Proposed FY2021-2022 Operating & Capital Budget by City of Suffolk, Virginia

CITY of SUFFOLK

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

City of Suffolk Proposed FY 21-22 Operating and Capital Budget Table of Contents:

Page

City Manager's Message Executive Summary by Fund Proposed Organizational Structure

i 1 27

General Operating Fund Revenue and Expense Summary General Government Judicial Public Safety Public Works Health & Welfare Education Parks & Recreation and Cultural Community Development Other Public Services Non Departmental

29 34 56 72 84 88 96 98 104 114 116

Capital Projects Fund

118

Special Revenue Funds Aviation Fund Transit Fund Downtown Business Overlay Taxing District RT. 17 Taxing District Road Maintenance Fund Grants Fund Law Library Fund

122 125 128 131 134 138 141

Debt Service Fund

144

Enterprise Funds Public Utilities Fund Stormwater Management Fund Refuse Services Fund

147 156 160

Internal Service Funds Fleet Fund Information Technology Fund Risk Management Fund

163 166 169

Component Unit School Fund

172

Appendix Appendix A - Personnel Summary By Fund Appendix B - Statistical Information, Charts, & Graphs Appendix C - 5 Year Growth Projections Appendix D - Summary of Reserve Funds Appendix E - Financial Policy Compliance Report Appendix F - Proposed Budget Ordinances and Resolutions

175 178 186 187 188 209

_____________ THIS PAGE INTENTIONALLY BLANK

City Manager’s Message

iii

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

Budget 2018-2019

Fund General Fund

213,191,824 $

Budget 2019-2020 219,040,993 $

Budget 2020-2021 225,099,449 $

Recommended Budget 2021-2022

Prior Yr. % Change

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%

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

71,223,777

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 $

698,039,695

Downtown Business Overlay District Route 17 Special Taxing District Grants Fund

Law Library Fund

Information Technology 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

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

Downtown Business Overlay Taxing District Fund

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 9,941,365 70,500,924 5,585,287 16,140,696 12,786,651 7,659,796 1,231,512 710,000 100,661,137 237,816,531

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

988,868 89,329 1,078,197

174,091 174,091

Projected Fund Balances - June 30, 2021

92,200,522

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

(1,000,000)

Projected Fund Balances - June 30, 2022

91,200,522

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

Projected Fund Balances - June 30, 2021

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

1,161,468

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

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

(167,720) $

993,748

Debt Service Fund

35,000 13,847 48,847

48,847 48,847

29,396,660 29,396,660

223,066

(13,847)

209,219

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

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

Fleet Mgmt. Fund

Information Technology Fund

- $ 150,000 55,841,777 65,000 15,167,000 71,223,777 $

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

13,844,606 13,844,606

- $ 25,216,181 50,000 4,509,639 25,472,272 15,975,685 71,223,777 $

- $ 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

(11,734,710)

(2,063,405)

11,501,826 $

26,182,983 $

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

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

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

Projected Fund Balances - June 30, 2021

15,744,882

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

(3,410,550)

Projected Fund Balances - June 30, 2022

Route 17 Taxing District Fund

12,334,332

Refuse Fund

1,989,160 1,989,160

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

3,446,284

10,212,680 165,500 302,897 10,681,077 3,321,333

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

(378,737) $

2,942,596

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

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

Projected Fund Balances - June 30, 2021

14,323,445

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

(2,710,037)

Projected Fund Balances - June 30, 2022

Stormwater Mgmt. Fund

11,613,408

Capital Projects Fund

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

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

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

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

4,316,303

(129,000) $

4,187,303

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

Schools Fund

660,129 660,129

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

152,133,097 47,706,203 2,380,700 1,060,000 1,615,186 122,983,840 2,617,000 888,100 156,721,988 32,754,621 121,984,435 30,000,000 25,194,523 698,039,695

55,868,071 9,990,211 80,390,501 79,377,802 40,383,181 16,140,696 200,359,863 14,338,651 10,029,546 5,196,506 8,553,486 55,426,745 121,984,435 698,039,695

Projected Fund Balances - June 30, 2021

186,220,227

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

(21,608,006)

Projected Fund Balances - June 30, 2022

164,612,221

City of Suffolk Proposed FY 2021-22 Operating and Capital Budget General Fund - Executive Summary Current R.E. Tax Rate: Proposed R.E. Tax Rate:

$ $

1.11 1.11

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

$ $

0.034

% Change

General Fund

Proposed Revenues:

237,816,531

5.6%

Proposed Expenditures:

237,816,531

5.6%

Unfunded Gap:

(0)

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.  Provides for 40 new FTEs: • Appraiser III • Deputy Assessor • Building Maintenance Technician • Assistant City Clerk • Admininstrative 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 Specialist II • Deputy Sheriff II • 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

TOTAL INCREASED SERVICE REQUIREMENTS:

6,556,948 (1,678) 179,400 70,472 164,900 220 2,078,682 (413,642) (7,188) 58,000 (27,764) (11,312) 18,951 15,228 17,500 5,680 27,775 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

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

Capital Projects Proposed Revenues:

60,673,312

Proposed Expenditures:

60,673,312

Unfunded Gap:

Increase / (Decrease) from Prior Fiscal Year:

5,032,576

Proposal 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 Proposed FY 2021-22 Operating and Capital Budget Aviation Facilities Fund- Executive Summary % Change

Aviation Proposed Revenues:

1,078,197

Proposed Expenditures:

1,078,197

Unfunded Gap:

Increase / (Decrease) from Prior Fiscal Year:

24,743

Proposal 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 Proposed FY 2021-22 Operating and Capital Budget Downtown Business Overlay Tax District Fund - Executive Summary

Current Tax Rate: Proposed Tax Rate:

$ $

0.105 0.105

Proposed Tax Rate Adjustment:

% Change

DBOD

Proposed Revenues:

174,091

Proposed Expenditures:

174,091

Unfunded Gap:

Increase / (Decrease) from Prior Fiscal Year:

612

Proposal 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 Proposed FY 2021-22 Operating and Capital Budget Law Library Fund - Executive Summary % Change

Law Library

Proposed Revenues:

48,847

15%

Proposed Expenditures:

48,847

15%

6,188

Unfunded Gap:

Increase / (Decrease) from Prior Fiscal Year:

Proposal 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 Proposed FY 2021-22 Operating and Capital Budget RT. 17 Tax District Fund - Executive Summary

Current Tax Rate: Proposed R.E. Tax Rate:

$ $

0.24 0.24

Proposed Tax Rate Adjustment:

RT. 17 Tax District

% Change

Proposed Revenues:

1,989,160

Proposed Expenditures:

1,989,160

Unfunded Gap:

Increase / (Decrease) from Prior Fiscal Year:

6,997

Proposal 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 Proposed FY 2021-22 Operating and Capital Budget Road Maintenance Fund - Executive Summary % Change

Road Maintenance

Proposed Revenues:

29,722,740

Proposed Expenditures:

29,722,740

Unfunded Gap:

Increase / (Decrease) from Prior Fiscal Year:

(0)

807,139

Proposal 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 Proposed FY 2021-22 Operating and Capital Budget Debt Fund - Executive Summary % Change

Debt

Proposed Revenues:

29,396,660

-1%

Proposed Expenditures:

29,396,660

-1%

Unfunded Gap:

Increase / (Decrease) from Prior Fiscal Year:

(277,696)

Proposal 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 Proposed FY 2021-22 Operating and Capital Budget Public Utilities - Executive Summary % Change

Public Utilities

Proposed Revenues:

71,223,777

17%

Proposed Expenditures:

71,223,777

17%

Unfunded Gap:

Increase / (Decrease) from Prior Fiscal Year:

(0)

10,184,578

Proposal Includes:  New customer revenue projection of 575 ERUs (Equivalent Residential Units)  The following rate structure adjustments are proposed 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

$ $ $ $ $

10.41 7.31 12.75 5,520 6,000

% Change 7% 1% 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 1.17

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

Current Monthly Fee per ERU: Proposed Monthly Fee per ERU:

$ $

6.00 7.50

% Change

Stormwater

Proposed Revenues:

7,937,478

19%

Proposed Expenditures:

7,937,478

19%

Unfunded Gap:

Increase / (Decrease) from Prior Fiscal Year:

(0)

1,276,772

Proposal 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 Proposed FY 2021-22 Operating and Capital Budget Transit Fund - Executive Summary % Change

Transit

Proposed Revenues:

2,431,160

26%

Proposed Expenditures:

2,431,160

26%

Unfunded Gap:

Increase / (Decrease) from Prior Fiscal Year:

499,451

Proposal 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 Proposed FY 2021-22 Operating and Capital Budget Refuse Fund - Executive Summary

Current Monthly Fee per Household: Proposed Monthly Fee per Household:

$ $

25.25 25.25

% Change

Refuse

Proposed Revenues:

10,681,077

Proposed Expenditures:

10,681,077

386,405

Unfunded Gap:

Increase / (Decrease) from Prior Fiscal Year:

Proposal 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 Proposed FY 2021-22 Operating and Capital Budget Grants Fund - Executive Summary % Change

Grants

Proposed Revenues:

660,129

Proposed Expenditures:

660,129

Unfunded Gap:

Increase / (Decrease) from Prior Fiscal Year:

Proposal Includes:  $660,129 in local cash match funds to leverage State and Federal grant opportunities for the City.

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

Fleet

Proposed Revenues:

13,949,849

-9%

Proposed Expenditures:

13,949,849

-9%

Unfunded Gap:

Increase / (Decrease) from Prior Fiscal Year:

(0)

(1,310,671)

Proposal 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 Proposed FY 2021-22 Operating and Capital Budget Information Technology Fund - Executive Summary

Information Technology

% Change

Proposed Revenues:

13,844,606

20%

Proposed Expenditures:

13,844,606

20%

Unfunded Gap:

Increase / (Decrease) from Prior Fiscal Year:

(0)

2,314,251

Proposal 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 Proposed FY 2021-22 Operating and Capital Budget Risk Fund - Executive Summary % Change

Risk

Proposed Revenues:

19,627,218

-2%

Proposed Expenditures:

19,627,218

-2%

Unfunded Gap:

Increase / (Decrease) from Prior Fiscal Year:

(0)

(315,843)

Proposal 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 Proposed FY 2021-22 Operating and Capital Budget School Operating Fund - Executive Summary % Change

Schools

Proposed Revenues:

196,784,863

Proposed Expenditures:

196,784,863

15,785,815

Unfunded Gap:

Increase / (Decrease) from Prior Fiscal Year:

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

Request Includes: Request : $

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

3,000,000

Recommended: $ 3,000,000

Operating Fund

Year to Year Comparative Data Adopted FY 21 Requested FY 22 Recommended 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

Director of Public Works

Director of Public Utilities

Director of Parks & Recreation

Director of Capital Programs & Facilities

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 Economic Development

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

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.

General Operating Fund

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

Revenue Type

2018-2019 Actual

2019-2020 Actual

2020-2021 Budget

2020-2021 Projected

Budget 2021-2022 % Recommended 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

112,020,650 $ 4,822,307 26,018,535 1,360,956

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 $

144,222,448 $

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

15,558,367 2,699,693 4,728,546 8,412,262 2,624,213 650,000 2,431,533 2,002,299 2,927 1,470,419 11,634,120

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 $

52,214,379 $ 196,436,827 $

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 1,314,715 72,419 126,459 1,555 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%

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

$ $

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

1,324,025 $

1,788,722 $

1,365,700 $

1,869,548 $

1,490,700

500,000 140,000 170,000

0% 0% 0%

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

510,627 144,773 179,572 $

834,973 $

466,986 137,700 175,620 780,306 $

500,000 140,000 170,000 810,000 $

466,986 108,820 175,620 751,426 $

810,000

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

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

3,031,452 $

1,510,441 856,822 217,471 7,563 58,959 34,560 16,536 4,675 2,707,027 $

400,000 400,000 217,471 20,000 100,000 34,560 4,675 1,176,706 $

371,746 140,585 217,471 20,000 66,242 34,560 4,518 4,675 859,797 $

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

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

1,176,706

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

2018-2019 Actual

Revenue Type

2019-2020 Actual

2020-2021 Budget

2020-2021 Projected

Budget 2021-2022 % Recommended Change

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

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

3,601,996 $

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 3,439,025 $

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 3,413,856 $

125,645 5,787 18,000 83,364 10,000 35,000 15,000 2,201,419 50,000 300,000 17,446 14,196 50 55,000 115,000 7,500 81,050 3,134,457 $

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%

3,464,703

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

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

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

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

993,402 $

382 11,199 700,129 1,623,061 8,057 2,342,828 $

3,000 1,000 6,000 700,000 275,000 7,000 992,000 $

1,000 14,682 432,833 (125,414) 7,000 330,101 $

721,000

-27%

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

$ $

150,489 425,079 204,056 696

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

780,319 $ 10,566,168 $

666,022 $ 11,723,929 $

100,000 496,537 100,000 500 697,037 $ 8,455,299 $

100,000 284,120 100,000 30,806 240 515,166 $ 7,460,495 $

100,000 435,394 100,000 500

0% -12% 0%

635,894 8,299,003

-9% -2%

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

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

14,011,120 $

22,364 515,958 125,561 3,074,828 10,169,730 186,349 14,094,789 $

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

22,364 515,958 125,561 3,074,828 10,169,730 186,349 96,768 14,191,558 $

25,000 450,000 125,000 3,200,896 10,169,730 175,000 14,145,626

0% 29% -4% 0% 0% 17% 1%

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

2018-2019 Actual

Revenue Type

2019-2020 Actual

2020-2021 Budget

Budget 2021-2022 % Recommended Change

2020-2021 Projected

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

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

2,994,760 $

982,206 902,739 172,010 198,441 114,417 511,466 2,881,278 $

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

1,065,744 980,485 188,983 219,529 47,586 569,695 3,072,022 $

1,125,098 1,041,253 229,865 269,531 51,702 554,471 3,271,920

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

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

$ $

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

1,602 33,067 2,726,971 1,631,877 4,807 391,057 113 86,512 322,355 167,486

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 $

5,365,847 $ 22,629,427 $

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

1,468 13,689 5,064,374 20,000

5,107,404 20,000

1% 0%

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

5,946,341 $

5,434,916 $

5,084,374 $

5,099,531 $

5,127,404

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

TOTAL OTHER REVENUE

2,443,701 $

2,695,930 $

3,907,451 $

2,907,451 $

3,930,647

TOTAL REVENUES

220,351,982 $

230,187,133 $

225,099,449 $

234,533,731 $

237,816,531

-6% 358% 38% 3% -1% 13% -26% 0% 33% 1% 5.6%

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

2019-2020

2020-2021

2021-2022

Actual

Budget

Exp To Dec

Exp

Request

Incr

2021-2022

Recommended Change

GENERAL GOVERNMENT City Council

191,683

41% $

533,303

13%

1,041,615

1,045,939

1,107,984

583,944

53%

1,111,231

1,188,483

338,021

350,677

352,847

173,146

49%

352,848

371,289

City Attorney

1,045,437

1,130,275

1,163,969

648,240

56%

1,353,606

16%

1,215,582

Human Resources

1,062,910

911,738

1,045,276

491,219

47%

1,567,794

50%

1,403,659

34%

Commissioner of the Revenue

1,064,261

1,096,734

1,105,344

532,851

48%

1,153,161

1,208,108

Assessor

1,677,047

1,717,395

1,858,196

836,359

45%

2,190,645

18%

2,047,026

10%

Treasurer

1,523,710

1,610,700

1,644,388

806,361

49%

1,685,479

1,756,182

Finance

1,434,164

1,491,931

1,583,291

832,920

53%

1,664,462

1,736,055

10%

Purchasing

318,606

320,148

331,989

168,987

51%

332,259

360,212

Registrar

505,640

568,747

693,851

464,742

67%

764,849

10%

779,263

12%

10,405,231 $

10,660,875 $

11,358,194 $

12,599,163

11%

City Manager Budget & Strategic Planning

Total General Government

393,821 $

416,591 $

471,059 $

5,730,454

50% $

560,470

12,736,804

19% $

12% $

JUDICIAL Circuit Court Judges

206,483

210,355

211,962

104,680

49%

215,462

222,334

General District Court

68,143

60,369

82,585

9,970

12%

107,085

30%

93,585

13%

Magistrate's Office

15,929

14,775

21,161

7,050

33%

19,061

-10%

18,061

-15%

Juvenile & Domestic Relations Court

12,393

10,852

17,560

5,463

31%

20,460

17%

17,560

728,821

965,119

973,435

441,382

45%

973,435

Clerk of the Circuit Court

1,525,332

1,620,656

1,603,590

813,983

51%

1,649,647

1,731,809

Sheriff

2,960,419

2,965,715

2,948,345

1,460,137

50%

3,136,614

3,265,098

11%

Commonwealth's Attorney

3,245,364

3,390,747

3,488,818

1,720,876

49%

3,515,730

3,619,483

8,762,884 $

9,238,589 $

9,347,456 $

4,563,541

49% $

9,637,494

3% $

9,941,365

Court Services Unit

Total Judicial

PUBLIC SAFETY Police Police - Emergency Communications Animal Shelter Management Fire and Rescue Fire and Rescue - Emergency Management Western Tidewater Regional Jail Total Public Safety

23,742,763

23,949,860

25,514,388

11,185,969

44%

25,963,403

27,609,540

1,932,577

1,825,246

1,990,725

934,332

47%

2,229,233

12%

2,094,905

989,215

891,313

957,257

416,680

44%

1,009,044

995,111

31,302,424

33,415,702

32,309,162

15,216,255

47%

33,781,700

35,290,471

10,860

6,969

18,267

2,632

14%

21,267

16%

18,267

4,424,060

4,297,658

4,492,631

2,246,316

50%

4,492,631

70,500,924

62,401,899 $

64,386,748 $

65,282,430 $

30,002,184

46% $

67,497,278

3% $

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

950,825

905,883

1,051,908

509,746

48%

1,048,783

1,082,753

4,035,455

4,107,761

4,463,896

1,963,390

44%

4,508,674

4,502,534

4,986,281 $

5,013,643 $

5,515,804 $

2,473,136

45% $

5,557,457

1% $

5,585,287

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

2019-2020

2020-2021

2021-2022

Actual

Budget

Exp To Dec

Exp

Request

Incr

10,695,479

11,115,294

11,754,552

4,844,163

41%

12,088,530

12,058,083

1,803,879

2,352,353

2,507,538

779,424

31%

2,507,537

2,512,554

Western Tidewater Health District

840,000

895,655

920,000

460,000

50%

1,095,655

19%

1,095,655

19%

Western Tidewater Community Service Board

295,210

307,330

363,021

181,511

50%

474,404

31%

474,404

31%

13,634,568 $

14,670,632 $

15,545,111 $

60,353,259

58,106,679

62,775,180

60,353,259 $

58,106,679 $

62,775,180 $

Recommended Change

HEALTH & WELFARE Social Services Children's Services Act

Total Health & Welfare

6,265,098

40% $

16,166,126

4% $

16,140,696

29,513,075

47%

65,775,180

29,513,075

47% $

65,775,180

5% $

65,775,180

EDUCATION Transfer to School Operating - Local Support Total Education

PARKS, RECREATION & CULTURAL Parks and Recreation - Administration

2,597,283

2,666,361

2,827,713

1,253,225

44%

2,928,798

2,831,249

Parks and Recreation - Parks, Gateways & Maintenance

3,049,399

2,939,121

2,992,774

1,240,439

41%

3,160,273

3,329,473

11%

Parks and Recreation - Recreation

2,536,189

2,221,082

2,331,978

987,758

42%

3,052,956

31%

2,954,337

27%

Library

3,132,289

3,309,874

3,376,267

1,643,982

49%

3,869,325

15%

3,671,591

5,125,404

44% $

12,786,651

11%

Total Parks, Recreation & Cultural

11,315,160 $

11,136,438 $

11,528,733 $

13,011,352

13% $

COMMUNITY DEVELOPMENT Planning and Community Development

3,642,211

3,908,282

4,533,507

1,809,465

40%

5,610,174

24%

4,889,188

Economic Development

1,007,989

925,108

1,099,100

658,382

60%

1,113,599

1,139,447

Tourism

685,785

647,376

768,395

339,700

44%

786,661

761,317

-1%

Media and Community Relations

747,739

755,247

821,002

387,177

47%

869,101

800,156

-3%

17,285

36,211

69,688

14,388

21%

69,688

6,101,008 $

6,272,224 $

7,291,692 $

1,032,762

1,068,747

1,242,101

1,032,762 $

1,068,747 $

1,242,101 $

Virginia Cooperative Extension Service Total Community Development

3,209,112

44% $

8,449,223

16% $

7,659,796

700,811

56%

1,909,229

54%

1,231,512

-1%

700,811

56% $

1,909,229

54% $

1,231,512

-1%

-17%

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

402,177

47%

710,000

-17%

710,000

34,135,481

32,139,012

34,360,276

14,045,962

41%

34,924,033

34,885,957

34,811,324 $

32,733,998 $

35,212,748 $

14,448,139

41% $

35,634,033

1% $

35,595,957

45% $ 236,374,176

5% $

237,816,531

5.6%

Total Non-departmental

Total General Fund Expenditures

$ 213,804,376 $ 213,288,575 $ 225,099,449 $ 102,030,954

_____________ 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%

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

2020-2021 Exp to Dec

% Exp

2021-2022 Requested

% 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

133,885 10,061 2,329 957 0 26,677 8,024 26 3,270 95 50 3,205 1,338 442 1,325 -

50% 0% 44% 13% 50% 0% 50% 50% 3% 41% 1% 10% 64% 27% 88% 25% 0%

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

393,821

416,591

471,059

191,683

41%

560,470

29% $ -100% 26% 55% 55% 300% 0% 0% 0% 0% 0% 20% 200% 0% 0% 0% 0% 19%

2021-2022 Recommended

% Change

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%

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

1 -

2021-2022 Recommended 1 7 1 1 1

2021-2022 Requested

1 7 1 1 1

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 12% per City Financial Policies Jobs created Private Investment

FY 20 Actual Aaa AAA AAA 19.2% 2,530 $318.6M

FY 21 Projected

FY 22 Estimated

Aaa AAA AAA 22.8% 1,200 $75.5M

Aaa AAA AAA 22.5% 1,000 $70.0M

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

2020-2021 Exp to Dec

% Exp

2021-2022 Requested

% Change

2021-2022 Recommended

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

432,399 700 5,598 24,809 44,493 4,287 9,200 19,756 32,729 6 4,955 312 (190) 1,444 3,447

59% 42% 45% 49% 44% 15% 50% 0% 50% 6% 47% 0% 3% -7% 58% 0% 24%

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

1,041,615

1,045,939

1,107,984

583,944

53%

1,111,231

1,188,483

% Change 9% 0% 9% 9% 9% 0% 31% 0% -17% 0% 0% 0% 0% 97% 20% 0% 0% 7%

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 Recommended 1 1 1 1

1 2

2021-2022 Requested

1 2

1 2 1

1 1 1 1

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%

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

2020-2021 Exp to Dec

% Exp

2021-2022 Requested

% Change

2021-2022 Recommended

% 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

124,374 9,087 15,322 1,647 7,876 12,044 261 295 495 499 1,248

51% 48% 50% 50% 0% 50% 50% 0% 19% 15% 41% 33% 0% 23%

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

173,146

49%

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 Recommended

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

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

2020-2021 Exp to Dec

% Exp

2021-2022 Requested

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

429,832 3,000 28,759 50,192 5,380 40,372 1,998 26,770 36,222 913 6,528 3,433 3,151 2,604 4,067 5,019

54% $ 47% 50% 50% 807% 50% 0% 50% 50% 61% 67% 23% 56% 52% 81% 42%

1,045,437

1,130,275

1,163,969

648,240

56%

% Change

2021-2022 Recommended

% Change

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%

1,353,606

16%

1,215,582

Personnel Summary

Range

144 135/138/140 130 127 124 120

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

Number of Full-Time Positions

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 Recommended 1 1 4 1 1 2 1

1 1 3 1 1 2 9

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

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

2020-2021 Exp to Dec

% Exp

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 -

258,316 19,805 20,783 30,201 3,264 6,625 16,374 27,209 249 61,444 28,184 444 3,951 2,774 6,459 3,471 86 1,580 -

50% 61% 50% 47% 48% 22% 17% 5% 50% 50% 13% 32% 15% 0% 26% 43% 0% 30% -

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

491,219

47%

1,567,794

2021-2022 Recommended

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 144 138 137 137 135 135 135 135 130/133 133 130/133 130 122 121

Director of Human Resources Assistant Director of Human Resources Employee Relations Manager HRIS Manager Employee Experience Manager Training Manager Talent Acquisition & Compensation Manager Human Resources Manager Employee Relations Consultant I-II Senior Human Resources Generalist Talent Acquisition Consultant I-II Human Resources Generalist Human Resources Assistant Executive Secretary

Number of Full-Time Positions

2018-2019 Actual

2019-2020 Actual

2020-2021 Budget

1 1

1 1 -

1 -

2 2

1 -

2 -

1 1

2 1

2021-2022 Recommended 1 1 1 1 1

2021-2022 Requested

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

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

2020-2021 Exp to Dec

% Exp

2021-2022 Requested

% Change

2021-2022 Recommended

% 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 -

324,243 6 11,979 24,907 40,600 4,059 20 39,250 48,092 6,332 2,380 548 1,305 23,065 815 5,250 -

49% 38% 47% 49% 46% 0% 6% 50% 50% 44% 31% 8% 65% 66% 45% 28% -

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

532,851

48%

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 Recommended

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.

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

FY 20 39,809 2,819 $259,000 199

FY 21 40,332 2,859 $269,900 152

FY 22 40,627 3,255 $295,000 52

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

2020-2021 Exp to Dec

% Exp

2021-2022 Requested

% Change

2021-2022 Recommended

% 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

515,199 6 14,030 39,446 62,286 7,280 243 209 84,080 11,158 78,341 1,070 4,408 3,919 3,255 1,171 357 2,908 450 6,544

46% 22% 0% 44% 45% 49% 3% 27% 50% 44% 50% 5% 32% 20% 65% 21% 36% 83% 50% 55%

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

836,359

45%

2,190,645

18%

2,047,026

10%

53500 - Printing and Binding: Assessment notices. Personnel Summary

Range

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

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

Number of Full-Time Positions

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 Recommended

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 Number of online payments processed Debt Set-Off: Number of claims filed Value of claims submitted Amount of claims collected

FY 20 Actual

FY 21 Projected

FY 22 Estimated

99% 97% 99% 93% 98% 52,000

99% 97% 98% 94% 98% 65,000

$33,214 $1,300,000 $1,080,000

$35,000 $1,800,000 $1,000,000

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

2020-2021 Exp to Dec

% Exp

2021-2022 Requested

% Change

2021-2022 Recommended

% 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 -

468,712 89 15,914 36,224 57,493 7,176 64 585 47,254 5,486 68,132 72,966 5,000 2,205 700 3,907 5,039 2,675 6,741 -

49% 50% 48% 48% 56% 6% 20% 50% 55% 50% 63% 39% 24% 32% 26% 87% 16% 23% -

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

806,361

49%

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 Recommended 1 1 1 1

1 1 1 1 1 3 1 4 3

2021-2022 Requested

1 -

4 3

1 1 1 1 1 3 1 3 4

1 1 1 3 -

FINANCE 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

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

2020-2021 Exp to Dec

% Exp

2021-2022 Requested

% 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

424,171 262 30,946 51,466 4,130 56,907 103,698 42,916 3,333 40,757 60,136 3,214 2,514 435 880 3,495 200 3,460

46% $ 0% 43% 45% 34% 161% 74% 23% 50% 50% 41% 34% 4% 55% 79% 32% 33%

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

1,434,164

1,491,931

1,583,291

832,920

53%

1,664,462

2021-2022 Recommended

10% $ -100% 6% 10% 10% 0% 0% 0% 0% 0% 0% 0% 23% 62% 0% 0% 0% 5%

% Change

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%

1,736,055

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 1 1 1 3 1 1 3

2 1 2 2 1

2 -

2021-2022 Recommended

1 1 1 3 1 1 3 -

3 2 1

2 2 1

PURCHASING DESCRIPTION The Division of Purchasing provides a centralized system for the management of public funds expended for the procurement of materials, supplies, equipment, professional consulting and other services, and construction. The Division also provides for the transfer or disposal of surplus property and administers the City’s purchasing card program. 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

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

2020-2021 Exp to Dec

% Exp

2021-2022 Requested

% 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

110,519 8,251 13,532 1,454 279 7,876 16,028 40 760 355 6,927 1,506 1,460

52% 51% 51% 51% 14% 50% 50% 8% 25% 7% 96% 56% 0% 28%

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

318,606

320,148

331,989

168,987

51%

332,259

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

2021-2022 Recommended

% Change

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%

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 Recommended

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

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

2020-2021 Exp to Dec

% Exp

2021-2022 Requested

% Change

2021-2022 Recommended

% 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 -

77,799 15,691 31,879 145,082 15,754 9,090 983 69,184 1,859 15,226 13,153 31,127 1,364 1,114 3,000 180 26,946 5,312 -

53% $ 100% 61% 50% 50% 50% 115% 65% 50% 50% 54% 9% 25% 77% 0% 47% 225% 51% -

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

464,742

67%

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 Recommended

1 1 1

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

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

2020-2021 Exp to Dec

% Exp

2021-2022 Requested

% 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

77,701 5,580 9,565 1,028 8,027 838 1,097 566 95 185

51% 48% 50% 50% 0% 50% 70% 28% 21% 47% 16%

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

206,483

210,355

211,962

104,680

49%

215,462

2021-2022 Recommended

0% $ 0% 0% 0% 0% 0% 0% 0% 0% 250% 0% 2%

% Change

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%

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 Recommended

1 1

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

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

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

82,585

2020-2021 Exp to Dec

% Exp

2021-2022 Requested

2,916 120 1,960 237 2,039 916 1,783 -

73% 0% 64% 9% 0% 51% 13% 19% 0%

9,970

12%

5,000 50,000 5,000 3,051 2,500 2,000 6,000 9,000 9,534 15,000 107,085

% Change

2021-2022 Recommended

% Change

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%

30%

93,585

13%

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 Magistrates 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

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

2020-2021 Exp to Dec

% Exp

2021-2022 Requested

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

580 4,500 525 569 775 102

0% 42% 50% 75% 28% 16% 4%

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

15,929

14,775

21,161

7,050

33%

19,061

% Change 0% $ 0% 0% -43% 50% 0% -100% -10%

2021-2022 Recommended

% Change

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

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

18,061

-15%

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.

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

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

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

Total Operating Expenditures

2019-2020 Actual

2020-2021 Budget

2020-2021 Exp to Dec

% Exp

2021-2022 Requested

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

2,241 186 1,507 467 1,061

0% $ 27% 47% 0% 60% 117% 22%

12,393

10,852

17,560

5,463

31%

600 8,386 400 400 400 5,000 400 4,874 20,460

% Change

2021-2022 Recommended

0% $ 0% 0% 0% 100% 0% 0% 17%

% Change

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

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

17,560

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%

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

2020-2021 Exp to Dec

% Exp

2021-2022 Requested

% Change

2021-2022 Recommended

% Change

726,577 2,244 -

963,235 1,884 -

969,275 4,160 -

439,962 1,420 -

45% 34% -

969,275 4,160 -

0% 0% -

969,275 4,160 -

0% 0% -

728,821

965,119

973,435

441,382

45%

973,435

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

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

2020-2021 Exp to Dec

% Exp

2021-2022 Requested

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

450,235 396 38,868 35,981 52,432 5,405 1,580 8,298 36,691 94,901 60,143 6,148 3,510 785 54 255 3,328 360 9,876 4,739

53% $ 39% 50% 50% 48% 0% 16% 16% 166% 50% 50% 44% 35% 25% 2% 33% 22% 30% 46% 96%

1,525,332

1,620,656

1,603,590

813,983

51%

% Change

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 1,649,647

2021-2022 Recommended

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

1,731,809

% Change 4% 6% 4% 4% 4% 0% 0% 87% 2% 20% -3% 0% 0% 0% 0% 0% 0% -19% 0% 18% 8%

53100 - Professional Services: APA Audit Costs. Personnel Summary

Range

138 127 121/122/124/127 125

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

Number of Full-Time Positions

2018-2019 Actual

2019-2020 Actual

2020-2021 Budget

2021-2022 Requested

2021-2022 Recommended

1 1 1 8 3

1 1 1 9 3

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

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

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

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

2020-2021 Budget

2020-2021 Exp to Dec

% Exp

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 -

770,010 9,673 167,416 69,097 90,159 7,535 20 123,748 62,538 127,475 1,022 7,863 399 34 1,871 3,221 10,852 287 2,849 4,069 -

53% 43% 49% 50% 39% 0% 4% 50% 37% 50% 18% 38% 29% 0% 52% 43% 54% 44% 14% 32% -

1,460,137

50%

2,948,345

2021-2022 Requested

% Change

2021-2022 Recommended

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

1,572,917 399,750 150,909 196,143 21,077 1,000 500 391,099 139,172 271,066 5,700 20,863 1,356 9,000 3,720 7,500 26,000 650 34,000 12,676 -

9% 2% 7% 9% 9% 0% 0% 58% -17% 6% 0% 0% 0% 6% 2% 0% 30% 0% 70% 0% -

3,265,098

11%

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

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

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

Number of Full-Time Positions

2018-2019 Actual

2019-2020 Actual

2020-2021 Budget

1 1 1 1 5 14 1 1

2021-2022 Requested 1 1 1 1 5 16 1 1 1 28

2021-2022 Recommended 1 1 1 1 5 15 1 1 26

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

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

2020-2021 Exp to Dec

% Exp

2021-2022 Requested

% Change

2021-2022 Recommended

% 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 -

1,175,482 40,037 86,834 140,643 15,193 20 110,924 8,680 104,690 627 7,360 226 735 9,402 4,580 15,443 -

51% 35% 47% 49% 50% 0% 0% 4% 50% 36% 50% 10% 43% 3% 6% 45% 53% 28% -

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

1,720,876

49%

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

144 135/138/141 138 136 127 124

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

Number of Full-Time Positions

2018-2019 Actual

2019-2020 Actual

2020-2021 Budget

2021-2022 Requested

2021-2022 Recommended

1 3 10 1 1 1 8

1 3 11 1 1 1 8

1 4 10 1 1 1 8

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

Department: Police Budget Detail 2018-2019 Actual

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

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

Total Operating Expenditures

2019-2020 Actual

2020-2021 Budget

2020-2021 Exp to Dec

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

4,673,538 911,730 127,803 418,489 663,000 72,982 256 72,566 11,389 2,253 1,693,726 942,185 1,120,724 55,786 1,731 94,939 39,493 102,090 919 1,466 10,111 14,636 78,697 247 44,832 25,886 4,495 -

23,742,763

23,949,860

25,514,388

11,185,969

% Exp

2021-2022 Requested

% Change

2021-2022 Recommended

% Change

39% $ 104% 76% 42% 45% 46% 50% 21% 47% 19% 50% 38% 50% 35% 22% 31% 39% 59% 18% 7% 34% 30% 12% 29% 24% 20% 0%

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 1,398,756 172,880 1,077,991 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% 60% 3% 9% 5% 5% 0% 0% 0% 0% 35% -10% 2% 0% 0% 0% 0% 15% 0% 0% 0% 0% 0% 49% 0% 0% 21%

44%

25,963,403

27,859,539

51100.04 - Overtime: Holiday, Court, Inclement Weather, Staffing, Cycle, On Call, CIT Drop Off Center, Special Events 53100 - Professional Services: Promotional assessment, polygraph, medical/psych./fitness for duty Evals; false alarm billing services; PPE testing; CALEA Accred.; vet services; biohazard disposals. 53300 - Repair & Maintenance: Software/Hardware system maintenance and radar repairs. 55500 - Travel & Training: HRCJA training of new officers; recertification of officers; specialized training for officers 56014 - Other Operating Supplies: ammunition, dog food, recruiting and safety supplies, crime scene processing materials. 56026 - Special Events: Youth Public Safety Academy Department: Police Personnel Summary

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

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

Number of Full-Time Positions

2018-2019 Actual

2019-2020 Actual

2020-2021 Budget

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

216

227

229

2021-2022 Requested

2021-2022 Recommended

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%

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

2020-2021 Exp to Dec

% Exp

2021-2022 Requested

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 -

549,371 87,338 14,971 47,410 61,165 7,162 450 115,811 47,327 1,495 238 1,144 449 -

42% $ 351% 47% 38% 41% 2% 0% 50% 42% 15% 79% 21% 11% -

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 -

1,932,577

1,825,246

1,990,725

934,332

47%

2,229,233

% Change

2021-2022 Recommended

0% $ 605% 11% 0% 0% 0% 0% 0% 0% 11% 0% 0% 1866% 12%

% Change

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% -

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 Recommended

1 3 23

1 5 23

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

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

2020-2021 Exp to Dec

% Exp

2021-2022 Requested

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

210,665 10,964 8,492 16,945 23,558 2,555 11,000 737 6,864 1,000 41,345 44,217 11,059 1,446 9,591 255 546 1,473 2,970 11,000

55% $ 334% 21% 52% 50% 50% 50% 49% 6% 100% 42% 50% 29% 19% 47% 0% 44% 42% 42% 11% 0% 0% 99%

989,215

891,313

957,257

416,680

44%

% Change

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 1,009,044

2021-2022 Recommended

0% $ 1422% 0% 11% 0% 0% 7% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 5%

% Change

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%

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 Recommended

1 1 5 3

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 Community Outreach: Presentations to redevelopment authority residents Fire Safety House presentations Youth Public Safety Academy sessions Fire/Life Safety Camps

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

24 65 24 3

0 0 0 0

24 80 24 5

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

2020-2021 Exp to Dec

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

6,684,589 2,397,502 272,974 671,042 937,438 100,544 3,776 87,286 384 5,683 42,427 274 984,445 880,978 1,530,064 83,049 95 40,571 82,840 70,000 7,722 44,423 6,250 21,186 2,530 9,168 2,495 200,947 31,522 10,859 3,193

31,302,424

33,415,702

32,309,162

15,216,255

% Exp

2021-2022 Requested

% Change

2021-2022 Recommended

% Change

42% $ 96% 57% 46% 47% 47% 42% 48% 0% 10% 42% 24% 50% 44% 50% 38% 11% 41% 47% 50% 4% 51% 10% 101% 0% 50% 61% 24% 59% 0% 28% 23% 2%

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 3,000,000 495,117 1,601,315 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 98,081 176,988 140,000 180,051 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% 20% 3% 10% 9% 9% 0% 0% 0% 0% 74% 0% 23% -3% 3% 0% 0% 0% 0% 0% 0% 2% 0% 5% 5% 0% 0% 0% 1% 0% 15% 0% 46%

47%

33,781,700

35,290,471

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

128/129/130 125/126/127 124 123 121 119 118

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

Number of Full-Time Positions

2018-2019 Actual

2019-2020 Actual

2020-2021 Budget

2021-2022 Requested

2021-2022 Recommended

1 3 1 7 20

1 3 1 7 19 1 33

1 3 1 7 23 1 38 1 1 1

1 3 1 8 22 1 36 1 1 1

1 1

1 3 1 7 20 1 35 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

33 -

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%

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

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

10,860

2020-2021 Budget

2,512 2,000 270 671 1,516

6,969

50 11,947 3,000 520 1,250 1,500 18,267

2020-2021 Exp to Dec

% Exp

2021-2022 Requested

2,557 75 -

0% 21% 0% 14% 0% 0% -

2,632

14%

% Change

2021-2022 Recommended

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% -

21,267

16%

18,267

% Change

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.

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

2020-2021 Exp to Dec

% Exp

2021-2022 Requested

% Change

2021-2022 Recommended

% Change

4,424,060

4,297,658

4,492,631

2,246,316

50%

4,492,631

4,424,060

4,297,658

4,492,631

2,246,316

50%

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.

PUBLIC WORKS DESCRIPTION The Department of Public Works provides a wide range of services in support of the economic vitality and quality of life of the City of Suffolk and its citizens including fleet management, refuse collection, stormwater and mosquito control, roadway maintenance, traffic engineering, and transit services.

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

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

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

2020-2021 Exp to Dec

% Exp

2021-2022 Requested

123,693 9,087 10,892 1,109 32,871 302,024 8,007 604 5,251 935 12,481 25 2,308 460 -

51% 49% 36% 34% 21% 64% 42% 0% 0% 3% 0% 50% 20% 50% 8% 62% 0% 48% 0% 0% 0%

509,746

48%

% Change

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 1,048,783

2021-2022 Recommended

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

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 1,082,753

% Change 6% 6% 6% 6% 0% 0% 0% 0% 0% 0% 0% 133% 6% 1% 0% 0% 0% 0% 0% 0% 0% 3%

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 Recommended

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%

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

2020-2021 Exp to Dec

% Exp

2021-2022 Requested

% Change

2021-2022 Recommended

% 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 -

540,529 11,862 55,830 44,535 60,384 6,155 5,186 780 107,141 263,699 78,756 42,807 226,061 189,703 5,389 210,606 639 7,750 103,786 1,792 -

51% 24% 45% 46% 43% 35% 56% 50% 50% 51% 50% 29% 0% 33% 39% 0% 32% 48% 38% 19% -

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

1,963,390

44%

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

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

% Change

2021-2022 Recommended

% Change

1 1 1 1 1 5 1 2 12 25

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 Community Corrections: Number of persons in Community Corrections Program 470

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

500

525

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

2020-2021 Exp to Dec

% Exp

2021-2022 Requested

% Change

2021-2022 Recommended

% 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

2,533,824 14,318 143,442 196,864 294,656 31,843 4,935 576 320,081 15,403 414,260 10,918 25,817 2,485 145,087 2,323 5,855 175 115,872 243,464 40,000 80,671 151,977 3,451 4,750 908 10,485 29,724

51% 26% 0% 45% 47% 47% 0% 14% 6% 50% 32% 50% 16% 37% 86% 12% 8% 10% 0% 0% 58% 0% 70% 0% 80% 29% 30% 3% 32% 45% 13% 19%

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

4,844,163

41%

12,088,530

12,058,083

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

Personnel Summary

Range 144 138 136 135 132 132 130 126/128/130 129 128 128 126/128 123/126/127 127 127 123 123 121/124 120 120 119 119

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

Number of Full-Time Positions

2018-2019 Actual

2019-2020 Actual

2020-2021 Budget

1 2

1 2 1

1 1 4 5 27 1 1 -

1 4 5 27 1 1

4 34

4 34 1

1 1 1

3 14 1

1 1 1 2 2 11 2

102

1 2 1 -

1 4 5 29 1 1 1 4 34 1

2021-2022 Recommended 1 2 1

1 4 5 27 1 1

4 34

1 1 1

2021-2022 Requested

1 4 5 28 1 4 34 1 -

1 4 2 -

11 2

105

102

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

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

2020-2021 Exp to Dec

% Exp

2021-2022 Requested

% Change

2021-2022 Recommended

% 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 -

65,403 95 5,946 5,225 7,722 830 686,039 8,165 -

53% 16% 42% 50% 50% 30% 50% -

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

779,424

31%

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 Recommended

1 1

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

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 Actual 100% 100% N/A

FY 22 Estimated 100% 100% 60%

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

2020-2021 Exp to Dec

% Exp

2021-2022 Requested

% Change

2021-2022 Recommended

% Change

840,000

895,655

920,000

460,000

50%

1,095,655

19%

1,095,655

19%

840,000

895,655

920,000

460,000

50%

1,095,655

19%

1,095,655

19%

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.

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

2020-2021 Exp to Dec

% Exp

2021-2022 Requested

% Change

2021-2022 Recommended

% Change

295,210

307,330

363,021

181,511

50%

474,404

31%

474,404

31%

295,210

307,330

363,021

181,511

50%

474,404

31%

474,404

31%

SCHOOL SUPPORT DESCRIPTION Each year, the Suffolk City Council appropriates local funding in support of Suffolk Public Schools. This funding is used by the school division for the operation of its 11 elementary schools, 5 middle schools, 3 high schools, 1 alternative school, and the College and Career Academy at Pruden. Additional local funding is provided for the Suffolk School Administration office lease, as well as for schools related capital projects and debt service.

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

2020-2021 Exp to Dec

% Exp

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

252,834 29,260,241

57% 47%

442,979 65,332,201

0% 5%

442,979 65,332,201

0% 5%

60,353,259

58,106,679

62,775,180

29,513,075

47%

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 Recommended

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

% Change

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

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

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

701,824 (20) 19,156 52,206 74,337 6,106 1,670 17,100 8,076 14,879 629,498 18,652 715,757 10,628 1,041 54,177 3,375 8,790 3,125 6,580 540 360 13,270 54,761 181,396 2,597,283

2019-2020 Actual

2020-2021 Budget

2020-2021 Exp to Dec

% Exp

2021-2022 Requested

% Change

2021-2022 Recommended

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

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

376,931 580 9,655 28,193 46,936 4,036 100 95 1,881 5,716 382,462 4,457 298,439 95 22,935 499 1,320 1,816 5,257 16,260 45,562

49% 11% 43% 49% 40% 3% 5% 19% 37% 50% 21% 50% 0% 5% 38% 4% 42% 24% 0% 0% 26% 22% 23%

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

2,666,361

2,827,713

1,253,225

44%

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 Recommended

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

2020-2021 Exp to Dec

% Exp

2021-2022 Requested

% 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 -

437,834 12,059 114,340 41,402 50,941 5,833 15,771 2,438 6,075 20,528 150,629 263,730 68,874 1,424 338 21,108 27,113 -

51% 69% 84% 53% 47% 51% 30% 41% 38% 21% 29% 41% 24% 0% 28% 34% 64% 25% -

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 -

3,049,399

2,939,121

2,992,774

1,240,439

41%

3,160,273

2021-2022 Recommended

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

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 -

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 133 131 125 125 125 122 122 115/119 114

Parks Manager Grounds Maintenance Superintendent Superintendent of Cemeteries Park Superintendent Maintenance Coordinator Recreation Facilities Supervisor Park Supervisor Ground Maintenance Worker I-II Custodial Worker

Number of Full-Time Positions

2018-2019 Actual

2019-2020 Actual

2020-2021 Budget

2021-2022 Requested

2021-2022 Recommended

1 1 1 1 2 1 3 9 3

1 1 1 1 3 1 3 8 3

100

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

2020-2021 Exp to Dec

% Exp

2021-2022 Requested

% Change

2021-2022 Recommended

% 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 -

422,509 1,404 235,712 36,542 52,085 49,028 6,278 387 31,482 65,675 14,266 34,803 1,800 1,760 18,954 813 2,291 7,213 4,757 -

47% 49% 49% 44% 52% 4% 37% 0% 40% 19% 48% 35% 23% 0% 8% 15% 18% 26% 32% -

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

987,758

42%

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 Recommended

1 3 1 1 1 2 10 2 1

2 4 1 1 1 3 12 3 2

101

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

102

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

2020-2021 Exp to Dec

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 -

745,583 546 125,608 64,001 92,022 9,920 1,474 157,141 17,300 149,752 17,466 1,063 19,454 11,123 3,644 1,665 1,367 16,563 190,223 14,795 3,273 -

3,132,289

3,309,874

3,376,267

1,643,982

% Exp

2021-2022 Requested

% Change

2021-2022 Recommended

% Change

47% $ 45% 45% 47% 47% 37% 50% 29% 50% 25% 12% 49% 58% 40% 238% 38% 86% 31% 26% -

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% -

49%

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 Recommended 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

103

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

104

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

2020-2021 Exp to Dec

% Exp

2021-2022 Requested

% Change

2021-2022 Recommended

% 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 -

1,120,790 12,756 82,650 136,631 14,916 9,500 1,447 7,850 24,472 13,212 13,638 114,404 38,131 179,435 4,754 9,974 3,277 1,920 2,167 1,673 15,868 -

45% 44% 44% 45% 31% 0% 3% 41% 38% 50% 35% 50% 21% 31% 12% 29% 11% 22% 57% -

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

1,809,465

40%

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 144 138 138 136 136 135 135 133 133 133 132 127/130 130 130 130 129 127 125/127 124/125 125 124 124 123 123 122 120 119

Director of Planning & Community Development Assistant Director of Planning Assistant Director of Community Development Current Planning Manager Comprehensive Planning Manager Zoning Administration and Enforcement Manager Principal Planner Housing/Property Maintenance Official Building Official Community Development Housing Grant Administrator Assistant Building Official/Inspector Planner I-II Plans Reviewer Fire Protection (Building) Plans Reviewer Administrative Analyst Permit Manager Assistant Zoning Administration and Enforcement Coordinator Building Inspector I-II Zoning Inspector I-II Housing/Property Maintenance Inspector Senior Permit Technician Senior Graphics Technician Planning Technician Permit Technician Planning Assistant Secretary 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

3 2 1 1 1 1 8 2 4 5

1 1 1 8 2 4 3 1 3 2

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

3 2

1 1 1 7 2 4 3 1 3 1

2021-2022 Requested

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 46

105

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

106

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

2020-2021 Exp to Dec

% Exp

2021-2022 Requested

% Change

2021-2022 Recommended

% 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

201,922 4,147 15,275 24,385 2,857 15,751 1,990 24,087 189 3,316 3,770 169,143 106,989 81,234 797 2,533

41% 49% 41% 40% 43% 0% 0% 50% 45% 50% 4% 50% 13% 96% 48% 46% 0% 21%

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

658,382

60%

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 Recommended

107

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

108

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

2020-2021 Exp to Dec

% Exp

2021-2022 Requested

% Change

2021-2022 Recommended

% 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

91,999 257 43,048 10,205 11,285 1,213 128 35,872 23,627 6,264 12,263 3,432 1,922 752 367 1,830 36,488 2,731 6,266 5,244 44,509

51% 33% 43% 50% 50% 55% 0% 0% 94% 50% 42% 50% 12% 32% 34% 6% 61% 73% 32% 34% 33% 32%

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

339,700

44%

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 Recommended

1 1 1

109

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 Actual 120 135 18,700 1,700 100%

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

110

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

2020-2021 Exp to Dec

% Exp

2021-2022 Requested

% Change

2021-2022 Recommended

% 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 -

214,081 5,006 14,718 17,462 25,147 3,056 1,809 9,067 192 43,670 2,874 37,904 79 2,670 924 700 3,141 530 247 3,901 -

51% 50% 49% 50% 48% 55% 0% 18% 41% 6% 50% 44% 50% 8% 32% 23% 58% 10% 15% 33% 29% -

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

387,177

47%

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 Recommended

1 1 1 1 1 1

111

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 Actual

FY 22 Estimated

16 330 320

20 480 350

22 520 380

40 8 650

100 10 800

120 12 950

112

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

2020-2021 Exp to Dec

% Exp

2021-2022 Requested

% Change

2021-2022 Recommended

% 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

11,625 421 1,340 115 888

21% 38% 32% 0% 0% 7% 17%

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

14,388

21%

69,688

113

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

114

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

2020-2021 Exp to Dec

79,025 45,861 49,337

74,171 46,267 29,031

75,060 46,357 52,444

75,060 23,179 29,345

150,000 350,000

157,500 367,500

78,750 183,750

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 -

25,000 5,000 3,675 10,500 15,750 13,750 11,500 7,875 10,500 750 258 5,000 5,250 5,000 10,500 5,000 15,000 8,400 87,750 26,250 2,500 11,020 12,500 12,000 -

1,032,762

1,068,747

1,242,101

700,811

% Exp

2021-2022 Requested

100% $ 50% 56%

% Change

2021-2022 Recommended

% Change

75,060 46,912 53,000

0% 1% 1%

75,060 46,912 53,000

0% 1% 1%

247,724 550,000

57% 50%

157,500 367,500

0% 0%

50% $ 100% 100% 100% 50% 69% 50% 100% 50% 6% 2% 100% 100% 50% 100% 50% 100% 50% 100% 100% 50% 50% 100% -

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% -

50% 50%

56%

1,909,229

54%

1,231,512

-1%

115

NON-DEPARTMENTAL GENERAL FUND DESCRIPTION The Non-Departmental General Fund includes expenditures that cover the costs associated with a number of City departments including anticipated costs for leave compensation, unemployment payments, and transfers to other funds.

116

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 Sub-Total: Total Operating Expenditures

2019-2020 Actual

2020-2021 Budget

2020-2021 Exp to Dec

% Exp

2021-2022 Requested

% Change

2021-2022 Recommended

% 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

320,984 21,117 53,184 6,892 -

65% 42% 53% 0%

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

402,177

47%

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 -

236,454 919,949 115,490 5,158,250 7,615,819 -

36% $ 100% 100% 100% 28% -

660,129 915,000 84,974 5,591,950 27,671,980 -

0% -1% -26% 8% 1% -

660,129 1,006,409 109,717 5,591,950 27,517,753 -

0% 9% -5% 8% 0% -

34,135,481

32,139,012

34,360,276

14,045,962

41%

34,924,033

34,885,957

34,811,324

32,733,998

35,212,748

14,448,139

41%

35,634,033

35,595,957

117

Capital Projects Fund

CAPITAL PROJECTS FUND DESCRIPTION The Capital Projects Fund provides funding for nonrecurring capital expenditures which are primarily financed through transfers from both the General Fund and the sale of General Obligation and Utility Revenue bonds. Supplementing the General Fund and General Obligation and Utility Revenue bond monies are additional funding sources including federal and state grants, special revenue fund, and enterprise fund transfers. Capital projects are planned and funded by incorporating the total funding requirements for completion, inflation, and operations into future construction costs. FY 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 Properties - 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



Public Schools - Schools Major Repairs/Systems Replacement



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



Transportation - Local Urban Roadway Construction – Comprehensive Plan  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



Transit - Transit Operations Facility



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

118

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 Stormwater Fund Transfer from Fleet Fund Balance

Stormwater - Obligation Bonds

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

40,598,446

44,078,081

6,190,000 252,047

1,250,000 $

55,640,736

5,158,250 23,795,503 108,508 49,359 784,115 10,000 174,000 500,000 -

6,190,000 3,590,000 -

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

2020-2021 YTD to Dec

7,275,000 0 803,754

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

2020-2021 Budget

7,500,000 6,500

Information Technology - Obligation Bonds Total Revenue

4,952,475 18,226,886 1,051,912 23,647 87,842 6,013,857 56,327 1,200,000 459,000 1,020,000 -

2019-2020 Actual

100% 100% 4% 0% -

7% 0% -

37,021,782

% Chng

5,591,950 29,750,000 646,800 16,050 7,750,541 252,000 144,444 950,300 -

8% $ 25% -75% -100% -30% -100%

100% 0% -

5,867,000 9,300,000 -

2021-2022 Requested

250,000 67%

60,519,085

% Chng

5,591,950 29,750,000 646,800 16,050 7,750,541 252,000 144,444 950,300 154,227

8% 25% -75% -100% -30% -60%

-5% 159% -

15,167,000 -

2021-2022 Recommended

250,000 $

60,673,312

145% -100% 9%

Expenditure Summary 2018-2019 Actual

2019-2020 Actual

2020-2021 Budget

2020-2021 YTD to Dec

2021-2022 Requested

% Chng

2021-2022 Recommended

% Chng

Capital Projects Expenditures

38,827,793

32,570,710

55,640,736

19,325,791

35%

60,519,085

60,673,312

Total Expenditures

38,827,793

32,570,710

55,640,736

19,325,791

35%

60,519,085

60,673,312

119

CAPITAL PROJECTS FUND Budget Detail

Account Number: Parks

Public Buildings

Public Safety

Schools

Villages

2018-2019 Actual Bennett's Creek Recreation Center $ 24,487 Parks & Rec - Capital Maintenance 602,511 Planters Club Improvements Sleepy Hole Park Renovation Lake Meade Park Trail Lone Star Lakes Park 480 Parks Maintenance & Storage Facility 126,750 Canoe/Kayak Launch Construction Trail Enhancements 136,140 Driver Complex Suffolk Seaboard Trails (Tea21 Grant) 27,426 Lake Kennedy Park Trail Shoreline Stabilization Project 1,060,074 Water Access - Nansemond River 25,854 Jericho Lane Public Access 1,714 Lake Kennedy Park - Drainage Improvements 2,132 Cedar Hill Cemetery Road Repairs Cypress Park and Pool Blackwater River Project Inclusive Playground - Northern End Constant's North Park Cedar Hill Slope Stabilization Southwestern Elem Demolition Operations Maintenance Facility 8,925 Godwin Courts Buildings Improvements 365,780 Great Dismal Swamp Int Center Public Building Capital Maintenance 709,103 Sleepy Hole Cart Barn Replacement 85,751 Joint Operations Facility (Police/P&R) 171,918 Human Resources Bldg Renovation Central Library 147,418 Airport Equipment Storage Facility 5,143 Airport Parallel Taxiway Airport Taxi Lane & Ramp Paving Airport Parking Expansion Improvements 99,669 Airport Runway 4-22 Obstruction Removal Airport Taxi Rehab Construction Airport Runway 4-22 Rehabilitation 960,615 Airport Easement Acquisition & Obstruction Removal Airport Covered Terminal Entranceway Airport Obstruction Removal Adjacent Airport Apron Rehabilitation Airport Corporate Apron Airport Roof Replacement Box Hangar 7 Ambulance 329,453 Fire Engines 539,944 Fire Station 1 Renovations 99,692 Aerial Ladder Truck Lake Kilby Station Renovation Fire & Rescue Storage Building 102,716 Fire Tanker Truck College Drive Fire Station Self Contained Breathing Apparatus Joint Public Safety & Training Center Breathing Air System Station 10 Traffic Signal CAD System Replacement Hazardous Material Management 19,745 Schools Major Repairs/Systems Replacement 1,733,470 Pioneer Elem Replacement Multiple Campus Land Acquisition New Middle School 6,025,264 New Elementary School 3,512,591 Operation Facility 244,000 School Facility Assessment Village & Neighborhood Improvements 891,296 Open Space Improvements 224,165 Downtown Implementation Plan Initiatives -

2019-2020 Actual $

15,321 421,545 99,625 476,003 76,052 85,589 435 115,732 18,165 (3,077) 71,500 39,644 802,234 1,220,097 767,423 80,966 194,785 18,905 25,533 619,459 662,329 566,640 195 10,806 662,484 1,728,591 105,570 2,921,150 302,974 49,500 4,019,509 100,601 995,087 93,896 69,692

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

2020-2021 Exp to Dec $

338,791 174,180 27,085 588,917 37,250 14,561 1,342 32,764 61,511 177,833 450,569 5,479 597,662 (4,714) 30,887 83,799 783,780 1,272,799 631 4,830 6,471 1,264,947 23,434 2,520,194 264,983 187,960 430,720 48,870 64,912

% Exp 33% 0% 11% 50% 17% 4% 0% 0% 0% 56% 0% 0% 0% 18% 0% 0% 93% 90% 0% 0% 0% 0% 31% 72% 36% 20% 25%

2021-2022 Requested $

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

% Chng $ 1% -100% -30% -100% -100% -100% -100% -100% -100% 23% 900% 92% -100% 277% -100% 90% -100% 32% -50% 213% -100% -100% -100% 2% 0% 0% 252%

2021-2022 Recommended 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

% Chng 1% -100% -30% -100% -100% -100% -100% -100% -100% 23% 900% 92% -100% 277% -100% 90% -100% 32% -50% 213% -100% -100% -100% 2% 0% 0% 252%

120

Transport

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) HSIP Flashing Yellow Arrow 15,256 197,753 Nansemond Pkwy Bridge Replacement 151,170 E Washington Street 96,000 16,000 Mineral Springs Rd Bridge 11,413 1,279,959 Longstreet Lane Bridge Replacement 160,650 Lake Cahoon Rd Deck 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 98,642 Pruden Boulevard Culvert Improvements 1,225,224 61,019 Nansemond Pkwy/Wilroy Rd Overpass 400,818 154,750 Bridge Rd Traffic Signal Upgrade 86,143 63,700 Suffolk Bypass 98,036 58,306 Portsmouth Blvd Sidewalk Phase I 33,287 33,844 Portsmouth Blvd Sidewalk Phase II 34,894 41,900 Portsmouth Blvd Sidewalk Phase III 34,222 37,990 RT 58 Eastbound Segment I 810,302 115,614 Pitchkettle Road Improvements 501,751 210,719 Nansemond Pkwy Safety Improvements 203,925 Miscellaneous Roadway Improvements 49,980 11,163 Elwood Road over Kingsdale Swamp 101,000 68,700 Turlington Road over Kilby Creek 44,083 50,917 Nansemond Parkway Traffic Signal 80,494 Emergency Vehicle Preemption 17,673 RT17 Bridge Repaving 285,509 Franklin Bypass Bridge Repaving 590,048 Northgate Commerce 98,751 1,240 Kenyon Road Connector 234,580 95,895 Harbour Towne Pkwy/Habour View Blvd Intersection5,820 Improvements Oak Ridge/Colonial Ave Connector 255,606 161,288 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 750,000 James River Shoreline Open Space 93,018 169,289 Harbour Towne Pkwy Connector & Wetlands Crossing 136,721 794,614 Transit Transit Operations Facility Fleet Replacement of Fleet Facilities 61,627 Info Technology Records & Document Management Upgrade Physical Security Internet Access Expansion Stormwater James River Water Shed/Sadler Pond Pughsville Drainage 63,435 142,818 Bay TMDL Implementation Projects 26,453 Rural Stormwater Improvements 8,188 609,723 Old College Dr Ditch Piping 85,900 Downtown St Upgrades & Drainage Improvements 65,455 111,813 Oldetown Master Drainage Study 20,895 Citywide Drainage Improvements 85,272 225,963 Steeple Drive Drainage Improvements Jefferson Street Drainage Utilities Water Source Development & Treatment Plant Expansion 106,985 191,133 Water Distribution and Transmission System Expansion166 226,928 Water System Upgrades 97,965 7,718 Sanitary Sewer System Upgrades 1,089,671 1,162,369 Sanitary Sewer Extensions 61 2,548 Non-Departmental Transfer to Debt Fund 331,359 Total Operating Expenses

38,827,793

32,570,710

1,350,000 -

11,174 75,130 -

6% -

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

0% -

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

0% -

843,997 600,000 767,254 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 -

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

843,997 600,000 767,254 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

-100% -100% -100% 356% -100% -100% 0% -100% -100% -34% 45% -100% -100% -100% -100% 0% 0% 195% 800% -72% -95% -60%

60,519,085

60,673,312

3,500,000 95,000 7,020,486 919,514 554,301 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

1,446,696 (7,680) 1,044,628 11,729 3,000 248,529 62,627 43,250 3,875 7,314 6,833 19,338 12,297 13,132 1,698 12,000 42,450 385 1,187 48,011 11,652 379,687 6,274 10,596 34,411 93,922 228,609

1,440,000 100,000 2,630,000 5,610,000 389,861

950,362 2,696,002 164,018 1,521,673 238,674 389,861

41% -8% 15% 5% 2% 1% 2% 4% 0% 0% 0% 0% 0% 24% 0% 0% 46% 66% 2696% 6% 27% 100%

19,325,791

35%

55,640,736

121

Special Revenue Funds

AVIATION FACILITIES FUND DESCRIPTION The Aviation Facilities Fund is a special revenue fund designed to account for and manage the Suffolk Executive Airport. The fund is supported by revenue generated by airport operations including fuel sales, hangar leases, tie downs, and other services provided to users of the airport as well as state and federal grant funding. The 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 Actual 11,000 5 100% 113,350

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

122

AVIATION FACILITIES FUND Revenue 2018-2019 Actual

2019-2020 Actual

2020-2021 Budget

2020-2021 YTD to Dec

2021-2022 Requested

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

127,934 200,173 7,877 1,684 115,490

53% 30% 39% 100%

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

Total Revenue

949,513

847,083

1,053,454

453,158

43%

1,053,454

% Chng

2021-2022 Recommended

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

13% 0% 0% -26%

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

1,078,197

Expenditure Summary 2018-2019 Actual

2019-2020 Actual

2020-2021 Budget

2020-2021 YTD to Dec

2021-2022 Requested

% Chng

2021-2022 Recommended

% Chng

Aviation Services

903,114

825,832

1,053,454

306,916

29%

1,053,454

1,078,197

Total Expenditures

903,114

825,832

1,053,454

306,916

29%

1,053,454

1,078,197

123

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

Account Number: 220-150000 51100.02 51100.04 51100.06 52100 52210 52400 53000.16 53300 53300.110 53300.220 53600 53600.110 53600.220 54100 54200 54500 55100 55210 55230 55410 55500 55810 56001 56011 56014 56015 56017 56022 58200 91400-59905 93000-50000.165

Salaries and Wages Salaries and Wages - Overtime Salaries and Wages - Part-time FICA VRS Retirement Group Life Purchased Service - Refuse Collection Repair and Maintenance Repair and Maintenance - State Repair and Maintenance - Aviation Advertising Advertising - State Advertising - Aviation Information Technology Fleet Risk Management Utilities Postal Services Telecommunications Lease/Rent of Equipment Travel and Training Dues and Association Memberships Office Supplies Uniforms & Wearing Apparel Other Operating Supplies Merchandise for Resale Copier Fuel Inventory Capital Outlay Local Cash Match Transfer to GF-Indirect Cost

Total Operating Expenditures

2019-2020 Actual

2020-2021 Budget

2020-2021 Exp to Dec

% Exp

2021-2022 Requested

% 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

28,522 244 24,987 6,415 6,606 731 1,601 5,967 1,140 60 1,017 7,876 29,539 25,139 12,845 4 905 18,229 880 113 1,665 40 819 99,301 32,272

26% 24% 39% 48% 49% 50% 46% 17% 20% 50% 48% 50% 46% 1% 38% 46% 35% 0% 23% 0% 33% 4% 32% 20% 0% 50%

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

903,114

825,832

1,053,454

306,916

1,053,454

2021-2022 Recommended

% Chng 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%

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

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 Recommended

1 2

1 1

124

_____________ THIS PAGE INTENTIONALLY BLANK

TRANSIT SYSTEM FUND DESCRIPTION The Transit System Fund was established to manage transportation services provided to the citizens of Suffolk. This special revenue fund is supported by fare box revenue, State and Federal grants, and a transfer from the General Fund. The City contracts with Virginia Regional Transit (VRT) for the operation of the City’s transit service which includes six bus routes and ADA service.

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

FY 21 Actual

FY 22 Estimated

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

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

125

TRANSIT SYSTEM FUND Revenue 2018-2019 Actual

2019-2020 Actual

2020-2021 Budget

2020-2021 YTD to Dec

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 -

2,604 135,320 919,949 9,000 -

Total Revenue

1,947,171

2,475,642

1,931,709

1,066,873

2021-2022 Requested 0% 27% 57% 0% 0% 100% 100% -

43,000 4,500 297,354 76,060 827,117 915,000 9,000 167,720

2,339,751

% Chng

2021-2022 Recommended

% Chng

-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% -

2,431,160

26%

2021-2022 Recommended

% Chng

Expenditure Summary 2018-2019 Actual

2019-2020 Actual

2020-2021 Budget

2020-2021 YTD to Dec

2021-2022 Requested

% Chng

Transit System

1,593,673

1,904,347

1,931,709

604,191

31%

2,339,751

21%

2,431,160

26%

Total Expenditures

1,593,673

1,904,347

1,931,709

604,191

2,339,751

2,431,160

26%

126

DIVISION: TRANSIT SYSTEM (Department of Public Works) Budget Detail 2018-2019 Actual

Account Number: 212-8800051100.02 52100 52210 52400 53000.13 53000.43 53100 53100.105 53100.110 53100.212 53300 53300.110 53300.212 53600 54100 54200 54500 55100 55230 55500 55810 56014 58200 58200.105 58200.110 58200.212 93000-50000.165 93000-50000.310

Salaries and Wages - Regular $ FICA VRS Group Life Purchased Services - SW Outreach Purchased Services - RM Salary Allocation Professional Services Professional Services - Federal Professional Services - State Professional Services - Transit Repair and Maintenance Repair and Maintenance - State Repair and Maintenance - Transit Advertising Information Technology Fleet Risk Management Utilities Telecommunications Travel and Training Dues & Association Memberships Other Operating Supplies Capital Outlay Capital Outlay - Federal Capital Outlay - State Capital Outlay - Transit Transfer to GF-Indirect Cost Transfer to Capital Projects

Total Operating Expenditures

2019-2020 Actual

2020-2021 Budget

2020-2021 Exp to Dec

% Exp

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 -

32,019 2,452 3,747 422 16,031 525,522 2,757 2,625 2,611 4,148 364 80 687 289 10,439 -

51% 51% 48% 50% 0% 0% 2% 137% 0% 0% 13% 0% 50% 22% 50% 30% 6% 0% 81% 1% 0% 0% 0% 50% -

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

604,191

31%

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 Recommended

% 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 Recommended

127

_____________ THIS PAGE INTENTIONALLY BLANK

DOWNTOWN BUSINESS OVERLAY TAXING DISTRICT FUND DESCRIPTION The Downtown Business Overlay Taxing District (DBOD) is a special fund created to foster economic development in downtown Suffolk. A specific additional real estate tax levy is assessed on properties in the DBOD. Revenues provide funding for enhanced beautification, refuse, sidewalk, and street maintenance services. The proposed FY 2021-2022 real estate tax rate is $.105 per $100 of assessed value in the DBOD.

128

DOWNTOWN BUSINESS OVERLAY TAXING DISTRICT FUND Revenue 2018-2019 Actual

2019-2020 Actual

2020-2021 Budget

2020-2021 YTD to Dec

2021-2022 Requested

% Chng

2021-2022 Recommended

% Chng

Real Property Taxes Penalties and Interest Interest on Investments

187,055 (8) 3,807

192,248 (110) 3,753

173,479 -

95,931 (43) -

55% -

183,000 -

5% -

174,091 -

0% -

Total Revenue

190,854

195,891

173,479

95,888

55%

183,000

174,091

Expenditure Summary 2018-2019 Actual

2019-2020 Actual

2020-2021 Budget

2020-2021 YTD to Dec

2021-2022 Requested

% Chng

2021-2022 Recommended

% Chng

Services

167,189

158,254

173,479

105,451

61%

183,000

174,091

Total Expenditures

167,189

158,254

173,479

105,451

61%

183,000

174,091

129

DOWNTOWN BUSINESS OVERLAY TAXING DISTRICT FUND Budget Detail 2018-2019 Actual

Account Number: 20941310-53000.02 41310-53000.46 41310-53100 41310-55100 42310-53000.16

Purchased Service - RM (Maintenance, Sweeping)$ Purchased Service - RM Banners Professional Services Utilities Purchased Service - Refuse Fund

Total Operating Expenditures

2019-2020 Actual

2020-2021 Budget

2020-2021 Exp to Dec

% Exp

2021-2022 Requested

% Chng

2021-2022 Recommended

% 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

43,067 2,814 25,552 643 33,375

75% 56% 49% 64% 58%

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

105,451

61%

183,000

174,091

53100 - Professional Services: Provides for beautification and landscape services.

130

_____________ THIS PAGE INTENTIONALLY BLANK

ROUTE 17 SPECIAL TAXING DISTRICT FUND DESCRIPTION The Route 17 Special Taxing District is a special fund created to foster economic development in a specific geographic region of northern Suffolk. A specific additional real estate tax levy is assessed on properties in the Route 17 Special Taxing District. The proposed FY 2021-2022 real estate tax is $.24 per $100 of assessed value for the Route 17 Special Taxing District. The debt service for enhanced road improvements in the taxing district is repaid by the additional real estate tax.

131

ROUTE 17 SPECIAL TAXING DISTRICT FUND Revenue 2018-2019 Actual

2019-2020 Actual

2020-2021 Budget

2020-2021 YTD to Dec

2021-2022 Requested

% Chng

2021-2022 Recommended

% Chng

Real Property Taxes Penalties and Interest Fund Balance

1,737,170 25,880 -

1,812,539 45,354 -

1,982,163 -

1,027,067 (5,130) -

52% -

1,989,160 -

0% -

1,989,160 -

0% -

Total Revenue

1,763,049

1,857,893

1,982,163

1,021,936

52%

1,989,160

Expenditure Summary 2018-2019 Actual

2019-2020 Actual

2020-2021 Budget

2020-2021 YTD to Dec

2021-2022 Requested

% Chng

2021-2022 Recommended

% Chng

Route 17 Special Taxing District

1,545,587

328,170

1,982,163

410,624

21%

1,989,160

Total Expenditures

1,545,587

328,170

1,982,163

410,624

21%

1,989,160

132

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

2020-2021 Exp to Dec

% Exp

2021-2022 Requested

% Chng

2021-2022 Recommended

% Chng

1,200,000 345,587 -

328,170 -

410,624 1,571,539

410,624 -

100% 0%

398,460 1,590,700

-3% 1%

398,460 1,590,700

-3% 1%

1,545,587

328,170

1,982,163

410,624

21%

1,989,160

133

_____________ THIS PAGE INTENTIONALLY BLANK

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 Actual

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

134

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

2020-2021 YTD to Dec

2021-2022 Requested

% Chng

2021-2022 Recommended

% 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

30,300 160,814 129,332 10,800 18,000 136,370 43,067 32,871 11,000 4,835 18,620 31,677 8,007 5,253 555 6,879 12,530,808 -

61% 50% 52% 0% 0% 72% 20% 0% 55% 0% 75% 21% 50% 97% 41% 42% 42% 0% 0% 0% 48% 11% 92% 0% 51% 0% 0%

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

13,179,186

46%

29,420,071

29,722,740

Total Revenue

Expenditure Summary 2018-2019 Actual

2019-2020 Actual

2020-2021 Budget

2020-2021 YTD to Dec

2021-2022 Requested

% Chng

2021-2022 Recommended

% Chng

Road Maintenance Traffic Engineering

19,414,455 4,269,287

21,306,470 4,494,292

23,914,379 5,001,222

11,926,438 2,003,545

50% 40%

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

13,929,983

48%

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

135

DIVISION: ROADWAY - TRAFFIC ENGINEERING (Department of Public Works) Budget Detail 2018-2019 Actual

Account Number: 210-4140051100.02 51100.04 51100.06 52100 52210 52400 53100 53100.26 53200.00 53300 54100 54200 54500 55100 55210 55230 55310 55500 55810 56001 56011 56012 56014 56017 58200 58210 58215

2019-2020 Actual

Salaries and Wages $ 963,625 Salaries and Wages - Overtime 133,641 Salaries and Wages - Part-time 2,961 FICA 78,471 VRS Retirement 108,804 Group Life 12,584 Professional Services 112,170 Professional Services - Traffic Signal Inspection Temporary Help Service Fees 10,239 Repair and Maintenance 16,600 Information Technology 143,351 Fleet 157,186 Risk Management 298,515 Utilities (Street Lights) 1,543,961 Postage 94 Telecommunications 16,724 Employer HDHP Expense 5,459 Travel and Training 11,133 Dues and Association Memberships 5,160 Office Supplies 3,243 Uniforms & Wearing Apparel 12,290 Books & Subscriptions 1,286 Other Operating Supplies 452,340 Copier Costs 13,752 Capital Outlay 82,710 New Street Light Installation 7,402 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

2020-2021 Exp to Dec

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

% Exp

2021-2022 Requested

586,597 82,799 48,653 75,034 7,792 63,629 3,730 81,592 84,400 111,737 645,772 4 8,098 713 4,049 1,301 6,529 497 185,296 2,524 2,302 498

51% 107% 52% 53% 51% 21% 0% 25% 50% 51% 50% 42% 1% 41% 5% 81% 43% 44% 33% 39% 13% 0% 12% 0%

2,003,545

40%

% Chng

1,210,200 77,077 98,477 150,912 16,217 300,000 90,000

2021-2022 Recommended

% 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 137 136 132/134/136 134 131 130 130 125/126/127 123/125 125 123 123 123 120 120 119 118 118

Class City Traffic Engineer Assistant Traffic Engineer Civil Engineer I-III Transportation Planning Manager Traffic Signal System Superintendent Sign and Paint Manager Engineering Analyst Construction Inspector I-III Traffic Signal Technician I-II Engineering Technician Sign Maintenance Manager Senior Sign Mechanic Paint Crew Leader Sign Mechanic Secretary Highway Paint Equipment Operator Sign Technician Paint Technician

Number of Full-Time Positions

2018-2019 Actual

2019-2020 Actual 1 1

2020-2021 Budget 1 1

2021-2022 Requested

1 -

2021-2022 Recommended 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

136

DIVISION: ROADWAY - MAINTENANCE (Department of Public Works) Budget Detail 2018-2019 Actual

Account Number: 210-41200 51100.02 51100.04 51100.06 52100 52210 52400 53000.06 53000.10 53000.12 53000.13 53000.16 53100 53100.22 53300 53310 53500 54100 54200 54500 55210 55230 55310 55420 55500 55810 56001 56011 56012 56014 56017 56024 58200 91400-59902 93000-50000.165 93000-50000.310 93000-50000.401

2019-2020 Actual

Salaries and Wages $ 3,637,907 $ Salaries and Wages - Overtime 283,236 Salaries and Wages - Part-time 59 FICA 281,139 VRS Retirement 390,934 Group Life 47,977 Purchase Services - Stormwater Fund 249,200 Purchase Services - General Fund (landscape) 8,793 Purchase Services - General Fund (Police Weights 115,025 & Measures) Purchase Services - SW Outreach Purchase Services - Refuse Fund 44,661 Professional Services 47,881 Medical Services Repair and Maintenance 93,570 Repairs - Bridges 1,872,843 Printing and Binding Information Technology 483,164 Fleet 1,342,553 Risk Management 1,333,044 Postage 15 Telecommunications 7,023 Employer HDHP Expense 12,583 Lease/Rent of Buildings 2,003 Travel and Training 21,836 Dues and Association Memberships 3,670 Office Supplies 5,172 Uniforms & Wearing Apparel 60,054 Books and Subscriptions Other Operating Supplies 475,505 Copier Costs 21,621 Street Improvements 5,361,455 Capital Outlay 723,732 Contingency Transfer to GF-Indirect Cost 664,438 Transfer to Capital Projects 459,000 Transfer to Debt 1,364,363

Total Operating Expenditures

19,414,455

2020-2021 Budget

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 21,306,470

2020-2021 Exp to Dec

% Exp

2021-2022 Requested

% Chng

2021-2022 Recommended

% Chng

4,127,681 190,638 330,351 514,722 55,311 249,200 7,500 115,000 6,469 45,000 85,000 3,500 150,000 3,100,000 1,500 561,118 1,984,196 1,042,281 300 9,500 35,000 4,000 8,500 80,000 1,000 600,000 29,794 7,500,000 523,000 249,003 763,402 174,000 1,367,413

2,091,440 132,745 161,363 231,431 25,520 97,551 2,195 63,155 13,396 23,912 50,880 2,090,926 280,559 590,978 521,141 2 5,504 1,735 3,730 623 27,755 224,175 4,066 2,796,516 562,025 381,701 174,000 1,367,413

51% 70% 49% 45% 46% 39% 29% 55% 0% 30% 28% 0% 34% 67% 0% 50% 30% 50% 1% 58% 5% 93% 7% 35% 0% 37% 14% 37% 107% 0% 50% 100% 100%

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%

23,914,379

11,926,438

50%

24,102,017

24,333,454

Personnel Summary

Range 138 137 132/134/136 135 132/134 130 125/126/127 125 124 124 124 123 120/123 120 119 116/118

Class Assistant Director of Public Works Public Works General Manager Civil Engineer I-III Operations Manager Operations Superintendent I-II Operations Office Manager Construction Inspector I-III Engineering Technician Street Crew Leader Maintenance Mechanic - Streets Accounting Associate II Labor Supervisor Heavy Equipment Operator I-II Accounting Technician Office Assistant Street Maintenance Worker I-II

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 Recommended

14 3 1 1 35 2 29

1 1 1 1 7 1 5 1 14 3 1 1 36 2 30

102

105

137

GRANTS FUND DESCRIPTION The Grants Fund is a special revenue fund that provides required local matching contributions to State, Federal, and private grant funding secured by City departments for various activities, programs, and services for the citizens of Suffolk.

138

GRANTS FUND Revenue 2018-2019 Actual

2019-2020 Actual

2020-2021 Budget

2020-2021 YTD to Dec

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 -

236,454 (6,681) (108,072) 15,376,373 193,585 1,806,795

Total Revenue

2,782,814

3,263,465

660,129

17,498,455

2021-2022 Requested 36% -

% Chng

2021-2022 Recommended

% Chng

660,129 -

0% -

660,129 -

0% -

2651% $

660,129

Expenditure Summary 2018-2019 Actual

2019-2020 Actual

2020-2021 Budget

2020-2021 YTD to Dec

2021-2022 Requested

% Chng

2021-2022 Recommended

% Chng

Grants Operating Expenditures

2,997,165

3,136,034

660,129

8,816,218

1336% $

660,129

Total Expenditures

2,997,165

3,136,034

660,129

8,816,218

1336% $

660,129

139

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 CARES Act

660,129

2020-2021 Exp to Dec $

% Exp

2021-2022 Requested $

660,129

% Chng 0%

2021-2022 Recommended $

660,129

% Chng 0%

52,657 16,500 6,085 16,500 25,908 236,636 10,000 173,541

42,162 600 13,790 12,502 3,440 -

27,160 83,306 169,718 243,917 25,770

4,457 114,482 7,762 101,522 39,777 91,019

(200) 54,727 29 20,563 53,250 -

830,919 490,820 19,663 191,293 -

873,269 365,249 21,717 121,682 29,550

447,996 235,380 9,168 200,300

827,721

7,722,511 -

284,215 $

2020-2021 Budget

94,677 17,000 4,124 38,673 17,000 25,935 10,000 422,976 -

93000-50000.401 Transfer to Debt Fund (CDBG 108 loan) Total Operating Expenses

2019-2020 Actual

2,997,165

3,136,034

660,129

8,816,218

1336% $

660,129

140

_____________ THIS PAGE INTENTIONALLY BLANK

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

141

LAW LIBRARY FUND Revenue 2018-2019 Actual

2019-2020 Actual

2020-2021 Budget

2020-2021 YTD to Dec

2021-2022 Requested

% Chng

2021-2022 Recommended

% 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

11,019 -

28% 0%

35,000 13,310

-10% 241%

35,000 13,847

-10% 254%

Total Revenue

43,869

36,529

42,658

11,019

26%

48,310

13%

48,847

15%

2021-2022 Recommended

% Chng

Expenditure Summary 2018-2019 Actual

2019-2020 Actual

2020-2021 Budget

2020-2021 YTD to Dec

2021-2022 Requested

% Chng

Circuit Court - Law Library

38,398

39,675

42,658

14,383

34%

48,310

13%

48,847

15%

Total Expenditures

38,398

39,675

42,658

14,383

34%

48,310

13%

48,847

15%

142

LAW LIBRARY FUND Budget Detail 2018-2019 Actual

Account Number: 213-2190051100.06 52100 55230 56001 56012 56017 58200

Salaries and Wages - Part-time FICA Telecommunications Office Supplies Books and Subscriptions Copier Costs Capital Outlay

Total Operating Expenditures

2019-2020 Actual

2020-2021 Budget

2020-2021 Exp to Dec

% Exp

2021-2022 Requested

% Chng

2021-2022 Recommended

% 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

9,163 701 332 3,987 200 -

47% 47% 64% 0% 22% 12% 0%

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

14,383

34%

48,310

13%

48,847

15%

143

_____________ THIS PAGE INTENTIONALLY BLANK

Debt Service Fund

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

144

DEBT SERVICE FUND Revenue 2018-2019 Actual

2019-2020 Actual

2020-2021 Budget

2020-2021 YTD to Dec

2021-2022 Requested

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

Interest on Investments 2011 VPSA Interest Refund Local Bond Issues Transfer from General Fund Transfer from Road Maintenance Transfer from Grant Fund (CDBG 108 loan) Transfer from RT 17 Special Taxing District Transfer from Capital Projects

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

301,435 37,223,465 7,615,819 1,367,413 410,624 389,861

28% 100% 100% 100%

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

Total Revenue

29,196,937

59,315,013

29,674,356

47,308,617

159%

29,396,660

-1%

2021-2022 Recommended

% Chng

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

0% -3% -3% -60%

29,396,660

-1%

Expenditure Summary 2018-2019 Actual

2019-2020 Actual

2020-2021 Budget

2020-2021 YTD to Dec

2021-2022 Requested

% Chng

2021-2022 Recommended

% Chng

Consolidated Debt

29,196,937

59,315,013

29,674,356

47,048,077

159%

29,396,660

-1%

29,396,660

-1%

Total Expenditures

29,196,937

59,315,013

29,674,356

47,048,077

159%

29,396,660

-1%

29,396,660

-1%

145

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

2020-2021 Exp to Dec

% Exp

2021-2022 Requested

% Chng

2021-2022 Recommended

% 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

41,418,478 4,925,502 704,097

222% 47% 141%

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

47,048,077

159%

29,396,660

-1%

29,396,660

-1%

146

_____________ THIS PAGE INTENTIONALLY BLANK

Enterprise Funds

PUBLIC UTILITIES FUND DESCRIPTION The Department of Public Utilities is responsible for the operation, maintenance, and expansion of the City’s water and wastewater collection systems. The Department is comprised of the divisions of administration, customer service, line maintenance, maintenance, engineering and water production/quality which manage and operate the G. Robert House Water Treatment Plant 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 Actual 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% 1.17

147

UTILITY FUND Revenue 2018-2019 Actual

2019-2020 Actual

2020-2021 Budget

2020-2021 YTD to Dec

2021-2022 Requested

% Chng

2021-2022 Recommended

% 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

22,762 233,079 4,068,950 1,310,326 9,569,452 108,390 1,623,881 70,000 6,267,918 63,350 153,593 4,364,400 5,102 -

6% 126% 128% 36% 41% 108% 35% 50% 41% 63% 32% 127% 5% 0%

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%

150,000 250,000 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 15,167,000

-59% 35% 0% -8% 6% 20% 4% 0% 0% 0% -7% 0% -35% 145%

Total Revenue

55,072,844

57,443,052

61,039,200

27,861,202

46%

61,923,777

71,223,777

17%

2021-2022 Recommended

% Chng

Expenditure Summary 2018-2019 Actual

2019-2020 Actual

2020-2021 Budget

2020-2021 YTD to Dec

2021-2022 Requested

% Chng

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

412,332 860,184 1,459,337 1,970,121 5,788,765 665,150 15,777,593

37% 45% 44% 48% 47% 45% 43%

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 3,536,340 4,278,271 12,816,964 1,508,823 46,007,596

-3% 4% 6% 4% 5% 3% 25%

Total Expenditures

62,900,123

62,736,528

61,039,200

26,933,482

44%

61,923,777

71,223,777

17%

148

DEPARTMENT: PUBLIC UTILITIES - ADMINISTRATION Budget Detail 2018-2019 Actual

Account Number: 501-8951051100.02 51100.04 52100 52210 52400 53100 53300 53320 53500 53600 54100 54200 54500 55210 55230 55310 55420 55500 55810 56001 56011 56012 56017 58200

Salaries and Wages Salaries and Wages - Overtime FICA VRS Retirement Group Life Professional Services Repairs and Maintenance Maintenance Service Contract Printing and Binding Advertising Information Technology Fleet Risk Management Postal Services Telecommunications Employer HDHP Expense Lease/Rent of Building Travel and Training Dues and Association Memberships Office Supplies Uniforms & Wearing Apparel Books and Subscriptions Copier Costs Capital Outlay

Total Operating Expenses

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 -

983,056

2020-2021 Budget

2020-2021 Exp to Dec

% Exp

2021-2022 Requested

% Chng

2021-2022 Recommended

% Chng

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 -

240,780 531 17,716 27,675 2,664 36,352 56 20 33,089 4,397 32,573 5 2,786 6,674 394 4,472 300 1,387 461 -

40% 18% 39% 37% 33% 17% 0% 25% 8% 0% 50% 56% 50% 1% 23% 57% 6% 70% 12% 46% 0% 5% -

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% -

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% -

993,821

1,128,752

412,332

37%

1,058,697

-6%

1,092,051

-3%

53100 - Professional Services: Consulting services. Personnel Summary

Range

Class 144 138 135 132 130 123 121 119

Director of Public Utilities Assistant Director of Public Utilities Utility Operations Manager Data Quality Control Technician Safety Officer II Stock Room Supervisor Executive Secretary Senior Stock Room Clerk

Number of Full-Time Positions

2018-2019 Actual

2019-2020 Actual

2020-2021 Budget

1 1 1 1 1 1 1 1

2021-2022 Requested

2021-2022 Recommended 1 1 1 1

1 1 1 1 -

1 1 1

149

DEPARTMENT: PUBLIC UTILITIES - CUSTOMER SERVICE Budget Detail 2018-2019 Actual

Account Number: 501-8952051100.02 51100.04 51100.06 52100 52210 52400 53100 53110 53200 53300 53320 53500 54100 54200 54500 55100 55210 55230 55310 55420 55500 55810 56001 56011 56012 56014 56017 58200

Salaries and Wages Salaries and Wages - Overtime Salaries and Wages - Part-time FICA VRS Retirement Group Life Professional Services Medical Services Temporary Help Service Fees Repairs and Maintenance Maintenance Service Contracts Printing and Binding Information Technology Fleet Risk Management Utilities Postal Service Telecommunications Employer HDHP Expense Lease of Buildings Travel and Training Dues and Association Memberships Office Supplies Uniform & Wearing Apparel Books and Subscriptions Other Operating Supplies Copier Costs Capital Outlay

Total Operating Expenses

2019-2020 Actual

2020-2021 Budget

2020-2021 Exp to Dec

% Exp

2021-2022 Requested

% Chng

2021-2022 Recommended

% 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 -

442,704 2,899 10,078 33,012 50,870 4,552 88,975 363 619 3,247 60,380 30,909 95,283 5,800 132 5,430 10,635 1,184 5,121 6,412 1,581 -

49% 11% 59% 46% 45% 38% 33% 0% 4% 25% 108% 50% 32% 50% 100% 26% 60% 50% 0% 0% 30% 62% 0% 46% 17% -

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

860,184

45%

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 133 130 128 121/124 122 116

2018-2019 Actual

Utility Operations Accounting Manager Assistant Utility Operations Accounting Manager Field Operations Account Manager Accounting Associate I-II Water Distribution Operator Water Meter Service Worker

Number of Full-Time Positions

2019-2020 Actual

2020-2021 Budget

2021-2022 Requested

2021-2022 Recommended

1 1 1 10 2 8

150

DEPARTMENT: PUBLIC UTILITIES - LINE MAINTENANCE Budget Detail 2018-2019 Actual

Account Number: 501-8953051100.02 51100.04 52100 52210 52400 53000.02 53000.16 53100 53110 53300 53320 54100 54200 54500 55100 55230 55310 55410 55420 55500 55852 56001 56011 56014 56017 56024 58200

Salaries and Wages $ Salaries and Wages - Overtime FICA VRS Retirement Group Life Purchased Services - Road Maintenance Purchased Services - Refuse Collection Professional Services Medical Services Repairs and Maintenance Maintenance Service Contract Information Technology Fleet Risk Management Utilities Telecommunications Employer HDHP Expense Lease/Rent of Equipment Lease/Rent of Property Travel and Training HRSD Interceptors Interest Payment Office Supplies Uniforms & Wearing Apparel Other Operating Supplies Copier Costs Paving & Construction Supplies Capital Outlay

Total Operating Expenses

2019-2020 Actual

912,194 170,550 79,098 (4,432) 13,914 2,900 10,783 18,750 2,091 557,658 15,260 137,864 438,682 268,761 15,000 18,951 8,167 609 7,493 4,404 68,407 1,281 28,333 182,850 3,189 25,768 10,862 2,999,386

2020-2021 Budget

2020-2021 Exp to Dec

% Exp

2021-2022 Requested

% Chng

2021-2022 Recommended

% Chng

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 -

522,932 55,076 42,680 59,181 7,857 4,500 5,145 7,945 244,224 6,957 73,639 168,244 125,498 5,801 7,504 2,146 7,950 482 618 17,897 83,756 1,297 8,005 -

49% 36% 46% 45% 55% 90% 33% 33% 0% 38% 48% 50% 32% 50% 39% 39% 11% 8% 41% 60% 60% 31% 40% -

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 3,000 696,000 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% 7% 49% 15% -2% -9% 0% 0% 0% 0% 20% 33% 21% 0% 25% -

2,919,479

3,340,467

1,459,337

44%

3,487,239

3,536,340

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 132 127 124 120/123 122 118 117

Line Maintenance Manager Assistant Line Maintenance Manager Utility Crew Leader Heavy Equipment Operator I-II Line Maintenance Technician Skilled Laborer Utility Systems Worker

Number of Full-Time Positions

2018-2019 Actual

2019-2020 Actual

2020-2021 Budget

2021-2022 Requested

2021-2022 Recommended

1 1 4 5 3 7 8

1 1 4 5 4 7 8

151

DEPARTMENT: PUBLIC UTILITIES - MAINTENANCE Budget Detail 2018-2019 Actual

Account Number: 501-8954051100.02 51100.04 52100 52210 52400 53000.16 53100 53110 53300 53320 54100 54200 54500 55100 55230 55310 55410 55500 55810 56001 56011 56014 56017 58200

Salaries and Wages $ Salaries and Wages - Overtime FICA VRS Retirement Group Life Purchased Services - Refuse Collection Professional Services Medical Services Repairs and Maintenance Maintenance Service Contract Information Technology Fleet Risk Management Utilities Telecommunications Employer HDHP Expense Lease/Rent of Equipment Travel and Training Dues and Association Memberships Office Supplies Uniforms & Wearing Apparel Other Operating Supplies Copier Costs Capital Outlay

Total Operating Expenses

2019-2020 Actual

909,088 90,249 72,186 6,928 11,346 1,474 110 1,822 317,834 4,015 99,301 590,115 258,000 256,019 19,383 1,000 481,595 3,846 6,441 1,463 26,030 147,686 3,189 (49,224) 3,259,895

2020-2021 Budget

2020-2021 Exp to Dec

% Exp

2021-2022 Requested

% Chng

2021-2022 Recommended

% Chng

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

532,076 55,376 43,227 60,538 5,922 1,530 60 600 185,472 1,069 61,759 347,858 113,434 96,412 8,925 347,960 504 6,064 1,193 14,924 80,079 5,139 -

50% 55% 49% 46% 42% 85% 2% 30% 52% 25% 50% 49% 50% 31% 46% 51% 6% 92% 48% 54% 36% 125% 0%

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%

3,384,828

4,120,418

1,970,121

48%

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 132 127 126 125 124 123 122 118 117

2018-2019 Actual

Maintenance Manager Assistant Maintenance Manager Pump Station Instrumentation & Control Supervisor Electronics Technician Utility Crew Leader Heavy Equipment Operator II Pump Station Mechanic Skilled Laborer Utility Systems Worker

Number of Full-Time Positions

2019-2020 Actual 1 1

2020-2021 Budget

2021-2022 Requested

2021-2022 Recommended

2 2 1 9 1 8

1 1 1 2 2 1 9 1 8

1 1 1 2 3 1 9 2 6

152

DEPARTMENT: PUBLIC UTILITIES - WATER PRODUCTION Budget Detail 2018-2019 Actual

Account Number: 501-8955051100.02 51100.04 51100.06 52100 52210 52400 53000.16 53100 53110 53300 53320 53500 53600 54100 54200 54500 55100 55210 55230 55310 55410 55500 55810 55853 56001 56011 56014 56017 58200

Salaries and Wages Salaries and Wages - Overtime Salaries and Wages - Part-time FICA VRS Retirement Group Life Purchases Services - Refuse Collection Professional Services Medical Services Repairs and Maintenance Maintenance Service Contract Printing and Binding Advertising Information Technology Fleet Risk Management Utilities Postal Service Telecommunications Employer HDHP Expense Lease/Rent of Equipment Travel and Training Dues and Association Memberships Bulk Water Purchase Office Supplies Uniforms & Wearing Apparel Other Operating Supplies Copier Costs Capital Outlay

Total Operating Expenses

2019-2020 Actual

2020-2021 Budget

2020-2021 Exp to Dec

% Exp

2021-2022 Requested

% Chng

2021-2022 Recommended

% 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

667,942 70,675 53,259 78,872 8,293 765 16,186 58,225 13,983 74,951 33,328 126,815 255,393 175 13,391 236,847 412 99,047 3,740,167 1,108 4,566 232,682 1,682 -

48% 47% 45% 45% 44% 20% 14% 0% 51% 10% 0% 0% 50% 44% 50% 28% 7% 71% 49% 2% 96% 51% 37% 25% 42% 16% 0%

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

5,788,765

47%

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 137 135 134 127 127 126 125 125 122/124 122 117 114

Water Production Manager Laboratory Manager Assistant Water Production Manager Water Maintenance Supervisor Senior Water Treatment Plant Operator Quality Control Technician Water Maintenance Mechanic Electronics Technician Water Treatment Plant Operator I - II Water Distribution Operator (LAB) Utility Systems Worker Custodial Worker

Number of Full-Time Positions

2018-2019 Actual

2019-2020 Actual

2020-2021 Budget

2021-2022 Requested

2021-2022 Recommended

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

153

DEPARTMENT: PUBLIC UTILITIES - ENGINEERING Budget Detail 2018-2019 Actual

Account Number: 501-8956051100.02 51100.04 52100 52210 52400 53100 53110 53300 53320 53500 54100 54200 54500 55100 55210 55230 55310 55420 55500 55810 56001 56011 56012 56014 56017 58200

Salaries and Wages Salaries and Wages - Overtime FICA VRS Retirement Group Life Professional Services Medical Services Repairs and Maintenance Maintenance Service Contract Printing and Binding Information Technology Fleet Risk Management Utilities Postal Service Telecommunications Employer HDHP Expense Lease/Rent of Building Travel and Training Dues and Association Memberships Office Supplies Uniforms & Wearing Apparel Books and Subscriptions Other Operating Supplies Copier Costs Capital Outlay

Total Operating Expenses

2019-2020 Actual

843,849 21,014 63,525 (2,916) 11,389 285 1,953 60 63,308 48,413 134,126 3,600 4 10,463 1,458 29,112 3,970 2,149 4,547 4,761 879 4,955 1,250,906

2020-2021 Budget

2020-2021 Exp to Dec

% Exp

2021-2022 Requested

% Chng

2021-2022 Recommended

% Chng

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 -

416,742 5,747 30,999 49,159 5,665 506 39,378 25,675 58,552 3,600 12 4,445 15,276 629 392 2,632 573 5,167 -

46% 29% 44% 43% 47% 0% 0% 25% 0% 50% 41% 50% 100% 2% 38% 50% 7% 0% 13% 44% 0% 23% 78% -

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% -

1,278,625

1,465,550

665,150

45%

1,465,650

1,508,823

Personnel Summary

Range 138 132/134/136 132 130 125/126/127

Class Utility Engineering Manager Civil Engineer I-III Construction Manager Senior Engineering Technician Construction Inspector I-III

Number of Full-Time Positions

2018-2019 Actual

2019-2020 Actual

2020-2021 Budget

2021-2022 Requested

2021-2022 Recommended

1 4 1 2 6

154

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

2020-2021 Exp to Dec

(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 -

3,577 274 3,857 166,766 52,500 7,076,530 1,890,684 393,406 6,190,000 -

42,268,758

40,935,359

36,877,482

15,777,593

% Exp

2021-2022 Requested

9% $ 9% 0% 8% 0% 50% 0% 0% 0% 53% 0% 50% 1891% 50% 100% 43%

% Chng

2021-2022 Recommended

% Chng

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 3,432,290 400,000 200,000 100,000 13,620,512 11,751,760 100,000 808,685 15,167,000 -

0% 0% -100% 0% 0% -1% -7% 7% 100% 0% 23% -17% 0% 3% 145% -

37,035,670

46,007,596

25%

155

_____________ THIS PAGE INTENTIONALLY BLANK

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 Actual

FY 22 Estimated

198 89%

170 92%

175 93%

27,463 2.92

50,000 7.00

156

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

2020-2021 YTD to Dec

2021-2022 Requested

% Chng

2021-2022 Recommended

% 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

21,225 349 306,302 97,551 302,024 1,082,391 17,349 2,570,323 189,098 8,383 -

41% 39% 64% 278% 25% 56% -

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

4,594,995

69%

7,808,478

17%

7,937,478

19%

2021-2022 Recommended

% Chng

A B C D E F

Expenditure Summary 2018-2019 Actual

2019-2020 Actual

2020-2021 Budget

2020-2021 YTD to Dec

2021-2022 Requested

% Chng

Engineering Mosquito Control

5,390,513 736,576

5,097,050 714,365

5,813,590 847,116

2,542,830 319,716

44% 38%

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

2,862,546

43%

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

157

DIVISION: STORMWATER UTILITY - ENGINEERING (Department of Public Works) Budget Detail 2018-2019 Actual

Account Number: 514-82220 51100.02 51100.04 51100.06 52100 52210 52400 53000.04 53000.13 53100 53100.18 53200.00 53500 53600 54100 54200 54500 55210 55230 55310 55420 55500 55810 56001 56012 56014 56017 58200 58211 91400-55305 91400-55306 91400-55307 91400-59902 93000-50000.165 93000-50000.310 95100-59120

Salaries and Wages $ Salaries and Wages - Overtime Salaries and Wages - Part-time FICA VRS Retirement Group Life Purchased Services - Road Maint. Fund Purchased Services - PW Outreach Professional Services HRPDC Stormwater Management Fees Temporary Help Services Fees Printing and Binding Advertising Information Technology Fleet Risk Management Postal Services Telecommunications Employer HDHP Expense Lease/Rent of Building Travel and Training Dues and Association Memberships Office Supplies Books and Subscriptions Other Operating Supplies Copier Costs Capital Outlay Depreciation Employer Pension Expense OPEB Expense OPEB Expense - VRS Plans Contingency Transfer to GF-Indirect Cost Transfer to Capital Project Interest

Total Operating Expenditures

2019-2020 Actual

2020-2021 Budget

2020-2021 Exp to Dec

% Exp

2021-2022 Requested

% 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

1,157,385 3,446 85,396 135,331 14,962 23,097 40,939 170,695 18,589 168,831 381 10,992 37,314 3,858 8,377 3,028 372 2,939 8,330 141,626 500,000 6,941

50% 34% 0% 48% 47% 49% 0% 0% 7% 136% 0% 50% 35% 50% 30% 36% 50% 14% 72% 25% 27% 15% 30% 0% 0% 50% 100% 50%

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

5,390,513

5,097,050

5,813,590

2,542,830

44%

6,964,598

2021-2022 Recommended

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% 20%

% Chng

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%

6,908,283

19%

53000.04 - Purchased Services - Road Maintenance Fund: Residential BMP maintenance and enhanced street sweeping. 55810 - Dues & Memberships: HRPDC dues for Regional Stormwater Phase II. Personnel Summary

Range 138 137 137 132/134/136 135 134 134 133 132 130 130 130 127 125/126/127 127 125 125 124 123 123 123 121 121 118

Class Assistant Director of Public Works Development Plan Manager Capital Improvement Project Manager Civil Engineer I-III Environmental Programs Manager Real Estate Manager for Acquisition Enterprise Programs Manager Service Support Manager Construction Manager Senior Engineering Technician Land Acquisition Agent Environmental Specialist Community Outreach Coordinator Construction Inspector I-III Asset Manager Land Acquisition Technician Engineering Technician Accounting Associate II Permit Technician Litter Control Coordinator Asset Management Data Technician Land Acquisition Aide Engineering Aide Customer Service Representative

Number of Full-Time Positions

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 8 1 1 6 2 1 1 1 1

8 1 1 6 2 1 1 1 1

% Chng

1 1 1 7

1 1

3 1

2021-2022 Recommended

8 1 1 5 2 1 1 1 1 1 1

% Chng

3 1 1 8 1 1 6 2 1 1 1 1 -

158

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

2020-2021 Exp to Dec

% Exp

2021-2022 Requested

% 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 -

166,931 219 31,941 15,028 20,426 2,204 1,443 980 23,501 17,373 31,385 464 2,005 700 4,726 391 -

51% 15% 71% 52% 50% 50% 0% 0% 48% 0% 20% 0% 50% 41% 50% 32% 101% 0% 0% 0% 0% 25% 0% 4% 15% -

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 -

714,365

847,116

319,716

38%

843,880

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% 0%

2021-2022 Recommended

% Chng

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% -

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 Recommended

1 2 1 3

159

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 Actual 46,000 6,500 68%

FY 22 Estimated 49,000 7,000 70%

160

REFUSE FUND Revenue 2018-2019 Actual

2019-2020 Actual

2020-2021 Budget

2020-2021 YTD to Dec

2021-2022 Requested

% Chng

2021-2022 Recommended

% 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

3,981,441 33,180 143 1,443 33,375 13,396 26,708 7,106 1,601 737 11,550 2,294 139,080 160,611 38,859 -

47% 72% 48% 58% 30% 32% 33% 46% 40% 26% 56% 27% 0%

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

4,451,524

43%

10,408,254

10,681,077

Expenditure Summary 2018-2019 Actual

2019-2020 Actual

2020-2021 Budget

2020-2021 YTD to Dec

2021-2022 Requested

% Chng

2021-2022 Recommended

% Chng

Refuse Services

8,686,782

9,487,738

10,294,673

4,645,705

45%

10,408,254

10,681,077

Total Expenditures

8,686,782

9,487,738

10,294,673

4,645,705

45%

10,408,254

10,681,077

161

REFUSE FUND Budget Detail 2018-2019 Actual

Account Number: 520-42320 51100.02 51100.04 51100.06 52100 52210 52400 53000 53000.06 53000.13 53000.42 53100.00 53100.22 53300 53500 54100 54200 54500 55100 55210 55230 55310 55410 55500 55810 56001 56011 56014 56017 58200 58211 91400-55305 91400-55306 91400-55307 91400-59902 93000-50000.165 95100-59110 95100-59120

Salaries and Wages $ Salaries and Wages - Overtime Salaries and Wages - Part-time FICA VRS Retirement Group Life Purchased Services - Landfill/Recycling Purchased Services - Stormwater Purchased Services - SW Outreach Purchased Services - Road Maintenance Professional Services Medical Services Repair and Maintenance Printing and Binding Information Technology Fleet Risk Management Utilities Postal Services Telecommunications Employer HDHP Expense Lease/Rent of Equipment Travel and Training Dues and Association Memberships Office Supplies Uniforms & Wearing Apparel Other Operating Supplies Copier Capital Outlay Depreciation Employer Pension Expense OPEB Expense OPEB Expense - VRS Plans Contingency Transfer to GF-Indirect Cost Principle Interest

Total Operating Expenses

2019-2020 Actual

2020-2021 Budget

2020-2021 Exp to Dec

% Exp

2021-2022 Requested

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

730,336 71,259 58,023 84,082 9,235 2,304,042 17,349 31,677 6,641 315 113,818 808,339 187,477 6,375 256 1,526 26,100 256 6,407 1,033 14,962 20,042 1,056 133,726 11,375

49% 127% 49% 45% 46% 50% 25% 0% 42% 0% 0% 22% 30% 50% 39% 50% 25% 19% 31% 17% 80% 12% 33% 13% 24% 0% 50% 0% 50%

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

8,686,782

9,487,738

10,294,673

4,645,705

45%

10,408,254

% Chng

2021-2022 Recommended

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%

% Chng

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%

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 130 124 123 121/122 121 116 114

Refuse Supervisor Refuse Field Supervisor Customer Service Supervisor Refuse Equipment Operator I-II Refuse Inspector Refuse Dispatcher Refuse Worker

Number of Full-Time Positions

2018-2019 Actual

2019-2020 Actual

2020-2021 Budget

2021-2022 Requested

2021-2022 Recommended

1 1 1 26 2 2 7

1 1 1 28 2 2 7

1 1 1 26 2 2 7

162

_____________ THIS PAGE INTENTIONALLY BLANK

Internal Service Funds

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 Actual 7,000 6 days 90% 4.70 85%

FY 22 Estimated 7,000 6 days 90% 4.70 85%

163

FLEET MANAGEMENT FUND Revenue 2018-2019 Actual

2019-2020 Actual

2020-2021 Budget

2020-2021 YTD to Dec

2021-2022 Requested

% Chng

2021-2022 Recommended

% 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

518 4,588,405 224,373 174 -

38% 25% 0%

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

4,813,469

32%

11,914,136

-22%

13,949,849

-9%

2021-2022 Requested

% Chng

Expenditure Summary 2018-2019 Actual

2019-2020 Actual

2020-2021 Budget

2020-2021 YTD to Dec

2021-2022 Recommended

% Chng

Fleet Management

11,395,394

10,589,690

15,260,520

4,059,468

27%

11,914,136

-22%

13,949,849

-9%

Total Expenditures

11,395,394

10,589,690

15,260,520

4,059,468

27%

11,914,136

-22%

13,949,849

-9%

Sale of Service - Intergovernmental Revenue - includes Fleet service to WTCSB, Health Dept., WTRJ, School Transportation, VRT.

164

DIVISION: FLEET MANAGEMENT (Department of Public Works) Budget Detail 2018-2019 Actual

Account Number: 601-1252051100.02 51100.04 52100 52210 52400 53000.16 53300 53320 54100 54500 55100 55210 55230 55310 55410 55500 55810 56001 56007.04 56007.06 56011 56014 56017 91400-55305 91400-55306 91400-55307 91400-59902 95100-59120 93000-50000.165 93000-50000.310

Salaries and Wages $ Salaries and Wages - Overtime FICA VRS Retirement Group Life Purchased Services - Refuse Collection Repairs and Maintenance Maintenance Service Contracts Information Technology Risk Management Utilities Postal Services Telecommunications Employer HDHP Expense Lease/Rent of Equipment Travel and Training Dues and Association Memberships Office Supplies Vehicle & Power Equipment Fuels Vehicle & Power Equipment Supplies Uniforms & Wearing Apparel Other Operating Supplies Copier Costs Employer Pension Expense OPEB Expense OPEB Expense - VRS Plans Contingency Interest Transfer to GF-Indirect Cost Transfer to Capital

Total Operating Expenses

Expenses Related to Asset Acquisition 58200 Capital Outlay 58211 Depreciation 58225 Loss (Gain) on Disposition of Assets Total Annual Budget

2019-2020 Actual

2020-2021 Exp to Dec

% Exp

2021-2022 Requested

% 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 -

533,080 5,610 39,868 62,623 6,967 737 18,500 981 58,137 280,427 10,220 10 858 20,563 427 720 301 429,791 1,115,310 1,735 15,892 2,333 67,150 190,070 -

51% 21% 49% 49% 50% 40% 46% 7% 50% 50% 25% 7% 22% 50% 7% 48% 7% 22% 43% 14% 22% 21% 0% 50% 50% -

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 -

6,314,166

6,053,190

7,338,540

2,862,308

39%

6,750,364

-8%

1,197,160 -

50% 0% -

5,163,772 -

-100% -6% -

4,059,468

27%

11,914,136

-22%

10,437 4,908,960 161,831 $

2020-2021 Budget

11,395,394

9,696 4,526,804 $

10,589,690

2,403,100 5,518,880 $

15,260,520

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% $

2021-2022 Recommended

% Chng

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% -

6,803,188

-7%

2,063,405 5,083,256 -

-14% -8% -

13,949,849

-9%

55410 - Lease of Equipment: Generator Personnel Summary

Range 138 132 128 127 121/124/126 123 121 119 118

Class

2018-2019 Actual

Fleet & Equipment Services Manager Fleet & Equipment Services Assistant Manager Mechanic Supervisor Lead Mechanic Mechanic I-III Stock Room Supervisor Accounting Associate I Office Assistant Stock Room Clerk

Number of Full-Time Positions

2019-2020 Actual

2020-2021 Budget

2021-2022 Requested

2021-2022 Recommended

1 1 1 2 11 1 1 1 2

165

_____________ THIS PAGE INTENTIONALLY BLANK

INFORMATION TECHNOLOGY FUND DESCRIPTION The Information Technology Fund operates as an internal service fund providing computer related and telecommunications services to city departments and other governmental agencies including consultation, analysis, office automation, computer operation, software development, equipment maintenance, networking and Internet, and interactive browser based application development to improve the productivity and effectiveness of user departments and agencies.

FY 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 Actual 99% 2,650 7,200 70% 958,000

FY 22 Estimated 99% 2,400 8,500 90% 750,000

166

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 -

2020-2021 YTD to Dec $

11,530,356

2,346 5,630,226 7,500 15 1,209

50% 3% -

5,641,295

2021-2022 Requested

% Chng

14,726,282 312,599 -

31% 16% -

49%

15,038,881

30%

2021-2022 Requested

% Chng

2021-2022 Recommended

% Chng

13,552,492 292,114 -

20% 8% -

13,844,606

20%

2021-2022 Recommended

% Chng

Expenditure Summary 2018-2019 Actual

2019-2020 Actual

2020-2021 Budget

2020-2021 YTD to Dec

Information Technology

9,261,167

12,889,967

11,530,356

8,012,361

69%

15,038,881

30%

13,844,606

20%

Total Expenditures

9,261,167

12,889,967

11,530,356

8,012,361

69%

15,038,881

30%

13,844,606

20%

Sale of Service - Intergovernmental Revenue - provides service to: Community Corrections, Workforce Development Center.

167

DEPARTMENT: INFORMATION TECHNOLOGY Budget Detail 2018-2019 Actual

Account Number: 603-1251051100.02 51100.04 51100.06 52100 52210 52400 53100 53300 53320 54200 54500 55100 55210 55230 55240 55310 55410 55420 55500 55810 56001 56012 56017 91400-55305 91400-55306 91400-55307 91400-58225 91400-59902 95100-59120 93000-50000.165

Salaries and Wages Salaries and Wages - Overtime Salaries and Wages - Part-time FICA VRS Retirement Group Life Professional Services Repair and Maintenance Maintenance Service Contracts Fleet Risk Management Expense Utilities Postal Services Telecommunications Data Communications Employer Pension Expense Lease/Rent of Equipment Lease/Rent of Building Travel and Training Dues and Association Memberships Office Supplies Books and Subscriptions Copier Costs Employer Pension Expense OPEB Expense OPEB Expense - VRS Plans Loss(Gain) on Disposition of Assets Contingency Interest Transfer to GF-Indirect Cost

Total Operating Expenses

58110 58200 58200.100 58211

2020-2021 Budget

2020-2021 Exp to Dec

% Exp

2021-2022 Requested

% Chng

2021-2022 Recommended

% 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

866,666 8,581 65,314 102,398 11,046 294,666 88,152 4,245,922 13,076 110,291 5,050 205 20,180 50,243 11,015 29,150 377 1,432 5,954 4,579 107,875 144,818

46% 106% 45% 44% 44% 42% 42% 78% 42% 50% 18% 7% 24% 38% 32% 50% 1% 29% 85% 0% 38% 0% 39% 50%

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

6,186,989

62%

11,625,811

16%

11,507,168

15%

70,229 27,317 1,727,826 -

16% 0%

586,945 892,480 1,933,646

30% 82%

450,000 1,887,439

0% 77%

8,012,361

69%

15,038,881

30%

13,844,606

20%

Expenses Related to Asset Acquisition Non Capital Outlay Capital Outlay Capital Outlay - Bond Funds 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 144 138 137 137 135 131/134 134 133 133 131/132/133 132 128 128 124 124 123 123 121

Class Director of Information Technology Assistant Director of Information Technology IT Security Administrator Enterprise Systems Manager Network Manager Network Engineer I-II Database Administrator Service Support Manager Project Manager Programmer Analyst I-III Systems Administrator Radio Communications Manager Computer Support Technician Radio & Electronics Technician GIS Technician Senior Accounting Technician Asset Management Data Technician 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

1 26

2021-2022 Requested

1 1 1 1 2 2 1 1

1 1 1 1 2 2 1 1 1 6 3 1 6 3 1 1 1

6 3 -

4 3 1 1 27

4 3 1 1 28

2021-2022 Recommended

1 1 1 1 2 2 1 1 6 3 5 3 1 1 29

168

_____________ THIS PAGE INTENTIONALLY BLANK

RISK MANAGEMENT FUND DESCRIPTION The Division of Risk Management operates as an internal service fund which provides for the payment of expenses associated with the City’s general liability, health insurance, and worker’s compensation coverage. The City is self-insured for health insurance coverage. Revenue to support these expenses is obtained from the various funds within the City’s annual operating budget based on a cost reimbursement allocation.

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 Actual

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

169

RISK MANAGEMENT FUND Revenue 2018-2019 Actual

2019-2020 Actual

2020-2021 Budget

2020-2021 YTD to Dec

2021-2022 Requested

% Chng

2021-2022 Recommended

% 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

7,040,359 1,579,489 143,954 205 -

50% 68% -

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

8,764,008

44%

19,404,537

-3%

19,627,218

-2%

Expenditure Summary 2018-2019 Actual

2019-2020 Actual

2020-2021 Budget

2020-2021 YTD to Dec

2021-2022 Requested

% Chng

2021-2022 Recommended

% Chng

Risk Management

15,399,967

16,468,421

19,943,061

10,598,012

53%

19,404,537

-3%

19,627,218

-2%

Total Expenditures

15,399,967

16,468,421

19,943,061

10,598,012

53%

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.

170

DEPARTMENT: RISK MANAGEMENT (Department of Human Resources) Budget Detail 2018-2019 Actual

Account Number: 606-01255051100.02 51100.04 51100.06 52100 52210 52400 53100 54100 54200 55210 55230 55300 12552-55300 12553-55300 55310 55420 55500 55810 12551-55815 55825 12551-55825 12552-55825 12553-55825 12554-56026 56001 56012 56014 56017 58200 58211 91400-55305 91400-55306 91400-55307 91400-59902 93000-50000.165

Salaries and Wages $ Salaries and Wages - Overtime Salaries and Wages - Part-Time FICA VRS Retirement Group Life Professional Services Information Technology Fleet Postal Services Telecommunications Insurance Premiums Insurance Premiums - Wcomp + LODA Insurance Premiums - Property/Casualty Employer HDHP Expense Lease/Rent of Building Travel and Training Dues & Memberships Post Employment Benefits (OPEB) Insurance Claims Claims Payments - Health Claims Payments - Workers Compensation Claims Payments - Property/Casualty Health & Wellness - Special Events Office Supplies Books and Subscriptions Other Operating Supplies Copier Costs Capital Outlay - Additions Depreciation Employer Pension Expense OPEB Expense OPEB Expense - VRS Plans Contingency Transfer to GF-Indirect Cost

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

2020-2021 Exp to Dec $

% Exp

196,683 5 27,545 16,359 20,496 2,224 17,035 22,381 1,151 36 1,788

52% 87% 52% 43% 44% 22% 50% 52% 7% 53%

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 Recommended

% 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

730,752 1,423,658 10,965 2,020 250,000

86% 98% 50% 0% 41% 50%

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

7,229,056 285,193 264,426 2,235 4,638 1,467 62,232 25,668

48% 37% 82% 8% 0% 0% 23% 22% 0% 50%

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%

10,598,012

53%

19,404,537

-3%

19,627,218

-2%

15,399,967

16,468,421

19,943,061

Personnel Summary

Range

Class 138 135 135 133 130 130 128/130

Risk, Benefits & Wellness Manager Employee Leave and Disability Manager Human Resources Manager Senior Human Resources Generalist VRS Benefits Consultant Human Resources Generalist 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 Recommended 1 1 1 1 1 2 2

2021-2022 Requested

1 1

1 1 -

1 1 1 1 2 2 8

171

_____________ THIS PAGE INTENTIONALLY BLANK

Component Unit - School Fund

SCHOOL OPERATING FUND DESCRIPTION Each year, the Suffolk City School Board adopts and presents the School Operating Budget to the Suffolk City Council for the operation of the school division’s 11 elementary schools, 5 middle schools, 3 high schools, an alternative school, and the College and Career Academy at Pruden. City Council reviews the School Board requested budget and adopts a local appropriation as well as state and federal funding for use by the school division.

172

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

2020-2021 YTD to Dec $

118,223,869 62,332,201 180,556,070

534,719

168,375,341

2021-2022 Requested

% Chng 11% 5%

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

2021-2022 Recommended

% Chng 11% 5%

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

46% 42%

54,244,723 26,000,000 80,244,723

442,979

252,834

57%

442,979

180,999,048

80,497,557

44%

196,784,863

2021-2022 Requested

% Chng

2021-2022 Recommended

% Chng

Expenditure Summary 2018-2019 Actual

2019-2020 Actual

2020-2021 Budget

2020-2021 YTD to Dec

School Operating Expenditures

161,608,146

171,809,674

180,999,048

82,217,443

45%

196,784,863

Total Expenditures

161,608,146

171,809,674

180,999,048

82,217,443

45%

196,784,863

173

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

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) 180,999,048

2020-2021 Exp to Dec

% Exp

60,465,292 1,467,167 1,032,754 4,590,018 7,294,850 3,499,889 3,614,639 81,964,609

45% 40% 43% 52% 45% 44% 44%

57% -

252,834 252,834

82,217,443

45%

$ $

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% -

442,979 442,979

196,784,863

$ $

2021-2022 Recommended

% 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

$ $

174

_____________ THIS PAGE INTENTIONALLY BLANK

Appendix

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 26 26 69

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

175

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 1,031

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

176

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 1,439

177

_____________ THIS PAGE INTENTIONALLY BLANK

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

178

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 monthly unemployment rate has ranged from 2.9% to 9.7% in 2020 due to the COVID-19 Pandemic and generally followed the trends of state and federal unemployment. Suffolk’s unemployment rate in January of 2020 was 3.2%, but increased to 9.7% in April of 2020 due to the pandemic. In December of 2020 the unemployment rate for Suffolk was 5.3% which was slightly higher than the state average (4.7%), but less than the national average of (6.5%). Unemployment Rate Past 12 Months 16.0% 14.0% 12.0% 10.0% Suffolk

8.0%

Virginia

6.0%

United States

4.0% 2.0% 0.0% Jan. Feb. Mar. Apr. May. Jun. Jul. 20 Aug. Sep. Oct. Nov. Dec. 20 20 20 20 20 20 20 20 19 20 20

Source: Virginia Employment Commission

179

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 Department of Budget and Strategic Planning

Real Estate Tax Rate The adopted citywide real estate tax rate of $1.11 per $100 of assessed value is the third lowest among the seven largest cities in Hampton Roads.

Source: Suffolk Department of Budget and Strategic Planning

180

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 Department 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

181

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

182

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

183

Size of City Government The Proposed 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 47 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 Department of Budget and Strategic Planning

Support of Schools Funding to support the operation of the school division is provided from local, state, federal, and other sources. Approximately 35% of the schools operating fund is derived from local fund support.

Support of Schools 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 Department of Budget and Strategic Planning

184

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

185

TO BE PROVIDED BY DAVENPORT AT A LATER DATE

186

_____________ THIS PAGE INTENTIONALLY BLANK

City of Suffolk Proposed FY 21-22 Operating and Capital Budget Summary of Reserves and Designated Funds As of February 28, 2021

General Fund: Commonwealth Attorney - Asset Forfeiture State Designation Police - Property Seizures Designation Police - E Ticketing Fee Police - Asset Forfeiture Designation Dare Program Designation Four for Life Designation Fire Program Designation Employee Vending Proceeds Designation

264,000 172,910 137,241 120,502 2,850 30,965 730,786 31,812

1,491,066

187

_____________ THIS PAGE INTENTIONALLY BLANK

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 proposed 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 proposed to assist with one-time capital project expenditures. The proposed 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 proposed FY 22 budget is balanced with estimated revenues supporting proposed expenditures.

City fees and charges have been reviewed and updated in the proposed 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% at for FY 22. The Risk Management unrestricted fund balance exceeds the required $3.3M in risk stabilization funds to support the proposed 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 proposed FY 22 budget. The proposed 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.

188

_____________ THIS PAGE INTENTIONALLY BLANK

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.

189

CITY OF SUFFOLK, VIRGINIA FINANCIAL POLICIES

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

Contributes significantly to the City's ability to insulate itself from fiscal crisis,



Enhances short term and long term financial credit ability by helping to achieve the highest credit and bond ratings possible,



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



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



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



Provides the Council and the citizens a framework for measuring the fiscal impact of government services against established fiscal parameters and guidelines.

1.02 Policy Implementation and Coordination The City has established a Finance Committee that meets quarterly in concert with the release of the City’s quarterly financial projection. The purpose of the Finance Committee is to review the financial affairs of the city generally; and its specific duties shall include, but not be limited to: review of the quarterly financial projection; the tracking of expenditures and revenues generally; compliance with city financial policies and guidelines; and the consideration and recommendations concerning candidates for financial management positions. 1.03 Review and Revision These polices will be reviewed for appropriateness and comparability with AAA rated jurisdictions every three years or more frequently if a need for review is identified.

190

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 proposed 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 proposed 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%.

191

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 proposed 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 proposed 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.

192

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.

193

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.

194

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 members of the Planning Commission, the Mayor, and Vic Mayor. The Plan is reviewed, edited, and recommended by the Planning Commission to the City Council who in turn, reviews, edits and adopts the Plan for consideration of year one projects in the operating budget proposal. A current CIP was adopted by City Council in February 2021. The projects and funding included in the first year of the CIP are included in the proposed 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 proposed FY 22 budget includes $5.3M 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.

195

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 196

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%

197

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 198

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 199

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 200

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. 201

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.

202

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: 203

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.

204

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.

205

CITY OF SUFFOLK, VIRGINIA FINANCIAL POLICIES

GLOSSARY Arbitrage. The difference between the interest paid on the 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. Balloon Maturity. A later maturity within an issue of bonds which contains a disproportionately large percentage of the principal amount of the original issue. Bond Anticipation Notes (BANs). Notes which are paid from the proceeds of the issuance of longterm bonds. Typically issued for capital projects. Bullet Maturity. A maturity for which there are no principal and/or sinking fund payments prior to the state maturity date. Call Provisions. The terms of the bond giving the issuer the right to redeem all or a portion of a bond prior to its stated date of maturity at a specific price, usually at or above par. Capitalized Interest. A portion of the proceeds of a bond issue which is 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. Commercial Paper. Very short-term, unsecured promissory notes issued in either registered or bearer form, and usually backed by a line of credit with a bank. Community Development Authority (CDA). A Community Development Authority (CDA) is a separate authority that may be used to foster growth and development in a special taxing district. A CDA can issue debt for public purpose infrastructure paid for with tax revenues generated within the special taxing district. Public purpose infrastructure includes, but is not limited to: Roads, bridges, sidewalks, traffic signals, Parking facilities; Storm water management systems; Parks and recreational facilities; Fire Stations and equipment; and Schools and related structures. Generally, a CDA can be formed by City Council at the request of 51% or more of the landowners within the proposed district. Under state law, the District’s special tax rate cannot exceed $0.25 per $100 of assessed value. Competitive Sale. A sale/auction of securities by an issuer in which underwriters or syndicates of underwriters submit sealed bids to purchase the securities. Contrast to a negotiated sale. Continuing Disclosure. The principle that accurate and complete information material to the transaction which potential investors would be likely to consider material in making investment decisions with respect to the securities be made available on an ongoing basis. Credit Enhancement. Credit support purchased by the issuer to raise the credit rating of the issue. The most common credit enhancements consist of bond issuance, direct or standby letters of credit, and lines of credit. 206

CITY OF SUFFOLK, VIRGINIA FINANCIAL POLICIES

Debt Service Reserve Fund. The fund in which moneys are placed which may be used to pay debt service if pledged revenues are insufficient to satisfy the debt service requirements. Deep Discount Bonds. Bonds which are priced for sale at a substantial discount from their face or par value. Derivatives. A financial product whose value is derived from some underlying asset value. Designation Policies. Outline how an investor’s order is filled when a maturity is oversubscribed when there is an underwriting syndicate. The senior managing underwriter and issuer decide how the bonds will be allocated among the syndicate. There are three primary classifications of order which form the designation policy: Group Net orders; Net Designated orders and Member orders. Escrow. A fund established to hold moneys pledged and to be used to pay debt service on an outstanding issue. Expenses. Compensates senior managers for out-of-pocket expenses including: underwriters counsel, DTC charges, travel, syndicate expenses, dealer fees, overtime expenses, communication expenses, computer time and postage. General Obligations. Bonds issued by the City secured by the City’s pledge of its full faith and credit and unlimited taxing power. Hedge. A transaction that reduces the interest rate risk of an underlying security. Intergenerational Equity. Equity or fairness principal that those that benefit from a capital improvement should pay for it. Interest Rate Swap. The exchange of a fixed interest rate and a floating interest rate between counterparties. Letters of Credit. A bank credit facility wherein the bank agrees to lend a specified amount of funds for a limited term. Management Fee. The fixed percentage of the gross spread which is paid to the managing underwriter for the structuring phase of a transaction. Members. Underwriters in a syndicate other than the senior underwriter. Negotiated Sale. A method of sale in which the issuer chooses one underwriter to negotiate terms pursuant to which such underwriter will purchase and market the bonds. Original Issue Discount. The amount by which the original par amount of an issue exceeds its public offering price at the time it is originally offered to an investor.

207

CITY OF SUFFOLK, VIRGINIA FINANCIAL POLICIES

Pay-As-You-Go. An issuer elects to finance a project with existing cash flow as opposed to issuing debt obligations. Present Value. The current value of a future cash flow. Private Placement. The original placement of an issue with one or more investors as opposed to being publicly offered or sold. Rebate. A requirement imposed by Tax Reform Act of 1986 whereby the issuer of tax-exempt bonds must pay the IRS an amount equal to its profit earned from investment of tax-exempt bond proceeds at rates exceeding the tax-exempt borrowing rate. The tax-exempt borrowing rate (or “bond yield”) is calculated pursuant to the IRS code together with all income earned on the accumulated profit pending payment. Revenue (Limited Liability) Bonds. Bonds issued by the City secured by a specific revenue pledge of rates, rents or fees. Selling Groups. The group of securities dealers who participate in an offering not as underwriters but rather who receive securities less the selling concession from the managing underwriter for distribution at the public offering price. Syndicate Policies. The contractual obligations placed on the underwriting group relating to distribution, price limitations and market transactions. Tax Increment Financing District (TIF). A Tax Increment Financing District (TIF) district is a public financing technique primarily used to foster economic development projects. Upon creation of a TIF district, a base year and base assessment is established and over time incremental increases in the TIF district’s real estate assessments and associated real estate tax revenues accrue to the TIF district and may be used to pay debt service. Underwriter. A dealer that purchases new issues of municipal securities from the Issuer and resells them to investors. Underwriter’s Discount. The difference between the price at which bonds are bought by the Underwriter from the Issuer and the price at which they are reoffered to investors. Variable Rate Debt. An interest rate on a security which changes at intervals according to an index or a formula or other standard of measurement as stated in the bond contract.

208

ORDINANCE NUMBER AN ORDINANCE APPROVING THE CITY BUDGET AND APPROPRIATING FUNDS FOR EXPENDITURES CONTEMPLATED DURING THE FISCAL YEAR BEGINNING JULY 1, 2021, AND ENDING JUNE 30, 2022, AND REGULATING THE PAYMENT OF MONEY OUT OF THE CITY TREASURY BE IT ORDAINED by the Council of the City of Suffolk, Virginia as follows: Section 1:

Except as provided in Section 2 of this ordinance, the City of Suffolk, Virginia, Proposed Annual Operating Budget, Fiscal Year 2021-2022, dated April 7, 2021, and submitted by the City Manager, is approved as the City budget for the fiscal year beginning July 1, 2021, and ending June 30, 2022.

Section 2:

The City Budget shall be subject to transfers authorized by law and to such further amendments by ordinance as the City Council may deem appropriate.

Section 3:

The amount named in the Proposed Annual Operating Budget for the fiscal year beginning July 1, 2021, and ending June 30, 2022, in the following fund amounts totaling $698,039,695 is hereby appropriated from the revenues of the City for use by the various funds of the City Government referenced in said budget for the said fiscal year. Any appropriation to a specific fund but identified as a revenue source in another fund is specifically designated and restricted for accounting and transfer purposes only and not for any other expenditure from the source fund. Fund General Fund Capital Projects Fund Aviation Facilities Fund Transit System Fund

Downtown Business Overlay District Law Library Fund Route 17 Special Taxing District Road Maintenance Fund Debt Service Fund Utility Fund Stormwater Fund Refuse Services Fund Grants Fund Fleet Management Fund Information Technology Fund Risk Management Fund School Fund Total Funds Budget

2021-2022 237,816,531 60,673,312 1,078,197 2,431,160 174,091 48,847 1,989,160 29,722,740 29,396,660 71,223,777 7,937,478 10,681,077 660,129 13,949,849 13,844,606 19,627,218 196,784,863

698,039,695

209

Section 4:

All payments from funds shall be made in accordance with general law and with the Charter, Code and applicable ordinances and resolutions of the City, except as otherwise specifically provided herein; provided, however, that payments from the funds appropriated for the support, maintenance and operation of the public free schools of the City shall be made by the City Treasurer upon warrants drawn by the proper officer or officers of the School Board of the City; and provided further that payments from the funds appropriated for expenditures of the Department of Social Services shall be made by the City Treasurer upon presentation of warrants drawn by the Social Services Director and approved by the local Board of Public Welfare.

Section 5:

The City Council hereby authorizes the issuance and sale of the City's revenue anticipation note or notes (the "Note" or "Notes"), pursuant to Section 15.2-2629 of the Code of Virginia of 1950, as amended (the "Virginia Code"), in the aggregate principal amount of up to $25,000,000 in anticipation of the collection of the taxes and revenues of the City for the fiscal year ending June 30, 2021. If either the City Manager or City Treasurer deems that the cash flow needs and the financial condition of the City warrant the issuance of a Note or Notes, the City Manager or the City Treasurer (each hereinafter referred to as the "City Representative") is authorized and directed to accept a proposal or proposals for the purchase of the Note or Notes and to approve the terms of the Note or Notes, provided that the aggregate principal amount of the Notes shall not exceed $25,000,000, none of the Notes shall mature later than June 30, 2022, and no interest rate on any of the Notes shall exceed 7%. The City Representative is hereby authorized and directed to execute an appropriate negotiable Note or Notes and the Clerk of the City Council (the “Clerk”) to affix the seal of the City thereto and such City Representative is authorized and directed to deliver the Note or Notes to the purchaser thereof. The City Representative, and such officers and agents of the City as the City Representative may designate, are hereby authorized and directed to take such further action as they deem necessary regarding the issuance and sale of the Note or Notes and all actions taken by such officers and agents in connection with the issuance and sale of the Note or Notes are ratified and confirmed. In accordance with Section 15.2-2601 of the Virginia Code, the City Council elects to issue the Notes pursuant to the provisions of the Public Finance Act of 1991, Chapter 26, Title 15.2 of the Virginia Code.

Section 6:

The amounts appropriated by this ordinance shall be expended for the purpose of operating the City government and the public free school system during the 20212022 Fiscal Year; and, with the exception of the items the payment of which is fixed by law, shall be expended in such proportions as may be authorized by the City Manager from time to time; provided, however, that the funds appropriated for the support, maintenance and operation of the public free schools of the City shall be subject to the exclusive control of the School Board of the City, and the School Board may transfer, in its discretion, funds from one category to another, so long as no such transfer results in an expenditure of an amount in excess of the total amount appropriated.

210

Section 7:

All outstanding encumbrances, by contract or fully executed purchase order, as of June 30, 2021, shall be offset by an equal amount of assigned Fund Balance for expenditure in the subsequent fiscal year; provided, however, that if performance of a contract or purchase order has been substantially completed, an expenditure and estimated liability shall be recorded in lieu of an encumbrance. All appropriations standing on the books of the City at the close of business for the fiscal year ending June 30, 2021, to the extent that they have not been expended or lawfully obligated or encumbered shall lapse upon the effective date of this ordinance.

Section 8:

The payment and settlement, made during the 2021-2022 Fiscal Year, of any claim of any kind against the City; and final judgments, with interest and costs, obtained against the City during the 2020-2021 Fiscal Year, shall be paid upon the certification of the City Attorney and the order of the City Manager from funds appropriated to the Risk Management Fund; or from the funds appropriated for the expenditures of the Fund involved in the subject matter of the claim or judgment as the City Manager shall find necessary.

Section 9:

Except as otherwise specifically required by law or approved by City Council by resolution: (1) Any salary or wage expenditure, and any expenditure of any kind or description having the effect of a salary or wage payment, shall be made only for service as described in Chapter 66 of the Code of the City of Suffolk in a position the description of which is identified in the City Pay and Compensation Plan or which has received prior approval of City Council. (2) Any other expenditure shall be calculated to result in total expenditures within the plan stated in a specific City Budget account, except that transfers of unexpended and unencumbered balances or portions thereof, initiated by a department director and approved by the City Manager, are permitted between accounts.

Section 10:

The City Manager is authorized and directed to do all lawful things necessary to implement and administer the City Budget for Fiscal Year 2021-2022.

Section 11:

All ordinances and resolutions, or parts thereof, including but not limited to those dealing with salaries and wages, in conflict with the provisions of this ordinance, to the extent of such conflict are repealed.

Section 12:

This ordinance shall be in effect on and after July 1, 2021, and it shall not be published. READ AND PASSED: _____________________ TESTE: ____________________________________ Erika S. Dawley, City Clerk

Approved as to form:

William E. Hutchings, Jr., Interim City Attorney

211

_____________ THIS PAGE INTENTIONALLY BLANK

ORDINANCE NUMBER ___________ AN ORDINANCE LEVYING REAL PROPERTY TAXES FOR THE TAX YEAR BEGINNING JULY 1, 2021, AND ENDING JUNE 30, 2022, FOLLOWING THE MAY 5, 2021, AND MAY 19, 2021, PUBLIC HEARINGS ADOPTING 4.20% INCREASE IN THE CITYWIDE ASSESSMENT BE IT ORDAINED by the Council of the City of Suffolk, Virginia, as follows: Section 1:

Section 2:

(a)

A tax for the 2021-2022 Tax Year is levied and the rate fixed at $1.11 per $100 of assessed valuation of all taxable real property in the City. In accordance to State Code Section 58.1-3321 relative to the annual reassessment of real property and State Code Section 58.1-3007 relative to local tax levy, a public hearing regarding proposed real property tax increase of 1% or more due to reassessment for fiscal year 2021-2022 was held on May 19, 2021.

(b)

A special service district tax, in addition to those taxes levied in paragraph (a) herein, for the 2021-2022 Tax Year, is levied and the additional rate set at $.24 per $100 of assessed valuation of taxable real property in the Route 17 Special Taxing District.

(c)

A special service district tax, in addition to those taxes levied in paragraph (a) herein, for the 2021-2022 Tax Year, is levied and the additional rate set at $.105 per $100 of assessed valuation of taxable real property in the Downtown Business Overlay Taxing District.

The total tax levy rates of $1.35 per $100 of assessed valuation in the Route 17 Special Taxing District, $1.215 per $100 of assessed valuation in the Downtown Business Overlay Taxing District and $1.11 per $100 of assessed valuation on the City Wide District shall be accounted for as follows:

General Fund Taxing DistrictOperations and Debt

Total Section 3:

City Wide Rate per $100

Route 17 Taxing District Rate per $100

Downtown Business Overlay Taxing District Rate per $100

$1.11

.00

.24

.105

$1.11

$1.35

$1.215

This ordinance shall be effective for the 2021-2022 Tax Year, all prior actions setting the real estate tax rate to the contrary notwithstanding.

212

Section 4:

This ordinance shall be effective on its passage and shall not be published. READ AND PASSED: ____________________ TESTE: ___________________________________ Erika S. Dawley, City Clerk

Approved as to form: ________________________________ William E. Hutchings, Jr., Interim City Attorney

213

ORDINANCE NUMBER AN ORDINANCE TO LEVY TAXES ON ALL TANGIBLE PERSONAL PROPERTY NOT EITHER EXEMPT FROM TAXATION OR OTHERWISE TAXED FOR THE 2021 AND 2022 TAX YEARS BE IT ORDAINED by the Council of the City of Suffolk, Virginia: Section 1:

A tax levy for the tax years beginning January 1, 2021, and January 1, 2022, is fixed at $4.25 per $100 of assessed value on all tangible personal property as classified in Virginia Code Sections 58.1-3503, 58.1-3505, and subsections 6, 8, 11, 13, 14, 15, 16, 17, 19, 20, 22, 23, 24, 26, 27, 31, 32, 33, 34, 37, 38, 39, 40, 41, 42, 43, 44, 45, and 46 of Virginia Code Section 58.1-3506(A), unless otherwise exempt from taxation or otherwise taxed.

Section 2:

A tax levy for the tax years beginning January 1, 2021, and January 1, 2022, is fixed at $3.15 per $100 of assessed value on all machinery and tools as classified in Virginia Code Section 58.1-3507 and in subsections 7, 9, 21 and 25 of Virginia Code Section 58.1-3506(A), unless otherwise exempt from taxation or otherwise taxed.

Section 3:

A tax levy for the tax years beginning January 1, 2021, and January 1, 2022, is fixed at $1.50 per $100 of assessed value on all boats and recreational vehicles, as classified by Virginia Code Section 58.1-3506(A) 1.a., 1.b., 12, 18, 28, 29, 30, 35 and 36 and 47.

Section 4:

A tax levy for the tax years beginning January 1, 2021, and January 1, 2022, is fixed at $0.58 per $100 of assessed value on all airplanes, as classified by Virginia Code Section 58.1-3506(A) 2, 3, 4 and 5.

Section 5:

A tax levy for the tax years beginning January 1, 2021, and January 1, 2022, is fixed at a basic rate of $1.11 per $100 of assessed value; at $1.35 per $100 of assessed value in the Route 17 Taxing District; and at $1.215 per $100 of assessed value in the Downtown Business Overlay Taxing District on all mobile homes, as classified by Virginia Code Section 58.1-3506 (A) 10.

Section 6:

Certain farm animals, certain grains, agricultural products, farm machinery, farm implements and equipment as classified by Virginia Code Section 58.1-3505 A.1 through A.7, A.9, and A.10 shall be exempt from personal property taxation as provided for by Virginia Code Section 58.1-3505 B.

Section 7:

That State Code references in Sections 1 – 6 of this ordinance shall be taken to refer to the equivalent provisions in any 2021 amendments by the General Assembly made prior to the effective date of this ordinance.

214

Section 8:

This ordinance shall be effective on its passage for the 2021 and 2022 tax years and shall not be published. READ AND PASSED: _______________ TESTE: ______________________________ Erika S. Dawley, City Clerk

Approved as to form: ________________________________ William E. Hutchings, Jr., Interim City Attorney

215

ORDINANCE NUMBER __________ AN ORDINANCE ADOPTING A FEE SCHEDULE FOR THE CITY OF SUFFOLK

BE IT ORDAINED by the Council of the City of Suffolk, Virginia: Section 1: That the Fee Schedule for the City of Suffolk, as attached hereto and incorporated herein by reference, is hereby approved, as provided in City Code Sections 2-587(a), 6-111(b), 6-238, 6-302(a), 6-338, 6392(a), 10-37(c), 10-41(b), 10-66, 10-73, 10-152, 10-183, 10-259, 10-261(b), 18-58(a), 18-137, 18-192(a), 18248, 30-53(b), 30-55(b), 30-83(e)(7)and(f), 30-85(b), 30-86(a), 30-87(a)(3),(h)(2),and(i)(6)(b)and(l), 3088(a)and(d), 30-90(a),(c)and(d)(1)and(2),(f),(g),(h)and(j), 30-93(b), 30-94(c)(1), 30-95(a)(1), 30-96(d), Appendix B(B-1(b)) of the Unified Development Ordinance, 34-36, 34-322(b), 34-362(a), 34-365, 35-32, 38144(a)(2), 46-1(b)(1), 54-121(d), 54-123(b), 62-33(b), 62-111(e), 62-112(d), 62-113(a), 62-166, 74-36, 74-111, 74-288, 74-296, 74-332, 82-36(b), 82-72(a),(c)and(d), 82-481(d), 82-482(d), 82-681(a)and(b), 82-741, 82-742, 82-743, 82-828, 86-205(b), 86-235(b), 86-312, 86-355, 86-362, 86-462, 90-75(a), 90-102(a)(2)and(b), 90-103, 90-128(a),(b)and(c), 90-129, 90-131(2), 90-135, 90-164, 90-212(d)(2)(a)and(d)(4)(b), 90-214(a), 90-258, 90349(1)and(2), 90-356(a),(b)and(c), 90-357, 90-426, 90-451, 90-520(h), 94-64, 94-98, and 94-130. Section 2: This ordinance shall be effective on and after July 1, 2021, and thereafter and shall not be published.

READ AND PASSED: ____________________

TESTE: ____________________________________ Erika S. Dawley, City Clerk Approved as to Form:

_______________________________ William E. Hutchings, Jr., Interim City Attorney

216

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

217

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

50.00 (each additional tank 25.00)

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

Above/below ground hazmat storage tanks installation < 499 gallons capacity 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 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

218

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

219

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)

220

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

221

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

222

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

223

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

224

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

225

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%

Electrical Permits: 75%

75%

Rough-in Inspections Completed Mechanical Permits:

50%

Permit Issued No Inspections Completed Rough-in Inspections Completed Gas Permits: Permit Issued No Inspections Completed Rough-in Inspections Completed Plumbing Permits Permit Issued No Inspections Completed Rough-in Inspections Completed Small Cell Tower Value of $0-$4,999 $5,000-$19,999 $20,000-$99,999 Over $100,000

75% 50%

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

Permit Issued No Inspections Completed

* All refunds subject to $15.00 processing Fee-no refunds will be issued for amounts less than $15.00

POLICE 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)

226

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

10.41

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

52.05

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

227

CITY OF SUFFOLK FEE SCHEDULE FISCAL YEAR 2021-2022 Fees Meter Service Charge (per month) (October 1 - June 30) 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

7.31

36.35

36.55

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)

228

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

$1,500 Base Fee plus $1.50/ for every foot of public water & sewer mains beyond the initial 250 and does not include pump station review fee $2,500 Base Fee plus $.15/ for every foot of public water & sewer mains plus pump station review fee $500/Submittal 200.00 $2,000 per station 300.00

$1.50/LF for every foot of public sewer installed $1.50/LF for every foot of public sewer installed $1,500 plus $1.50 for every foot of public water or sewer mains installed 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

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

229

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)

230

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

231

ORDINANCE NUMBER _____________ AN ORDINANCE TO PROVIDE FOR A COST OF LIVING ADJUSTMENT OF 2.5% TO ALL FULL-TIME AND REGULAR PART-TIME CITY EMPLOYEES, GRANT EMPLOYEES, THE REGISTRAR AND THEIR EMPLOYEES, CONSTITUTIONAL OFFICERS AND THEIR EMPLOYEES, AND CITY COUNCIL APPOINTEES WHEREAS, the City Council has determined that a 2.5% cost of living adjustment be provided to all full-time and regular part-time city employees, grant employees, the Registrar and their employees, Constitutional Officers and their employees, and City Council Appointees hired prior to April 1, 2021. NOW, THEREFORE, BE IT ORDAINED by the City Council of the City of Suffolk, Virginia, that all full-time and regular part-time city employees, grant employees, the Registrar and their employees, Constitutional Officers and their employees, and City Council Appointees hired prior to April 1, 2021, shall receive a 2.5% cost of living salary increase. BE IT FURTHER ORDAINED that the 2.5% cost of living adjustment shall be effective July 1, 2021. BE IT FURTHER ORDAINED that the ordinance shall be effective on July 1, 2021, and shall not be published. READ AND PASSED: ________________________________ TESTE: _____________________________________________ Erika S. Dawley, City Clerk

Approved as to Form:

_______________________________________ William E. Hutchings, Jr., Interim City Attorney

232

ORDINANCE NUMBER _____________ AN ORDINANCE APPROVING NEW POSITIONS, PAY GRADES, PAY GRADE CHANGES AND JOB DESCRIPTIONS REGARDING THE FY 2021-2022 OPERATING AND CAPITAL BUDGET AND THE CITY’S CLASSIFICATION AND COMPENSATION PLAN WHEREAS, the City Council has determined that the performance of City government will be enhanced by the addition of new positions within the City’s Classification and Compensation Plan; and, WHEREAS, pursuant to §66-42 of the Code of the City of Suffolk, the City Council shall approve new positions, and pursuant to §66-42 of the Code of the City of Suffolk, the City Council shall approve reassignments of existing positions to higher or lower pay grades, significant revisions to job descriptions, and new job descriptions; and, WHEREAS, the City Manager is requesting that new positions be approved in the FY 2021-2022 Operating and Capital Budget and the City’s Classification and Compensation Plan; and, WHEREAS, the City Manager is requesting that the corresponding new job descriptions for new positions be approved as a part of the FY 2021-2022 Operating and Capital Budget and the City’s Classification and Compensation Plan. NOW, THEREFORE, BE IT ORDAINED by the City Council of the City of Suffolk, Virginia, that the job descriptions for new positions and revisions of existing positions of Assistant Building Official/Inspector, grade 132; Deputy City Clerk, grade 138; Employee Experience Manager, grade 135; Employee Relations Consultant I, grade 130; HRIS Manager, grade 137; Junior Camp Counselor, grade 112; Talent Acquisition Consultant I/II, grade 130/133; Talent Acquisition and Compensation Manager, grade 135; VRS Benefits Consultant, grade 130, Assistant City Clerk, grade 127; Law Library Aide, grade 112, Mail Room Clerk, grade 112, which are attached as part of this Ordinance, be and are hereby approved as part of the FY 2021-2022 Classification and Compensation Plan. This Ordinance shall be effective on July 1, 2021, contingent upon the corresponding jobs for the job descriptions being approved in the FY 2021-2022 Operating and Capital Budget. READ AND PASSED: ________________________________ TESTE:

________________________________________ Erika S. Dawley, City Clerk

Approved as to Form: ________________________________________ William E. Hutchings, Jr., Interim City Attorney

233

CITY of SUFFOLK Department of Finance - Division of Budget & Strategic Planning 442 W. Washington St. Suffolk, Virginia 23434 (757) 514-4006 www.suffolkva.us