn building, technical rescue tower, and other props; a K-9 training facility; force and de-escalation training simulator and firearms qualification range. FY 22 funding is programmed for the construction of the burn building and technical rescue tower.

FY 22 $1,520,000

FY 23 $0

FY 24 $0

FY 25 $0

FY 26 $0

FY 27-31 $2,000,000

Total $3,520,000

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.

307

Public Safety Fire & Rescue Nansemond and Wilroy Road Fire Station City Council Goal – 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 22 $0

FY 23 $0

FY 24 $0

FY 25 $0

FY 26 $0

FY 27-31 $4,500,000

Total $4,500,000

Operating Costs: The projected annual operating cost is $2,150,000 beginning in FY29 to include the addition of 36 new firefighters and utilities.

Carolina Road Fire Station City Council Goal – 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 22 $0

FY 23 $0

FY 24 $0

FY 25 $0

FY 26 $0

FY 27-31 $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 FY31.

308

Public Safety Fire & Rescue College Drive Fire Station City Council Goal – Public Safety The project will provide for the design and construction of a four 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. FY22 funding is programmed to complete construction.

FY 22 $1,900,000

FY 23 $0

FY 24 $0

FY 25 $0

FY 26 $0

FY 27-31 $0

Total $1,900,000

Operating Costs: The projected annual operating cost is $2,150,000 including 36 new firefighters and utilities beginning in FY23.

Pruden Boulevard Route 460 Fire Station City Council Goal – 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 22 $0

FY 23 $0

FY 24 $0

FY 25 $0

FY 26 $0

FY 27-31 $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 is outside of the 10 year CIP time period.

309

Public Safety Fire & Rescue .

Holland Road Fire Station City Council Goal – 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 22 $0

FY 23 $0

FY 24 $0

FY 25 $0

FY 26 $0

FY 27-31 $4,500,000

Total $4,500,000

Operating Costs: The projected annual operating cost of the project is $2,150,000 including 21 new . firefighters and utilities is outside of the 10 year CIP time period.

Breathing Air System City Council Goal – 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 22 $0

FY 23 $0

FY 24 $0

FY 25 $0

FY 26 $0

FY 27-31 $250,000

Total $250,000

Operating Costs: The project will not have an operational impact on the City.

310

Public Safety Fire & Rescue Self Contained Breathing Apparatus City Council Goal – 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 22 $0

FY 23 $0

FY 24 $0

FY 25 $0

FY 26 $0

FY 27-31 $2,200,000

Total $2,200,000

Operating Costs: The project will not have an operational impact on the City.

Station 9 Upgrades City Council Goal – 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 firefighters, enclosure of the rear space for operational needs, electrical service and wiring upgrades, access control and security systems, and upgrades to lighting, floors, and other finishes. FY 22 $0

FY 23 $0

FY 24 $0

FY 25 $1,000,000

FY 26 $0

FY 27-31 $0

Total $1,000,000

Operating Costs: The project will not have an operational impact on the City.

311

Public Safety Fire & Rescue Station 4 Upgrades City Council Goal – Public Safety The project will provide for additional funds to complete the Station 4 upgrades project including the addition of an apparatus bay, restroom and shower expansions, kitchen and equipment upgrades, dormitory and other building improvements, parking, storage and site improvements. FY 22 $0

FY 23 $0

FY 24 $500,000

FY 25 $0

FY 26 $0

FY 27-31 $0

Total $500,000

Operating Costs: The project will not have an operational impact on the City.

312

Public Safety Police CAD System -Replacement City Council Goal – 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 22 $3,000,000

FY 23 $0

FY 24 $0

FY 25 $0

FY 26 $0

FY 27-31 $0

Total $3,000,000

Operating Costs: The project will have a projected annual operating cost of $300,000 for maintenance beginning in FY23.

FY 22 $0

FY 23 $0

FY 24 $0

FY 25 $0

FY 26 $0

FY 27-31 $7,212,510

Total $7,212,510

Operating Costs: The project will not have an operational impact in the first five years of the CIP. 313

Public Safety Police 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 will 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 22 $0

FY 23 $0

FY 24 $0

FY 25 $0

FY 26 $502,640

FY 27-31 $2,080,822

Total $2,583,462

Operating Costs: The project will have an annual operating cost of $150,000 for maintenance beginning in FY28.

314

CAPITAL IMPROVEMENTS PROGRAM & PLAN TRANSPORTATION FY 2022 - 2031

Transportation Planned Expenditures

5 Year Summary Previous Funding

5 Year Subtotal

6-10 Year Subtotal

10 Year Total

7,542,232 9,796,731 7,983,278 -

5,975,423 10,042,232 12,796,731 14,017,275 -

50,000,000

5,975,423 10,042,232 12,796,731 14,017,275 50,000,000

2,038,425 3,500,000 600,000 80,000 3,312,676 3,500,000 -

11,822,764 80,000 3,112,652 11,030,737 -

1,350,000 8,005,177 674,736 15,322,764 2,000,000 1,200,000 1,350,000 5,957,283 767,254 495,000 400,000 2,345,000 840,000 370,000 1,193,000 9,445,328 2,050,000 14,530,737 650,000 2,650,000 1,650,000 214,000

10,000,000 1,200,000 400,000 400,000 2,015,000 500,000 -

1,350,000 8,005,177 674,736 15,322,764 2,000,000 10,000,000 2,400,000 1,350,000 5,957,283 767,254 895,000 800,000 2,345,000 840,000 370,000 1,193,000 11,460,328 500,000 2,050,000 14,530,737 650,000 2,650,000 1,650,000 214,000

15,126,641

23,721,101

51,368,394

116,291,940

64,515,000

180,806,940

2022-2023

2023-2024

2024-2025

2025-2026

5 Year Subtotal

6-10 Year Subtotal

10 Year Total

2,595,000

3,991,639

2,595,000

3,991,639

12,209,180

30,000,000

42,209,180

62,399,160

1,000,000

63,399,160

3,034,587

2,000,000

5,034,587

2021-2022

2022-2023

2023-2024

2024-2025

2025-2026

73,683,424 -

843,997 -

2,916,782 -

3,058,641 -

2,500,000 3,000,000 5,190,000 -

9,725,000 4,250,000

1,350,000 4,094,222 674,736 600,000 1,350,000 4,194,303 767,254 80,000 1,086,910 840,000 140,000 50,000 -

372,530 50,000 1,762,980 400,000 80,000 1,258,090 230,000 484,000 2,000,000 150,000 150,000 150,000 -

1,500,000 1,950,000 95,000 80,000 709,000 3,020,000 500,000 2,500,000 1,500,000 214,000

16,071,422

10,004,382

2021-2022 -

Local Urban Roadway Construction-Comp Plan Holland Road Godwin Boulevard Improvements RT17 Roadway Widening Shoulders Hill Phase II Yr. 6 - 10 Projects - TBD

Local Urban Intersection Construction-Comp Plan N Pkwy/Bennetts Pasture Rd Intersection Rt. 17 Crittenden Road Intersection RT58/Manning Bridge Rd Intersection Diverging Diamond Interchange Suffolk Bypass Wilroy/Godwin/Pruden IMR Study

Yr. 6 - 10 Projects - TBD

Channel Dredging Turlington Road Speight's Spillway SGR Nansemond Pkwy/Wilroy Rd Flyover Pruden Center Turn Lane Rail Crossing Improvements Miscellaneous Roadway Improvements Relocation of Zone C Headquarters Pittmantown Road over Mill Swamp Citywide Signal Timing Freeman Mill over Spivey Swamp Seaboard Coastline Trail Bike and Pedestrian Improvements Suffolk Traffic Operations Center RT58 Improvements - Longstreet to Holland Bypass Downtown Railroad Warning System Citywide Signal System Upgrade Downtown Signal System Upgrade Non-Median Break Intersection Improvements

1,083,382 23,284,438 4,000,000 421,000 210,000 3,630,000 580,000 -

Total

Transportation Funding Sources

Previous Funding

Local Urban Rdway Constrn-Comp Plan Shoulders Hill Phase II

Local Urban Intrsctn Const-Comp Plan N Pkwy/Bennetts Pasture Rd Intersection Rt. 17 Crittenden Road Intersection Nansemond Pkwy/Wilroy Rd Flyover

Pruden Center Turn Lane State Transportation Funds Local Urban Rdway Constrn-Comp Plan Godwin Boulevard Improvements RT17 Roadway Widening

675,000 2,047,111 2,516,803 383,627 5,622,541 -

7,542,232 9,796,731

Local Urban Intrsctn Const-Comp Plan Rt. 17 Crittenden Road Intersection Diverging Diamond Interchange Suffolk Bypass Wilroy/Godwin/Pruden IMR Study

Turlington Road Speight's Spillway SGR Pittmantown Road over Mill Swamp Citywide Signal Timing Freeman Mill over Spivey Swamp Seaboard Coastline Trail Suffolk Traffic Operations Center RT 58 Improvements (Longstreet to Holland Bypass)

Downtown Railroad Warning System Citywide Signal System Upgrade Downtown Signal System Upgrade Non-Median Break Intersection Improvements

State/Federal Grant Funds Local Urban Rdway Constrn-Comp Plan Channel Dredging Rail Crossing Improvements Miscellaneous Roadway Improvements Seaboard Coastline Trail Suffolk Traffic Operations Center Transfer from General Fund Pittmantown Road over Mill Swamp Freeman Mill over Spivey Swamp Transfer from Road Maintenance

1,350,000 588,000 140,000 50,000 2,128,000

372,530 50,000 230,000 189,000 750,000 150,000 150,000 150,000 2,041,530

1,500,000 1,950,000 649,000 2,000,000 500,000 2,500,000 1,500,000 214,000 10,813,000

2,038,425 2,073,089 4,111,514

11,822,764 3,112,652 11,030,737 43,305,116

600,000 80,000 680,000 252,000 252,000

400,000 80,000 600,000 1,080,000 295,000 295,000

95,000 80,000 175,000 60,000 60,000

600,000 80,000 339,587 1,019,587 -

80,000 80,000 -

607,000

315

Local Urban Rdway Constrn-Comp Plan Holland Road Godwin Boulevard Improvements RT17 Roadway Widening Shoulders Hill Phase II

843,997

2,916,782 -

3,058,641 -

2,500,000 3,000,000 2,595,000

3,991,639

General Obligation Bonds

675,000 2,047,111 674,736 1,677,500 383,627 1,086,910 7,388,881

1,762,980 1,258,090 650,000 6,587,852

1,020,000 4,078,641

3,500,000 900,000 3,500,000 15,995,000

3,991,639

38,042,013

31,515,000

69,557,013

Total

16,071,422

10,004,382

15,126,641

23,721,101

51,368,394

116,291,940

64,515,000

180,806,940

2021-2022

2022-2023

2023-2024

2024-2025

2025-2026

Holland Road

Godwin Boulevard Improvements

Shoulders Hill Phase II

Yr. 6 - 10 Projects - TBD

Local Urban Intersection Construction-Comp Plan

N Pkwy/Bennetts Pasture Rd Intersection

Rt. 17 Crittenden Road Intersection

RT58/Manning Bridge Rd Intersection

Diverging Diamond Interchange

Suffolk/Bypass Wilroy/Godwin/Pruden IMR Study

Yr. 6 - 10 Projects - TBD

Channel Dredging

Turlington Road Speight's Spillway SGR

Nansemond Pkwy/Wilroy Rd Flyover

Pruden Center Turn Lane

Rail Crossing Improvements

Miscellaneous Roadway Improvements

Relocation of Zone C Headquarters

45,000

Pittmantown Road over Mill Swamp

Citywide Signal Timing

Freeman Mill over Spivey Swamp

Seaboard Coastline Trail

Bike and Pedestrian Improvements

Suffolk Traffic Operations Center

RT58 Improvements - Longstreet to Holland Bypass

Downtown Railroad Warning System

Citywide Signal System Upgrade

Downtown Signal System Upgrade

Non-Median Break Intersection Improvements

45,000

Local Urban Intrsctn Const-Comp Plan N Pkwy/Bennetts Pasture Rd Intersection Rt. 17 Crittenden Road Intersection RT58/Manning Bridge Rd Intersection Diverging Diamond Interchange

Nansemond Pkwy/Wilroy Rd Flyover Pruden Center Turn Lane Relocation of Zone C Headquarters Seaboard Coastline Trail Suffolk Traffic Operations Center RT 58 Improvements (Longstreet to Holland Bypass)

Annual Operating Impact Local Urban Roadway Construction-Comp Plan

RT17 Roadway Widening

316

Transportation Local Urban Roadway Construction Comprehensive Plan City Council Goal - Transportation The project will provide funding for various roadway construction projects recommended in the City’s 2035 Comprehensive Plan including Holland Road widening, Godwin Boulevard improvements, Route 17 widening, and Shoulders Hill Phase II widening. Additional funding is programmed in the out years for projects to be determined.

FY 22 $843,997

FY 23 $2,916,782

FY 24 $3,058,641

FY 25 $10,690,000

FY 26 $25,322,241

FY 27-31 $50,000,000

Total $92,831,661

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 City’s 2035 Comprehensive Plan. Priority intersection improvements for FY22 include Nansemond Parkway/Bennetts Pasture Road, Route 17/Crittenden Road, and Route 58/Manning Bridge Road. Projects are anticipated to be funded through state and local funds.

FY 22 $6,118,958

FY 23 $422,530

FY 24 $3,450,000

FY 25 $5,538,425

FY 26 $11,822,764

FY 27-31 $10,000,000

Total $37,352,677

Operating Costs: The project will not have an operational impact on the City. 317

Transportation Channel Dredging City Council Goal - Transportation This project will provide for maintenance dredging to allow passage through waterways by commercial and recreational boaters. Funding will provide for the cost of the dredging and the disposal of dredged material at Craney Island. The project will be funded by 100% local funds.

FY 22 $600,000

FY 23 $0

FY 24 $0

FY 25 $600,000

FY 26 $0

FY 27-31 $1,200,000

Total $2,400,000

Operating Costs: The project will not have an operational impact on the City.

Turlington Road Speight’s Spillway SGR City Council Goal - Transportation This project will provide for the replacement of the Speight’s Spillway Bridge which was built in 1957 and is currently posted with a 19 ton limit. The new bridge will be wider to accommodate current geometrics and pedestrian/bicycle traffic. The project will be funded with 100% federal funding.

FY 22 $1,350,000

FY 23 $0

FY 24 $0

FY 25 $0

FY 26 $0

FY 27-31 $0

Total $1,350,000

Operating Costs: The project will not have an operational impact on the City.

318

Transportation 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. FY22 and FY23 funding is programmed with state and local funds.

FY 22 $4,194,303

FY 23 $1,762,980

FY 24 $0

FY 25 $0

FY 26 $0

FY 27-31 $0

Total $5,957,283

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 22 $767,254

FY 23 $0

FY 24 $0

FY 25 $0

FY 26 $0

FY 27-31 $0

Total $767,254

Operating Costs: The project will not have an operational impact on the City.

319

Transportation Rail Crossing Improvements City Council Goal - Transportation This project provides for improvements to the quality of at-grade railroad crossings. 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.

FY 22 $0

FY 23 $400,000

FY 24 $95,000

FY 25 $0

FY 26 $0

FY 27-31 $400,000

Total $895,000

Operating Costs: The project will not have an operational impact on the City

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 22 $80,000

FY 23 $80,000

FY 24 $80,000

FY 25 $80,000

FY 26 $80,000

FY 27-31 $400,000

Total $800,000

Operating Costs: The project will not have an operational impact on the City.

320

Transportation Relocation of Zone .C Headquarters City Council Goal – Civic 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 22 $1,086,910

FY 23 $1,258,090

FY 24 $0

FY 25 $0

FY 26 $0

FY 27-31 $0

Total $2,345,000

Operating Costs: The project will have an annual operating cost of $45,000 for utilities & staff beginning in FY24.

Pittmantown Road Over Mill Swamp City Council Goal – 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.

FY 22 $840,000

FY 23 $0

FY 24 $0

FY 25 $0

FY 26 $0

FY 27-31 $0

Total $840,000

Operating Costs: The project will not have an operational impact on the City.

321

Transportation Citywide Signal Timing

. City Council Goal – Transportation The project is for the development of new signal timings for corridors in need of updated coordinated signal timing plans. The project will be funded with 100% state funding.

FY 22 $140,000

FY 23 $230,000

FY 24 $0

FY 25 $0

FY 26 $0

FY 27-31 $0

Total $370,000

Operating Costs: The project will not have an operational impact on the City.

Freeman Mill Over Spivey Swamp City Council Goal – Transportation The project will replace an existing steel and timber structure with a single pre-stressed concrete voided slab with concrete abutments.

FY 22 $0

FY 23 $484,000

FY 24 $709,000

FY 25 $0

FY 26 $0

FY 27-31 $0

Total $1,193,000

Operating Costs: The project will not have an operational impact on the City.

322

Transportation

Seaboard Coastline Trail City Council Goal – Transportation The project will extend the Seaboard Coastline Trail, which is part of a planned 11 mile trail, including segments from Driver to Nansemond River High School, Moore Avenue to Suburban Drive, and from Pitchkettle Road to Kenyon Road. The project will be funded with state and local funding.

FY 22 $0

FY 23 $0

FY 24 $3,020,000

FY 25 $3,312,676

FY 26 $3,112,652

FY 27-31 $2,015,000

Total $11,460,328

Operating Costs: The project will not have an operational impact on the City.

Bike and Pedestrian Improvements City Council Goal – Transportation The project will implement sidewalk and roadway enhancements for bicycle and pedestrian modes of transportation as recommended in the City’s adopted Bike and Pedestrian Plan. The project will be funded with local funding.

FY 22 $0

FY 23 $0

FY 24 $0

FY 25 $0

FY 26 $0

FY 27-31 $500,000

Total $500,000

Operating Costs: The project will not have an operational impact on the City.

323

Transportation . Suffolk Traffic Operations Center City Council Goal – Transportation The project will provide funding to outfit a portion of the Public Works Operations Building on Carolina Road to function as a traffic operations center. The project will be funded with federal and local funds.

FY 22 $50,000

FY 23 $2,000,000

FY 24 $0

FY 25 $0

FY 26 $0

FY 27-31 $0

Total $2,050,000

Operating Costs: The project will not have an operational impact on the City.

Rt. 58 Improvements – Longstreet Lane to Holland Bypass City Council Goal – Transportation The project will provide for improvements along the Route 58 corridor between Longstreet Lane and the Holland Bypass. Improvements include installation of an R-CUT intersection and realignment of mainline. The project is anticipated to be funded with state and local funds.

FY 22 $0

FY 23 $0

FY 24 $0

FY 25 $3,500,000

FY 26 $11,030,737

FY 27-31 $0

Total $14,530,737

Operating Costs: The project will not have an operational impact on the City.

324

Transportation .

Downtown Railroad Warning System City Council Goal – Transportation The project will provide for upgrades to the downtown railroad warning system at North Main Street. Funding is programmed with federal funding.

FY 22 $0

FY 23 $150,000

FY 24 $500,000

FY 25 $0

FY 26 $0

FY 27-31 $0

Total $650,000

Operating Costs: The project will not have an operational impact on the City.

Citywide Signal System Upgrade City Council Goal – Transportation The project will provide for upgrades to the citywide signal systems at various locations to enhance safety. Funding is programmed with federal funding.

FY 22 $0

FY 23 $150,000

FY 24 $2,500,000

FY 25 $0

FY 26 $0

FY 27-31 $0

Total $2,650,000

Operating Costs: The project will not have an operational impact on the City.

325

Transportation .

Downtown Signal System Upgrade City Council Goal – Transportation The project will provide for upgrades to the downtown signal system to enhance safety throughout the downtown area. Funding is programmed with federal funding.

FY 22 $0

FY 23 $150,000

FY 24 $1,500,000

FY 25 $0

FY 26 $0

FY 27-31 $0

Total $1,650,000

Operating Costs: The project will not have an operational impact on the City.

Non-Median Break Intersections Improvements City Council Goal – Transportation The project will provide for improvements at nonmedian break intersections on Routes 58/13/460 and Military Highway. Funding is programmed with federal funding.

FY 22 $0

FY 23 $0

FY 24 $214,000

FY 25 $0

FY 26 $0

FY 27-31 $0

Total $214,000

Operating Costs: The project will not have an operational impact on the City.

326

CAPITAL IMPROVEMENTS PROGRAM & PLAN PUBLIC SCHOOLS FY 2022 - 2031

Public Schools Planned Expenditures Schools Major Repairs/Systems Replacement Northern Shores Elementary Addition College and Career Academy at Pruden Operations Facility JFK Middle Replacement - 800 student Kilby Shores Elem. Replc. - 800 student Elephant's Fork Elem. Replc. - 800 student Nansemond Parkway Elem. Replc. - 800 student Forest Glen Middle School Replc. - 800 student John Yeates Middle School Replc. - 800 student New Downtown Elem. School - 800 student New High School - 2,000 student

5 Year Summary Previous Funding * 10,950,000 5,000,000 -

Total

2021-2022

2022-2023

2023-2024

2024-2025

2025-2026

5 Year Subtotal

6-10 Year Subtotal

10 Year Total

3,575,000 -

3,575,000 6,285,800 -

3,575,000 6,285,800 2,120,000 -

3,575,000 4,091,600 -

3,575,000 20,980,000 -

17,875,000 12,571,600 27,191,600 -

17,875,000 12,997,720 2,120,000 21,038,400 32,542,000 32,542,000 32,542,000 44,944,000 48,230,000 32,542,000 59,360,000

35,750,000 12,997,720 2,120,000 12,571,600 48,230,000 32,542,000 32,542,000 32,542,000 44,944,000 48,230,000 32,542,000 59,360,000

3,575,000

9,860,800

11,980,800

7,666,600

24,555,000

57,638,200

336,733,120

394,371,320

5 Year Subtotal

6-10 Year Subtotal

10 Year Total

Public Schools Funding Sources

Previous Funding

2021-2022

2022-2023

2023-2024

2024-2025

2025-2026

New High School - 2,000 student Cash Proffers Schools Major Repairs/Systems Replacement Transfer from General Fund Schools Major Repairs/Systems Replacement Northern Shores Elementary Addition College and Career Academy at Pruden Operations Facility JFK Middle Replacement - 800 student Kilby Shores Elem. Replc. - 800 student Elephant's Fork Elem. Replc. - 800 student Nansemond Parkway Elem. Replc. - 800 student Forest Glen Middle School Replc. - 800 student John Yeates Middle School Replc. - 800 student New Downtown Elem. School - 800 student New High School - 2,000 student General Obligation Bonds

75,000 75,000 3,500,000 3,500,000

75,000 75,000 3,500,000 6,285,800 9,785,800

75,000 75,000 3,500,000 6,285,800 2,120,000 11,905,800

75,000 75,000 3,500,000 4,091,600 7,591,600

75,000 75,000 3,500,000 20,980,000 24,480,000

Total

3,575,000

9,860,800

11,980,800

7,666,600

24,555,000

Annual Operating Impact

2021-2022

2022-2023

2023-2024

2024-2025

2025-2026

Schools Major Repairs/Systems Replacement Northern Shores Elementary Addition College and Career Academy at Pruden Operations Facility JFK Middle Replacement - 800 student Kilby Shores Elem. Replc. - 800 student Elephant's Fork Elem. Replc. - 800 student Nansemond Parkway Elem. Replc. - 800 student Forest Glen Middle School Replc. - 800 student John Yeates Middle School Replc. - 800 student New Downtown Elem. School - 800 student New High School - 2,000 student

Total Operating Cost

956,053

375,000

750,000

57,263,200

335,402,067

392,665,267

57,638,200

336,733,120

394,371,320

327

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, as well as testing and abatement of potentially harmful substances, in Suffolk Public School facilities.

FY 22 $3,575,000

FY 23 $3,575,000

FY 24 $3,575,000

FY 25 $3,575,000

FY 26 $3,575,000

FY 27-31 $17,875,000

Total $35,750,000

Operating Costs: The project will not have an operational impact on Suffolk Public Schools.

Northern Shores Elementary Addition City Council Goal - Education The project will provide for the design and construction of additional space at Northern Shores Elementary School.

FY 22 $0

FY 23 $0

FY 24 $0

FY 25 $0

FY 26 $0

FY 27-31 $12,997,720

Total $12,997,720

Operating Costs: The projected annual operating costs for this project is $60,000 for utilities and insurance beginning in FY28.

328

Public Schools 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 22 $0

FY 23 $0

FY 24 $0

FY 25 $0

FY 26 $0

FY 27-31 $2,120,000

Total $2,120,000

Operating Costs: The project is not anticipated to result in significant new operating costs.

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 has been completed and houses 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 22 $0

FY 23 $6,285,800

FY 24 $6,285,800

FY 25 $0

FY 26 $0

FY 27-31 $0

Total $12,571,600

Operating Costs: The project is not anticipated to result in significant new operating costs.

329

Public Schools 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 22 $0

FY 23 $0

FY 24 $2,120,000

FY 25 $4,091,600

FY 26 $20,980,000

FY 27-31 $21,038,400

Total $48,230,000

Operating Costs: The project is not anticipated to result in significant new operating costs.

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 22 $0

FY 23 $0

FY 24 $0

FY 25 $0

FY 26 $0

FY 27-31 $32,542,000

Total $32,542,000

Operating Costs: The project is not anticipated to result in significant new operating costs.

330

Public Schools Elephant’s Fork Elementary School Replacement City Council Goal - Education The project will replace the Elephants Fork Elementary School with a new 800 student school. The existing school will be nearly 50 years old upon replacement. The new school will provide a modern learning environment for Suffolk students.

FY 22 $0

FY 23 $0

FY 24 $0

FY 25 $0

FY 26 $0

FY 27-31 $32,542,000

Total $32,542,000

Operating Costs: The project is not anticipated to result in significant new operating costs.

Nansemond Parkway Elementary School Replacement City Council Goal - Education The project will replace Nansemond Parkway Elementary School with a new 800 student school. The existing school will be nearly 50 years old upon replacement. The new school will provide a modern learning environment for Suffolk students.

FY 22 $0

FY 23 $0

FY 24 $0

FY 25 $0

FY 26 $0

FY 27-31 $32,542,000

Total $32,542,000

Operating Costs: The project is not anticipated to result in significant new operating costs.

331

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 22 $0

FY 23 $0

FY 24 $0

FY 25 $0

FY 26 $0

FY 27-31 $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 22 $0

FY 23 $0

FY 24 $0

FY 25 $0

FY 26 $0

FY 27-31 $48,230,000

Total $48,230,000

Operating Costs: The project is not anticipated to result in significant new operating costs.

332

Public Schools 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 22 $0

FY 23 $0

FY 24 $0

FY 25 $0

FY 26 $0

FY 27-31 $32,542,000

Total $32,542,000

Operating Costs: The projected annual operating cost of the new downtown elementary school is $3.5M for staffing, utilities, and operations and is outside of the 10 year CIP time period.

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 22 $0

FY 23 $0

FY 24 $0

FY 25 $0

FY 26 $0

FY 27-31 $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 and is outside of the 10 year CIP time period.

333

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334

CAPITAL IMPROVEMENTS PROGRAM & PLAN VILLAGE & NEIGHBORHOOD INITIATIVES FY 2022 - 2031

Village & Neighborhood Initiatives

5 Year Summary Previous Funding

2021-2022

2022-2023

2023-2024

2024-2025

2025-2026

5 Year Subtotal

6-10 Year Subtotal

10 Year Total

4,924,500 1,715,000 1,245,000

1,204,750 250,000 915,000

904,750 250,000 1,025,000

1,372,400 250,000 1,075,000

1,372,400 250,000 1,000,000

6,226,700 1,250,000 5,015,000

6,862,000 1,250,000 7,000,000

13,088,700 2,500,000 12,015,000

2,369,750

2,179,750

2,697,400

2,622,400

12,491,700

15,112,000

27,603,700

2021-2022

2022-2023

2023-2024

2024-2025

2025-2026

5 Year Subtotal

6-10 Year Subtotal

10 Year Total

Village & Neighborhood Improvements Open Space Improvements Downtown Implementation Plan Initiatives Transfer from General Fund Downtown Implementation Plan Initiatives General Obligation Bonds

1,204,750 250,000 815,000 2,269,750 100,000 100,000

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 -

12,391,700

15,112,000

27,503,700

Total

2,369,750

2,179,750

2,697,400

2,622,400

2021-2022

2022-2023

2023-2024

2024-2025

2025-2026

Village & Neighborhood Improvements Open Space Improvements Downtown Implementation Plan Initiatives

Total Operating Cost

Planned Expenditures Village & Neighborhood Improvements Open Space Improvements Downtown Implementation Plan Initiatives Total

Village & Neighborhood Initiatives Funding Sources

Annual Operating Impact

Previous Funding

100,000 12,491,700

15,112,000

100,000 27,603,700

335

Village and Neighborhood Initiatives Village & Neighborhood Improvements City Council Goal – 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 22 $1,204,750

FY 23 $904,750

FY 24 $1,372,400

FY 25 $1,372,400

FY 26 $1,372,400

FY 27-31 $6,862,000

Total $13,088,700

Operating Costs: The project will not have an operational impact on the City.

Open Space Improvements

FY 22 $250,000

FY 23 $250,000

FY 24 $250,000

City Council Goal – 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 25 FY 26 FY 27-31 Total $250,000 $250,000 $1,250,000 $2,500,000

Operating Costs: The project will not have an operational impact on the City. 336

337

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)

904,750

300,000

1,204,750

1,372,400

378,720

238,860

407,140

754,820

2024-2025

38,420

617,580

754,820

2023-2024

497,610

2022-2023

368,720

467,830

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 Street 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).)

29,780

2021-2022

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 streets include: N. Division Street, N. Lloyd Street and a Improvements 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

FY 2021 / 2022 Proposed Budget Request

September 18, 2020

VILLAGE & NEIGHBORHOOD IMPROVEMENTS

FY 2022 - 2031 CAPITAL IMPROVEMENTS PLAN

1,372,400

617,580

558,900

195,920

2025-2026

6,226,700

300,000

996,300

1,302,000

368,720

558,900

2,671,000

29,780

5 Year Subtotal 2022-2026

6,862,000

1,607,200

1,283,700

3,780,000

191,100

5 Year Subtotal 2027-2031

13,088,700

1,907,200

2,280,000

1,302,000

368,720

3,780,000

750,000

2,671,000

29,780

10 Year Total 20222031

338

Completed Improvements

339

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 SPACE & QUALITY of LIFE IMPROVEMENT PROJECTS (As Determined per Neighborhood Assessment Tool and Assessment of Other Specified Needs)

Community

FY 2022 - 2031 CAPITAL IMPROVEMENTS PLAN

250,000

2022-2023

250,000

2021-2022

250,000

2023-2024

250,000

2024-2025

FY 2021 / 2022 Proposed Budget Request

September 18, 2020

OPEN SPACE and QUALITY OF LIFE IMPROVEMENTS

250,000

2025-2026

1,250,000

5 Year Subtotal 2022-2026

1,250,000

5 Year Subtotal 2026-2030

2,500,000

10 Year Total 20222031

Village and Neighborhood Initiatives Downtown Implementation Plan Initiatives City Council Goal – 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 22 $915,000

FY 23 $1,025,000

FY 24 $1,075,000

FY 25 $1,000,000

FY 26 $1,000,000

FY 27-31 $7,000,000

Total $12,015,000

Operating Costs: The project will not have an operational impact on the City.

340

341

Project

September 18, 2020

150,000

100,000

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

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

1,025,000

915,000

Long-Term Opportunity Sites - To be determined based on future analysis of sites identified in Downtown Master Plan.

Future Projects - (To be determined)

TOTALS

Retail Market Study and Recruitment Strategy

25,000

250,000

500,000

2022-2023

65,000

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.

500,000

Main Street Streetscape - Begin funding, strategy development, engineering and design in Years 1-3; construction Years 4-5

2021-2022

1,075,000

25,000

250,000

300,000

500,000

2023-2024

FY 2021 / 2022 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 (As identified in the Downtown Suffolk Master Plan, adopted June 2018)

Community

FY 2022 - 2031 CAPITAL IMPROVEMENTS PLAN

1,000,000

500,000

2024-2025

DOWNTOWN IMPLEMENTATION PLAN INITIATIVES

1,000,000

500,000

2025-2026

5,015,000

1,000,000

115,000

100,000

600,000

700,000

2,500,000

5 Year Subtotal 2022-2026

7,000,000

1,000,000

5,000,000

1,000,000

5 Year Subtotal 2027-2031

12,015,000

2,000,000

5,000,000

115,000

100,000

600,000

700,000

3,500,000

10 Year Total 2022-2031

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342

Utility Fund

343

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344

CAPITAL IMPROVEMENTS PROGRAM & PLAN PUBLIC UTILITIES FUND FY 2022 - 2031

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

5 Year

6-10 Year

10 Year

Subtotal

Total

8,685,000

18,357,600

40,345,000

58,702,600

9,000,000

1,200,000

11,100,000

20,600,000

31,700,000

2,450,000

1,850,000

1,000,000

7,850,000

7,150,000

15,000,000

5,465,600

12,055,000

10,885,000

37,307,600

68,095,000

105,402,600

2021-2022

2022-2023

2023-2024

2024-2025

2025-2026

13,620,000

4,242,000

1,210,000

3,015,600

1,205,000

9,525,000

900,000

7,555,000

725,000

1,825,000

5,867,000

3,035,000

Funding

Subtotal Water Projects:

Sewer Projects Sanitary Sewer Extensions

1,150,000

300,000

900,000

600,000

1,500,000

Sanitary Sewer System Upgrades

29,291,000

9,000,000

6,500,000

7,150,000

7,000,000

36,650,000

35,000,000

71,650,000

Subtotal Sewer Projects:

9,300,000

6,500,000

7,450,000

7,000,000

7,300,000

37,550,000

35,600,000

73,150,000

Total Public Utilities Fund

15,167,000

9,535,000

12,915,600

19,055,000

18,185,000

74,857,600

103,695,000

178,552,600

2021-2022

2022-2023

2023-2024

2024-2025

2025-2026

Public Utilities Revenue Bonds

9,300,000

3,650,000

6,825,600

13,300,000

Transfer from Public Utilities Fund

5,867,000

5,885,000

6,090,000

5,755,000

Total Public Utilities Fund

15,167,000

9,535,000

12,915,600

2021-2022

2022-2023

300,000

Public Utilities Fund Funding Sources

Annual Operating Impact

Previous Funding

5 Year

6-10 Year

10 Year

Subtotal

Total

12,550,000

45,625,600

76,500,000

122,125,600

5,635,000

29,232,000

27,195,000

56,427,000

19,055,000

18,185,000

74,857,600

103,695,000

178,552,600

2023-2024

2024-2025

2025-2026

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

(323,000)

18,000

205,000

(335,000)

(120,000)

744,000

292,000

546,048

1,064,000

(323,000)

762,000

497,000

211,048

944,000

345

Water Projects Water Source Development and Water Treatment Plant Expansion

FY 22 $4,242,000

FY 23 $1,210,000

FY 24 $3,015,600

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 22 is programmed for water plant HVAC upgrades, Lake I and Chuckatuck Creek impound improvements, and water source development reservation charges. FY 25 FY 26 FY 27-31 Total $1,205,000 $8,685,000 $40,345,000 $58,702,600

Operating Costs: The project will not have an operational impact on the City.

Water Distribution & Transmission System Expansion City Council Goal – Civic 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 Executive Drive to Old Mill Creek. Funding in FY 22 is programed for the construction of the Wilroy Road 12-inch main. FY 22 $900,000

FY 23 $0

FY 24 $0

FY 25 $9,000,000

FY 26 $1,200,000

FY 27-31 $20,600,000

Total $31,700,000

Operating Costs: The project will not have an operational impact on the City. 346

Water Projects Water System Upgrades City Council Goal – 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 City’s water storage tanks. FY22 funding continues water service line replacements, water meter upgrades, water meter exceptions and provides water distribution system replacements in the Mahan Street/Day Street area.

FY 22 $725,000

FY 23 $1,825,000

FY 24 $2,450,000

FY 25 $1,850,000

FY 26 $1,000,000

FY 27-31 $7,150,000

Total $15,000,000

Operating Costs: The project will not have an operational impact on the City.

347

348

Water System Upgrades

Programmed Water Projects

Water Distribution & Transmission System Expansion

Programmed Water Projects

Water Source Development & Water Treatment Plant Upgrades

Programmed Water Projects

Projects

$2,450,000

2023-2024

Projects

2023-2024

Projects

Water Source Development Charge ($740,000)

EDR Membrane Replacement (C) ($2,275,600)

$3,015,600

2023-2024

Projects

$1,850,000

2024-2025

Projects

Southern Transmission Main Ph. I (Moores Farm Ln to Exeter Dr.) (C) ($9,000,000)

$9,000,000

2024-2025

Projects

Water Source Development Charge ($770,000)

Reids Ferry Well Upgrade & Crittenden Well Evaluation (D&C) ($435,000)

$1,205,000

2024-2025

Water Meter Upgrades ($300,000)

Water Meter Exceptions ($100,000)

Water Meter Exceptions ($200,000)

Water Tank Demolition (County St. Tank) ($250,000)

Water Service Line Replacements ($150,000)

Water Meter Exceptions ($100,000)

Water Meter Upgrades ($300,000)

Water Service Line Replacements ($150,000)

Water Meter Upgrades ($200,000)

Water Service Line Replacements ($150,000)

Neighborhood Replacements: Adams/Maple/Mulberry Sts. (D), Neighborhood Replacements: Neighborhood Replacements: PS 163 Service Area Ph 2 (D), Forest St. Upgrades (D), Forest St. Upgrades (C), PS 163 Mahan St./Day St. (C), Snead Adams/Maple/Mulberry Sts. (C), Service Area Ph 2 (C), and Dr./Torry Pines Ln. Service Old Town Syst. (C), and Downtown Water Improvements Upgrades (C), Old Town Syst. Downtown Water Imp. (D) (C) ($1,500,000) (D), & Downtown Water ($1,900,000) Upgrades (C) ($1,025,000)

Water Meter Upgrades ($300,000)

Water Service Line Replacements ($150,000)

Neighborhood Replacements: Mahan St./Day St. (D) ($75,000)

$1,825,000

2022-2023

Projects

$725,000

2021-2022

Wilroy Rd. 12-inch Main (Executive Dr. to Old Mill Creek) (C) ($900,000)

Projects

2022-2023

Projects

2021-2022

$900,000

Water Source Development Charge ($810,000)

Crumps Mill Pond Dam & Impoundment Improvements (D) ($400,000)

$1,210,000

Water Source Development Charge ($785,000)

Water Plant HVAC Upgrades (C) ($457,000)

Lake I & Chuckatuck Creek Impoundment Improvements (C) ($3,000,000)

$4,242,000

Projects

2022-2023

Projects

2021-2022

Water Meter Upgrades ($200,000)

Water Service Line Replacements ($250,000)

Neighborhood Replacements: Harrell Dr. Area Upgrades (D), and Downtown Water Improvements (C) ($550,000)

$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 ($685,000)

Crumps Mill Pond Dam & Impoundment Improvements (C) ($8,000,000)

$8,685,000

2025-2026

Projects

Water Meter Upgrades ($200,000)

Water Service Line Replacements ($250,000)

Neighborhood Replacements: Harrell Dr. Area Upgrades (C), and Downtown Water Improvements (C) ($900,000)

$1,350,000

2026-2027

Projects

2026-2027

Projects

Water Source Development Charge ($710,000)

WTWA Ground Water Permit Renewal (Permit Development) ($150,000)

$860,000

2026-2027

Projects

Capital Improvements Plan Utility Fund FY 2021-2022 through FY 2030-2031 Programmed Water Projects Projects

Projects

$9,500,000

2028-2029

Projects

Water Source Development Charge ($640,000)

$640,000

2028-2029

Projects

$1,450,000

2028-2029

Projects

$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 ($520,000)

Surface Water Treatment Plant 8 MGD Phase III C Expansion (C) ($36,000,000)

$36,520,000

2029-2030

Projects

$1,450,000

2030-2031

Projects

2030-2031

Projects

Water Source Development Charge ($555,000)

$555,000

2030-2031

Water Meter Upgrades ($200,000)

Water Service Line Replacements ($250,000)

Water Meter Upgrades ($200,000)

Water Service Line Replacements ($250,000)

Water Meter Upgrades ($200,000)

Water Service Line Replacements ($250,000)

Water Meter Upgrades ($200,000)

Water Service Line Replacements ($250,000)

Neighborhood Replacements: Neighborhood Replacements: Neighborhood Replacements: Neighborhood Replacements: Downtown Water Improvements Downtown Water Improvements Downtown Water Improvements Downtown Water Improvements (C) ($1,000,000) (C) ($1,000,000) (C) ($1,000,000) (C) ($1,000,000)

$1,450,000

2027-2028

Projects

RT 58 Supply Transmission RT 58 Supply Transmission Main (Rt. 460 to Kenyon Rd. Ph. Main (Rt. 460 to Kenyon Rd. Ph. 1 (C) ($10,000,000) 2 (C) ($9,500,000)

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 ($620,000)

WTWA Ground Water Permit Renewal (Permit Development) ($150,000)

Surface Water Treatment Plant 8 MGD Phase III C Expansion (D) ($1,000,000)

$1,770,000

2027-2028

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 22 $300,000

FY 23 $0

FY 24 $300,000

FY 25 $0

FY 26 $300,000

FY 27-31 $600,000

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 152 pump stations and 367 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 22 funding continues the MOM program, immediate find and fix repairs, electrical/mechanical upgrades to various pump stations, and funds sewer system upgrades to Peanut Park/Hall Place, and Cedar Hill Sewer replacements. FY 22 $9,000,000

FY 23 $6,500,000

FY 24 $7,150,000

FY 25 $7,000,000

FY 26 $7,000,000

FY 27-31 $35,000,000

Operating Costs: The project will not have an operational impact on the City.

Total $71,650,000 349

Sanitary Sewer System Upgrades

Programmed Sewer Projects

MOM Program (Sys. Maintenance Find & Fix Upgrades; Flow Monitoring) ($3,200,000)

MOM Program (Sys. Maintenance Find & Fix Upgrades; Flow Monitoring) ($3,200,000) MOM Program (Sys. Maintenance Find & Fix Upgrades; Flow Monitoring) ($3,200,000)

$6,800,000

MOM Program (Sys. Maintenance Find & Fix Upgrades; Flow Monitoring) ($3,200,000)

$6,650,000

2023-2024

Projects

Projects 2024-2025

MOM Program (Sys. Maintenance Find & Fix Upgrades; Flow Monitoring) ($3,200,000)

$7,000,000

2024-2025

Projects

Misc. Extensions (C) ($300,000)

$300,000

Projects 2025-2026

MOM Program (Sys. Maintenance Find & Fix Upgrades; Flow Monitoring) ($3,200,000)

$7,000,000

2025-2026

Projects

Projects 2026-2027

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

2026-2027

Projects

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

2027-2028

Projects

Projects 2028-2029

MOM Program (Sys. Maintenance Find & Fix Upgrades; Flow Monitoring) ($3,200,000)

$7,000,000

2028-2029

Projects

Misc. Extensions (C) ($300,000)

$300,000

Projects 2029-2030

MOM Program (Sys. Maintenance Find & Fix Upgrades; Flow Monitoring) ($3,200,000)

$7,000,000

2029-2030

Projects

Projects 2030-2031

Pump Station Elect. & Pump Station Elect. & Pump Station Maintenance Mech. Upgrades (C); PS Mech. Upgrades (C); Upgrades (C); Pearl & #17 Relocation (C); Peanut Park/Hall Pl. Sewer Peanut Park/Hall Pl. Pinner Sewer System Pump Station Maintenance Pump Station Maintenance Pump Station Maintenance Pump Station Maintenance Pump Station Maintenance Pump Station Maintenance Pinner& Pearl Sewer Syst. Syst. Upgrades Ph. 2 (C); Gravity Sewer System Ph Upgrades (C); and Upgrades (C); Downtown Upgrades (C); Downtown Upgrades (C); Downtown Upgrades (C); Downtown Upgrades (C); Downtown Upgrades (C); Downtown Upgrades (D); Peanut and Pump Station 1B Upgrades (C); PS #46 Downtown Sewer System Sewer System Upgrades Sewer System Upgrades Sewer System Upgrades Sewer System Upgrades Sewer System Upgrades Sewer System Upgrades Park/Hall Pl. Sewer Syst. Maintenance Upgrades (C) Upgrades (C); Cedar Hill Upgrades (D); and Vacuum (C & D) ($3,800,000) (C & D) ($3,800,000) (C & D) ($3,800,000) (C & D) ($3,800,000) (C & D) ($3,800,000) (C & D) ($3,800,000) Upgrades Ph. 2 (D); and ($3,800,000) Sewer Replacement (C) Syst. Pit Upgrades (C) Vacuum Syst. Pit ($5,800,000) ($3,950,000) Upgrades (C) ($3,300,000)

$6,975,000

$5,610,000

Projects 2022-2023

Projects 2021-2022

Projects

$300,000

2020-2021

Projects 2023-2024 Misc. Extensions (C) ($300,000)

$300,000

Sanitary Sewer Extensions

Projects 2022-2023

Misc. Extensions (C) ($300,000)

Projects 2021-2022

Programmed Sewer Projects

350

Stormwater

351

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352

CAPITAL IMPROVEMENTS PROGRAM & PLAN STORMWATER FUND FY 2022 - 2031

Stormwater Fund

5 Year Summary 5 Year Subtotal

6-10 Year Subtotal

10 Year Total

500,000 4,203,000 573,000 312,500 -

2,500,000 9,479,000 520,300 3,784,000 3,055,300 1,489,000 1,212,500 537,500

2,500,000 1,175,000 312,500 -

5,000,000 9,479,000 520,300 3,784,000 1,175,000 3,055,300 1,489,000 1,525,000 537,500

4,661,000

5,588,500

22,577,600

3,987,500

26,565,100

2023-2024

2024-2025

2025-2026

5 Year Subtotal

6-10 Year Subtotal

10 Year Total

664,000 664,000 560,000 560,000 500,000 606,000 364,000 560,000 482,300 275,000 2,787,300

1,000,000 1,000,000 500,000 2,224,000 1,000,000 1,000,000 1,195,000 312,500 135,000 6,366,500

1,223,000 1,223,000 500,000 1,223,000 1,000,000 312,500 402,500 3,438,000

2,101,500 2,101,500 500,000 2,101,500 573,000 312,500 3,487,000

950,300

4,011,300

7,366,500

4,661,000

5,588,500

Annual Operating Impact

2021-2022

2022-2023

2023-2024

2024-2025

2025-2026

Citywide Drainage Improvements Olde Towne Drainage Improvements Pughsville Drainage Improvements Seaboard Trail Ponding (Driver) Sadler Heights

Total Operating Cost

Previous Funding

2021-2022

2022-2023

2023-2024

2024-2025

2025-2026

500,000 156,300 294,000 -

500,000 606,000 364,000 1,784,000 482,300 275,000 -

500,000 2,224,000 2,000,000 1,000,000 1,195,000 312,500 135,000

500,000 2,446,000 1,000,000 312,500 402,500

950,300

4,011,300

7,366,500

2021-2022

2022-2023

Pughsville Drainage Improvements Miscellaneous Revenue Olde Towne Drainage Improvements Pughsville Drainage Improvements Seaboard Trail Ponding (Driver) State Transportation Funds Citywide Drainage Improvements Olde Towne Drainage Improvements Steeple Drive Drainage Improvements Pughsville Drainage Improvements Seaboard Trail Ponding (Driver) Woodrow South Suffolk Drainage Jefferson Street Drainage First Avenue Drainage Sadler Heights Transfer from Stormwater Fund

500,000 156,300 294,000 950,300

Total Stormwater Fund

Planned Expenditures Citywide Drainage Improvements Olde Towne Drainage Improvements Steeple Drive Drainage Improvements Pughsville Drainage Improvements Seaboard Trail Ponding (Driver) Woodrow South Suffolk Drainage Jefferson Street Drainage First Avenue Drainage Sadler Heights

1,170,000 350,000 1,250,000 75,000 -

Total Stormwater Fund

Stormwater Fund Funding Sources

Previous Funding

664,000

4,884,500

587,500

5,472,000

17,029,100

3,400,000

20,429,100

22,577,600

3,987,500

26,565,100

353

Stormwater Citywide Drainage Improvements City Council Goal – 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 22 $500,000

FY 23 $500,000

FY 24 $500,000

FY 25 $500,000

FY 26 $500,000

FY 27-31 $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 – 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 22 $0

FY 23 $606,000

FY 24 $2,224,000

FY 25 $2,446,000

FY 26 $4,203,000

FY 27-31 $0

Total $9,479,000

Operating Costs: The project will not have an operational impact on the City. 354

Stormwater Steeple Drive Drainage Improvements City Council Goal – Civic Engagement and Responsive City Services The project will provide for the design, right of way and construction of drainage improvements to relieve flooding along Steeple Drive in the Eclipse section of the City.

FY 22 $156,300

FY 23 $364,000

FY 24 $0

FY 25 $0

FY 26 $0

FY 27-31 $0

Total $520,300

Operating Costs: The project will not have an operational impact on the City.

Pughsville Drainage Improvements City Council Goal – 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 22 $0

FY 23 $1,784,000

FY 24 $2,000,000

FY 25 $0

FY 26 $0

FY 27-31 $0

Total $3,784,000

Operating Costs: The project will not have an operational impact on the City.

355

Stormwater Seaboard Trail Ponding (Driver) City Council Goal – 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 22 $0

FY 23 $0

FY 24 $0

FY 25 $0

FY 26 $0

FY 27-31 $1,175,000

Total $1,175,000

Woodrow South Suffolk Drainage City Council Goal – Civic Engagement and Responsive City Services The project will provide for the design, right of way and construction of drainage improvements to relieve flooding in the South Suffolk neighborhood and section of the City.

FY 22 $0

FY 23 $482,300

FY 24 $1,000,000

FY 25 $1,000,000

FY 26 $573,000

FY 27-31 $0

Total $3,055,300

Operating Costs: The project will not have an operational impact on the City. 356

Stormwater Jefferson Street Drainage City Council Goal – Civic Engagement and Responsive City Services The project will provide for the design, right of way and construction of drainage infrastructure to upgrade and relocate the stormwater system along Jefferson Street.

FY 22 $294,000

FY 23 $0

FY 24 $1,195,000

FY 25 $0

FY 26 $0

FY 27-31 $0

Total $1,489,000

Fifth Avenue Drainage City Council Goal – Civic Engagement and Responsive City Services The project will provide for the design, right of way and construction of drainage infrastructure to relieve flooding in the Broad Street section of the City.

FY 22 $0

FY 23 $275,000

FY 24 $312,500

FY 25 $312,500

FY 26 $312,500

FY 27-31 $312,500

Total $1,525,000

Operating Costs: The project will not have an operational impact on the City. 357

Stormwater Sadler Heights Drainage City Council Goal – Civic Engagement and Responsive City Services The project will provide for the design, right of way and construction of drainage infrastructure to relieve flooding in the Sadler Heights neighborhood.

FY 22 $0

FY 23 $0

FY 24 $135,000

FY 25 $402,500

FY 26 $0

FY 27-31 $0

Total $537,500

358

Transit Fund

359

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360

CAPITAL IMPROVEMENTS PROGRAM & PLAN TRANSIT FUND FY 2022 - 2031

TRANSIT Planned Expenditures

5 Year Summary Previous Funding *

5 Year Subtotal

6-10 Year Subtotal

10 Year Total

2021-2022

2022-2023

2023-2024

2024-2025

2025-2026

160,494 -

60,000 -

1,830,066 871,930

2,050,560 871,930

160,494

60,000

2,701,996

2,922,490

2021-2022

2022-2023

2023-2024

2024-2025

2025-2026

Transit Operations Facility College Drive Bus Pullout State/Federal Grant Funds Transit Operations Facility Transfer from Transit Fund Transit Operations Facility General Obligation Bonds

16,050 16,050 144,444 144,444 -

60,000 60,000 -

1,830,066 871,930 2,701,996 -

Total Transit Fund

160,494

60,000

2,701,996

2021-2022

2022-2023

2023-2024

2018-2019

2025-2026

Transit Operations Facility College Drive Bus Pullout

Total Operating Cost

Transit Operations Facility College Drive Bus Pullout

65,000

Total Transit Fund

TRANSIT Funding Sources

Annual Operating Impact

Previous Funding

5 Year Subtotal

6-10 Year Subtotal

2,778,046

144,444

2,922,490

10 Year Total

2,778,046 144,444 2,922,490

361

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 funds.

FY 22 $160,494

FY 23 $0

FY 24 $0

FY 25 $60,000

FY 26 $1,830,066

FY 27-31 $0

Total $2,050,560

Operating Costs: The project will not have an operational impact on the City.

College Drive Bus Pullout City Council Goal - Transportation This project provides for the construction of a bus turnout along south bound College Drive at Kroger within the existing grass median. Construction will consist of a raised concrete median, shelter, signage and traffic signal. The project will be funded with state funds.

FY 22 $0

FY 23 $0

FY 24 $0

FY 25 $0

FY 26 $871,930

FY 27-31 $0

Total $871,930

Operating Costs: The project will not have an operational impact on the City. 362

Fleet Fund

363

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364

CAPITAL IMPROVEMENTS PROGRAM & PLAN FLEET FUND FY 2022 - 2031

Fleet Fund

5 Year Summary 5 Year Subtotal

6-10 Year Subtotal

10 Year Total

2,175,000

12,325,000

14,500,000

2,175,000

12,325,000

14,500,000

2023-2024

2024-2025

2025-2026

5 Year Subtotal

6-10 Year Subtotal

10 Year Total

2,175,000 2,175,000

2,175,000

12,325,000

14,500,000

2,175,000

12,325,000

14,500,000

2021-2022

2022-2023

2023-2024

2024-2025

2025-2026

Replacement of Fleet Facilities

Total Operating Cost

Planned Expenditures

Previous Funding

2021-2022

2022-2023

2023-2024

2024-2025

2025-2026

2,175,000

2021-2022

2022-2023

Replacement of Fleet Facilities Transfer from Fleet Fund Replacement of Fleet Facilities General Obligation Bonds

Total Fleet Fund

Replacement of Fleet Facilities

125,000

Total Fleet Fund

Fleet Fund Funding Sources

Annual Operating Impact

Previous Funding

365

Fleet Fund Replacement of Fleet Facilities City Council Goal – Civic Engagement and Responsive City Services The project will provide for the relocation of the City’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 22 $0

FY 23 $0

FY 24 $0

FY 25 $2,175,000

FY 26 $0

FY 27-31 $12,325,000

Total $14,500,000

Operating Costs: The project will not have an operational impact on the City.

366

Information Technology Fund

367

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368

CAPITAL IMPROVEMENTS PROGRAM & PLAN INFORMATION TECHNOLOGY FUND FY 2022 - 2031

INFORMATION TECHNOLOGY Planned Expenditures Disaster Recovery-Data Center Backup Asset Management System Physical Security ERP Upgrade Internet Access Expansion

5 Year Summary Previous Funding *

2021-2022

250,000 -

250,000 250,000 500,000

Total Information Technology Fund

2022-2023

5 Year Subtotal

6-10 Year Subtotal

10 Year Total

250,000

2,000,000 500,000 1,250,000

1,200,000 1,900,000 1,250,000

2,000,000 1,200,000 500,000 1,900,000 2,500,000

750,000

250,000

3,750,000

4,350,000

8,100,000

2023-2024

2024-2025

2025-2026

5 Year Subtotal

6-10 Year Subtotal

10 Year Total

1,250,000

2,500,000

3,100,000

5,600,000

3,750,000

4,350,000

8,100,000

2023-2024

2024-2025

2025-2026

250,000 250,000

1,500,000 250,000

500,000 250,000

500,000

1,750,000

INFORMATION TECHNOLOGY Funding Sources

Previous Funding

2021-2022

2022-2023

Internet Access Expansion Transfer from General Fund Disaster Recovery-Data Center Backup Asset Management System Physical Security ERP Upgrade General Obligation Bonds

250,000 250,000 250,000 250,000

250,000 250,000 1,500,000 1,500,000

250,000 250,000 500,000 500,000

250,000 250,000 -

Total Information Technology Fund

500,000

1,750,000

750,000

250,000

Annual Operating Impact

2021-2022

2022-2023

2023-2024

2024-2025

2025-2026

Disaster Recovery-Data Center Backup Asset Management System Physical Security ERP Upgrade Internet Access Expansion

40,000 -

50,000 -

Total Operating Cost

40,000

50,000

369

Information Technology Fund 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 22 $0

FY 23 $0

FY 24 $1,500,000

FY 25 $500,000

FY 26 $0

FY 27-31 $0

Total $2,000,000

Operating Costs: The project will have a projected annual operating impact of $50,000 beginning in FY26.

Asset Management System City Council Goal – 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 22 $0

FY 23 $0

FY 24 $0

FY 25 $0

FY 26 $0

FY 27-31 $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 FY28. 370

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 22 $250,000

FY 23 $250,000

FY 24 $0

FY 25 $0

FY 26 $0

FY 27-31 $0

Total $500,000

Operating Costs: The project is anticipated to have a projected annual operating cost of $40,000 for maintenance beginning in FY24.

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 22 $0

FY 23 $0

FY 24 $0

FY 25 $0

FY 26 $0

FY 27-31 $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. 371

Information Technology Fund Internet Access Expansion City Council Goal – Civic Engagement and Responsive City Services The project will increase access to internet service to citizens in unserved/underserved areas of the City. Funding will be used to provide service drops, run service lines, and install other needed infrastructure such as wireless broadband to expand internet service capability to citizens that are not currently served by local internet service providers. Residents would be responsible for monthly service fees to the provider for service. FY 22 $250,000

FY 23 $250,000

FY 24 $250,000

FY 25 $250,000

FY 26 $250,000

FY 27-31 $1,250,000

Total $2,500,000

Operating Costs: The project will not have an operating impact on the City.

372

Cash Proffer Report

373

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374

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 $331,359 in FY20. The City also received additional cash proffers totaling $723,109 in FY 20192020 for public safety, schools, and transportation capital improvements.

Schools Public Safety Transportation

Amount Amount Amount Previous Received Appropriated Expended Years FY 20 FY 20 FY 20 3,085,694 $ 675,109 $ 331,359 $ 331,359 96,000 24,000 96,000 24,000 3,277,694 $ 723,109 $ 331,359 $ 331,359

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376

377

12,977,138 10,239,606 72,615,952 5,752,846 16,624,917 67,748,435 13,170,251 7,889,590 1,268,457 731,300 27,488,552 2,280,448 5,569,000 1,829,543 2,525,000 248,711,034 4.6% (6,745,127) 0 91,200,522 84,455,395 6.7¢ 1,012,492 $29,451,628

(0) (1,000,000) 92,200,522 91,200,522 0.0¢ 987,797 $29,750,000

202,617,950 8,506,478 27,910,832 2,930,647 0 241,965,907 1.7%

Projection 2023

12,599,163 9,941,365 70,500,924 5,585,287 16,140,696 65,775,180 12,786,651 7,659,796 1,231,512 710,000 26,627,732 890,021 5,591,950 1,776,255 0 237,816,531

197,676,049 8,299,003 27,910,832 2,930,647 1,000,000 237,816,531

Budget 2022

$27,140,512

9.5¢ 1,037,805

84,455,395 74,616,529

(9,838,867) 0

13,366,452 10,546,794 74,794,430 5,925,431 17,123,664 69,780,888 13,565,358 8,126,278 1,306,511 753,239 26,751,349 4,729,836 5,741,225 1,884,429 2,687,000 257,082,885 3.4%

207,683,399 8,719,140 27,910,832 2,930,647 0 247,244,018 2.2%

Projection 2024

Five Year Projection

26,584,080

12.4¢ 1,063,750

74,616,529 61,458,680

(13,157,850) 0

13,767,446 10,863,198 77,038,263 6,103,194 17,637,374 71,874,315 13,972,319 8,370,066 1,345,706 775,836 25,918,918 7,095,032 5,942,812 1,940,962 3,166,490 265,811,931 3.4%

212,875,484 8,937,119 27,910,832 2,930,647 0 252,654,081 2.2%

Projection 2025

28,471,639

14.5¢ 1,090,343

61,458,680 45,673,293

(15,785,388) 0

14,180,469 11,189,094 79,349,411 6,286,290 18,166,496 74,030,545 14,391,488 8,621,168 1,386,078 799,111 24,880,130 9,416,769 6,122,056 1,999,191 3,166,490 273,984,784 3.1%

218,197,371 9,160,546 27,910,832 2,930,647 0 258,199,397 2.2%

Projection 2026

Prepared by Davenport & Company LLC - May 7, 2021

(7) Value of 1¢ assumed to grow by 2.5% per year after FY 2022.

(6) Proposed capital funding figures (lines 25 & 27) are based on projection from the FY 2022 CIP. Updated projections will be prepared during FY 2023 budget development based upon updated expenditure assumptions.

(5) New Debt Service (line 24) consists of FY 2022-2026 General Government CIP bond issuances. 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 FY 2023 budget development based upon updated expenditure assumptions.

(4) Existing Debt Service (line 23) includes General Fund debt service net of payments on EDA HHS debt, Route 17 debt, the 2015 GO bonds and 2020A GO bonds issued for IT needs, the 2019A GO bonds issued for radio purchases, the 2015 GO and 2016A GO bonds issued for fleet purchases, the 2018 GO bonds issued to term out the 2015B Refuse BAN, the 2014 GO bonds issued for the Operations Center, and the 2020B GO bonds issued to refund the 2014 GO Operations Center bonds. The Existing Debt Service line item incorporates annual proffer revenues to offset debt service: $154,227 in FY 2022 per the proposed FY 2022 Operating & Capital Budget, a planning estimate of $148,500 in FY 2023, and a planning estiamte of $148,500 in FY 2024. Finally, the Existing Debt Service line item includes an estimated annual Bond Handling expenditure.

(3) All projected expenditures (i.e. FY 2022 and beyond) are based on the proposed FY 2022 budget. Updated projections for FY 2023 and beyond will be completed during development of the FY 2023 budget. For projection purposes, all expenditures assume 3% growth per year, except Debt Service, Cash Funded Capital, and the Operating Impact of CIP Projects, which are based on the FY 2022 CIP.

(2) Transfer of $1 million of Unassigned Fund Balance to Assigned Fund Balance to contribute to one-time capital funding.

TBD

16.1¢ 1,117,602

45,673,293 27,639,193

(18,034,100) 0

14,605,883 11,524,767 81,729,893 6,474,878 18,711,490 76,251,461 14,823,233 8,879,803 1,427,660 823,085 24,278,965 11,038,613 6,122,056 2,059,166 3,166,490 281,917,444 2.9%

223,652,305 9,389,560 27,910,832 2,930,647 0 263,883,344 2.2%

Projection 2027

(1) All projected revenues (i.e. FY 2022 and beyond) are based on the proposed FY 2022 budget. Updated projections for FY 2023 and beyond will be completed during development of the FY 2023 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 2022.

32 Appropriations from Unassigned Fund Balance 33 34 Projected Beginning Unassigned Fund Balance 35 Projected Ending Unassigned Fund Balance 36 37 Equivalent Real Estate Tax Impact (¢) (7) 38 Value of 1¢ 39 40 GO Bond Funded Projects per CIP

(2)

2 (1) 3 REVENUES 4 Local Tax Revenue 5 Fees and Charges 6 Intergovernmental (Commonwealth/Federal) 7 Fund Transfers (2) 8 Fund Balance Transfer for Capital (Unassigned FB) 9 Total Revenues 10 Annual Growth 11 (3) 12 EXPENDITURES 13 General Government 14 Judicial 15 Public Safety 16 Public Works 17 Health & Welfare 18 Education (Transfer to School Board) 19 Parks, Recreation & Cultural 20 Community Development 21 Other Public Service 22 Non-departmental (4) 23 Transfers to Debt Service (Existing Debt) (5) 24 Transfers to Debt Service (New Debt) (6) 25 Transfers to Capital Projects (Cash Funded) 26 Other Transfers (6) 27 Operating Impact - From CIP Projects 28 Total Expenditures 29 Annual Growth 30 31 Excess (Deficiency) Revenues over Expenditures

1 Fiscal Year Ended June 30 of

Projected Operating Budget City of Suffolk, Virginia

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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 funds 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 bond issuance 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

Bond Rating Aaa

Standard & Poor's

AAA

Fitch

AAA

Pursuant to the Constitution of Virginia, the City is authorized to issue bonds secured by a pledge of its full faith and credit and unlimited taxing power. There is no requirement in the Constitution, the Virginia Code, or the City Charter that the issuance of general obligation bonds be subject to the approval of voters of the City at referendum. The issuance of general obligation bonds is subject to a constitutional limitation of ten percent (10%) of the assessed value of taxable real property. The City’s Charter further limits the issuance of general obligation bonds to seven percent (7%) and the City’s Financial Policy further limits to four percent (4%) of the assessed value of taxable property. Policy Target Actual Debt as percentage of assessed value 4% 1.9% Debt as percentage of general government expenditures 10% 7.3% Utility Fund debt is subject to revenue coverage requirements in the City’s adopted financial policies. The net revenues of the Utility Fund should be at least 1.15 times the annual debt service requirement. The projected Utility Fund debt service coverage ratio for FY 2021-2022 is 1.15.

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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. The total debt service required in FY 2021-2022 is as follows:

*General Fund **Short-Term Obligations Route 17 Special Taxing District Fund Public Utility Fund Refuse Fund Road Maintenance Fund Stormwater Fund

Principal & Interest $27,671,980 2,563,450 398,460 25,472,272 165,500 1,326,220 23,863 $57,621,745

*Reflects new debt for FY22 of $29,750,000. **FY22 Budget reflects $378,450 interest expense, as opposed to the $2,435,000 of required principal for Fleet and Information Technology short-term obligations. It has been the City’s practice to use a conservative approach by budgeting for the greater of depreciation or principal consistent with the financial statement presentation basis. The adopted FY 22 budget includes depreciation expenses to adequately cover the $2,435,000 of required principal for short-term obligations.

The attached schedule provides an overview of the City’s total debt service and obligations.

380

City of Suffolk Long Term Debt Obligations June 30, 2020

Fiscal Year 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 2047

General Obligation Bonds Principal Interest 17,738,524 8,443,435 19,313,524 7,723,528 19,373,524 6,926,325 19,203,533 6,115,385 18,823,542 5,456,588 18,849,037 4,829,929 19,344,037 4,219,428 15,564,036 3,605,631 14,994,037 3,149,326 15,184,036 2,555,431 13,389,037 1,995,381 13,769,037 1,617,791 10,864,037 1,242,465 10,274,037 938,552 7,704,037 636,927 5,769,037 421,041 3,899,037 254,424 2,665,000 152,306 90,919 2,725,000 1,405,000 28,100 -

Total

250,851,084

60,402,912

Short-Term Obligations Principal Interest 2,185,000 372,500 1,450,000 263,250 995,000 190,750 1,045,000 141,000 1,095,000 88,750 680,000 34,000 7,450,000

1,090,250

Public Utility Bonds Principal Interest 13,620,512 11,739,760 14,145,512 11,214,972 14,690,512 10,671,776 15,241,503 10,126,322 15,710,495 9,660,516 16,235,000 9,174,677 16,490,000 8,671,834 16,980,000 8,231,323 17,475,000 7,739,713 17,820,000 7,237,128 18,195,000 6,732,245 18,695,000 6,237,445 19,195,000 5,735,396 19,805,000 5,195,509 20,395,000 4,611,938 21,025,000 3,959,281 21,765,000 3,246,524 22,405,000 2,516,026 18,060,000 1,833,492 18,830,000 1,142,996 7,275,000 665,081 5,020,000 423,583 4,060,000 253,488 3,090,000 134,556 2,290,000 50,547 750,000 8,250 379,263,535

137,214,380

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 - Debt Service - Information Technology, Suffolk Department of Finance City of Suffolk - Long Term Debt Service - Utility Fund, Suffolk Department of Finance

381

City of Suffolk Long Term Debt Obligations June 30, 2020

Fiscal Year 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 2047 Total

Route 17 Special Taxing District Principal Interest 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 35,636 130,000 27,194 135,000 23,294 140,000 19,244 140,000 14,694 145,000 10,144 150,000 5,250 3,015,673

703,100

Refuse Bonds Principal Interest 150,000 15,500 160,000 8,000 310,000

23,500

Road Maintenance Bonds Principal Interest 1,035,963 290,256 1,080,963 248,930 1,125,963 205,200 1,175,963 158,846 1,180,963 151,319 1,195,963 141,784 1,205,963 130,161 1,220,963 115,959 1,235,963 100,391 1,255,963 84,585 1,270,963 67,188 1,285,963 48,082 1,305,963 25,839 25,963 3,980 30,963 3,135 30,963 2,090 30,963 1,045 15,696,379

Stormwater Bonds Principal Interest 10,000 13,863 15,000 13,863 15,000 12,613 15,000 11,863 15,000 11,113 15,000 10,363 15,000 9,613 15,000 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 -

1,778,787

360,000

137,119

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

382

City of Suffolk Long Term Debt Obligations June 30, 2020

Fiscal Year 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 2047 Total

$ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $

Principal 35,018,654 36,448,654 36,487,673 36,973,673 37,122,673 37,277,673 37,362,673 33,904,999 33,855,000 34,414,999 33,015,000 33,910,000 31,530,000 30,275,000 28,155,000 26,850,000 25,720,000 25,095,000 20,810,000 20,235,000 7,275,000 5,020,000 4,060,000 3,090,000 2,290,000 750,000

Total Debt Service Interest 20,995,120 19,621,393 18,145,289 16,681,689 15,444,459 14,254,707 13,083,093 12,011,613 11,040,304 9,923,356 8,837,568 7,942,230 7,040,599 6,169,063 5,256,157 4,385,100 3,504,024 2,669,707 1,925,098 1,171,096 665,081 423,583 253,488 134,556 50,547 8,250

656,946,671

201,637,169

$ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $

Total 56,013,773 56,070,047 54,632,962 53,655,362 52,567,132 51,532,380 50,445,767 45,916,612 44,895,304 44,338,355 41,852,568 41,852,230 38,570,599 36,444,063 33,411,157 31,235,100 29,224,024 27,764,707 22,735,098 21,406,096 7,940,081 5,443,583 4,313,488 3,224,556 2,340,547 758,250 858,583,840

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,

385

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.

386

Parks and Recreation 

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 Riddick’s Folly House Museum and Seaboard Station Railroad Museum. The cemetery is an official site of the Virginia Civil War Trails program as it is the final resting place for many Confederate Generals and soldiers.

387

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.

388

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 2021-2022 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 Suffolk’s population is estimated at 94,960 residents, a slight increase over the previous year. Overall, Suffolk’s population has increased 11% over the last 10 years. Population Growth 2011 - 2020 96,000

94,960

94,000

92,000 90,000 88,000

86,000

85,692

84,000

82,000 80,000 2011

2012

2013

2014

2015

2016

2017

2018

2019

2020

Source: Weldon Cooper Center for Public Service

Building Permits The number of permits issued has trended higher due to increases in commercial and residential development over the last few years. Total Building Permits and Value Last Ten Fiscal Years Number Bldg. Permits Issued

Value of Permits

1,400

$900,000,000

$800,000,000

1,200

$700,000,000

1,000 $600,000,000 800

$500,000,000

600

$400,000,000

$300,000,000 400 $200,000,000 200

$100,000,000

FY11

FY12

FY13

FY14

FY15

Source: Annual Financial Report for FY 2020

FY16

FY17

FY18

FY19

FY20

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Median Household Income Median household income is estimated at $74,884, third highest in the Hampton Roads region and slightly below the State average ($76,456).

Source: U.S. Census Bureau, American FactFinder

Unemployment Rate The average annual unemployment rate has ranged from 2.9% to 9.4% in the last 10 years and generally followed the trends of state and federal unemployment. Suffolk’s unemployment rate increased in 2020 to 6.9% due to the COVID-19 pandemic, which was slightly higher than the state average (6.2%), but less than the national average of (8.1%).

Unemployment Rate 2011 - 2020 Suffolk

10.0%

Virginia

United States

9.0%

8.1%

8.0% 7.0%

6.9%

6.0%

6.2%

5.0% 4.0% 3.0% 2.0% 1.0% 0.0% 2011

2012

2013

2014

2015

2016

2017

2018

2019

2020

Source: Virginia Employment Commission

392

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 $.97 to $1.11 per $100 of assessed value.

Source: Suffolk Division 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. Real Estate Tax Rate Comparison $1.40 $1.20 $1.05 $1.00

$1.22

$1.24

$1.25

Newport News

Hampton

Norfolk

$1.30

$1.11

$.99

$0.80 $0.60 $0.40 $0.20 $0.00 Virginia Beach

Chesapeake

Suffolk

Portsmouth

Source: Suffolk Division of Budget and Strategic Planning

393

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

$4.33

$4.50

$3.00 $2.00 $1.00

$0.00

Source: Suffolk Division of Budget and Strategic Planning

Real Property – 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 2011 to $10 billion in FY 2020.

Total Assessed Value of Real Property Last Ten Fiscal Years $10,500,000,000

$10.0B $10,000,000,000

$9.7B $9.5B

$9,500,000,000 $9,000,000,000

$9.2B $9.1B

$8.8B $8.7B

$8.8B

$9.0B

$8.6B $8,500,000,000 $8,000,000,000 $7,500,000,000 FY11

FY12

FY13

FY14

FY15

FY16

FY17

FY18

FY19

FY20

Source: Annual Financial Report for FY 2020

394

Allocation of Real Property Values A comparison of real property values from FY 2009 to FY 2021 indicates that residential parcels as a percentage of the overall distribution of parcels by assessed value have decreased slightly from 75.9% to 75.0%. Agricultural parcels have declined from 4.6% to 3.9% and commercial parcels have slightly decreased from 18.8% to 17.2%. Multifamily parcels have increased from 1.2% to 3.9%. Distribution of Parcels by Assessed Value

Multifamily Agriculture Commercial Residential

FY 2009 1.2% 4.6% 18.8% 75.9%

FY 2021 3.9% 3.9% 17.2% 75.0%

Source: City Assessor

Major Real Property Tax Payers Taxpayer Centerpoint Properties Trust Target Corporation 116 Lakeview Parkway, LLC TowneBank QVC of Suffolk Inc. /CVN Distribution The Pergola Group GGT Hampton Roads VA Venture AT Suffolk VA SC LLC Lake Prince Center Inc. Boyd Suffolk GSA LLC

Taxable Assessed Value $64,234,300 60,794,100 56,034,100 40,994,600 40,778,500 39,628,300 38,050,000 33,799,600 33,776,300 32,852,800

Source: Annual Financial Report for FY 2020

395

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.

Property Tax Levies and Collections Last Ten Fiscal Years 160,000,000

140,000,000 120,000,000 100,000,000 80,000,000 60,000,000 40,000,000 20,000,000 0 FY11

FY12

FY13

FY14

Total Tax Levy

FY15

FY16

FY17

FY18

FY19

FY20

Current Tax Collections

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: Annual Financial Report for FY 2020

396

Size of City Government The FY 2021-2022 budget provides for 15.2 full-time positions per 1,000 citizens. After a decline in the number of full-time positions per 1,000 citizens in previous years, the number has increased along with an increase population. The proposed FY22 budget includes 48 new positions. Some of the proposed new positions include public safety employees for a new fire station and employees for a new recreation center.

Full-Time Positions Per 1,000 Citizens City of Suffolk Last Ten Fiscal Years 100,000

15.40 15.20 15.00 14.80 14.60 14.40 14.20

95,000 Population

90,000 85,000 80,000

Population

FTEs per 1,000 Citizens

Approved Positions Per 1,000 Citizens

Source: Suffolk Division 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 140,000,000 120,000,000 100,000,000

$97.3M

$103.0M

$105.1M $108.3M

$112.4M $118.2M

80,000,000 60,000,000 $54.1M

$54.4M

$56.4M

FY 17

FY 18

$30.4M

$61.4M

$62.8M

Local State/Federal/Other

40,000,000 20,000,000 0 FY 16

FY 19

FY 20

FY 21

Source: Suffolk Division of Budget and Strategic Planning

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Principal Employers Suffolk’s employment base is comprised of a diverse mix of business and industry with a workforce of over 33,000 employees. The top employers, excluding the City of Suffolk and Suffolk Public Schools, account for 7,944 employees and 24% of the City’s workforce.

Employer Navy Cyber Force Target Sentara Health Systems J-7 Joint Staff 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 Warehousing & Distribution Medical ModSim & Technology Warehousing & Distribution Retail Banking Food Service Distribution Food Processing Beverage Company

Employees 1,500 1,500 1,300 1,200 620 450 374 350 350 300 7,944

Source: Suffolk Department of Economic Development

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399

400

401

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402

CITY OF SUFFOLK FEE SCHEDULE FISCAL YEAR 2021-2022 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 2020-2021

Fiscal Year 2021-2022

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 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

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 One time penalty of 10% up to 10.00 Annual interest of 10%

Responsible Party Billed 50.00 50.00

50.00

* Prices consistent with neighboring airports. ** Fluctuates based on market conditions

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 Miscellaneous Bills Miscellaneous Bills FIRE & RESCUE On-Site Inspection Hazardous Materials Response 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

403

CITY OF SUFFOLK FEE SCHEDULE FISCAL YEAR 2021-2022 Fees

Fiscal Year 2020-2021

Fiscal Year 2021-2022

Fireworks Permit

150.00

Tent Permit

50.00

Above/below ground hazmat storage tanks installation < 499 gallons capacity

50.00 (each additional tank 25.00)

Private hydrant/water line Above/below ground hazmat storage tanks installation 500-2000 gallons capacity, removal of tanks or fill in place any capacity or storage/dispensing system

75.00

100.00

N/A

500.00

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

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

Permits

Inspection and Operational Permit Fees Site Plan Engineering Plan Review 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) 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 Courthouse Maintenance Fees Jail Admission Fee

404

CITY OF SUFFOLK FEE SCHEDULE FISCAL YEAR 2021-2022 Fees 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 2020-2021

Fiscal Year 2021-2022

$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

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

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 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

405

CITY OF SUFFOLK FEE SCHEDULE FISCAL YEAR 2021-2022 Fees 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 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 8pm (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 2020-2021

Fiscal Year 2021-2022

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

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

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)

406

CITY OF SUFFOLK FEE SCHEDULE FISCAL YEAR 2021-2022 Fees 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

Fiscal Year 2020-2021

Fiscal Year 2021-2022

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 N/A

150.00 25.00 per 15 minutes 25.00

25.00/hr

N/A

35.00/hr

N/A

75.00 125.00 20.00 per hour 25.00 100.00

25.00 150.00

50.00 per hour/Resident 62.50/hour/Non Resident 25.00 per 15 minutes 10.50 to 16.00 per hour 30.00 per hour per officer As noted in Leisure Guide

200.00 300.00/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

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 Hourly Rate 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 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

* 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 Previously Approved Conditional Use Permit Time Extension

840.00 plus 42.00 acre 1,050 plus 42.00 acre 1,050 plus 45.00 acre

840.00 plus 21.00 acre 840.00 plus 21.00 acre N/A

840.00 plus 21.00 acre 840.00 plus 21.00 acre 450.00

407

CITY OF SUFFOLK FEE SCHEDULE FISCAL YEAR 2021-2022 Fees Subdivision Plat Review Preliminary Subdivision Plat Amendment to Previously Approved Preliminary Subdivision Plat Minor Subdivision Plat Final Major Subdivision Plat Family Transfer Subdivision Plat Subdivision Determination Subdivision Variance Requests Engineering Plan Review Engineering Plan Review Resubmission/Revision for Engineering Plan Review Amendment to Previously Approved Engineering Plan Site Plan Review Site Plan Review Resubmission/Revision for Site Plan Review Amendment to Previously Approved Site Plan Site Plan Waiver Request Chesapeake Bay Preservation Area Review Resource Protection Area/Buffer Area Encroachment Review (Administrative Review) Resource Protection Area/Buffer Exception Request (Planning Commission Review) Resource Protection Area/Buffer Area Modification Request Resource Protection Area/Buffer Area Restoration Plan Review Retroactive Resource Protection Area/Buffer Area Restoration Plan Review Wetland Permit Request Wetland Board Review Wetlands Board After the Fact Wetland Mitigation Fee In-Lieu Historic and Cultural District Review Certificate of Appropriateness Requst (Administrative Review) After the Fact Certificate of Appropriatness Request (Administrative Review) Certificate of Appropriateness Requst (HLC Review) After the Fact Certificate of Appropriateness Request (HLC Review) Comprehensive Plan Amendment Comprehensive Plan Consistency Review Right-of-Way Street Abandonment and Vacation Right-of-Way Encroachment Request Street Name Change Request Borrow Pit Fees (Semi-Annual) Maps (each) Printed Map Products Maps-Specialized Map Production Services 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) 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) Temporary Power Release Inspection Commercial Power Release Inspection 1 - 99 amps Single Phase Fee (new) Single Phase Fee (change) Three Phase Fee (new) Three Phase Fee (change)

Fiscal Year 2020-2021

Fiscal Year 2021-2022

52.50 with 315.00 minimum 52.50 with 315.00 minimum 315.00 31.50 with 210.00 minimum 315.00 94.50 525.00

42.00 per lot with 210.00 minimum 157.50 157.50

630.00 plus 63.00 per acre 157.50 157.50 52.00

52.50

262.50 N/A N/A N/A

262.50 52.50 52.50 150.00

262.50 262.50 315.00 315.00 1% over market rate to purchase credits in an approved tidal 1% over market rate to purchase credits in an approved tidal wetlands bank wetlands bank 36.75 73.50 157.50 262.50 1,050.00 262.50 105.00 105.00 341.25 105.00 plus 0.24 per cubic yard of material removed 5.25 52.50 Hour

36.75 73.50 157.50 262.50 150.00 262.50 105.00 105.00 341.25 105.00 plus 0.24 per cubic yard of material removed N/A N/A

0.25 per sheet 0.50 per sheet 10.00 per sheet

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 N/A 66.00

56.00 2.00% 53.00 83.00 56.00 56.00 66.00

56.00 56.00 56.00 56.00

408

CITY OF SUFFOLK FEE SCHEDULE FISCAL YEAR 2021-2022 Fees 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) 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

Fiscal Year 2020-2021

Fiscal Year 2021-2022

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

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

409

CITY OF SUFFOLK FEE SCHEDULE FISCAL YEAR 2021-2022 Fees Pool Grounding Low Voltage (less than 50v) installation if permit required Repair Wiring, Apparatus, Fixtures Fire Prevention Permit Minimum State Levy Correction/Amending Permit Fee Extension of Permits Extra Inspections Trips (each) Fire Prevention Permit 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 non-required system Kitchen hood fire suppresion systems installation / alteration Fire sprinkler system new installation 11-20 w/calcs, alterations of 11-20 existing sprinkler heads not located in the most remote area involving new hydraulic calculations or removal of any sprinkler heads FM 200 clean agent system installation or alteration Fire alarm new installations or alterations that involve < 5 devices, that require battery calculations Spray paint booth installation / alteration Fire sprinkler systems installation or alteration that involve > 21sprinkler headsalarm systems new installations or alterations > 6 devices, that require Fire battery calculations Fire Alarm and Fire Suppression $0 - 5,000 5,001 - 6,000 Above 6,000 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) 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 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

Fiscal Year 2020-2021 61.00 N/A 56.00

Fiscal Year 2021-2022 61.00 59.00 56.00

59.00 2% 56.00 88.00 59.00 59.00 plus .005 of value

50.00

50.00 100.00

100.00 100.00

100.00 200.00 200.00

56.00 59.00 $56 plus $9.00 per $1,000

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 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 56.00 plus $4.00/10,000 gallons

56.00 56.00 plus $4.00/10,000 gallons 56.00

410

CITY OF SUFFOLK FEE SCHEDULE FISCAL YEAR 2021-2022 Fees 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 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 Demolition One to Two Family Residences Any Residential Accessory Structure

Fiscal Year 2020-2021

Fiscal Year 2021-2022

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

579.00 303.00 303.00 110.00

56.00 56.00 71.00

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

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

411

CITY OF SUFFOLK FEE SCHEDULE FISCAL YEAR 2021-2022 Fees Building Fees Residential New Construction Commercial New Construction Correction /Amending Permit Fee Extension of Permits Extra Inspection Trips (each) Additional/Alteration/Repair (Commercial & Residential) 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

Fiscal Year 2020-2021

Fiscal Year 2021-2022

.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

56.00

If Forwarded to Board of Zoning Appeals Written Determination by Zoning Administrator Junkyard Compliance Inspection (yearly) Temporary Use Permit

331.00 100.00 105.00 39.00

Temporary Signs Building Permits: Permit Issued No Inspections Completed

39.00

75%

Foundation Inspection Completed

50%

Framing & Foundation Inspection Completed

25%

Permit Issued No Inspections Completed

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%

102.00 408.00 1169.00 1,169.00 plus 4.00 per 1,000

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

Electrical Permits:

* All refunds subject to $15.00 processing Fee-no refunds will be issued for amounts less than $15.00

POLICE 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)

412

CITY OF SUFFOLK FEE SCHEDULE FISCAL YEAR 2021-2022 Fees Security Alarm Company Registration Renewal less than 50 alarm sites in Suffolk Security Alarm Company Registration Renewal 51+ alarm sites in Suffolk 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 Fingerprinting Photographs Chauffeur's License Solicitation Permit Concealed Weapon Permit Computer Generated Reports Certificate of Public Convenience 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)

Fiscal Year 2020-2021 100.00 100.00

Fiscal Year 2021-2022 100.00 100.00

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 $10 for first card, and $5 for additional cards 7.00 or cost whatever is greater 20.00 15.00 35.00 Cost, but not less than 15.00 $30.00 plus $20 for annual inspection or reinspection of each vehicle listed

Police Officer/$30 per hour, minimum 2 hours Supervisor/$35 per Police Officer/$30 per hour, minimum 2 hours Supervisor/$35 per hour, minimum 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 (Rates were frozen in FY21 at FY20 rates due COVID Pandemic) 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) (Rates were frozen in FY21 at FY20 rates due COVID Pandemic)

40.00

10.00 25.00 50.00 1.5 % per month with $0.50 minimum 100.00

250.00 500.00

9.71

10.31

4.84 199,026.00 200.00 1.25 x Meter Rate

4.84 176,896.00 200.00 1.25 x Meter Rate

48.55

51.55

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

413

CITY OF SUFFOLK FEE SCHEDULE FISCAL YEAR 2021-2022 Fees Meter Service Charge (per month) 5/8 and 3/4 inch meter (Rates were frozen in FY21 at FY20 rates due COVID Pandemic) 1 inch meter (Rates were frozen in FY21 at FY20 rates due COVID Pandemic) 1½ inch meter (Rates were frozen in FY21 at FY20 rates due COVID Pandemic)

Fiscal Year 2020-2021

Fiscal Year 2021-2022

11.25 (Billed at $0.370 per day per billing cycle)

12.75 (Billed at $0.419 per day per billing cycle)

28.15 (Billed at $0.925 per day per billing cycle)

31.90 (Billed at $1.048 per day per billing cycle)

56.25 (Billed at $1.850 per day per billing cycle)

63.75 (Billed at $2.096 per day per billing cycle)

2 inch meter (Rates were frozen in FY21 at FY20 rates due COVID Pandemic)

90.00 (Billed at $2.959 per day per billing cycle)

3 inch meter (Rates were frozen in FY21 at FY20 rates due COVID Pandemic)

168.75 (Billed at $5.548 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)

4 inch meter (Rates were frozen in FY21 at FY20 rates due COVID Pandemic)

286.25 (Billed at $9.411 per day per billing cycle)

318.75 (Billed at $10.480 per day per billing cycle)

6 inch meter (Rates were frozen in FY21 at FY20 rates due COVID Pandemic)

562.50 (Billed at $18.493 per day per billing cycle)

637.00 (Billed at $20.959 per day per billing cycle)

8 inch meter (Rates were frozen in FY21 at FY20 rates due COVID Pandemic)

900.00 (Billed at $29.589 per day per billing cycle)

1,020.00 (Billed at $33.534 per day per billing cycle)

10 inch meter (Rates were frozen in FY21 at FY20 rates due COVID Pandemic)

1,293.75 (Billed at $42.534 per day per billing cycle)

1,466.25 (Billed at $48.214 per day per billing cycle)

5/8 inch & 3/4 inch meter

2,000.00

1 inch meter 1½ inch meter

2,300.00 2,600.00

3,000.00 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 $100/month 400.00

7.27

36.35

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

Mobile Home Park (cost per unit)

3,900.00

Water Connection Charge (installed by city)

inch When 2the sizemeter 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 1½ 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) (Rates were frozen in FY21 at FY20 rates due COVID Pandemic) Sewer Usage Non Metered (per month 5 ccf) (Rates were frozen in FY21 at FY20 rates due COVID Pandemic) 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)

414

CITY OF SUFFOLK FEE SCHEDULE FISCAL YEAR 2021-2022 Fees Sewer Availability Charge (commercial) 5/8 and 3/4 inch meter

Fiscal Year 2020-2021

Fiscal Year 2021-2022

6,000.00

1 inch meter

14,800.00

1½ 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) Copies (color) (each)

0.20

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 Inspection Fee for Overtime Work at Developers Request Environmental Incentive - Water 5/8 and 3/4 inch meter 1 inch meter 1½ inch meter 2 inch meter 3 inch meter 4 inch meter Environmental Incentive - Sewer 5/8 and 3/4 inch meter 1 inch meter 1½ 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

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

$1,500 Base Fee plus $1.50/ for every foot of public water $1,500 Base Fee plus $1.50/ for every foot of public water & sewer mains beyond the initial 250 and does not include & sewer mains beyond the initial 250 and does not include pump station review fee pump station review fee $2,500 Base Fee plus $.15/ for every foot of public water & $2,500 Base Fee plus $.15/ for every foot of public water & sewer mains plus pump station review fee sewer mains plus pump station review fee $500/Submittal $500/Submittal 200.00 200.00 $2,000 per station $2,000 per station 300.00 300.00 $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 At Cost

$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 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 550.00 At Cost 125.00

>10 Devices $200 10>50 Devices $1,500 50< Devices $5,000 Defined by Permit

6.00/mo/ERU 2% of engineers cost estimate plus 2% of E&S bond estimate; $1,400 minimum $400/acre;$1,400 minimum not to exceed $8,000 At Cost

7.50/mo/ERU 2% of engineers cost estimate plus 2% of E&S bond estimate; $1,400 minimum $400/acre;$1,400 minimum not to exceed $8,000 At Cost

415

CITY OF SUFFOLK FEE SCHEDULE FISCAL YEAR 2021-2022 Fees Stormwater/E &S plan review Site Plan Review Fee

Engineering Plan Review Fee

Modification or Transfer of General Permit/Registration Statement for Discharges of Stormwater from Construction Activities Annual Maintenance fees for General or Individual Permits for Discharges of Stormwater from Construction Activities Minor Subdivision Plan Review Fee Major Subdivision Maintenance Agreement Review Fee Single Family E&S Site Plan Review Stormwater Maintenance Agreement Review Fee Storm Sandbags (Suffolk Residents Only) Pro Rata Share Fees Chowan Watershed Great Dismal Watershed James River Watershed 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 Bulk Refuse Service

Fiscal Year 2020-2021

Fiscal Year 2021-2022

Less than-10,000 sf of disturbance - $460 10,000-0.5 acre of disturbance -$835 Greater than 0.5 and up to 1.0 acre of disturbance- $1585 (Plans with disturbance greater than 1.0 acre shall add $250/additional acre of disturbance or any portion thereof) The following state fees shall be added accordingly >1.0-5.0 acres + $756 >5.0-10.0 acres + $952 >10.0-50.0 acres + $1,260 >50.00-100.00 acres + $1,708 >100.00 acres + $2,688

Plan Amendment = $350 Plan Amendment = $350 $1000 + $1/lf of roadway $1000 + $1/lf of roadway The following state fees shall be added accordingly The following state fees shall be added accordingly >1.0-5.0 acres + $756 >1.0-5.0 acres + $756 >5.0-10.0 acres + $952 >5.0-10.0 acres + $952 >10.0-50.0 acres + $1,260 >10.0-50.0 acres + $1,260 >50.00-100.00 acres + $1,708 >50.00-100.00 acres + $1,708 >100.00 acres + $2,688 >100.00 acres + $2,688 Plan Amendments = $350 Plan Amendments = $350 Fees shall be paid pursuant to Virginia Administrative Code Fees shall be paid pursuant to Virginia Administrative Code 9VAC25-870-825 9VAC25-870-825 Fees shall be paid pursuant to Virginia Administrative Code Fees shall be paid pursuant to Virginia Administrative Code 9VAC25-870-830 9VAC25-870-830 150.00 150.00 $750 per plat $750 per plat 290.00 290.00 150.00 150.00 3.00 3.00 958/acre 263/acre 632/acre

958/acre 263/acre 632/acre

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 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

13-24 CY bulk collection - after 12 free collections Evictions Bulk Refuse Service - Roll Off Weekdays Weekends * Does not include commercial refuse collection TRANSIT Fares-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)

416

CITY OF SUFFOLK FEE SCHEDULE FISCAL YEAR 2021-2022 Fees 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 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 Sturgis Charge Card Convenience Fees E-Check Convenience Fee

Fiscal Year 2020-2021 1.50 27.50 3.00

Fiscal Year 2021-2022 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

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

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%

2.5% of payment amount plus .30 transaction fee $1.50 per transaction

0.00 0.00

417

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.

418

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.

419

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. Destination Marketing Organization – The City’s tourism division which promotes Suffolk as a travel destination. 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.

420

Fiscal Year - A twelve-month period designated as the operating year for accounting and budgeting purposes in an organization. The City’s fiscal year begins July 1, and ends the following June 30. Fixed Assets - Assets of long-term character that are intended to continue to be held or used, such as land, buildings, machinery, furniture, and other equipment. Fleet Management Fund – The fund accounts for the financing of vehicles and the related maintenance, repairs and fuel costs of the City and allocates operating costs to the various departments or agencies using the equipment. Full Faith and Credit - A pledge of a government’s taxing power to repay debt obligations. Full-time Equivalent Position – The number of hours per year that a full-time employee is expected to work, usually 2080 hours. If there are two workers, each of whom works half that number of hours per year, the two workers together equal one full-time equivalent. Fund - A fiscal entity with revenues and expenses which are segregated for the purpose of carrying out a specific purpose or activity. Fund Balance - The excess of the assets of a fund over its liabilities. Fund Transfer - The movement of money between funds of the same governmental entity. Generally Accepted Accounting Principles - Uniform minimum standards for financial accounting and recording, encompassing the conventions, rules, and procedures that define accepted accounting principles. 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).

421

Intergovernmental Revenue - Funds received from Federal, State and other local government sources in the form of grants, shared revenues, or payments in lieu of taxes. Internal Control - The control or management of a government in accordance with the approved budget for the purpose of keeping expenditures within the limitation of available appropriations and resources. Internal Service Funds – These funds account for the financing of goods or services provided by one department to other departments or agencies of the City on a cost-reimbursement basis. The Internal Service funds for the City include Information Technology, Fleet Management, and Risk Management. Law Library Fund – The fund accounts for revenues and expenditures involving governmental grant programs. Levy - Imposition of taxes for the support of City activities. Line-item Budget - A budget prepared along departmental lines that focuses on what is to be bought. 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.

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Program - A group of related activities performed by one or more organizational units for the purpose of accomplishing a function for which the government is responsible. Proprietary Funds – Funds used to account for all assets, liabilities, equities, revenues, expenses, and transfer relating to the primary government’s business activities. The City maintains two different types of proprietary funds including 1) enterprise funds (public utilities, refuse, and stormwater) and 2) internal service funds (fleet, information technology, and risk management). Public Safety Answering Point – The emergency communications center that receives and processes 911 calls for the City. 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. Revenue Anticipation Notes – A short-term loan that is repaid from a named revenue source. 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 423

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 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 425

OSHA – Occupational Safety and Health Administration 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