FY 2016-/17 Proposed Operating and Capital Budget by City of Suffolk, Virginia

CITY of SUFFOLK

PROPOSED OPERATING & CAPITAL BUDGET FY 2016-2017

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City of Suffolk Proposed FY 16-17' Operating and Capital Budget Table of Contents:

Page

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

i 1 23

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

25 30 52 68 82 87 95 97 106 116 118

Capital Projects Fund

120

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

124 127 130 133 136 140 143

Debt Service Fund

146

Enterprise Funds Public Utilities Fund Stormwater Management Fund Refuse Services Fund

149 158 162

Internal Service Funds Fleet Fund Information Technology Fund Risk Management Fund

165 168 171

Component Unit School Fund

174

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

177 180 188 189 190 211

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CITY OF SUFFOLK, VIRGINIA FY 2016-17 OPERATING AND CAPITAL BUDGET

Annual Operating and Capital Budget by Fund

Budget 2013-2014

Fund General Fund

Budget 2014-2015

179,336,375 $

180,198,458 $

Budget 2015-2016 188,925,129 $

Adopted Budget 2016-2017

Prior Yr. % Change

195,841,288

Capital Projects Fund

44,423,000

56,380,000

47,226,414

68,081,823

44%

Debt Service Fund

26,446,338

27,436,032

28,252,717

30,012,458

200,000

170,000

167,973

-1%

2,482,441

1,300,000

1,400,000

Grants Fund

683,980

674,215

664,410

654,567

-1%

Transit System Fund

865,808

1,053,621

1,037,454

1,140,759

10%

1,070,758

1,053,814

1,094,116

1,037,558

-5%

38,960

41,460

44,562

41,774

-6%

Road Maintenance Fund

22,292,941

25,005,775

28,542,592

27,822,616

-3%

Fleet Management Fund

14,318,220

14,898,056

11,623,704

12,212,043

5,476,959

5,452,162

6,055,406

7,762,072

28%

Risk Management Fund

17,393,813

17,253,725

19,357,600

20,507,505

Utility Fund

45,274,613

46,716,280

46,474,656

49,984,650

Stormwater Fund

4,580,000

6,139,840

7,223,975

6,298,975

-13%

Refuse Services Fund

6,042,350

6,817,756

5,957,441

6,121,438

142,810,562

148,125,620

151,431,945

157,382,210

513,737,119 $

538,716,817 $

545,482,122 $

586,469,710

Downtown Business Overlay District Route 17 Special Taxing District

Aviation Facilities Fund Law Library Fund

Information Technology Fund

School Fund Total Funds Budget

Where Does the Revenue Come From…… Fees & Charges 4%

Local Taxes 48%

State, Federal & Other 48%

Where Is It Going……

17% Education & Related Debt‐52% Public Safety ‐ 17% Public Works & Road Maintenance ‐ 10% 52%

10%

Debt Service ‐ 5% Health & Welfare ‐ 5% General Government ‐ 3%

5% 3% 2%

Parks, Recreation, & Cultural ‐ 3% Judicial ‐ 2% Other Public Services ‐ 2% Community Development ‐ 1%

_______________Local and Regional _______________Non Department __________Community Development __________________Capital “Pay Go” ______________________Public Works ___________________________Judicial ________Parks, Recreation & Culture

.005 .005 .02 .02 .02 .04 .05

_______________General Government

.05

______________Health and Welfare

.08

______________________Debt Service

.08

______________________Public Safety

.29

__________Education & Related Debt

.34

Total______________________________$1.00 4

City of Suffolk Proposed FY 16-17' Operating and Capital Budget General Fund - Executive Summary Current R.E. Tax Rate: Proposed R.E. Tax Rate:

$ $

1.07 1.07

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

$ $

% Change

General Fund

Proposed Revenues:

195,841,288

3.7%

Proposed Expenditures:

195,841,288

3.7%

Unfunded Gap:

PRIMARY BUDGET GOALS: 1 2 3 4 5

No Tax Increase Support for Suffolk Public Schools Employee Compensation and Critical Personnel Resources Investment in Quality of Life Enhancements Compliance with Financial Policies

OTHER IMPORTANT BUDGET ITEMS TO NOTE:  Transfers an additional 1% of retirement contribution to employees (5th year of 5 year phase in) and provides 1.337% pay increase per State mandate.  Provides a 2% Cost of Living Adjustment (COLA) effective July 1, 2016 for all full and regular part-time employees, Constitutional Officers and their employees, and Council Appointees, who were hired before January 1, 2016.  Implements the recommendations of the Evergreen Solutions Compensation Study effective October 1, 2016.  Unfreezes 8 critical Public Safety positions: • Firefighter I (6) • Police Officer I (1) • Police Records Technician (1)  Provides for two new FTEs • Assistant Registrar (1) • Planning Technician (1)  Includes NO layoffs, furloughs, or pay reductions to existing personnel.  Provides additional $262,148 in local support for Suffolk Public Schools to address final phase of Compensation Study.  Provides $762,854 for additional school related debt service associated with the new elementary and middle school projects.

FINANCIAL POLICY COMPLIANCE STATUS:  Unassigned Fund Balance as % of Govtl' Funds - 12% 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

14.9% Projected 3% Projected 2.2% Projected 9.8% Projected

SUMMARY OF BUDGETED REVENUE CHANGES FROM PRIOR YEAR:  Revenue Gains / (Losses) : - Local Tax - Miscellaneous/Fees - State Revenue & Aid - Federal Revenue & Aid - Other SUMMARY OF BUDGETED EXPENDITURE CHANGES FROM PRIOR YEAR:  Expenditure Increases / (Decreases): - Local Contribution to Schools (including lease payment) - Personnel & Benefits - Debt Payments - Information Technology Software, Support, and Equipment - Fleet & Fuels - Risk Insurances (OPEB, Workers Comp, Health, Property, Line of Duty) - Health & Welfare - Social Services - Utilities - Telecommunications - Lease of Equipment - Copying - Marketing - Printing - Travel & Training - Office Supplies - Postage - Special Programs - Fee Based (Tourism, Parks) - Uniforms - Lease of Buildings - Organizational Dues - Economic Development Incentive Investments (EDIP) - Juvenile Detention Services - Advertising - Regional Jail Detention Costs - Repairs and Maintenance - Equipment Replacements and Additions - Local Organization Contributions - Transfer to Other Funds (Aviation, Capital, Debt, Grants, Transit) - Regional Organization Memberships - Professional Services - Books & Subscriptions TOTAL INCREASED SERVICE REQUIREMENTS:

6,916,159

4,559,700 12,191 49,550 146,624 2,148,094

6,916,159

270,201 3,632,148 (215,039) 1,568,059 342,084 2,058,458 (72,774) 234,874 (40,140) 112,993 48,511 (42,500) (1,725) 21,307 88,563 29,148 92,983 13,625 (3,177) 2,530 70,775 (1,250) (60,854) 111,306 (10,430) 5,449 (1,353,309) 2,282 10,786 1,276

6,916,159

City of Suffolk Proposed FY 16-17' Operating and Capital Budget Capital Projects Fund - Executive Summary % Change

Capital Projects Proposed Revenues:

68,081,823

44%

Proposed Expenditures:

68,081,823

44%

Unfunded Gap:

Increase / (Decrease) from Prior Fiscal Year:

20,855,409

Proposal Includes:  $14,841,000 in Public Utility bond funding for recommended essential water/sewer projects.  $6.5M in Refuse bond funding for recommended project.

 Includes GO Bonded Projects of the following: Education: 2017 Bond $ HVAC/Chiller Replacements $ 1,000,000 New Middle School 11,957,408 New Elementary School 12,669,697 Public Buildings & Facilities: Southwestern Elementary Demolition 400,000 Public Safety: Fire Engines 675,000 Transportation Safety: Holland Road (local match to VDOT award) 525,000 Nansemond Parkway (local match to VDOT Award) 941,000 Local Urban Intersections (N Pkwy/Bennetts Pasture Rd, Kings Hwy/Godwin Blvd, N Pkwy/Wilroy Road) (local match to VDOT awa 800,000 Oak Ridge/Colonial Ave Connector (local match to VDOT award) 175,000 North Suffolk Connector 100,000 Village & Neighborhood Initiatives: Open Space Improvements 250,000 $ 29,493,105

 Cash Pay-Go Funding to leverage significant grant support of the following projects: Aviation: Parking Expansion & Entrance Improvements Taxi Rehab Construction Runway 4-22 Rehabilitation Transportation Safety: Godwin Blvd/Rt 58 off Ramp Intersection

Cash Pay-Go 38,350 70,000 15,600 40,000 163,950

6,000,000 400,000 800,000 175,000

Grant $ $

3% Projected

50% 50%

7,375,000

FINANCIAL POLICY COMPLIANCE STATUS:  Capital Cash "Pay-Go" - 3% min. of General Fund Expenses

% Grant

Grant $

153,398 280,000 764,400

80% 80% 98%

40,000 1,237,798

50%

City of Suffolk Proposed FY 16-17' Operating and Capital Budget Aviation Facilities Fund- Executive Summary % Change

Aviation Proposed Revenues:

1,037,558

-5%

Proposed Expenditures:

1,037,558

-5%

Unfunded Gap:

Increase / (Decrease) from Prior Fiscal Year:

(56,559)

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 $98,860 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 16-17' 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: Reassessment Tax Rate Impact to Citizens:

$ $

% Change

DBOD

Proposed Revenues:

167,973

-1%

Proposed Expenditures:

167,973

-1%

Unfunded Gap:

Increase / (Decrease) from Prior Fiscal Year:

(2,027)

Proposal Includes: ď&#x192;&#x2DC; Funding to foster economic development in Downtown Suffolk. Revenues provide for beautification enhancements to the downtown business district, sidewalk and street sweeping, and refuse services.

City of Suffolk Proposed FY 16-17' Operating and Capital Budget Law Library Fund - Executive Summary % Change

Law Library

Proposed Revenues:

41,774

-6%

Proposed Expenditures:

41,774

-6%

Unfunded Gap:

Increase / (Decrease) from Prior Fiscal Year:

(2,788)

Proposal Includes: ď&#x192;&#x2DC; Funding to provide the general public and legal community access to current legal and consumer protection information at no cost. A special fee of $4.00 is levied on civil court cases in the General District and Circuit Courts. This fee is held in a separate fund for the purpose of providing the public and Officers of the Court with a reliable network of legal information and educational support. This fund also supports community outreach efforts, legal publications, the salaries of support staff, and operating costs of the library.

City of Suffolk Proposed FY 16-17' 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: Reassessment Tax Rate Impact to Citizens:

$ $

RT. 17 Tax District

% Change

Proposed Revenues:

1,400,000

Proposed Expenditures:

1,400,000

Unfunded Gap:

Increase / (Decrease) from Prior Fiscal Year:

Proposal Includes: ď&#x192;&#x2DC; Funding for purposes of the taxing district to foster economic development in the northern region of the City to promote economic development and business attraction in the district. ď&#x192;&#x2DC; Transfer of debt service for payment of financed transportation improvements in the taxing district.

City of Suffolk Proposed FY 16-17' Operating and Capital Budget Road Maintenance Fund - Executive Summary % Change

Road Maintenance

Proposed Revenues:

27,822,616

-3%

Proposed Expenditures:

27,822,616

-3%

(719,977)

Unfunded Gap:

Increase / (Decrease) from Prior Fiscal Year:

Proposal Includes: ď&#x192;&#x2DC; State Road Maintenance revenue based on City lane miles of : 1,326.30 secondary and 399.85 primary. ď&#x192;&#x2DC; Addition of 2 FTEs - Street Sweeper and Transportation Planner to address work load increases.

City of Suffolk Proposed FY 16-17' Operating and Capital Budget Debt Fund - Executive Summary % Change

Debt

Proposed Revenues:

30,012,458

Proposed Expenditures:

30,012,458

Unfunded Gap:

Increase / (Decrease) from Prior Fiscal Year:

Proposal Includes:  Current annual debt service for General Government and Rt. 17 Taxing District Projects.  Includes GO Bond Revenue for the following projects: Education: HVAC/Chiller Replacements $ New Middle School New Elementary School Public Buildings & Facilities: Southwestern Elementary Demolition Public Safety: Fire Engines Transportation Safety: Holland Road (local match to VDOT award) Nansemond Parkway (local match to VDOT Award) Local Urban Intersections (N Pkwy/Bennetts Pasture Rd, Kings Hwy/Godwin Blvd, N Pkwy/Wilroy Road) (local match to VDOT awa Oak Ridge/Colonial Ave Connector (local match to VDOT award) North Suffolk Connector Village & Neighborhood Initiatives: Open Space Improvements $

1,000,000 11,957,408 12,669,697 400,000 675,000 525,000 941,000 800,000 175,000 100,000 250,000 29,493,105

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

2.2% Projected 9.8% Projected

(0)

1,759,741

City of Suffolk Proposed FY 16-17' Operating and Capital Budget Public Utilities - Executive Summary % Change

Public Utilities

Proposed Revenues:

49,984,650

Proposed Expenditures:

49,984,650

Unfunded Gap:

Increase / (Decrease) from Prior Fiscal Year:

(0)

3,509,994

Proposal Includes:  New customer revenue projection of 375 ERU's (Equivalent Residential Units)  Addition of 1 FTE - Assistant Customer Service Manager  The following rate structure adjustments are proposed effective July 1 : FY 16' Water per 100 cubic feet Sewer per 100 cubic feet Water Availability Charge - Single Family Sewer Availability Charge - Single Family

$ $ $ $

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

FY 17' 8.86 6.74 5,520 6,000

$ $ $ $

Yes 72.0% Yes 1.33

9.03 6.97 5,520 6,000

% Change 1.9% 3.4% 0% 0%

City of Suffolk Proposed FY 16-17' Operating and Capital Budget Stormwater Fund - Executive Summary

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

$ $

6.00 6.00

% Change

Stormwater

Proposed Revenues:

6,298,975

-13%

Proposed Expenditures:

6,298,975

-13%

Unfunded Gap:

Increase / (Decrease) from Prior Fiscal Year:

Proposal Includes: ď&#x192;&#x2DC; Mandated provision of Stormwater management services citywide to include mosquito control services. ď&#x192;&#x2DC; Addition of 3 FTEs - Accounting Technician, Assistant Right of Way Agent and Civil Engineer.

(0)

(924,999)

City of Suffolk Proposed FY 16-17' Operating and Capital Budget Transit Fund - Executive Summary % Change

Transit

Proposed Revenues:

1,140,759

10%

Proposed Expenditures:

1,140,759

10%

Unfunded Gap:

Increase / (Decrease) from Prior Fiscal Year:

Proposal Includes: ď&#x192;&#x2DC; Outsource of service delivery Virginia Regional Transit Authority. ď&#x192;&#x2DC; Capital acquisition of (1) 19 passenger bus.

103,305

City of Suffolk Proposed FY 16-17' Operating and Capital Budget Refuse Fund - Executive Summary

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

$ $

16.50 16.50

% Change

Refuse

Proposed Revenues:

6,121,438

Proposed Expenditures:

6,121,438

Unfunded Gap:

Increase / (Decrease) from Prior Fiscal Year:

Proposal Includes:  Provides for Citywide Refuse, Recycling, Bulk Refuse pick up and Landfill post closure planning and management.  Provides for Citywide residential refuse and recycling pick-up to an estimated 29,300 households.  Compliance plan for State 25% citywide recycling requirement.

(0)

163,998

City of Suffolk Proposed FY 16-17' Operating and Capital Budget Grants Fund - Executive Summary % Change

Grants

Proposed Revenues:

654,567

-1%

Proposed Expenditures:

654,567

-1%

Unfunded Gap:

Increase / (Decrease) from Prior Fiscal Year:

Proposal Includes: ď&#x192;&#x2DC; $350,000 in local cash match funds to leverage State and Federal grant opportunities for the City. ď&#x192;&#x2DC; Reduced Annual Allocations for CDBG and HOME funds are anticipated from the Federal Government, therefore, budget only includes portion of receipts to Section 108 loan of $304,567.

(9,843)

City of Suffolk Proposed FY 16-17' Operating and Capital Budget Fleet Fund - Executive Summary % Change

Fleet

Proposed Revenues:

12,212,043

Proposed Expenditures:

12,212,043

588,339

Unfunded Gap:

Increase / (Decrease) from Prior Fiscal Year:

Proposal Includes: ď&#x192;&#x2DC; Decreased cost estimate for fuel of $2.10 per gallon from $2.86 per gallon (govt. secured rate). ď&#x192;&#x2DC; Replacement of fleet equipment exceeding standards for replacement due to cost and safety factors.

City of Suffolk Proposed FY 16-17' Operating and Capital Budget Information Technology Fund - Executive Summary

Information Technology

% Change

Proposed Revenues:

7,762,072

28%

Proposed Expenditures:

7,762,072

28%

Unfunded Gap:

Increase / (Decrease) from Prior Fiscal Year:

Proposal Includes: ď&#x192;&#x2DC; Funding to provide for technology support services citywide for: - information technology disaster recovery - website maintenance - telecommunications, radio and tower services - network infrastructure - internet services - numerous and varied hardware and software program support ď&#x192;&#x2DC; Addition of 1 FTE - Systems Administrator.

(0)

1,706,666

City of Suffolk Proposed FY 16-17' Operating and Capital Budget Risk Fund - Executive Summary % Change

Risk

Proposed Revenues:

20,507,505

Proposed Expenditures:

20,507,505

Unfunded Gap:

Increase / (Decrease) from Prior Fiscal Year:

(0)

1,149,905

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

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

Yes

City of Suffolk Proposed FY 16-17' Operating and Capital Budget School Operating Fund - Executive Summary % Change

Schools

Proposed Revenues:

157,382,210

3.93%

Proposed Expenditures:

157,382,210

3.93%

Unfunded Gap:

Increase / (Decrease) from Prior Fiscal Year:

5,950,265

Proposal Includes: ď&#x192;&#x2DC; Increase of $262,148 in local contributions for completion of classification and compensation study phase II, part 2 and phase IV

Request Includes: ď&#x192;&#x2DC; Additional local appropriation request for funding of $1,000,000

Request : 1,000,000

Recomdtn 262,148

Operating Fund

Year to Year Comparative Data Adopted FY 16' Requested FY 17' Recommended FY 17' % Change $ 131.9 $ 137.8 $ 137.1 3.94%

Lease of Building

0.5

0.00%

Grant Fund

11.6

0.00%

Food Services Fund

7.4

8.1

9.46%

Operating Request: $

151.4

158.0

157.3

3.90%

School Debt Service: $

11.0

11.8

7.27%

Total School Funding: $

162.4

169.8

169.1

4.13%

Student Population: September Enrollment: Average Daily Membership: * Spending Per Pupil: * calculation includes all revenue of State, Federal, Local, Grants, and Other

14,420 13,749

14,331 13,800

-1% 0%

11,812

12,304

12,254

3.74%

City of Suffolk FY 2016-2017 Operating and Capital Budget Organizational Chart Citizens

Commissioner of the Revenue

Clerk of the Circuit Court

City Attorney

City Council

Treasurer

Assessor

Planning Commission

City Manager

Director of Human Resources

Fire Chief

School Board

Commonwealthâ&#x20AC;&#x2122;s Attorney

Other Authorities, Boards, and Commissions

Sheriff

City Clerk

Director of Finance

Chief of Police

Budget Officer Deputy City Manager

Risk Benefits & Wellness Manager

Chief of Staff Director of Capital Programs & Facilities

Director of Public Utilities

Director of Parks & Recreation

Director of Planning & Community Development

Director of Economic Development

Director of Public Works

Director of Information Technology

Purchasing Agent

Director of Media & Community Relations/FOIA

Director of Social Services

Library Director Tourism Development Manager

Airport Manager

Fleet Manager Health Department

VISION 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: Financial Stability – Continue practices that ensure strong financial management and fiscal responsibility. Leisure, Health, and Wellness – Implement programs and services designed to improve the health, economic and social wellbeing of 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. Transportation – Increase capacity and connectivity of our roadways and public transportation system. 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. Public Education – Create a structure of shared accountability between the City and Schools to build an educational environment known for excellence. Growth Management and Comprehensive Planning – Use the Comprehensive Plan and Unified Development Ordinance to enable and facilitate private investment in strategic target areas and preserve, conserve, and protect the City’s unique natural and agricultural heritage. Public Safety – Preserve, promote, and continue to invest in public safety.

CITY OF SUFFOLK, VIRGINIA FY 2016-17 OPERATING AND CAPITAL BUDGET GENERAL FUND Revenue Summary

2013-2014 Actual

Revenue Type

2014-2015 Actual

2015-2016 Budget

2015-2016 Projected

Budget 2016-2017 % Recommended Change

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

85,609,240 $ 87,868,430 $ 3,378,776 3,470,735 18,241,022 18,072,965 1,060,176 1,206,718

93,167,737 $ 3,400,000 18,200,000 1,000,000

93,644,170 $ 3,902,017 18,419,326 1,189,128

94,692,437 3,400,000 18,600,000 1,100,000

2% 0% 2% 10%

Total General Property Taxes

$ 108,289,214 $ 110,618,848 $

115,767,737 $

117,154,641 $

117,792,437

8,400,000 100,000 3,600,000 4,300,000 6,700,000 2,200,000 490,000 1,100,000 1,900,000 250,000 1,275,000 7,600,000

9,397,170 3,409,811 4,357,513 6,928,327 2,301,259 490,000 1,460,245 1,900,000 250,000 1,275,000 8,329,490

9,500,000 3,400,000 4,300,000 6,900,000 2,300,000 525,000 1,400,000 1,900,000 250,000 1,275,000 8,700,000

13% -100% -6% 0% 3% 5% 7% 27% 0% 0% 0% 14%

37,915,000 $ 153,682,737 $

40,098,815 $ 157,253,456 $

40,450,000 158,242,437

7% 3%

35,000 15,000 2,500 200,000 650,000 30,000 65,000 3,000 300

35,000 15,000 2,500 200,000 650,000 33,682 65,611 3,000 300

OTHER LOCAL TAXES Sales and Use Tax Public Facilities Tax Rebate 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

8,473,872 100,099 3,535,356 4,430,346 5,158,825 2,240,157 505,550 1,269,043 1,354,757 243,203 1,119,678 7,646,834

9,397,170 3,492,721 4,509,480 6,928,327 2,301,259 529,855 1,456,396 1,391,263 215,019 1,172,193 8,329,490

$ 36,077,720 $ 39,723,172 $ $ 144,366,934 $ 150,342,020 $

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

39,076 14,350 2,838 170,387 638,139 38,537 110,754 3,055 490 $

1,017,625 $

39,598 16,150 2,616 205,037 730,894 39,268 72,909 3,280 400 1,110,151 $

1,000,800 $

1,005,093 $

35,000 15,000 2,500 200,000 650,000 30,000 65,000 3,000 300

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

1,000,800

600,000 100,000 140,000

0% 0% 8%

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

658,737 107,143 136,281 $

902,161 $

682,247 165,197 138,548 985,992 $

600,000 100,000 130,000 830,000 $

600,000 104,485 138,548 843,033 $

840,000

REVENUE FROM USE OF MONEY AND PROPERTY Interest on Investments Interest on Bond Proceeds Human Resources Building Rent 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

162,539 98,557 110,807 19,525 90,162 82,007 13,560 28,979 $

606,136 $

185,397 54,388 75,503 95,528 18,912 76,332 47,128 15,559 14,927 583,674 $

250,000 100,000 150,000 18,000 65,000 50,000 21,000 654,000 $

284,099 127,209 217,470 18,912 76,332 50,000 10,943 4,500 789,465 $

250,000 100,000 217,471 18,000 70,000 50,000 4,628 710,099

0% 0% 45% 0% 8% 0% -78% 9%

CITY OF SUFFOLK, VIRGINIA FY 2016-17 OPERATING AND CAPITAL BUDGET GENERAL FUND Revenue Summary

Revenue Type

2013-2014 Actual

2014-2015 Actual

51,191 5,787 18,359 123,134 10,655 23,379 13,881 1,819,445 85,582 779,433 21,259 23,935 287 341,000 141,763 7,489 70,600

64,045 5,787 22,648 130,163 4,171 29,542 14,802 1,744,688 75,643 932,010 17,373 32,971 85 341,000 88,834 2,030 81,600

2015-2016 Budget

2015-2016 Projected

Budget 2016-2017 % 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 Reports Public Safety 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

3,537,179 $

3,587,391 $

50,000 5,787 18,000 110,000 9,000 22,000 5,000 1,900,000 80,000 800,000 20,000 32,000 100 350,000 100,000 28,000 85,000 3,614,887 $

50,000 5,787 18,000 110,000 9,000 27,228 9,714 1,733,182 74,338 800,000 16,816 32,000 100 350,000 100,000 28,000 93,788 3,457,953 $

50,000 5,787 18,000 120,000 9,000 25,000 10,000 1,820,516 80,000 900,000 20,000 44,000 100 81,511 100,000 28,000 85,000

0% 0% 0% 9% 0% 14% 100% -4% 0% 13% 0% 38% 0% -77% 0% 0% 0%

3,396,914

-6%

3,000 2,000 5,000 400,000 250,000 6,000

0% 0% 0% 14% 25% 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

15,192 2,330 6,133 385,678 279,122 7,793 $

696,247 $

28,290 7,733 436,071 337,772 6,646 816,511 $

3,000 2,000 5,000 350,000 200,000 6,000 566,000 $

3,000 2,000 7,466 557,565 223,705 7,027 800,763 $

666,000

18%

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

382,688 1,148 98,288 $ $

482,123 $ 7,241,472 $

2,668 398,728 781 96,486 498,664 $ 7,582,384 $

5,000 425,517 500 25,000 456,017 $ 7,121,704 $

5,000 425,517 20,523 601 102,915 554,556 $ 7,450,863 $

5,000 424,582 500 90,000

0% 0% 0% 260%

520,082 7,133,895

14% 0%

REVENUE FROM THE COMMONWEALTH - NON CATEGORICAL AID Motor Vehicle Carrier Tax Mobile Home Titling Tax Tax on Deeds - Grantors Tax Rolling Stock Tax Police House Bill 599 Personal Property Tax Relief Vehicle Rental Tax Local Fines Reversion Local Aid Commonwealth Contra Rev Total Non-Categorical Aid

17,816 371,217 147,445 2,764,800 10,169,730 138,369 $

13,609,376 $

16,245 373,283 134,775 2,764,800 10,169,730 139,424 (213,192) 13,385,064 $

15,000 350,000 130,000 2,764,800 10,169,729 130,000 13,559,529 $

15,000 373,283 141,214 2,764,800 10,169,729 130,000 (38,378) 13,555,648 $

15,000 350,000 130,000 2,764,800 10,169,729 130,000 13,559,529

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

CITY OF SUFFOLK, VIRGINIA FY 2016-17 OPERATING AND CAPITAL BUDGET GENERAL FUND Revenue Summary

Revenue Type

2013-2014 Actual

2014-2015 Actual

951,430 886,539 161,742 202,661 46,531 575,369

988,646 889,838 160,929 203,644 46,007 550,712

2015-2016 Budget

Budget 2016-2017 % Recommended Change

2015-2016 Projected

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

2,824,272 $

2,839,777 $

1,005,689 906,687 164,150 207,469 45,000 479,781 2,808,776 $

1,005,689 906,687 164,150 207,469 45,000 509,278 2,838,273 $

1,015,746 915,754 165,792 209,544 45,000 484,579 2,836,414

1% 1% 1% 1% 0% 1% 1%

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

$ $

14,807 21,309 41,903 2,060,196 716,878 40,311 189,132 1,508 108,600 254,034 156,755

5,825 16,076 43,638 1,899,764 713,201 16,196 227,893 1,378 43,740 267,978 200,000 156,682

20,000 40,000 2,700,000 1,040,000 190,000 76,260 254,034 155,466

9,453 20,000 40,000 2,700,000 1,040,000 27,999 217,968 1,481 76,260 254,034 155,466

20,000 40,000 2,726,408 1,011,706 200,000 76,080 268,082 155,396

0% 0% 1% -3% 5% 0% 6% 0%

3,605,432 $ 20,039,080 $

3,592,370 $ 19,817,211 $

4,475,760 $ 20,844,065 $

4,542,661 $ 20,936,582 $

4,497,672 20,893,615

0% 0.2%

15,946 23,157 27,064 4,889,814 21,378

9,791 32,944 4,943,272 20,067

11,032 4,900,000 20,000

13,563 11,032 13,818 4,900,000 20,000

5,057,656 20,000

-100% 3% 0%

REVENUE FROM THE FEDERAL GOVERNMENT - NON CATEGORICAL AID Criminal Justice Services Grants Emergency Services Grant Property Seizure Program - Police Commonwealth Atty - Federal Asset Forfeiture 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 Debt Transfer from Utility Fund Transfer from Stormwater Fund Transfer from Refuse Fund Transfer from Fleet Management Fund Transfer from Information Technology Fund Transfer from Risk Management Fund

4,977,358 $

5,006,075 $

631,697 122,976 596,320 173,526 156,279 429,043 266,140 110,370

705,009 40,311 920,756 576,133 322,327 208,427 222,378 237,993 92,976

552,851 52,860 610,253 343,910 256,247 228,352 212,758 88,360

4,958,413 $

552,851 52,860 610,253 343,910 256,247 228,352 212,758 88,360

5,077,656

2,000,000

593,220 14,207 58,979 663,551 318,352 237,746 351,523 186,427 69,680

7% 12% 9% -7% -7% 54% -12% -21%

TOTAL OTHER REVENUE

3,326,310 $

2,345,591 $

4,493,685

92%

TOTAL REVENUES

$ 179,111,196 $ 186,074,001 $

188,925,129 $

192,944,905 $

195,841,288

3.7%

2,486,351 $

4,931,032 $

CITY OF SUFFOLK, VIRGINIA FY 2016-17 OPERATING AND CAPITAL BUDGET GENERAL FUND Expenditure Summary Budget 2013-2014

2014-2015

2015-2016

Actual

Budget

2015-2016

Exp To Dec Exp

2016-2017

Request

Incr

2016-2017

Recommended Change

GENERAL GOVERNMENT City Council

City Manager

419,619 $ 1,267,578

423,319 $ 1,003,532

444,947 $ 1,112,360

209,141

47% $

504,565

45%

462,109

4% $

1,109,065

472,235

1,045,092

-6%

Budget & Strategic Planning

277,465

218,198

297,215

103,230

35%

334,648

13%

330,399

11%

City Attorney

965,178

985,654

1,025,765

490,148

48%

1,019,314

-1%

1,049,367

Human Resources

995,770

1,057,063

1,034,474

532,837

52%

1,069,897

1,041,977

Commissioner of the Revenue

936,112

904,521

983,168

466,121

47%

1,021,766

1,104,831

12%

Assessor

1,383,190

1,406,210

1,498,053

695,628

46%

1,569,205

1,616,641

Treasurer

1,523,196

1,406,256

1,474,348

688,241

47%

1,611,828

1,544,149

Finance

1,262,323

1,428,724

1,644,247

657,972

40%

1,595,395

-3%

1,489,955

-9%

Purchasing

307,295

319,946

327,980

158,245

48%

374,673

14%

332,780

Registrar

325,407

576,158

463,622

195,960

42%

511,580

10%

460,927

-1%

9,663,131 $

9,729,581 $

10,306,179 $

10,488,353

Total General Government

4,702,087

46% $

10,679,480

4% $

JUDICIAL Circuit Court Judges

180,097

181,947

187,277

90,258

48%

185,993

-1%

200,358

General District Court

40,395

62,597

60,449

27,649

46%

110,449

83%

61,618

Magistrate's Office

14,565

15,827

20,896

7,171

34%

20,896

17,355

-17% -34%

Juvenile & Domestic Relations Court Court Services Unit Clerk of the Circuit Court

10,648

14,210

23,196

5,787

25%

23,196

15,304

879,094

918,000

910,183

406,950

45%

982,999

977,435

1,271,669

1,306,232

1,438,165

648,216

45%

1,415,282

-2%

1,385,294

-4%

Sheriff

2,179,800

2,288,987

2,336,851

1,150,161

49%

2,428,053

2,552,090

Commonwealth's Attorney

2,695,943

2,814,744

2,978,639

1,440,427

48%

3,075,786

3,092,092

7,272,211 $

7,602,545 $

7,955,656 $

3,776,618

47% $

8,242,654

4% $

8,301,546

13%

Total Judicial

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

19,788,383

19,439,938

19,384,529

9,462,136

49%

20,803,848

21,882,042

1,458,649

1,553,879

1,638,050

765,474

47%

1,795,519

10%

1,751,671

834,446

804,829

801,771

382,838

48%

922,614

15%

882,033

10%

2,254,036

2,235,426

2,343,046

1,172,135

50%

2,382,952

2,473,466

24,208,567

24,167,057

22,756,350

12,489,169

55%

25,543,225

12%

25,584,202

12%

5,150

13,944

37,396

14,070

38%

37,496

33,347

-11%

2,588,491

3,797,045

4,424,891

2,151,546

49%

4,364,037

-1%

4,364,037

-1%

56,970,798

11%

51,137,723 $

52,012,117 $

Public Works - Administration

800,383

873,075

Public Works - Grounds Maintenance

534,744

51,386,034 $ 26,437,368

51% $

55,849,691

9% $

PUBLIC WORKS

Capital Programs & Facilities Total Public Works

878,649

425,193 -

48% -

905,183 -

3% -

911,888 -

4% -

2,705,560

3,491,334

3,524,542

1,627,439

46%

3,605,641

3,805,122

4,040,687 $

4,364,409 $

4,403,191 $

2,052,632

47% $

4,510,824

2% $

4,717,010

CITY OF SUFFOLK, VIRGINIA FY 2016-17 OPERATING AND CAPITAL BUDGET GENERAL FUND Expenditure Summary Budget 2013-2014

2014-2015

2015-2016

Actual

Budget

10,468,268

10,219,988

11,557,275

4,449,065

38%

11,515,947

12,100,955

1,328,541

1,470,615

1,747,004

396,556

23%

1,680,349

-4%

1,692,459

-3%

Western Tidewater Health District

840,000

420,000

50%

840,000

Western Tidewater Community Service Board

281,152

140,576

50%

295,210

281,152

12,917,961 $

12,811,755 $

14,425,431 $

50,176,881

51,114,708

54,096,837

50,176,881 $

51,114,708 $

54,096,837 $ 21,060,883

Exp To Dec Exp

2016-2017

Request

Incr

2016-2017

Recommended Change

HEALTH & WELFARE Social Services Comprehensive Services Act

Total Health & Welfare

5,406,197

37% $

14,331,506

-1% $

14,914,566

39%

55,104,890

54,367,038

39% $

55,104,890

2% $

54,367,038

EDUCATION Transfer to School Operating - Local Support Total Education

21,060,883

PARKS, RECREATION & CULTURAL Parks and Recreation - Administration Parks and Recreation - Office on Youth Parks and Recreation - Parks, Gateways & Maint. Parks and Recreation - Grounds Maintenance Parks and Recreation - Support Services

1,311,917

1,311,869

1,449,928

724,547

50%

1,381,937

-5%

1,659,372

14%

124,532

151,865

72,986

48%

160,584

100,236

-34%

1,678,328

1,915,422

1,918,304

1,056,306

55%

2,322,144

21%

2,239,583

17%

513,422

547,947

214,962

39%

601,484

10%

543,898

-1%

438,052

451,020

470,519

245,350

52%

786,313

67%

649,505

38%

Parks and Recreation - Recreation

1,865,710

2,172,309

2,065,516

1,103,657

53%

2,444,348

18%

2,209,415

Library

2,474,991

2,548,828

2,754,042

1,390,864

51%

2,802,994

3,045,798

11%

7,768,997 $

9,037,401 $

9,358,123 $

4,808,671

51% $

10,499,804

12% $

10,447,808

12%

Planning and Community Development

1,384,413

1,117,821

1,420,683

549,605

39%

1,451,919

1,510,085

Economic Development

2,448,829

3,773,943

814,774

801,940

98%

867,231

836,812

Tourism

572,749

551,942

556,869

303,061

54%

641,897

15%

602,425

Media and Community Relations

592,181

612,701

654,848

310,320

47%

690,571

683,812

50,501

52,704

74,712

15,636

21%

75,070

68,530

-8%

5,048,673 $

6,109,111 $

3,521,885 $

3,701,665

996,489

972,117

976,945

996,489 $

972,117 $

976,945 $

Total Parks, Recreation & Cultural

COMMUNITY DEVELOPMENT

Virginia Cooperative Extension Service Total Community Development

1,980,562

56% $

3,726,688

6% $

573,650

59%

1,724,133

76%

985,411

573,650

59% $

1,724,133

76% $

985,411

OTHER PUBLIC SERVICES Local and Regional Organizations Total Other Public Services

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

531,083

1,848,129

566,977

265,432

47%

585,000

587,569

29,393,878

32,191,869

31,927,872

12,438,438

39%

32,493,843

30,359,525

-5%

29,924,961 $

34,039,998 $

32,494,849 $ 12,703,871

39% $

33,078,843

2% $

30,947,094

-5%

44% $ 197,748,513

5% $

195,841,288

3.7%

Total Non-departmental

Total General Fund Expenditures

$ 178,947,712 $ 187,793,742 $ 188,925,129 $ 83,502,538

_____________________________________________________________________________________

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CITY COUNCIL DESCRIPTIONDESCRIPTION The City Council is the legislative and policy making body of the City Government. It establishes policies, sets goals and priorities, and interprets and represents the needs of the community to ensure the economic, social, educational, and physical quality of the City. The City Council is supported by the City Clerk whose office is responsible for the preservation and maintenance of the legislative record; recording and publishing City Council minutes; serving as an information center to address inquiries from citizens, municipal departments, and agencies; the management of boards and commissions; and fulfilling research requests. FY 2016 ACCOMPLISHMENTS 

Prepared 100% of City Council retreat, regular meeting, special meeting, and work session minutes in accordance with the Code of Virginia.



Complied with 100% of Freedom of Information Act (FOIA) requests within five working days as prescribed by the Code of Virginia.



Prepared and disseminated 100% of City Council ordinances and resolutions within five days of approval.



Expanded the availability of electronic records internally and externally. FY 2017 OBJECTIVES 

To prepare 100% of City Council meeting minutes in accordance with the Code of Virginia.



To comply with 100% of Freedom of Information Act requests within five working days as prescribed by the Code of Virginia.



To disseminate 100% of City Council ordinances and resolutions within five days of approval.



To prepare all boards and commissions records accurately and to prepare all ceremonial items as requested and approved by City Council.



To expand the availability of electronic records both internally and externally.

STATISTICS/PERFORMANCE MEASURES Number of City Council meetings held Average time to post Council actions to City website Percentage Council Member attendance at public meetings Number of public inquiries received Average response time to public inquiries

FY 15 Actual 46 2 days 100% 1,600 2 days

FY 16 Projected 48 2 days 100% 1,700 2 days

FY 17 Estimate 48 2 days 100% 1,800 2 days

Department: City Council Budget Detail 2013-2014 Actual

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

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

Total Operating Expenditures

2014-2015 Actual

2015-2016 Budget

2015-2016 Exp to Dec

% Exp

2016-2017 Requested

% Change

2016-2017 % Recommended Change

235,118 17,638 18,567 1,334 188 22,406 95,610 350 4,341 5,237 335 1,843 3,549 6,111 6,990

237,279 17,759 16,959 1,360 20,907 91,111 459 6,413 4,405 550 8,377 4,764 265 2,718 9,993

239,286 18,305 16,094 1,535 1,000 13,610 87,450 1,000 7,266 10,000 500 20,000 4,500 14,400 10,000

124,350 9,306 8,698 748 495 6,805 43,725 680 3,332 5,482 2,185 1,374 1,961 -

52% 51% 54% 49% 0% 50% 50% 68% 46% 55% 0% 11% 31% 14% 0%

239,286 18,305 17,257 1,535 5,000 500 1,000 13,610 87,450 1,000 7,266 15,000 500 20,000 5,000 14,400 15,000

0% 0% 7% 0% 0% 0% 0% 0% 0% 50% 0% 0% 11% 0% 50%

252,903 19,347 14,328 1,702 5,000 11,910 108,659 1,000 7,208 10,000 500 20,000 5,500 4,178 10,000

6% 6% -11% 11% -100% -12% 24% 0% -1% 0% 0% 0% 22% -71% 0%

419,619

423,319

444,947

209,141

47%

462,109

472,235

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

Range

Class Mayor Councilman City Clerk 16 Deputy City Clerk

Number of Full-Time Positions

2013-2014 Actual

2014-2015 Actual

2015-2016 Budget

1 7 1 1

2016-2017 Requested

2016-2017 Recommended

CITY MANAGER DESCRIPTION The City Manager is the Chief Executive Officer of the City of Suffolk and is responsible for the day-today administration of the City Government. The City Manager recommends policy alternatives to the City Council and implements the policies and priorities established by the governing body in accordance with the City Charter, City Code and Ordinances, and State and Federal regulations. Other essential activities and duties include oversight of operating departments, coordination of legislative affairs with state and congressional leaders, and serving as a liaison to businesses, community organizations, and various local and regional boards and commissions. FY 2016 ACCOMPLISHMENTS 

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



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



Awarded a Certificate of Excellence in Citizen-Centric Reporting from the Association of Government Accountants (AGA).



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

FY 2017 OBJECTIVES 

To improve the overall efficiency and effectiveness of City Government by continuing to refine the City’s administrative and business practices. (Goal 5: Civic Engagement and Responsive City Services)



To continue strengthening the City’s financial position by adhering to adopted financial policies and best financial management practices and encouraging job growth and capital investment in the community. (Goal 1: Financial Stability)



To ensure the delivery of high quality services and programs to the citizens of Suffolk. (Goal 5: Civic Engagement and Responsive City Services)

STATISTICS/PERFORMANCE MEASURES Bond Rating: Moody’s Standard & Poor’s Fitch Fund Balance at/above 12% per City Financial Policies GFOA Certificate of Excellence in Financial Reporting GFOA Distinguished Budget Presentation Award AGA Award of Excellence in Citizen-Centric Reporting *Number of jobs created *Capital Investment

FY 15 Actual

FY 16 Projected

FY 17 Estimate

Aa2 AA+ AA+ 15.3%    1,924 $98.9M

Aa1 AAA AAA 15.3%    1,803 $185M

Aa1 AAA AAA 15.3%    750 $600M

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

Department: City Manager Budget Detail 2013-2014 Actual

Account Number: 100-1211051100.02 51100.04 51100.14 52100 52210 52400 53100 53200 54100 54200 54500 55210 55230 55410 55500 55810 56001 56012 56017 58200

Salaries and Wages Salaries and Wages - Overtime Transportation Expense FICA VRS Retirement Group Life Professional Services Temporary Help Service Fees Information Technology Fleet Risk Management Postal Services Telecommunications Rental/Lease of Equipment Travel and Training Dues and Association Memberships Office Supplies Books and Subscriptions Copier Costs Capital Outlay

Total Operating Expenditures

2014-2015 Actual

2015-2016 Budget

2015-2016 Exp to Dec

% Exp

2016-2017 Requested

% Change

2016-2017 % Recommended Change

709,637 38 17,100 48,601 117,041 8,411 102,641 4,101 36,217 7,865 67,652 330 8,665 1,029 24,066 2,301 4,398 238 25,283 81,963

608,997 222 19,750 46,125 89,732 8,372 88,505 570 32,469 3,644 64,450 342 8,775 1,055 12,699 40 4,229 505 13,051 -

681,880 19,800 52,164 92,799 9,001 48,000 48,471 4,000 61,826 1,000 13,505 1,000 20,000 2,883 2,500 1,500 52,032 -

313,250 12,046 4,200 18,366 42,287 4,062 37,200 24,236 1,049 30,913 642 3,198 4,594 1,689 1,713 5,121 -

46% 21% 35% 46% 45% 78% 50% 26% 50% 64% 24% 0% 23% 59% 69% 0% 10% -

681,880 19,800 52,164 87,553 9,001 50,000 48,471 4,000 61,826 1,000 13,505 1,000 20,000 2,833 2,500 1,500 52,032 -

0% 0% 0% -6% 0% 4% 0% 0% 0% 0% 0% 0% 0% -2% 0% 0% 0% -

672,214 13,200 51,424 74,145 8,806 50,000 46,293 2,556 76,649 1,000 9,439 1,000 20,000 2,833 2,500 1,500 11,532 -

-1% -33% -1% -20% -2% 4% -4% -36% 24% 0% -30% 0% 0% -2% 0% 0% -78% -

1,267,578

1,003,532

1,112,360

504,565

45%

1,109,065

1,045,092

-6%

53100 - Professional Services: Legislative Services Personnel Summary

Range

Class

50 46 38 23 16 14

City Manager Deputy City Manager Chief of Staff Intergovernmental Relations and Special Projects Mana Administrative Analyst Administrative Assistant Executive Secretary

Number of Full-Time Positions

2013-2014 Actual

2014-2015 Actual

2015-2016 Budget

1 1 1 1 1 1 1

1 1 1

2016-2017 Requested

2016-2017 Recommended 1 1 1

1 1 1 -

2 1 1

BUDGET AND STRATEGIC PLANNING DESCRIPTION The Division of Budget and Strategic Planning provides financial and management information, control, and guidance to the City Council, City Manager, and city departments. The primary responsibilities of the division include the development and execution of the Annual Financial Plan and multi-year Capital Improvement Program, oversight of city department budgets and funds, strategic financial planning and fiscal impact analysis. FY 2016 ACCOMPLISHMENTS 

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



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



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

FY 2017 OBJECTIVES 

To develop a balanced budget in compliance with the City Charter and within local and State mandated timeframes for financial plan development. (Goal 1: Financial Stability)



To provide quarterly budget status reports to the City Manager, City Council, City Departments, and citizens of Suffolk within 30 days of the end of each quarter. (Goal 1: Financial Stability)



To review and submit at least 95% of budget adjustment requests for processing within 48 hours of receipt from city departments. (Goal 1: Financial Stability)

STATISTICS/PERFORMANCE MEASURES Balanced Budget prepared within prescribed timeframes GFOA Distinguished Budget Award received Financial Policies: Budgeted capital projects meet 3% “Pay Go” policy Debt as a percentage of assessed value at/below 4% Debt as a percentage of general gov’t expenditures at/below 10% Fund Balance at/above 12% per City Financial Policies Variance in actual to projected General Fund revenue % Budget Adjustment requests reviewed/processed within 48 hours

FY 15 Actual  

FY 16 Projected  

FY 17 Estimate  

3.0% 2.1% 9.5% 15.1% 3.3% 100%

3.0% 2.2% 9.6% 15.3% 1.6% 100%

3.0% 2.2% 9.8% 14.9% 3.0% 100%

Division: Budget & Strategic Planning (Department of Finance) Budget Detail 2013-2014 Actual

Account Number: 100-1244051100.02 52100 52210 52400 53600 54100 54500 55210 55230 55500 55810 56001 56012 56017 58200

Salaries and Wages FICA VRS Retirement Group Life 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

2014-2015 Actual

2015-2016 Budget

2015-2016 Exp to Dec

% Exp

2016-2017 Requested

% Change

2016-2017 % Recommended Change

160,349 11,782 26,654 2,408 1,532 18,113 38,441 49 1,496 26 888 912 31 12,548 2,236

121,596 8,782 18,045 1,447 2,867 16,864 36,609 48 1,105 182 690 1,359 8,604 -

190,097 14,542 25,660 2,509 2,000 11,114 35,134 100 3,958 2,000 1,200 1,500 200 7,200 -

62,591 4,529 8,663 745 150 5,557 17,567 406 690 2,332 -

33% 31% 34% 30% 8% 50% 50% 0% 10% 0% 58% 0% 0% 32% -

221,856 16,972 28,486 2,928 2,000 11,114 35,134 100 3,958 2,000 1,200 1,500 200 7,200 -

17% 17% 11% 17% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% -

228,465 17,478 25,200 2,993 2,000 10,079 32,739 100 1,387 2,000 1,200 1,500 200 5,058 -

20% 20% -2% 19% 0% -9% -7% 0% -65% 0% 0% 0% 0% -30% -

277,465

218,198

297,215

103,230

35%

334,648

13%

330,399

11%

Personnel Summary

Range

Class 34 Budget Officer 29 Budget Analyst 18 Budget Associate

Number of Full-Time Positions

2013-2014 Actual

2014-2015 Actual

2015-2016 Budget

1 2 1

1 2

2016-2017 Recommended 1 2

2016-2017 Requested

1 2 -

CITY ATTORNEY DESCRIPTION The City Attorney is the head of the Department of Law and chief legal advisor of the City Council, the City Manager, and all departments, boards, commissions, and agencies of the City including the Economic Development Authority. The Department of Law institutes and defends all legal proceedings which it deems necessary and proper to protect the interests of the City of Suffolk. FY 2016 ACCOMPLISHMENTS 

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



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



Provided an attorney for all Planning Commission, Economic Development Authority, Wetland’s Board, and Historic Landmarks Commission meetings.



Provided support and advice regarding the City’s legislative program and various bills that affected the City.



Successfully represented the City in various litigation matters, provided informal legal opinions, and researched and reviewed several policies for City departments.

FY 2017 OBJECTIVES 

To refrain from the use of outside counsel unless there is no attorney in the office with the legal proficiency required to provide the service or if a conflict of interest exists. (Goal 1: Financial Stability)



To respond to requests for legal services to City Council, departments, boards, and commissions in a timely manner. (Goal 5: Civic Engagement and Responsive City Services)



To provide in-house training to City staff on legal issues affecting the City. (Goal 5: Civic Engagement and Responsive City Services)

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

FY 15 Actual 1,560 286 154

FY 16 Projected 1,565 338 100

FY 17 Estimate 1,575 350 100

19 10 33

20 17 28

25 15 30

Department: City Attorney Budget Detail 2013-2014 Actual

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

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

Total Operating Expenditures

2014-2015 Actual

2015-2016 Budget

2015-2016 Exp to Dec

% Exp

2016-2017 Requested

% Change

2016-2017 % Recommended Change

644,614 46,073 106,649 7,493 3,146 2,992 35,132 87,610 916 5,802 9,871 3,429 3,297 4,319 3,835

666,183 48,015 98,862 7,637 5,761 3,292 32,633 83,443 1,175 7,150 7,273 3,097 4,623 4,982 11,527

686,186 52,493 94,968 9,058 5,000 3,432 1,000 52,564 80,046 1,200 9,496 10,000 5,633 5,000 4,000 5,688

332,263 22,960 46,079 4,017 125 1,415 576 26,282 40,023 776 2,154 2,892 2,878 1,200 2,078 4,430

48% 44% 49% 44% 3% 41% 58% 50% 50% 65% 23% 29% 51% 24% 52% 78%

686,186 52,493 88,106 9,058 5,000 3,544 1,000 52,564 80,046 1,500 9,496 10,000 5,633 5,000 4,000 5,688

0% 0% -7% 0% 0% 3% 0% 0% 0% 25% 0% 0% 0% 0% 0% 0%

707,922 54,156 78,084 9,274 5,000 3,544 1,000 49,737 98,105 1,500 6,977 10,000 5,633 5,000 4,000 9,435

965,178

985,654

1,025,765

490,148

48%

1,019,314

-1%

1,049,367

Personnel Summary

Range

44 30/36/38 23 20 16 10

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

Number of Full-Time Positions

2013-2014 Actual

2014-2015 Actual

2015-2016 Budget

1 1 3 1 1 1 1

2016-2017 Requested

2016-2017 Recommended

3% 3% -18% 2% 0% 3% 0% -5% 23% 25% -27% 0% 0% 0% 0% 66% 2%

HUMAN RESOURCES DESCRIPTION The Department of Human Resources provides support to the City Manager and city departments in the recruitment, hiring, development, and retention of employees. These services are provided through data collection, needs projection, recruitment, selection, retention, general training, advice to management, and review of human resources policies and procedures. The Department oversees ongoing programs related to employee health and welfare, employee recognition, and employee relations with internal and external customers. FY 2016 ACCOMPLISHMENTS 

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



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



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



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



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



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

FY 2017 OBJECTIVES 

To implement a sound compensation strategy which provides for annual review and recommendations, given funding availability, to ensure competitiveness of Suffolk’s salaries compared with the regional market. (Goal 5: Civic Engagement and Responsive City Services)



To conduct a comprehensive customer survey to assess customer satisfaction, and new service or program needs; design interventions to enhance customer service and meet new service and program needs. (Goal 5: Civic Engagement and Responsive City Services)



To expand Leadership Network to share leadership, management tools, and techniques with middle managers. (Goal 5: Civic Engagement and Responsive City Services)



To expand senior and middle managers’ competencies for managing performance consistent with Council’s Vision and Priorities. (Goal 5: Civic Engagement and Responsive City Services)

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

FY 15 Actual 6% 300 10% 12 440

FY 16 FY 17 Projected Estimate 6% 5% 250 220 10% 10% 11 15 250 600

Department: Human Resources Budget Detail 2013-2014 Actual

Account Number: 100-1222051100.02 51100.04 51100.06 52100 52210 52400 52820 53100 53200 53500 53600 54100 54500 55210 55230 55500 55810 55841 56001 56012 56017 58200

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 Printing and Binding Advertising Information Technology Risk Management Postal Services Telecommunications Travel & Training Dues and Association Memberships Service Awards Office Supplies Books and Subscriptions Copier Costs Capital Outlay

Total Operating Expenditures

2014-2015 Actual

2015-2016 Budget

2015-2016 Exp to Dec

% Exp

2016-2017 Requested

% Change

592,005 869 21,900 45,300 91,885 7,119 18,848 1,849 10,350 50,898 86,423 5,698 4,205 15,966 2,269 25,250 6,406 756 6,847 926

590,918 273 41,594 46,544 81,421 6,975 85,483 10,691 220 3,225 53,612 91,420 5,709 6,459 12,968 2,477 6,220 5,592 5,264 -

470,083 30,117 38,265 63,076 6,205 59,794 5,000 10,000 183,079 87,737 7,000 10,720 18,000 980 25,000 6,000 3,000 10,417 -

247,143 18 11,966 19,129 32,718 3,103 51,741 465 2,394 91,540 43,868 1,198 2,287 6,979 790 12,891 2,589 75 1,945 -

53% 40% 50% 52% 50% 87% 9% 24% 50% 50% 17% 21% 39% 81% 52% 43% 2% 19% -

501,982 38,402 64,454 6,626 30,000 65,000 5,000 10,000 183,079 87,737 3,500 10,720 18,000 980 25,000 6,000 3,000 10,417 -

995,770

1,057,063

1,034,474

532,837

52%

1,069,897

2016-2017 % Recommended Change

7% $ -100% 0% 2% 7% 9% 0% 0% 0% 0% -50% 0% 0% 0% 0% 0% 0% 0% 3%

503,745 30,719 40,887 55,563 6,599 65,000 10,000 183,194 76,641 3,500 6,994 18,000 980 25,000 8,000 3,000 4,155 1,041,977

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

Range

Class 44 36 30 30 23 19 14

Director of Human Resources Assistant Director of Human Resources Human Resources Manager Human Resources Training Manager Administrative Analyst Human Resources Generalist Human Resources Assistant

Number of Full-Time Positions

2013-2014 Actual

2014-2015 Actual

2015-2016 Budget

1 1 2 1 1 2 2

1 1 1 1

2016-2017 Requested

2016-2017 Recommended 1 1 1 1

1 1 1 1 -

1 2

1 3

1 2

7% 2% 7% -12% 6% 9% -100% 0% 0% -13% -50% -35% 0% 0% 0% 33% 0% -60% 1%

COMMISSIONER OF THE REVENUE DESCRIPTION The Office of the Commissioner of the Revenue is required by Section 15.2-1600 of the Code of Virginia. The Commissioner of the Revenue is an elected official whose responsibilities are to assess individual personal property, business personal property, and machinery and tools for taxation and issue City business licenses and administer special taxes on meals, lodging, cigarettes, and admissions. The Office also processes state income and estimated tax returns, assesses public service corporations, maintains the City’s personal property record and assessment books, enforces City business license codes, and assists individuals and businesses with tax and license inquiries, as well as with income and estimated tax inquiries. FY 2016 ACCOMPLISHMENTS 

Assessed all personal property and other local taxes in accordance with the Code of Virginia and Suffolk City Code.



Achieved 100% compliance with the state income tax audit.



Responded to all customer inquiries within one business day or less.



Initiated resolutions to problems within one business day.



Enrolled all eligible Deputies in the Career Development Program.

FY 2017 OBJECTIVES 

To assess all personal property and other local taxes in accordance with the Code of Virginia and Suffolk City Code. (Goal 5: Civic Engagement and Responsive City Services)



To achieve 100% compliance with the state income tax audit. (Goal 5: Civic Engagement and Responsive City Services)



To respond to all customer inquiries within one business day. (Goal 5: Civic Engagement and Responsive City Services)



To initiate resolutions to problems within one business day. (Goal 5: Civic Engagement and Responsive City Services)



To enroll all eligible Deputies in the Career Development Program of the Commissioners of Revenue Association of Virginia. (Goal 5: Civic Engagement and Responsive City Services)

STATISTICS/PERFORMANCE MEASURES Number of Tax Accounts: Meals Lodging Admissions Business Licenses Personal Property

CY 13 Actual

CY 14 Actual

CY 15 Actual

350 17 4 5,079 129,377

334 14 4 5,268 131,889

363 16 9 5,627 139,263

Department: Commissioner of the Revenue Budget Detail 2013-2014 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

2014-2015 Actual

2015-2016 Budget

2015-2016 Exp to Dec

% Exp

2016-2017 Requested

542,563 630 26,090 40,525 88,456 6,411 4,330 289 56,329 115,065 12,156 3,894 6,324 1,095 20,803 1,328 9,824 -

516,235 113 28,482 38,950 74,203 6,112 4,590 289 51,582 109,613 14,834 6,375 5,657 1,130 21,956 1,575 19,509 3,316

567,944 29,344 45,693 77,053 7,497 4,600 350 85,622 105,202 14,000 11,013 6,000 1,130 17,600 1,500 8,621 -

258,102 14,796 19,484 34,633 3,034 480 58 42,811 52,601 9,928 2,400 1,547 550 18,926 1,032 5,741 -

45% $ 50% 43% 45% 40% 10% 17% 50% 50% 71% 22% 26% 49% 108% 69% 67% -

936,112

904,521

983,168

466,121

47%

% Change

2016-2017 % Recommended Change

585,640 29,344 47,046 75,196 7,730 5,100 350 85,622 105,202 14,500 11,013 6,000 1,160 31,000 1,660 8,621 6,582

3% 0% 3% -2% 3% 11% 0% 0% 0% 4% 0% 0% 3% 76% 11% 0% -

605,572 29,931 48,616 66,795 7,933 5,100 350 133,085 130,542 14,500 7,633 6,000 1,160 31,000 1,660 14,955 -

7% 2% 6% -13% 6% 11% 0% 55% 24% 4% -31% 0% 3% 76% 11% 73% -

1,021,766

1,104,831

12%

Personnel Summary

Range

Class

34 25 18 18 16 14 12 10

Commissioner of the Revenue Chief Deputy Commissioner of the Revenue Business Tax Specialist Business Tax Investigator Deputy Comm. of the Revenue IV Deputy Comm. of the Revenue III Deputy Comm. of the Revenue II Deputy Comm. of the Revenue I Customer Service Representative

Number of Full-Time Positions

2013-2014 Actual

2014-2015 Actual

2015-2016 Budget

1 1 1 1 1 1 3 2 1

NOTE: Comp Board provides partial salary reimbursement for 9 of 12 full time positions with reimbursement by the State and contribution by the City for the balance for operations.

2016-2017 Requested

2016-2017 Recommended

CITY ASSESSOR DESCRIPTION The purpose of the City Assessor’s Office is to discover, list, and value all real property in the City of Suffolk. Real estate values are based on local market conditions and governed by Section 58.1-3200 of the Code of Virginia, which requires assessments to reflect one hundred percent of market value. FY 2016 ACCOMPLISHMENTS 

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



Initiated refinement of commercial neighborhood structure implementation.



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



Implemented project for comparative aerial analysis of existing properties.



Continued quantitative inspection tracking for the purpose of IAAO standard compliance and workflow monitoring.

FY 2017 OBJECTIVES 

To complete final implementation of the Vision Appraisal Computer Assisted Mass Appraisal (CAMA) system. (Goal 5: City Engagement and Responsive City Services)



To complete final implementation of Vision Appraisal Tablets for electronic documentation of property inspections. (Goal 5: City Engagement and Responsive City Services)



Develop comprehensive building permit database (Goal 5: City Engagement and Responsive City Services)



To continue application of standardized techniques for land valuation and attribute difference adjustments. (Goal 5: City Engagement and Responsive City Services)

STATISTICS/PERFORMANCE MEASURES Real Property Parcels Assessed Single Family Urban Single Family/Suburban Multifamily Commercial/Industrial Agricultural (20-99 acres) Agricultural (> 99 acres) Number of sales transactions Number of qualified sales Median residential sales price Number of foreclosures

FY 15 Actual

FY 16 Projected

FY 17 Estimate

2,631 31,580 66 2,455 1,294 420 3,156 830 $251,000 270

2,625 31,656 66 2,479 1,297 417 3,433 1,057 $246,800 283

2,617 31,785 112 2,423 1,300 418 3,500 1,000 $250,000 300

Department: City Assessor Budget Detail 2013-2014 Actual

Account Number: 100-1232051100.02 51100.04 51100.06 51100.27 52100 52210 52400 53000.16 53200.00 53500 53600 54100 54200 54500 55100 55210 55230 55500 55810 56001 56011 56012 56017 58200

Salaries and Wages Salaries and Wages - Overtime Salaries and Wages - Part-time Special Compensation FICA VRS Retirement Group Life Purchased Services - Refuse Collection Temporary Services Printing and Binding Advertising Information Technology Fleet Risk Management Utilities Postal Services Telecommunications Travel and Training Dues and Association Memberships Office Supplies Uniforms & Wearing Apparel Books and Subscriptions Copier Costs Capital Outlay

Total Operating Expenditures

2014-2015 Actual

2015-2016 Budget

2015-2016 Exp to Dec

% Exp

2016-2017 Requested

739,599 906 53,572 119,865 8,805 162 4,037 707 224,774 11,785 157,056 6,053 16,318 4,529 15,314 2,395 4,194 1,625 3,657 6,353 1,485

767,995 1,553 55,667 110,711 9,110 162 1,439 707 220,526 17,125 151,442 3,598 20,555 7,085 15,490 2,987 4,343 578 5,011 10,126 -

864,398 2,100 66,287 117,099 11,410 7,000 780 184,735 26,497 153,959 20,000 11,521 15,000 3,000 5,500 1,500 3,000 4,267 -

404,125 29,316 58,543 5,109 805 173 199 92,368 9,063 76,979 947 2,573 2,884 2,998 1,643 1,349 2,182 4,375 -

47% $ 0% 44% 50% 45% 2% 26% 50% 34% 50% 5% 22% 19% 100% 30% 90% 73% 103% -

1,383,190

1,406,210

1,498,053

695,628

46%

% Change

2016-2017 % Recommended Change

864,398 35,000 2,100 68,804 110,989 11,410 30,000 7,500 780 184,735 26,497 153,959 23,000 11,521 20,000 3,245 5,500 1,500 4,000 4,267 -

0% 0% 4% -5% 0% 7% 0% 0% 0% 0% 15% 0% 33% 8% 0% 0% 33% 0% -

958,803 2,100 73,509 105,756 12,560 7,000 780 174,806 22,366 187,167 23,000 8,149 17,000 3,245 5,500 1,500 4,000 9,400 -

1,569,205

1,616,641

53500 - Printing and Binding: Assessment notices. Personnel Summary

Range

27 25 24 24 17/19/21 16 15 14 14 10

Class Assessor Deputy Assessor Systems Analyst Commercial Appraiser I Residential Appraiser Supervisor Appraiser I - III Senior Land Records Technician Land Use Compliance Coordinator Land Records Technician Executive Secretary Office Assistant II

Number of Full-Time Positions

2013-2014 Actual

2014-2015 Actual

2015-2016 Budget

1 1 1 2 1 5 1 1 1 1 1

1 1 1 2 1 6 1 1 1 1 1

1 1 1 2 1 7 1 1 1 1 1

2016-2017 Requested

% Change

2016-2017 Recommended

11% 0% 11% -10% 10% 0% 0% -5% -16% 22% 15% -29% 13% 8% 0% 0% 33% 120% 8%

CITY TREASURER DESCRIPTION The scope of the Treasurer's Office includes the collection of State and local funds, the disbursements and investment of local funds, and the accounting of those funds. The Treasurer is responsible for all activities related to the receipt, deposit, investment, reconciliation, and disbursements of funds. The integrity of the operation of the Treasurer's Office revolves around the proper use of government accounting. This ensures that the public funds entrusted to the Treasurer's care are monitored in a fiscally responsible manner. The Treasurer is personally responsible for the locality's funds. The legal authority for the Treasurer's duties is grounded in the Constitution of Virginia, the Code of Virginia, Local Ordinances and Charter Provisions, case law from court decisions, and opinions of the Attorney General. FY 2016 ACCOMPLISHMENTS 

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



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



Continued management of stormwater and refuse fees collection with a 97% collection rate.



Continued to assist in maintaining the City’s Bond Rating at AAA and issuance of city debt.



Continued management of the State Set-Off Debt Collections program providing for the collection of over $7.3 million in the last eight (8) years.

FY 2017 OBJECTIVES 

To update and expand the E-Treasurer services and the Treasurers webpage for efficiency and improved customer service. (Goal 5: Civic Engagement and Responsive City Services)



To complete the successful hardware/software conversion from the Bright/AS400 software to the web-based PCI software with a target completion date of January 2017. (Goal 1: Financial Stability)



To complete the successful Delinquent Notifications, State Set-Off Debt Collections Program and DMV Block processes to complement and to help improve revenue results. (Goal 1: Financial Stability)



To complete successful Virginia Employment Commission (VEC) Automated File Transfer Process to enhance the collection of taxes and fees owed, via Notice of Tax-Lien and Demand for Payment under Section 58.1-3952 of the Code of Virginia. (Goal 1: Financial Stability)

STATISTICS/PERFORMANCE MEASURES Tax Collection Rate: Real Estate Personal Property Storm Water Maintenance Fee Vehicle License Fee Refuse Collection Fee Number of Online Payments processed Debt Set Off: Number of claims filed Value of claims filed 44 Amount of claims collected

FY 15 Actual

FY 16 Projected

FY 17 Estimate

98% 95% 97% 88% 96% 19,928

98% 95% 98% 90% 97% 17,500

22,822 $9.6M $625,000

25,000 $10M $700,000

Department: City Treasurer Budget Detail 2013-2014 Actual

Account Number: 100-1241051100.02 51100.04 51100.06 52100 52210 52400 53300 53500 53600 54100 54200 54500 55210 55230 55410 55500 55810 56001 56012 56015 56017 58200

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

Total Operating Expenditures

2014-2015 Actual

2015-2016 Budget

2015-2016 Exp to Dec

% Exp

2016-2017 Requested

% Change

754,581 866 22,128 56,000 124,952 8,979 156 1,550 173,252 381 153,406 79,807 6,775 931 4,451 1,439 14,525 1,022 60,905 12,177 44,912

725,617 2,610 7,402 54,168 107,573 8,659 126 1,816 166,948 1,329 137,035 123,352 9,416 100 4,788 1,918 13,902 1,130 20,218 18,151 -

793,243 29,571 62,945 109,785 10,471 1,000 3,000 1,600 104,780 6,700 131,520 100,000 14,612 650 5,000 2,000 15,000 1,330 66,600 14,541 -

385,531 3,906 28,507 53,197 4,594 42 100 518 52,390 763 65,760 60,268 3,689 3,341 1,950 4,417 820 7,786 10,663 -

49% 13% 45% 48% 44% 4% 3% 32% 50% 11% 50% 60% 25% 0% 67% 97% 29% 62% 12% 73% -

904,521 29,571 71,458 116,140 11,940 1,530 16,700 1,600 104,780 6,700 131,520 106,000 14,612 650 7,100 2,535 17,000 1,330 51,600 14,541 -

1,523,196

1,406,256

1,474,348

688,241

47%

1,611,828

2016-2017 % Recommended Change

14% $ 0% 14% 6% 14% 53% 457% 0% 0% 0% 0% 6% 0% 0% 42% 27% 13% 0% -23% 0% 9%

836,749 30,162 66,319 92,293 10,961 1,000 1,600 137,182 12,312 174,139 106,000 10,968 650 5,000 2,535 15,000 1,330 16,600 23,348 1,544,149

NOTE: Comp Board provides partial salary reimbursement for 11 of 16 full time positions with reimbursement by the State and contribution by the City of the balance annually for operations.

Personnel Summary

Range

Class

34 27 25 20 20 14 12 14

Treasurer Chief Deputy Treasurer II - Operations Chief Deputy Treasurer I - Bookkeeping Compliance Manager Deputy Treasurer IV- Accounting Deputy Treasurer IV Deputy Treasurer II Deputy Treasurer I Executive Secretary

Number of Full-Time Positions

2013-2014 Actual

2014-2015 Actual

2015-2016 Budget

1 1 1 1

2016-2017 Requested

2016-2017 Recommended

1 4 5 1

2 4 5 1

1 1 1 1 1 3 3 7 1

1 1 1 1 2 4 5 1 16

5% 2% 5% -16% 5% 0% -100% 0% 31% 84% 32% 6% -25% 0% 0% 27% 0% 0% -75% 61% 5%

FINANCE DESCRIPTION The Department of Finance provides for the general accounting, payroll, accounts payable, accounts receivable, and timely and accurate financial reporting of City funding. The Department is responsible for the issuance of general obligation and revenue bonds and other structure debt, as well as the administration of debt. FY 2016 ACCOMPLISHMENTS 

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



Received the Government Finance Officers Association (GFOA) Award for Excellence in Financial Reporting for the FY 2014 Comprehensive Annual Financial Report (CAFR) representing the thirty-first consecutive year that the City has received this award.



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



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



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



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

FY 2017 OBJECTIVES 

To continue receiving the annual GFOA award for the City’s CAFR. (Goal 1: Financial Stability)



To implement the Fraud, Waste, and Abuse Hotline. (Goal 1: Financial Stability)



To prepare the City of Suffolk’s fourth annual Citizen-Centric Report. (Goal 1: Financial Stability)

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

FY 15 Actual

FY 16 Projected

FY 17 Estimate

 

38,316 24

36,489 24

$155M $66.4M

$157M $68.4M

Department: Finance - Administration and Accounting Budget Detail 2013-2014 Actual

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

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

Total Operating Expenditures

2014-2015 Actual

2015-2016 Budget

2015-2016 Exp to Dec

% Exp

2016-2017 Requested

% Change

2016-2017 % Recommended Change

709,665 385 51,624 104,821 8,031 24,477 100,425 4,792 5,464 85,061 134,202 8,528 3,251 4,631 1,443 8,872 6,650

845,698 594 61,626 114,756 8,532 41,254 101,650 13,457 80,564 127,848 7,758 5,557 3,955 1,600 4,430 9,443

961,214 73,533 126,146 12,688 35,000 135,700 8,100 106,485 140,180 8,528 10,218 5,631 3,400 8,037 410 8,977

378,660 41 27,486 49,100 3,615 5,905 53,000 4,384 53,243 70,090 4,689 1,970 905 670 1,155 3,060

39% 37% 39% 28% 17% 39% 54% 50% 50% 55% 19% 16% 20% 14% 0% 34%

927,433 70,949 119,082 12,242 34,860 130,700 14,215 106,485 140,180 7,758 10,218 5,631 1,600 4,430 635 8,977

-4% -4% -6% -4% 0% -4% 75% 0% 0% -9% 0% 0% -53% -45% 55% 0%

795,591 60,863 87,754 10,422 34,860 130,700 13,215 136,040 184,997 9,000 6,552 5,631 1,600 4,430 635 7,665

-17% 0% -17% -30% -18% 0% -4% 63% 28% 32% 6% -36% 0% -53% -45% 55% -15%

1,262,323

1,428,724

1,644,247

657,972

40%

1,595,395

-3%

1,489,955

-9%

Personnel Summary

Range

Class 44 36 30 30 29 23 22 19 17 16 15 14

Director of Finance Financial Services Comptroller Financial Reporting and Compliance Manager Accounting Manager Senior Administrative Analyst Senior Accountant Payroll Administrator Accountant Senior Payroll Technician Payroll Technician Senior Accounting Technician Executive Secretary

Number of Full-Time Positions

2013-2014 Actual

2014-2015 Actual

2015-2016 Budget

1 1 1 1

1 1 1 1 1 3 1 2

2016-2017 Requested

2016-2017 Recommended

1 2 1

3 2 1

1 1 1 1 1 3 1 2 1 2 2 1

3 1 2

3 1 2 -

1 1 1 3 1 2 1 2 2 1 15

PURCHASING DESCRIPTION The Division of Purchasing provides a centralized system for the management of public funds expended for the procurement of materials, supplies, equipment, professional consulting and other services, and construction via competitive pricing of the appropriate product quality for timely delivery. The Division also provides for the transfer or disposal of surplus property and administers the City’s purchasing card program. FY 2016 ACCOMPLISHMENTS 

Updated the purchasing brochure for vendors and the public.



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



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



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



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

FY 2017 OBJECTIVES 

To provide training to City departments to ensure proper ethics, fiscal accountability, and adherence to procurement laws and policies. (Goal 1: Financial Stability)



To respond to internal and external customers in a timely fashion to ensure a high level of customer service. (Goal 5: Civic Engagement and Responsive City Services)



To leverage the City’s purchasing power by disseminating bids and request for solicitations through the City’s website and third party websites and encouraging new vendor participation. (Goal 1: Financial Stability)

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

FY 15 Actual

FY 16 Projected

FY 17 Estimate

30 74 14 18,971 $5.4M 1,658 $3.4M 79 N/A

35 80 15 19,000 $5.5M 1,700 $ 3.5M 84 $500,000

40 85 16 20,000 $5.6M 1,800 $3.6M 90 $550,000

Division: Purchasing (Department of Finance) Budget Detail 2013-2014 Actual

Account Number: 100-1253051100.02 51100.04 51100.06 52100 52210 52400 53200 53600 54100 54500 55210 55230 55500 55810 56001 56012 56017

Salaries and Wages Salaries and Wages - Overtime Salaries and Wages - Part-time FICA VRS Retirement Group Life Temporary Help Service Fees 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

2014-2015 Actual

2015-2016 Budget

166,284 6 30,860 15,732 24,913 1,976 2,970 351 20,632 28,810 208 1,646 2,958 3,492 2,131 4,326

198,449 14,908 26,649 2,362 543 18,383 36,544 285 2,583 5,515 6,290 2,146 5,290

200,055 15,304 26,282 2,641 3,000 19,010 35,073 500 5,505 4,500 6,740 2,500 300 6,570

307,295

319,946

327,980

2015-2016 Exp to Dec

% Exp

97,385 7,281 13,133 1,180 3,008 196 9,505 17,537 147 926 (513) 5,710 805 1,945

49% 48% 50% 45% 7% 50% 50% 29% 17% -11% 85% 32% 0% 30%

239,952 18,356 30,810 3,167 2,000 19,010 35,703 500 5,505 4,500 5,800 2,500 300 6,570

20% 20% 17% 20% -33% 0% 2% 0% 0% 0% -14% 0% 0% 0%

208,992 15,988 23,052 2,738 1,000 16,646 43,514 500 3,096 4,500 5,800 2,500 300 4,155

4% 4% -12% 4% -67% -12% 24% 0% -44% 0% -14% 0% 0% -37%

48%

374,673

14%

332,780

158,245

2016-2017 Requested

% Change

2016-2017 % Recommended Change

Personnel Summary

Range

Class 30 23 19 17 13

Purchasing Agent Senior Buyer Buyer II Buyer I Purchasing Technician

Number of Full-Time Positions

2013-2014 Actual

2014-2015 Actual

2015-2016 Budget

1 1

2016-2017 Requested

2016-2017 Recommended

1 1

1 1 1 1 1

1 1 1 1 4

REGISTRAR DESCRIPTION The Registrar is appointed by the City of Suffolk Electoral Board whose three members are appointed by the Circuit Court Judges. The Registrar is responsible for carrying out directives from the State Board of Elections and the Suffolk Electoral Board to ensure all eligible citizens the right to vote. The duties of the Registrar’s Office include arranging and supervising primary, general, and special elections at the local, state, and federal levels, registering voters, and maintaining registration records that reflect up to date information. FY 2016 ACCOMPLISHMENTS 

Implemented outreach demonstrations on optical scan Image Cast Evolution Voting Machines and mobile voter photo identification to the citizens of the City of Suffolk.



Reviewed and revised the training program for officers of election to effectively train the officers in the use of electronic poll books, optical scan Image Cast Evolution Voting Machine, voting equipment and forms used on Election Day.



Effectively maintained outreach programs to reach and assist citizens complete Voter Registration and Absentee Ballot application forms.



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

FY 2017 OBJECTIVES 

To maintain the integrity of the election process and make sure that the citizens of the City of Suffolk continue to receive their election information in a timely manner. (Goal 5: Civic Engagement and Responsive City Services)



To conduct elections under the guidance of the Electoral Board in accordance with Federal and State laws in an efficient and equitable manner to ensure fairness, and accuracy in all elections. (Goal 5: Civic Engagement and Responsive City Services)



To provide information, materials, and assistance to candidates. (Goal 5: Civic Engagement and Responsive City Services)



To provide voter registration information and materials, distribute literature and develop programs to educate the general public concerning registration and encourage registration by the general public. (Goal 5: Civic Engagement and Responsive City Services)

STATISTICS/PERFORMANCE MEASURES Number of Registered Voters Percent of Election Results certified within 3 days of an election per State Board of Election requirements Number of Polling Precincts

FY 15 Actual 58,000

FY 16 Projected 60,000

FY 2017 Estimate 60,000

100% 28

Department: Registrar Budget Detail 2013-2014 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 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 Capital Outlay

Total Operating Expenditures

2014-2015 Actual

2015-2016 Budget

2015-2016 Exp to Dec

% Exp

2016-2017 Requested

% Change

2016-2017 % Recommended Change

88,092 2,037 33,704 55,151 9,290 14,588 1,048 53,102 811 14,535 19,289 11,241 2,381 2,463 1,777 2,400 200 5,037 8,260 -

90,399 1,863 35,227 63,319 9,362 13,415 1,076 45,227 463 12,786 18,459 4,808 3,533 814 1,800 4,485 200 7,928 8,620 252,375

92,552 45,500 113,185 19,220 12,809 1,222 80,000 1,400 26,808 17,681 15,000 3,127 4,500 5,400 3,700 200 6,000 15,319 -

46,657 993 17,742 54,143 4,872 6,457 555 27,467 309 13,404 8,840 1,912 894 1,200 3,037 160 3,410 3,906 -

50% 39% 48% 25% 50% 45% 34% 22% 50% 50% 13% 29% 0% 22% 82% 80% 57% 25% -

119,380 45,500 107,871 20,865 15,328 1,576 58,500 1,900 26,808 17,681 15,000 3,127 4,500 4,700 3,700 325 10,000 15,319 39,500

29% 0% -5% 9% 20% 29% -27% 36% 0% 0% 0% 0% 0% -13% 0% 63% 67% 0% -

128,920 26,010 107,871 20,104 14,220 1,689 58,500 1,900 29,257 21,880 15,000 4,018 4,500 4,700 3,700 325 10,000 8,333 -

39% -43% -5% 5% 11% 38% -27% 36% 9% 24% 0% 29% 0% -13% 0% 63% 67% -46% -

325,407

576,158

463,622

195,960

42%

511,580

10%

460,927

-1%

Personnel Summary

Range

Class General Registrar 14 Deputy Registrar 11 Assistant Registrar

Number of Full-Time Positions

2013-2014 Actual

2014-2015 Actual

2015-2016 Budget

1 1

1 1 1

2016-2017 Requested

2016-2017 Recommended

CIRCUIT COURT - JUDGES DESCRIPTION The Circuit Court is the trial court of general jurisdiction in the Commonwealth of Virginia. The Circuit Court has jurisdiction over: 1) Civil Actions involving monetary claims over $4,500, by appeals from the General District Court, by original jurisdiction, and contesting the validity of a City or municipal ordinance or corporate bylaw, and involving equitable proceedings; 2) Criminal Cases including all felonies punishable by confinement in the penitentiary and misdemeanor charges originating from a grand jury indictment or appeal from the General District Court or Juvenile and Domestic Relations District Court, or from State and local administrative agencies or boards. The Circuit Court also handles any case for which jurisdiction is not specified in the Code of Virginia. Additionally, the Circuit Court convenes grand juries to consider bills of indictment, charging people with serious crimes. The Circuit Court may also convene special grand juries to investigate criminal activity in the community or malfeasance of governmental agencies or officials. The City of Suffolk provides additional local funding support for this State function. FY 2016 ACCOMPLISHMENTS 

Fully utilized technology provided by the Supreme Court of Virginia to improve the management of civil and criminal case loads.



Improved utilization of Fifth Judicial Circuit procedures and staff in order to improve rate of case closure within Supreme Court of Virginia guidelines.

FY 2017 OBJECTIVES 

To leverage technology to provide for the efficient management and pace of caseloads.



To observe the highest standards of conduct to ensure the integrity of the courts are preserved and that the duties performed by court staff reflect a devotion to serving the public.



To continue to improve on the efficiency of concluding civil and criminal case filings with the time guidelines established by the Supreme Court of Virginia.

STATISTICS/PERFORMANCE MEASURES Civil Cases: Number of Civil Cases commenced Number of Civil Cases concluded Criminal Cases: Number of Criminal Cases commenced Number of Criminal Cases concluded

CY 13 Actual

CY 14 Actual

CY 15 Actual

1,043 991

1,096 1,073

N/A N/A

2,974 2,795

2,962 2,640

N/A N/A

Department: Circuit Court - Judges Budget Detail 2013-2014 Actual

Account Number: 100-2110051100.02 51100.06 52100 52210 52400 53300 54100 54500 55210 55230 56001 56012 56017

Salaries and Wages Salaries and Wages - Part-time FICA VRS Retirement Group Life Repair and Maintenance Information Technology Risk Management Postal Services Telecommunications Office Supplies Books & Subscriptions Copier

Total Operating Expenditures

2014-2015 Actual

2015-2016 Budget

2015-2016 Exp to Dec

% Exp

2016-2017 Requested

% Change

2016-2017 % Recommended Change

123,866 9,499 20,512 1,474 19,203 728 1,515 2,416 16 868

126,253 9,690 18,736 1,502 655 18,290 832 3,094 1,596 179 1,119

128,471 9,828 17,780 1,696 440 17,554 1,200 7,440 2,000 868

64,236 4,932 8,890 764 8,777 458 1,205 601 75 319

50% 50% 50% 45% 0% 50% 38% 16% 30% 37%

128,471 9,828 16,496 1,696 440 17,554 1,200 7,440 2,000 868

0% 0% -7% 0% 0% 0% 0% 0% 0% 0%

141,743 10,843 15,634 1,857 440 21,786 1,200 3,951 2,000 903

10% 10% -12% 9% 0% 24% 0% -47% 0% 4%

180,097

181,947

187,277

90,258

48%

185,993

-1%

200,358

Personnel Summary

Range

Class Court Administrator - Civil Court Administrator - Criminal

Number of Full-Time Positions

2013-2014 Actual

2014-2015 Actual

2015-2016 Budget

1 1

2016-2017 Requested

2016-2017 Recommended

GENERAL DISTRICT COURT DESCRIPTION The General District Court is responsible for the trial of misdemeanor cases, traffic infractions, preliminary hearings in felony matters, and civil cases and suits up to $15,000. The General District Court has three divisions (criminal, traffic, and civil) and is responsible for maintaining the records and accounts of each of these divisions. The City of Suffolk provides additional local funding support for this State function. FY 2016 ACCOMPLISHMENTS 

Managed case flows in an efficient manner by conferring with judges, attorneys, and public and private agencies to ensure adequate service levels are provided to the public.



Effectively managed resources to adequate response to service demands.



Trained staff by staying current with proposed/enacted legislation, and the use of online resources.

ensure

FY 2017 OBJECTIVES 

To provide safe and secure court facilities and a customer friendly court system.



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



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

STATISTICS/PERFORMANCE MEASURES Criminal Cases: Number of Criminal Cases Criminal Case Continuance Rate Traffic Cases: Number of Traffic Cases Traffic Case Continuance Rate Civil Cases: Number of Civil Cases Civil Case Continuance Rate

CY 13 Actual

CY 14 Actual

CY 15 Actual

11,222 7,340

10,564 6,630

5,000 3,076

25,068 10,514

28,317 12,346

13,364 7,186

18,829 3,606

51,768 3,246

24,958 2,039

Department: General District Court Budget Detail 2013-2014 Actual

Account Number: 100-2120053100 53100.10 53300 54100 55230 55410 55810 56001 56012 56017 58200

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

Total Operating Expenditures

2014-2015 Actual

2015-2016 Budget

2015-2016 Exp to Dec

% Exp

2016-2017 Requested

4,017 20,917 323 1,191 1,811 545 2,194 3,647 5,750 -

1,000 28,904 323 2,431 1,663 1,729 2,030 6,358 7,770 10,389

5,000 30,000 10,768 1,000 500 3,000 3,500 6,681 -

300 16,887 893 760 180 1,159 3,815 3,656 -

6% $ 56% 8% 76% 36% 39% 109% 55% -

40,395

62,597

60,449

27,649

46%

7,000 50,000 5,000 10,768 2,500 1,500 3,000 4,000 6,681 20,000 110,449

% Change

2016-2017 % Recommended Change

40% $ 67% 0% 150% 200% 0% 14% 0% -

5,000 35,000 3,051 2,500 1,500 3,000 4,000 7,567 -

0% 17% -72% 150% 200% 0% 14% 13% -

83%

61,618

MAGISTRATE’S OFFICE DESCRIPTION The Magistrate’s Office serves as an immediate buffer between law enforcement and citizens and can authorize or deny law enforcement the ability to detain individuals suspected of crimes. In addition, the Magistrate provides services in disputes involving citizens versus citizens. These functions are available 24 hours per day. The Magistrate conducts hearings as the first step in the legal process to determine whether there is probable cause to move forward in one of the following statutory procedures: to issue arrest or search warrants in criminal cases; to issue a temporary detention order in either civil, medical, or criminal cases; or to authorize pretrial seizures in civil matters. Where individuals have been arrested, Magistrates are called upon to conduct bail hearings to determine whether they should be committed to jail or released, and, if released, the conditions of release. Magistrates preside over hearings, maintain order and proper decorum, administer oaths, define issues, interpret and explain pertinent laws, take testimony, question parties, and issue or decline to issue the legal process requested. The City of Suffolk provides additional local funding support for this State function. FY 2016 ACCOMPLISHMENTS 

Provided in-service training and Crisis Intervention Team (CIT) training to local law enforcement officers.



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



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

FY 2017 OBJECTIVES 

To conduct neutral and impartial hearings for both the public and law enforcement related to arrests, searches, emergency protective orders, bail, emergency custody orders, and temporary detention orders. (Goal 5: Civic Engagement and Responsive City Services)



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



To engage in continuing legal education and training of all staff members, as well as local law enforcement agencies. (Goal 5: Civic Engagement and Responsive City Services)

STATISTICS/PERFORMANCE MEASURES Number of Arrest Warrants and Summonses Issued Number of Search Warrants Issued Number of Emergency Custody Orders Issued Number of Extensions of Law Enforcement Initiated ECOs Issued Number of Temporary Detention Orders Issued Number of Emergency Protective Orders Issued Number of Commitments, Recognizances, and Releases Issued Number of Total Processes

CY 13 Actual 6,843 296 386 81 464 905 10,185 19,160

CY 14 Actual 6,551 332 415 40 482 1,031 9,657 18,508

CY 15 Actual 6,095 625 444 N/A 520 990 8,191 16,865

Department: Magistrate Budget Detail 2013-2014 Actual

Account Number: 100-2130053300 54100 55230 55420 55810 56001 56017 58200

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

Total Operating Expenditures

2014-2015 Actual

2015-2016 Budget

2015-2016 Exp to Dec

% Exp

2016-2017 Requested

% Change

2016-2017 % Recommended Change

349 147 541 9,000 1,531 2,997 -

147 1,105 9,000 600 1,512 3,463 -

3,799 9,000 600 1,500 2,997 3,000

406 4,500 459 1,806 -

11% 50% 0% 31% 60% 0%

400 3,799 9,000 700 2,000 2,997 2,000

0% 0% 17% 33% 0% -33%

400 1,387 9,000 700 2,000 3,868 -

-63% 0% 17% 33% 29% -100%

14,565

15,827

20,896

7,171

34%

20,896

17,355

-17%

JUVENILE AND DOMESTIC RELATIONS DISTRICT COURT DESCRIPTION The Juvenile and Domestic Relations District Court has jurisdiction in matters involving juvenile delinquency, juvenile traffic infractions, adults criminal matters with a juvenile victim, children subjected to abuse or neglect, family abuse, family or household members charged with an offense against a family or household member, protective orders, child and/or spousal support, custody and/or visitation issues, abandonment of children, foster care and entrustment agreements, court-ordered rehabilitative services, court consent for certain medical treatments, commitment of mentally ill or retarded children, petitions filed by school boards against parents, and judicial by-pass for authorization of abortions by minors. The Juvenile and Domestic Relations District Court Clerk’s Office is the administrative arm of the court. The Clerk of Court is the court’s chief administrative officer and is accountable to the presiding judges for all office functions, including personnel matters, finance, court housekeeping, maintenance of court records and information systems, assisting with outside liaison, preparation of budgets, and conducting research and planning in relation to court operations. The City of Suffolk provides additional local funding support for this State function. FY 2016 ACCOMPLISHMENTS 

Continued to work effectively and efficiently to process high caseloads with limited manpower and resources.



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

FY 2017 OBJECTIVES



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



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

STATISTICS/PERFORMANCE MEASURES Juvenile Cases: Number of new Juvenile Cases Number of Juvenile Cases Concluded Average Number of Hearings per Juvenile Case Juvenile Case Continuance Rate Domestic Cases: Number of new Domestic Cases Commenced Number of Domestic Cases Concluded Average Number of Hearings per Domestic Case Domestic Case Continuance Rate

CY 13 Actual

CY 14 Actual

CY 15 Actual

2,662 2,728 2.37 98.4%

1,693 1,602 2.36 94.6%

2,254 2,153 2.41 95.5%

1,051 924 2.76% 87.9%

1,380 405 3.08% 88.4%

1,824 583 3.13 96.7%

Department: Juvenile and Domestic Relations District Court Budget Detail 2013-2014 Actual

Account Number: 100-2161053100.10 54100 55230 55410 55810 56001 56012 56017

Court Appointed Attorney Fees Information Technology Telecommunications Lease/Rent of Equipment Dues and Association Memberships Office Supplies Books and Subscriptions Copier Costs

Total Operating Expenditures

2014-2015 Actual

2015-2016 Budget

2015-2016 Exp to Dec

% Exp

2016-2017 Requested

% Change

2016-2017 % Recommended Change

853 3,140 420 1,885 4,350

125 853 6,581 235 2,308 13 4,095

600 15,796 400 400 1,500 150 4,350

18 2,697 186 290 673 116 1,806

3% 17% 47% 73% 45% 77% 42%

600 15,796 400 400 1,500 150 4,350

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

600 8,386 400 400 1,500 150 3,868

0% -47% 0% 0% 0% 0% -11%

10,648

14,210

23,196

5,787

25%

23,196

15,304

-34%

COURT SERVICE UNIT DESCRIPTION The Fifth District Court Service Unit is a local organizational unit of the Virginia Department of Juvenile Justice which aims to protect the public through a balanced approach of accountability and comprehensive services that prevent and reduce delinquency through partnerships with families, schools, communities, law enforcement, and others, while providing opportunities for delinquency youth to become responsible and productive citizens. The City of Suffolk provides local funding to support the operation and detention costs associated with this State function. FY 2016 ACCOMPLISHMENTS



Partnered with the Tidewater Youth Services Commission to offer a variety of programs and services to persons on probation and parole, including substance abuse assessments and treatment, group home placements, and crisis care.



Partnered with the Suffolk Public Schools to host Truancy Reduction Committee hearings aimed at addressing and improving attendance patterns of identified school age children.



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

FY 2017 OBJECTIVES 

To divert a minimum of 28% of all juvenile delinquency/status offense intakes to an in-house diversion program or to the Juvenile Conference Committee (JCC). (Goal 5: Civic Engagement and Responsive City Services)



To reduce the Detention Assessment Instrument (DAI) overrides to a more restrictive environment to no greater than 15% of cases (district wide) placed in secure detention by an intake officer. (Goal 5: Civic Engagement and Responsive City Services)



To ensure probation and parole case contact compliance per Department of Juvenile Justice Standards will exceed 98%. (Goal 5: Civic Engagement and Responsive City Services)

STATISTICS/PERFORMANCE MEASURES Number of Juveniles receiving services Number of Juveniles placed in Secure Detention Average Length of Stay in Secure Detention (days) Average Cost per Day for Secure Detention Percent of Intakes Diverted Detention Assessment Instrument (DAI) Override Percentage Percent Compliance with Department of Juvenile Justice Standards

FY 15 Actual 759 78 30.1 $190 26% 14% 100%

FY 16 Projected 837 84 29.6 $190 26% 15% 100%

FY 17 Estimate 850 90 29.0 $190 28% 15% 100%

Department: Court Services Unit Budget Detail 2013-2014 Actual

Account Number: 100-2165053845 54100 55230 58200

Juvenile Detention Costs Information Technology Telecommunications Capital Outlay-Additions

Total Operating Expenditures

2014-2015 Actual

2015-2016 Budget

2015-2016 Exp to Dec

% Exp

2016-2017 Requested

% Change

2016-2017 % Recommended Change

874,771 441 1,623 2,259

914,244 441 3,315 -

902,500 7,683 -

405,733 1,218 -

45% 16% -

973,275 441 7,683 1,600

8% 0% -

973,275 4,160 -

8% -46% -

879,094

918,000

910,183

406,950

45%

982,999

977,435

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 quasi-legal papers deposited in the Clerk’s Office. The Clerk's Office is responsible for the filing of civil suits; docketing and filing of criminal actions; filing divorce suits; and filing adoption petitions. Additional services provided by the Clerk's Office include recording land records and plats; probating wills; administering various oaths' of office; issuing marriage licenses; recording military discharge forms (DD-214's) and recording assumed business names. The Clerk is also an acceptance agent for the U.S. Department of State and accepts passports applications on its behalf. FY 2016 ACCOMPLISHMENTS 

Achieved compliance with internal control and operations in accordance with the Commonwealth of Virginia Auditor of Public Accounts standards and State laws, regulations, and policies.



Collected taxes and fees associated with the legal recordation of land records and completed turnaround of documents within 24 hours of presentation.



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



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

FY 2017 OBJECTIVES 

To provide direct administrative support to the judges in court proceedings with 100% accuracy. (Goal 5: Civic Engagement and Responsive City Services)



To collect taxes and fees associated with the legal recordation of land records and complete turnaround of documents within 24 hours of presentation. (Goal 1: Financial Stability)



To perform all 800 plus mandated duties placed upon the Clerk of Court within the guidelines established by the Code of Virginia. (Goal 5: Civic Engagement and Responsive City Services) CY 13 Actual 2,972 1,248 378 6,148 17,538 259 370 432 300 1,422 1,196

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

CY 14 Actual 2,862 1,096 328 6,073 13,374 225 321 519 291 1,218 1,136

CY 15 Actual 3,085 1,136 383 5,706 13,367 157 375 426 306 1,478 1,328

Department: Clerk of the Circuit Court Budget Detail 2013-2014 Actual

Account Number: 100-2171051100.02 51100.04 51100.06 52100 52210 52400 53100 53100.10 53100.16 53300 53500 54100 54500 55210 55230 55410 55500 55810 56001 56012 56017 58110 58200

Salaries and Wages Salaries and Wages - Overtime Salaries and Wages - Part-time FICA VRS Retirement Group Life Professional Services Legal Services - Court Appointed Legal Services - Jurors and Public Defenders Repair and Maintenance Printing and Binding 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

2014-2015 Actual

2015-2016 Budget

2015-2016 Exp to Dec

% Exp

2016-2017 Requested

% Change

2016-2017 % Recommended Change

685,428 39,957 50,143 113,613 8,193 650 4,108 41,955 14,444 19,029 37,019 134,454 11,000 5,417 2,868 1,478 500 9,962 593 9,769 81,089 -

710,394 19 41,154 53,831 104,830 8,454 3,294 3,318 43,131 11,145 18,382 25,775 128,127 10,756 9,311 3,072 1,887 500 12,639 761 11,903 77,678 25,871

732,483 41,891 59,240 101,053 9,669 8,800 5,000 59,000 59,937 165,781 122,942 11,000 17,080 3,072 2,000 750 15,000 622 19,345 3,500

357,746 18,832 26,841 49,528 4,096 3,634 12,518 1,670 82,891 61,471 6,098 2,950 1,280 1,755 370 6,792 345 7,690 1,710

49% 45% 45% 49% 42% 0% 73% 21% 3% 50% 50% 55% 17% 42% 88% 49% 45% 55% 40% 49%

743,162 62,854 61,660 95,422 9,810 4,000 5,000 52,000 22,612 165,781 122,942 11,000 17,080 3,072 2,000 750 15,000 722 19,345 1,070

1% 50% 4% -6% 1% -55% 0% -12% -62% 0% 0% 0% 0% 0% 0% 0% 0% 16% 0% -69%

733,175 42,729 59,357 80,869 9,605 4,000 5,000 52,000 22,612 163,018 152,358 11,000 9,916 3,072 2,000 750 15,000 722 17,042 1,070

0% 2% 0% -20% -1% -55% 0% -12% -62% -2% 24% 0% -42% 0% 0% 0% 0% 16% -12% -69%

1,271,669

1,306,232

1,438,165

648,216

45%

1,415,282

-2%

1,385,294

-4%

53100 - Professional Services: APA Audit Costs. Personnel Summary

Range

36 34 14/17/20 18

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

Number of Full-Time Positions

2013-2014 Actual

2014-2015 Actual

1 -

2015-2016 Budget

2016-2017 Requested

2016-2017 Recommended 1 1

1 -

1 10 2

10 2

1 10 2

NOTE: Comp Board provides partial salary reimbursement for 12 of 14 full time positions with reimbursement by the State and contribution by the City of the balance annually for operations.

SHERIFF DESCRIPTION The Sheriff’s Department performs the duties for civil process ordered by the Courts and provides security for the Courthouse and all courts while in session. The Sheriff’s Department may provide transportation for certain juvenile prisoners awaiting trial or commitment to State facilities and adult citizens under temporary detention orders or civil commitment to a State hospital. FY 2016 ACCOMPLISHMENTS 

Provided a safe and secure environment for all persons utilizing the Mills E. Godwin, Jr. Courts Building.



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



Made over 15,000 citizen contacts through the Sherriff’s Office Community Outreach Program that included the distribution of Firearms Safety Gun Locks, Missing Child ID Kits, and over 5,000 brochures outlining the services provided by the Suffolk Sheriff’s Office.

FY 2017 OBJECTIVES 

To serve all civil summons and other court notices and requests within the specific dated guidelines set forth on each individual summons to 100% of the court’s request. (Goal 8: Public Safety)



To provide court security personnel for all sessions of court held within the Mills E. Godwin, Jr. Courts Building on a daily basis. (Goal 8: Public Safety)



To provide a safe and secure environment for all persons conducting business or visiting the Mills E. Godwin, Jr. Courts Building by searching 100% of persons entering the courts building during hours of operation. (Goal 8: Public Safety)



To provide transportation for juvenile offenders, adult inmates, civil commitment of violent sexual predators, and temporary detention orders as directed by court orders. (Goal 8: Public Safety)

STATISTICS/PERFORMANCE MEASURES Number of Civil Process Papers served Number of Security Searches conducted at Court Building entrance Number of Inmates held in Court Building lock-up Number of Juvenile Transports Number of Mental Health Transports Fingerprints to Assist Suffolk Police Department Instructional Hours for VCIN Basic and Recertification

CY 14 Actual 107,201 186,482 3,409 430 38 102 96

CY 15 Projected 108,201 187,482 3,618 475 40 115 200

CY 16 Estimate 108,000 189,000 3,457 425 25 107 200

Department: Sheriff Budget Detail 2013-2014 Actual

Account Number: 100-2181051100.02 51100.04 51100.06 52100 52210 52400 53100 53500 53300 53600 54100 54200 54500 55210 55230 55410 55500 55810 56001 56011 56012 56014 56017 56026 58200

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

Total Operating Expenditures

2014-2015 Actual

1,114,836 15,339 261,089 102,737 183,668 13,274 269 84,628 102,461 256,032 5,590 6,925 714 2,480 1,907 6,474 10,077 13 7,214 4,075

2,179,800

2015-2016 Budget

1,240,188 25,251 223,691 107,903 180,282 13,713 155 75,133 131,349 245,751 4,796 11,095 410 2,173 1,818 7,063 9,197 144 8,876 -

2,288,987

1,276,775 204,622 113,327 175,997 16,853 1,000 250 500 121,781 114,288 236,611 5,700 17,780 1,356 3,000 3,000 6,000 10,000 500 15,000 12,510 -

2,336,851

2015-2016 Exp to Dec

% Exp

2016-2017 Requested

633,651 1,972 104,524 53,990 87,248 7,076 125 190 60,890 49,556 118,306 3,000 4,477 416 2,035 1,836 3,486 5,111 60 7,630 4,583 -

50% 51% 48% 50% 42% 0% 50% 38% 50% 43% 50% 53% 25% 31% 68% 61% 58% 51% 12% 51% 37% -

1,150,161

49%

% Change

1,276,775 275,000 118,711 163,938 16,853 1,000 500 250 500 121,781 114,288 236,611 5,700 17,780 1,356 8,000 3,500 7,000 15,000 500 30,000 12,510 500 2,428,053

2016-2017 % Recommended Change

0% $ 34% 5% -7% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 167% 17% 17% 50% 0% 100% 0% 4%

1,397,064 208,714 122,842 154,096 18,302 1,000 250 500 136,287 123,950 311,592 5,700 19,877 1,356 5,000 3,000 7,000 10,000 500 15,000 10,060 -

2% 8% -12% 9% 0% 0% 0% 12% 8% 32% 0% 12% 0% 67% 0% 17% 0% 0% 0% -20% -

2,552,090

NOTE: Comp Board provides partial salary reimbursement for 21 of 25 full time positions with reimbursement from the State and contribution by the City of the balance annually for operations.

Personnel Summary

Range

Class

36 34 30 20 16 14 13

Sheriff Chief Deputy Sheriff Deputy Sheriff - Captain Deputy Sheriff - Lieutenant Deputy Sheriff - Sergeant Deputy Sheriff Executive Secretary Secretary II

Number of Full-Time Positions

2013-2014 Actual

2014-2015 Actual

2015-2016 Budget

1 1

1 1 1 1 5 14 1 1

1 5 15 1 1

1 1 1 1 5 14 1 1

2016-2017 Requested

2016-2017 Recommended

COMMONWEALTH’S ATTORNEY DESCRIPTION The Office of the Commonwealth’s Attorney prosecutes criminal offenses in the City of Suffolk. The Office prosecutes cases in the Juvenile and Domestic Relations Court, the General District Court, and the Circuit Court. It also prepares briefs for the Virginia Court of Appeals and the Virginia Supreme Court. In addition, the Office investigates cases and advises other City law enforcement personnel during investigations as to the substance and procedure of the criminal law. The Office also issues opinions on conflict of interest matters and is responsible for the collection of unpaid fines and court costs. In addition to prosecuting felony cases, the Office also prosecutes all misdemeanor cases in which a crime victim requests assistance, all drunk driving cases, certain domestic violence cases, all crimes that occur in schools, and all misdemeanor and traffic appeals to Circuit Court including violations of local ordinances. FY 2016 ACCOMPLISHMENTS 

Achieved continued success in the aggressive prevention, education, and prosecution of gang violence.



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



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



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

FY 2017 OBJECTIVES 

To present the Commonwealth’s Attorney’s gang deterrence presentation to all Suffolk middle and high schools. (Goal 8: Public Safety)



To attain a 95% approval rating from victims and/or witnesses involved in cases assisted by attorneys and victim witness staff of the Commonwealth’s Attorney’s office. (Goal 8: Public Safety)



To provide over 30 hours of classroom training and materials to over 150 police officers, fire and rescue, and other law enforcement agency personnel. (Goal 8: Public Safety)



To promote community outreach awareness and crime prevention by attending 140 community outreach events. (Goal 5: Civic Engagement and Responsive City Services)

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

FY 15 Actual 635 1,732 4,636 136 19 hrs.

FY 16 Projected 656 1,779 4,775 138 23 hrs.

FY 17 Estimate 680 1,824 4,918 140 30 hrs.

Department: Commonwealth's Attorney Budget Detail 2013-2014 Actual

Account Number: 100-2210051100.02 51100.04 51100.06 52100 52210 52400 53100 53300 53600 54100 54200 54500 55210 55230 55420 55500 55810 55854 55855 56001 56012 56017

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 Lease/Rent of Building Travel and Training Dues and Association Memberships Asset Forfeiture - State Asset Forfeiture - Federal Office Supplies Books and Subscriptions Copier

Total Operating Expenditures

2014-2015 Actual

2015-2016 Budget

2015-2016 Exp to Dec

% Exp

2016-2017 Requested

% Change

2016-2017 % Recommended Change

1,779,185 304 98,402 133,706 291,376 20,521 20 1,308 85 72,607 20,576 229,254 6,410 6,614 765 3,534 7,555 21,822 1,900 -

1,865,436 96,283 140,544 274,107 22,472 279 24 125 59,614 19,057 218,488 5,263 10,619 1,530 8,668 10,630 154 27,064 16,873 2,110 35,407

1,922,203 88,707 153,835 264,422 25,373 3,500 3,120 500 161,760 22,866 209,714 6,500 22,341 1,530 7,230 10,575 21,000 3,500 49,964

953,120 45,096 70,057 130,036 11,334 45 45 80,880 11,689 104,857 2,682 3,924 1,915 385 4,247 810 19,305

50% 51% 46% 49% 45% 1% 0% 9% 50% 51% 50% 41% 18% 0% 26% 4% 20% 23% 39%

2,002,203 104,275 161,146 257,083 26,429 3,500 3,120 500 161,760 22,866 209,714 6,500 22,341 1,530 7,230 11,125 21,000 3,500 49,964

4% 18% 5% -3% 4% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 5% 0% 0% 0%

2,009,169 107,575 161,931 221,611 26,320 3,500 3,120 500 167,935 21,492 261,809 6,500 12,980 1,530 7,230 11,125 21,000 3,500 43,264

5% 21% 5% -16% 4% 0% 0% 0% 4% -6% 25% 0% -42% 0% 0% 5% 0% 0% -13%

2,695,943

2,814,744

2,978,639

1,440,427

48%

3,075,786

3,092,092

NOTE: Comp Board provides partial salary reimbursement for 17 of 24 full time positions with reimbursement from the State and contribution by the City of the balance annually for operations.

Personnel Summary

Range

Class

44 36/40 34 31 19 16

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

Number of Full-Time Positions

2013-2014 Actual

2014-2015 Actual

2015-2016 Budget

1 3 9 1 1 1 8

1 3 10 1 1 1 8

1 3 9 1 1 1 8

2016-2017 Requested

2016-2017 Recommended

POLICE DESCRIPTION The Suffolk Police Department is committed to law enforcement excellence and public service through partnership with the community. The Department seeks to improve the quality of life for citizens by focusing on the primary responsibilities of suppression of crime, apprehension of criminal offenders, and recovery of property, while providing proactive crime prevention and community policing services. FY 2016 ACCOMPLISHMENTS 

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



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



Department members anticipate completing intelligence submissions by end of FY16.



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



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

1,200

FY 2017 OBJECTIVES 

To expand the traffic unit to conduct traffic enforcement in high crash corridors. (Goal 8: Public Safety)



To enter into a collaborative initiative with Old Dominion University to study the impact of the department’s intelligence led policing initiative on crime statistics and citizen satisfaction. (Goal 5: Civic Engagement and Responsive City Services)



To evaluate the reduction in on duty officer time that has occurred since implementing the Crisis Intervention Assessment site. (Goal 8: Public Safety)



To use automated vehicle locator technology to measure officer presence in five mission areas. (Goal 8: Public Safety)

STATISTICS/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 15 Actual

FY 16 Projected

FY 17 Estimate

5:59 11:22 22:24 32%

5:55 12:44 25:34 30%

6:01 13:22 26:56 31%

12,798 304 2,149 16

10,318 272 2,328 10

10,008 264 2,411 11

Department: Police Budget Detail 2013-2014 Actual

Account Number: 100-3110051100.02 51100.04 51100.06 52100 52210 52400 53000.16 53100 53300 53500 54100 54200 54500 55100 55210 55230 55410 55420 55500 55810 55842 56001 31700-56007 31710-56007 56011 56012 56014 56017 56026 58100 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 Lease/Rent of Equipment Lease/Rent of Building Travel and Training Dues and Association Memberships Rewards Office Supplies Property Seizure Confiscation Program Uniforms & Wearing Apparel Books and Subscriptions Other Operating Supplies Copier Costs Special Events Capital Outlay - Replacements Capital Outlay - Additions

Total Operating Expenditures

2014-2015 Actual

2015-2016 Budget

2015-2016 Exp to Dec

% Exp

2016-2017 Requested

% Change

9,136,368 1,298,038 102,166 770,642 1,478,353 108,028 324 177,360 11,594 8,172 1,277,564 1,874,709 2,408,942 115,349 8,088 162,010 49,174 14,400 52,891 4,866 18,000 36,014 32,993 1,090 112,470 2,422 150,803 47,417 8,273 319,865

9,290,863 1,261,138 90,195 775,147 1,333,968 110,294 324 167,193 14,278 13,949 1,120,935 1,776,507 2,285,518 129,248 6,614 153,799 27,973 97,238 5,013 15,628 28,260 1,754 90,299 172,215 1,339 99,297 78,518 7,632 284,804

10,026,723 620,228 814,492 1,358,699 132,353 284 165,986 12,000 11,000 1,106,329 2,120,096 2,181,998 175,000 8,000 170,039 49,342 97,558 4,692 16,000 30,000 111,897 2,800 100,000 58,794 10,220 -

4,793,829 576,848 33,075 394,738 647,359 57,275 162 49,916 6,348 4,328 553,165 829,912 1,090,999 59,363 3,782 41,407 38,201 91,580 1,259 6,103 13,424 26,454 11,590 37,297 1,390 52,262 40,071 -

48% 93% 48% 48% 43% 57% 30% 53% 39% 50% 39% 50% 34% 47% 24% 77% 94% 27% 38% 45% 33% 50% 52% 68% 0% -

10,129,546 1,400,272 117,282 891,003 1,300,634 133,710 284 168,086 15,500 11,000 1,106,329 2,120,096 2,181,998 175,000 8,000 170,039 81,858 143,776 4,692 16,000 33,000 118,522 2,000 100,000 58,794 10,220 287,259 18,948

19,788,383

19,439,938

19,384,529

9,462,136

49%

20,803,848

2016-2017 % Recommended Change

1% $ 126% 9% -4% 1% 0% 1% 29% 0% 0% 0% 0% 0% 0% 0% 66% 47% 0% 0% 10% 6% -29% 0% 0% 0% 7%

10,799,601 820,228 888,917 1,183,659 141,475 284 168,086 15,500 11,000 1,961,154 2,290,162 2,618,999 160,000 8,000 262,921 81,858 103,000 4,692 16,000 30,000 118,522 2,000 100,000 85,764 10,220 -

8% 32% 9% -13% 7% 0% 1% 29% 0% 77% 8% 20% -9% 0% 55% 66% 6% 0% 0% 0% 6% -29% 0% 46% 0% -

21,882,042

13%

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's 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

Class

44 38 36 31 25 23 23 16/17/18/19/22

20 17 17 14 14 13 13 12 11 11 10

Police Chief Police Major, Deputy Chief Police Captain Police Lieutenant Police Sergeant Administrative Analyst Accreditation Manager II/Senior Police Officer/Detective/Master Police Officer Evidence Technician Supervisor Evidence Technician Records Management Supervisor Crime Analyst Executive Secretary Accounting Technician Secretary II Property and Evidence Clerk Stockroom Clerk Timekeeper Police Records Technician

Number of Full-Time Positions

2013-2014 Actual

2014-2015 Actual

2015-2016 Budget

1 2 4 10 24 1 -

1 3 4 10 23 1

147 1 4 1 2 1 1 1 1 13

147 1 4 1 2 1 1 1 13

147 1 4 1 2 1 1 1 1 1 13

147 1 4 1 2 1 1 1 13

214

213

216

213

2016-2017 Requested

2016-2017 Recommended 1 3 4 10 23 1 1

1 3 4 10 23 1 -

POLICE – EMERGENCY COMMUNICATIONS DESCRIPTION The Police – Emergency Communications Division is the Public Safety Answering Point (PSAP) for all landline and wireless non-emergency and 911 calls. The Division receives and dispatches all Police and Fire & Rescue related calls, monitors and dispatches on-call city agencies, State Police, and State Game Commission Agencies. In addition, the Division furnishes information from the National Crime Information Center and Virginia Criminal Information Network relating to wanted persons, license checks, and general broadcasts from all criminal justice agencies across the nation. FY 2016 ACCOMPLISHMENTS 

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



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



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

FY 2017 OBJECTIVES 

To complete all policies and Standard Operating Procedures (SOPs) necessary for CALEA Accreditation. (Goal 8: Public Safety)



To continue to maintain or reduce current ring times in the 911 center. (Goal 8: Public Safety)



To train 100% of our dispatchers in Crisis Intervention Team training. (Goal 8: Public Safety)

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

FY 15 Actual

FY 16 Projected

FY 17 Estimate

96,263 41,734 1325 97%

90,735 43,392 1440 98%

85,661 43,752 1440 98%

Division: Police Emergency Communications (Department of Police Budget Detail 2013-2014 Actual

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

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 Travel and Training Dues and Association Memberships Uniforms & Wearing Apparel Other Operating Supplies

Total Operating Expenditures

2014-2015 Actual

2015-2016 Budget

2015-2016 Exp to Dec

% Exp

2016-2017 Requested

% Change

2016-2017 % Recommended Change

869,312 93,241 4,998 69,907 139,310 11,821 408 258,787 4,680 200 5,000 984

928,061 106,283 5,581 75,494 132,341 12,341 298 2,257 246,538 29,401 5,569 92 5,000 4,623

1,055,416 24,857 80,739 142,259 13,931 8,850 2,500 236,619 59,679 5,000 200 4,000 4,000

460,592 41,174 2,176 36,484 62,216 5,817 102 118,310 35,050 398 3,084 73

44% 45% 44% 42% 1% 0% 50% 59% 8% 0% 77% 2%

1,111,308 108,703 93,331 142,692 14,669 8,850 2,500 236,619 59,679 8,943 225 4,000 4,000

5% 16% 0% 5% 0% 0% 0% 0% 79% 13% 0% 0%

1,126,309 24,857 88,064 124,232 14,755 8,850 2,500 293,658 54,221 6,000 225 4,000 4,000

7% 9% -13% 6% 0% 0% 24% -9% 20% 13% 0% 0%

1,458,649

1,553,879

1,638,050

765,474

47%

1,795,519

10%

1,751,671

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

Range

Class 29 25 18 15 10

PSAP Manager Police Sergeant Communications Supervisor Communications Operator Call Taker

Number of Full-Time Positions

2013-2014 Actual -

2014-2015 Actual

2015-2016 Budget

2016-2017 Requested

2016-2017 Recommended

1 3 20 3

1 1 3 20 3

1 3 20 3 27

POLICE DEPARTMENT - ANIMAL SHELTER MANAGEMENT DESCRIPTION The Animal Shelter Management Division of the Suffolk Police Department investigates all reports concerning domestic animals within the City, provides 24 hour services for emergency situations involving animals, houses and cares for all animals coming into the facility in accordance with the Code of Virginia, implements an adoptive and redemptive services program, and educates citizens regarding domestic animal laws and regulations. FY 2016 ACCOMPLISHMENTS 

Issued 5 public service announcements regarding animal care in an effort to keep our citizens informed about issues relating to animal care.



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



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

FY 2017 OBJECTIVES 

To continue implementing the public awareness campaign to inform citizens on animal care issues via social media, website, and other modes of communication. (Goal 5: Civic Engagement and Responsive City Services)



To seek new ways to improve adoption rates of shelter animals through partnerships with area businesses and nonprofit organizations and through social media. (Goal 5: Civic Engagement and Responsive City Services)



To provide opportunities for volunteerism at the animal shelter and through animal foster care. (Goal 5: Civic Engagement and Responsive City Services)

STATISTICS/PERFORMANCE MEASURES Number of Adoptions Percent of Adoptions to number of animals received Number of Redemptions Number of Animal Foster Homes Number of Citizen Calls for Service Self-Initiated Calls for Service

FY 15 Actual 881 39% 258 48 3,013 1,379

FY 16 Projected 828 34% 212 25 3,048 1,953

FY 17 Estimate 795 35% 197 30 3,078 2,148

Division: Animal Shelter Management (Department of Police) Budget Detail 2013-2014 Actual

Account Number: 100-3510051100.02 51100.04 52100 52210 52400 53000.02 53000.16 53100 53300 54200 54500 55100 55230 55410 55500 55810 56001 56011 56014 56015 56017 58100 58200

Salaries and Wages $ Salaries and Wages - Overtime 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 - Replacements Capital Outlay

Total Operating Expenditures

2014-2015 Actual

2015-2016 Budget

2015-2016 Exp to Dec

% Exp

2016-2017 Requested

% Change

2016-2017 % Recommended Change

331,541 28,850 26,136 45,172 3,356 5,000 927 116,549 81,680 99,958 37,341 19,166 1,268 300 1,312 3,000 27,480 2,933 2,478 -

308,573 36,235 24,594 43,321 3,700 5,000 945 103,268 1,014 82,418 95,455 37,655 5,957 17,197 1,047 270 1,187 3,000 26,955 3,004 4,034 -

337,102 3,222 26,035 45,596 4,450 5,000 1,000 111,000 1,000 86,165 91,445 34,500 1,952 19,166 1,000 300 1,300 3,000 25,539 3,000 -

157,611 12,722 12,319 21,072 1,875 2,500 491 48,727 38,193 45,722 13,149 888 9,473 348 297 218 2,868 13,363 1,000 -

47% $ 395% 47% 46% 42% 50% 49% 44% 0% 44% 50% 38% 46% 49% 35% 99% 17% 96% 52% 33% -

380,430 34,732 31,760 55,589 5,022 15,000 1,000 111,000 1,000 86,165 91,445 34,500 1,952 19,166 1,000 300 1,300 3,000 25,539 3,000 17,500 2,214

13% $ 978% 22% 22% 13% 200% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% -

372,845 3,286 28,774 41,125 4,884 15,000 1,000 111,000 1,000 88,683 112,075 38,000 7,187 19,166 1,000 300 1,300 3,000 25,539 3,000 3,868 -

11% 2% 11% -10% 10% 200% 0% 0% 0% 3% 23% 10% 268% 0% 0% 0% 0% 0% 0% 0% -

834,446

804,829

801,771

382,838

48%

922,614

15%

882,033

10%

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 19 19 14 8

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

Number of Full-Time Positions

2013-2014 Actual

2014-2015 Actual

2015-2016 Budget

1 1 5 3

1 1 5 5

1 1 5 3

2016-2017 Requested

2016-2017 Recommended

COMMUNITY DEVELOPMENT SERVICES DESCRIPTION The Community Development Services Division of the Department of Planning and Community Development is responsible for all building permitting and inspections, housing and property maintenance inspections, and enforcement and zoning administration including inspections, enforcements, and customer service. FY 2016 ACCOMPLISHMENTS 

Completed 12 demolitions of dilapidated and derelict properties for blight abatement and facilitated 19 demolitions by property owners.



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



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

FY 2017 OBJECTIVES 

To provide plan review and conduct building inspection services within 2 days in support of new construction activities. (Goal 5: Civic Engagement and Responsive City Services)



To resolve code compliance violations within 45 calendar days through the initiation of court actions and voluntary and involuntary codes compliance. (Goal 5: Civic Engagement and Responsive City Services)



To provide property maintenance and zoning inspections and enforcement within 2 business days. (Goal 5: Civic Engagement and Responsive City Services)

STATISTICS AND PERFORMANCE MEASURES Building Permits: New Residential Permits Single Family Multi-Family Residential Addition, Alteration and Repair Permits New Commercial Permits Commercial Addition, Alteration and Repair Permits Code Enforcement: Code Compliance Violations Percent of Code Violations resolved in 45 days or less Inspections: Requests for Inspections Percent of requests for inspections performed within 2 business days

FY 15 Actual

FY 16 Projection

FY 17 Estimate

375 305 70 291 44 120

379 308 71 294 44 121

383 311 71 297 45 122

5,842 69%

5,900 79%

5,959 79%

19,566 79%

19,762 80%

19,959 81%

Division: Community Development (Department of Planning and Community Development Budget Detail 2013-2014 Actual

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

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

Total Operating Expenditures

2014-2015 Actual

2015-2016 Budget

2015-2016 Exp to Dec

% Exp

2016-2017 Requested

% Change

1,251,308 35 90,833 204,083 15,312 132,822 33,803 3,708 111,714 97,111 264,202 15,337 10,372 5,430 1,159 6,357 1,310 732 8,409

1,253,804 313 91,068 184,623 15,420 44 148,942 42,702 1,526 102,969 89,705 245,108 12,856 15,288 5,316 1,605 7,889 5,959 10,289

1,313,034 100,447 180,688 17,332 1,000 150,000 60,000 3,000 127,807 83,800 235,170 15,336 23,058 8,000 1,400 9,000 1,000 1,000 11,974

647,769 47,064 89,049 7,966 107,150 30,815 815 63,904 38,226 117,585 3,502 5,507 4,286 730 2,664 895 4,208

49% 47% 49% 46% 0% 71% 51% 27% 50% 46% 50% 23% 24% 54% 52% 30% 89% 0% 35%

1,313,034 100,447 168,594 17,332 1,000 200,000 60,000 3,000 127,807 83,800 235,170 15,336 23,058 8,000 1,400 10,000 2,000 1,000 11,974

2,254,036

2,235,426

2,343,046

1,172,135

50%

2,382,952

2016-2017 % Recommended Change

0% $ 0% -7% 0% 0% 33% 0% 0% 0% 0% 0% 0% 0% 0% 0% 11% 100% 0% 0% 2%

1,377,657 105,391 151,956 18,047 1,000 150,000 60,000 3,000 176,349 76,402 290,923 15,336 17,887 8,000 1,400 9,000 1,000 1,000 9,118

5% 5% -16% 4% 0% 0% 0% 0% 38% -9% 24% 0% -22% 0% 0% 0% 0% 0% -24%

2,473,466

53170 - Professional Service - Demolition: Demo of unsafe structures and public nuisance. 53175 - Neighborhood Improvements: Removal of trash, debris, weeds, grass, inoperable vehicles and nuisances in violation of City ordinances. 56014 - Other Operating Supplies: Protective clothing for inspectors. Personnel Summary Range

Class 36 30 29 29 20 20 18 18/19 17/18 17/18 17 15 12 10

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

Number of Full-Time Positions

2013-2014 Actual

2014-2015 Actual

2015-2016 Budget

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

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

2016-2017 Requested

2016-2017 Recommended

FIRE & RESCUE DESCRIPTION The Suffolk Department of Fire & Rescue provides fire prevention, fire protection, public education, emergency management, and emergency medical care and transportation to the citizens of Suffolk 24 hours per day, 365 days per year. The Fire Prevention Bureau of the Department of Fire & Rescue performs fire prevention and education, commercial fire inspections, and new construction plans review in conjunction with the City Building Official, and fire/arson investigations in order to determine cause and origin. FY 2016 ACCOMPLISHMENTS 

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



Added 8 Advanced Life Support providers in the Operations Division through new hires and training of current personnel.



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



Conducted promotional process Lieutenant and Captain positions.

for

open

FY 2017 OBJECTIVES 

To establish a well-managed Fire & Rescue Department by streamlining the process to update/review the Department’s vision, mission, and values, reviewing phases of the new organizational structure, and ensuring continuity and consistency in care and services. (Goal 8: Public Safety)



To improve operations by accelerating the development of Standard Operating Procedures (SOPs) and outlining work plan goals for the accreditation and Insurance Service Office (ISO) processes. (Goal 8: Public Safety)



To ensure a highly trained and committed workforce by updating the career path policy, administering the promotional process, and developing a work plan for health and wellness. (Goal 8: Public Safety)

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

FY 15 Actual 12,063 6:54 296 1

FY 16 Projected 12,291 6:54 290 0

FY 17 Estimate 12,559 6:54 285 0

189 866 82 36

190 875 95 50

195 880 95 50

37 23 4

38 23 4

39 23 4

Department: Fire and Rescue Budget Detail 2013-2014 Actual

Account Number: 100-3210051100.02 51100.04 51100.06 52100 52210 52400 53000.16 53100 53100.22 53200.00 53300 53320 53500 54100 54200 54500 55100 55210 55230 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 Temporary Help Service Fees Repair and Maintenance Maintenance Service Contracts Printing and Binding Information Technology Fleet Risk Management Utilities Postal Services Telecommunications 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

2014-2015 Actual

2015-2016 Budget

2015-2016 Exp to Dec

11,396,446 2,647,708 524,900 1,062,316 1,886,576 136,114 5,366 153,513 33,888 8,030 45,309 872 859,305 1,330,809 3,099,343 185,458 548 36,105 178,014 117,000 21,021 89,240 104,000 18,188 120,684 3,663 7,643 2,973 81,226 2,176 29,810 13,182 7,141

11,492,700 2,819,018 507,989 1,066,565 1,701,550 137,165 5,425 131,157 27,047 16,768 5,622 23,853 1,540 833,070 1,303,923 3,014,485 175,943 743 52,933 176,987 117,000 24,861 70,394 104,000 18,940 134,054 4,235 6,968 5,073 106,217 1,453 33,115 26,113 20,150

12,477,127 987,449 1,030,040 1,720,480 164,698 4,879 216,000 35,900 12,000 49,350 1,000 789,583 1,162,213 2,865,229 200,000 850 79,714 178,014 117,000 26,650 76,260 107,500 19,416 254,034 4,600 15,000 3,000 105,000 1,639 41,000 10,726 -

5,848,469 1,601,859 235,693 557,032 803,479 70,207 2,822 93,134 26,051 4,915 4,875 33,065 119 394,792 634,747 1,432,615 68,258 310 25,796 80,518 58,500 10,814 37,791 48,750 17,841 297,033 1,418 4,935 1,382 47,451 1,367 17,081 16,999 9,052

24,208,567

24,167,057

22,756,350

12,489,169

% Exp

2016-2017 Requested

% Change

2016-2017 % Recommended Change

47% $ 162% 54% 47% 43% 58% 43% 73% 41% 67% 12% 50% 55% 50% 34% 36% 32% 45% 50% 41% 50% 45% 92% 117% 31% 33% 46% 45% 83% 42% 158% -

12,687,625 2,819,018 551,880 1,228,477 1,629,091 167,477 4,879 181,000 35,900 12,300 65,439 1,160 789,583 1,162,213 2,865,229 214,200 850 79,714 176,987 117,000 27,250 76,080 107,500 19,735 268,082 4,600 15,000 6,500 125,000 1,730 41,000 10,726 50,000

2% $ 185% 19% -5% 2% 0% -16% 0% 2% 33% 16% 0% 0% 0% 7% 0% 0% -1% 0% 2% 0% 0% 2% 6% 0% 0% 117% 19% 6% 0% 0% -

13,735,222 1,587,449 1,172,184 1,513,234 179,931 4,879 181,000 35,900 12,000 65,439 1,160 1,097,344 1,278,663 3,376,038 214,200 850 98,148 176,987 140,000 27,250 76,080 107,500 19,735 268,082 4,600 13,000 6,500 110,000 1,730 41,000 38,097 -

10% 61% 14% -12% 9% 0% -16% 0% 0% 33% 16% 39% 10% 18% 7% 0% 23% -1% 20% 2% 0% 0% 2% 6% 0% -13% 117% 5% 6% 0% 255% -

55%

25,543,225

12%

25,584,202

12%

51100.04 - Overtime: Holiday, FLSA, Inclemet 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. 53110 - 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 44 36 34 29 25 23 19

16/17/18/20/22

14 11 10

Fire Chief Deputy Fire Chief Battalion Chief Fire Captain Fire Lieutenant Administrative Analyst Public Education Specialist/Investigator Firefighter I-II/Senior Firefighter/ Firefighter-Medic I-II/Master Firefighter/Fire Inspector Executive Secretary Timekeeper Office Assistant II

Number of Full-Time Positions

2013-2014 Actual

2014-2015 Actual

2015-2016 Budget

1 2 7 18 30 1

1 2 7 19 30 1 1

1 2 7 19 31 1 1

1 3 8 19 31 1 1

190 1 1 2

188 1 2

187 1 2

185 1 2

253

252

2016-2017 Requested

2016-2017 Recommended

FIRE & RESCUE – EMERGENCY MANAGEMENT DESCRIPTION The Emergency Management Division of the Suffolk Department of Fire & Rescue is responsible for disaster preparedness and seeks to lesson the impact of natural and man-made disasters on the Suffolk community through effective mitigation, planning, emergency response, and recovery. This is accomplished through a comprehensive all hazards emergency management program aimed at coordinating local, state, and federal resources during a disaster. FY 2016 ACCOMPLISHMENTS 

Revised the City of Suffolk Emergency Operations Plan



Participated in 18 emergency planning activities.



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



Conducted three Emergency Operations Center (EOC) training sessions.

FY 2017 OBJECTIVES 

To identify mitigation opportunities that will lesson or diminish the effects of a natural or manmade disaster. (Goal 8: Public Safety)



To assist with the development of emergency plans and exercises for business and institutions within the City. (Goal 8: Public Safety)



To provide educational outreach to residents and businesses to promote a culture of all-hazards preparedness. (Goal 5: Civic Engagement and Responsive City Services)



To encourage citizen and employee participation in the annual Statewide Tornado and Earthquake drills and participation in organizations such as the Suffolk Local Emergency Planning Committee, Western Tidewater Medical Reserve Corps, Red Cross, and faith-based groups involved in emergency management planning and response. (Goal 5: Civic Engagement and Responsive City Services)

STATISTICS/PERFORMANCE MEASURES Number of training exercises held Percentage of City staff with emergency responsibilities receiving at least one class annually

management

Percent compliance with State/Federal emergency management mandates

FY 15 Actual 3

FY 16 Projected 3

FY 17 Estimate 3

100%

Division: Emergency Management (Department of Fire & Rescue) Budget Detail 2013-2014 Actual

Account Number: 100-3550054100 55210 55230 55500 55810 56001 56012 56014 56017 58200

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

Total Operating Expenditures

2014-2015 Actual

5,150

2015-2016 Exp to Dec

% Exp

2016-2017 Requested

% Change

2016-2017 % Recommended Change

4,685 1 4,420 584 75 1,182 2,997

23,130 50 9,244 900 75 1,250 1,400 1,347 -

11,565 1,624 307 574 -

50% 0% 18% 34% 0% 46% 0% 0% -

23,130 50 9,244 900 75 1,250 1,500 1,347 -

0% 0% 0% 0% 0% 0% 7% 0% -

24,125 50 5,547 900 75 1,250 1,400 -

4% 0% -40% 0% 0% 0% 0% -100% -

13,944

37,396

14,070

38%

37,496

33,347

-11%

3 2,165 359 75 1,244 140 742 424 $

2015-2016 Budget

WESTERN TIDEWATER REGIONAL JAIL AUTHORITY DESCRIPTION The Western Tidewater Regional Jail Authority is a regional partnership of the cities of Suffolk and Franklin, and the counties of Isle of Wight and Southampton, which provides incarceration services to enhance the safety and security of the residents of these localities. The City of Suffolk supports the regional jailâ&#x20AC;&#x2122;s operations through a local funding contribution based on inmate population served.

Department: Western Tidewater Regional Jail Budget Detail

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

2013-2014

2014-2015

2015-2016

2016-2017

Actual

Budget

Exp to Dec

Exp

Requested

Change

2016-2017

Recommended Change

2,588,491

3,797,045

4,424,891

2,151,546

49%

4,364,037

-1%

4,364,037

-1%

2,588,491

3,797,045

4,424,891

2,151,546

49%

4,364,037

-1%

4,364,037

-1%

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

PUBLIC WORKS DESCRIPTION The Department of Public Works provides a wide range of services in support of the economic vitality and quality of life of the City of Suffolk and its citizens including fleet management, refuse collection, stormwater management, mosquito control, roadway maintenance, traffic engineering, and transit services. FY 2016 ACCOMPLISHMENTS 

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



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



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



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

FY 2017 OBJECTIVES 

To provide sound oversight of all funds administered by the Department with special attention to ensuring that Utility and Special Revenue funds are utilized expressly for their intended purpose. (Goal 1: Financial Stability)



To identify opportunities for transportation improvements and enhancements, as well as opportunities for funding. (Goal 4: Transportation)



To respond to citizen requests for information and to proactively reach out to communities where significant projects will be undertaken. (Goal 5: Civic Engagement and Responsive City Services)

STATISTICS/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 (non-ADA)

FY 15 Actual 42 72 hrs.

FY 16 Projected 40 72 hrs.

FY 17 Estimate 40 72 hrs.

100%

36,568 5,478 77,631

37,500 5,645 92,300

38,000 5,700 99,500

Department: Public Works - Administration Budget Detail 2013-2014 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 55500 55810 56001 56012 56017 58200

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

Total Operating Expenditures

2014-2015 Actual

159,837 88 11,443 26,469 1,902 30,000 340,000 3,750 146,872 93 46,716 4,231 22,175 333 1,585 258 341 1,095 139 2,275 780

800,383

2015-2016 Budget

166,004 11,979 24,635 1,976 30,000 340,000 45,000 20,000 15,000 13,494 122,122 47,674 6,125 21,353 898 3,311 814 420 1,251 1,018 -

873,075

2015-2016 Exp to Dec

172,035 13,161 23,810 2,271 60,000 400,000 45,000 20,000 15,000 15,000 53,600 400 16,841 6,100 18,236 700 5,876 1,700 1,000 1,500 500 5,919 -

878,649

% Exp

2016-2017 Requested

% Change

2016-2017 % Recommended Change

88,526 5,886 12,067 1,039 27,513 200,000 510 67,963 8,420 1,421 9,118 528 1,152 2 557 491 -

51% $ 45% 51% 46% 46% 50% 0% 0% 0% 3% 127% 0% 50% 23% 50% 75% 20% 0% 0% 37% 0% 8% -

172,035 13,161 22,089 2,271 60,000 400,000 45,000 20,000 15,000 15,000 88,500 250 16,841 6,150 18,236 700 4,000 1,700 750 1,500 500 1,500 -

0% 0% -7% 0% 0% 0% 0% 0% 0% 0% 65% -38% 0% 1% 0% 0% -32% 0% -25% 0% 0% -75% -

425,193

48%

905,183

177,810 13,602 19,612 2,329 60,000 400,000 45,000 20,000 15,000 15,000 88,500 250 15,843 4,917 24,059 700 3,704 1,700 750 1,500 500 1,110 -

3% -18% 3% 0% 0% 0% 0% 0% 0% 65% -38% -6% -19% 32% 0% -37% 0% -25% 0% 0% -81% -

911,888

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 44 Director of Public Works 14 Executive Secretary

Number of Full-Time Positions

2013-2014 Actual

2014-2015 Actual

2015-2016 Budget

1 1

2016-2017 Requested

2016-2017 Recommended

Department: Public Works - Grounds Maintenance Budget Detail 2013-2014 Actual

Account Number: 100-4321051100.02 51100.04 52100 52210 52400 53000.02 53000.16 53300 53320 54100 54200 54500 55100 55210 55230 56001 56011 56014 56017

Salaries and Wages Salaries and Wages - Overtime FICA VRS Retirement Group Life Purchased Services - Road Maintenance Fund Purchased Services - Refuse Fund Repair and Maintenance Maintenance Service Contracts Information Technology Fleet Risk Management Utilities Postal Services Telecommunications Office Supplies Uniforms & Wearing Apparel Other Operating Supplies Copier Costs

Total Operating Expenditures

2014-2015 Actual

130,253 13,493 10,621 21,611 1,534 28,041 6,700 13,800 208,400 10,130 25,844 38,660 370 51 645 496 1,174 22,187 731

534,744

2015-2016 Budget $

2015-2016 Exp to Dec $

% Exp

2016-2017 Requested

% Change

2016-2017 % Recommended Change

Personnel Summary

Range

Class 22 Superintendent of Cemeteries 11 Skilled Laborer 8 Laborer

Number of Full-Time Positions

2013-2014 Actual 1 1 2 4

2014-2015 Actual

2015-2016 Budget

2016-2017 Recommended

2016-2017 Requested

_____________________________________________________________________________________

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CAPITAL PROGRAMS AND FACILITIES DESCRIPTION The Department of Capital Programs and Facilities is responsible for the administration and management of capital projects, building maintenance, and custodial functions. As part of its capital project management functions, the Department coordinates with city departments, user groups, and approval agencies; develops project plans and budgets; oversees land acquisition, consultant selection, contract negotiation and monitoring, architectural and engineering consultants and contractors; and manages contract payments, fees, and project expenditures. The Department’s building maintenance and custodial functions include the provision of general building maintenance and custodial services, HVAC systems maintenance, and the repair of electrical, plumbing, and other building systems. FY 2016 ACCOMPLISHMENTS 

Completed construction of the new Whaleyville Community Center.



Initiated design for the new Central Library project.



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



Complete construction of Police administration Expansion.



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



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

FY 2017 OBJECTIVES 

To provide cost effective and quality building maintenance and custodial services for City departments and agencies. (Goal 1: Financial Stability)



To plan and facilitate the design, renovation, and construction of City buildings and facilities to enhance service delivery by City departments for the benefit of Suffolk citizens. (Goal 5: Civic Engagement and Responsive City Services)

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

FY 15 Actual

FY 16 Projected

FY 17 Estimate

43 1,013,000

44 1,035,000

1,310 740 1 day

1,500 800 1 day

1,750 950 1 day

90%

Department: Capital Programs & Facilities Budget Detail 2013-2014 Actual

Account Number: 100-43250 51100.02 51100.04 51100.06 52100 52210 52400 53000 53100 53300 53320 54100 54200 54500 55100 55210 55230 55410 55500 55810 56001 56011 56014 56017 58200

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

Total Operating Expenditures

2014-2015 Actual

2015-2016 Budget

2015-2016 Exp to Dec

% Exp

2016-2017 Requested

% Change

2016-2017 % Recommended Change

864,173 17,787 150,528 76,708 140,171 10,244 3,507 2,145 78,921 52,019 35,589 40,827 300,069 491,972 48 6,076 294,024 1,240 1,592 1,759 11,214 120,297 4,651 -

888,691 20,957 155,322 78,276 128,950 10,610 8,340 3,296 131,193 230,366 33,090 51,164 299,606 753,089 54 6,993 530,207 53 2,395 11,505 140,469 6,710 -

956,207 190,872 87,752 131,050 12,622 6,896 75,000 360,000 92,968 58,581 282,660 568,800 100 9,578 570,043 1,000 2,000 12,000 100,000 6,413 -

463,062 6,778 67,826 39,520 63,333 5,528 4,506 13,326 47,923 102,991 46,484 31,902 141,330 211,563 13 2,757 265,234 634 3,820 96,234 3,519 9,157

48% 36% 45% 48% 44% 65% 64% 29% 50% 54% 50% 37% 13% 29% 47% 0% 32% 32% 96% 55% -

956,207 190,872 87,752 122,777 12,622 6,896 100,000 460,000 92,968 58,581 282,660 568,800 100 9,578 534,415 1,000 2,000 12,000 100,000 6,413 -

0% 0% 0% -6% 0% 0% 33% 28% 0% 0% 0% 0% 0% 0% -6% 0% 0% 0% 0% 0% -

977,987 194,689 89,710 107,872 12,812 6,896 140,000 360,000 72,059 57,797 436,546 634,689 100 7,258 534,415 1,000 2,000 12,000 150,000 7,293 -

2,705,560

3,491,334

3,524,542

1,627,439

46%

3,605,641

3,805,122

2% 2% 2% -18% 2% 0% 87% 0% -22% -1% 54% 12% 0% -24% -6% 0% 0% 0% 50% 14% 8%

Personnel Summary

Range

Class 44 31 23 22 17 15 14 12 10 8

Director of Capital Programs & Facilities Assistant Director of Capital Programs & Facilities Capital Projects & Facilities Superintendent Facilities Maintenance Manager General Services Supervisor Building Maintenance Technician Executive Secretary Secretary I Custodial Supervisor Custodial Worker

Number of Full-Time Positions

2013-2014 Actual

2014-2015 Actual

2015-2016 Budget

1 1 1 1 1 3 1 1 2 12

2016-2017 Requested

% Change

2016-2017 % Recommended Change

SOCIAL SERVICES DESCRIPTION The Department of Social Services administers a variety of Federal and local financial assistance and human services programs. The Department’s services are categorized into five broad service areas: Financial Services, Employment Services, Foster Care Services, Child/Adult Prevention/Protection Services, and Community Corrections. FY 2016 ACCOMPLISHMENTS 

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



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



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

FY 2017 OBJECTIVES 

To process benefit applications at or above the state standard of 97% and maintain low error rates. (Goal 2: Leisure, Health, and Wellness)



To protect vulnerable children and the elderly from abuse/neglect by responding to 98% of valid investigative reports within state mandated guidelines. (Goal 2: Leisure, Health, and Wellness)



To continue the Department’s focus on preventative measures to decrease the number of children entering into foster care. (Goal 2: Leisure, Health, and Wellness)



To provide citizens and businesses with access to workforce development and employment services. (Goal 3: Expanded Economic Development)

STATISTICS/PERFORMANCE MEASURES Supplemental Nutrition Assistance Program (SNAP) Program: Number of Persons/Households receiving SNAP Percent of eligible households receiving SNAP Temporary Assistance for Needy Families (TANF) Program: Number of Persons/Households receiving TANF Medicaid Program: Number of households receiving Medicaid Foster Care Program: Number of Children in Foster Care Employment Programs: Percent of TANF recipients in employment activities Number of visitors at Workforce Development Ctr. Community Corrections Program: Number of persons in Community Corrections Program Average Length of Supervision time

FY 15 Actual

FY 16 Projected

FY 17 Estimate

5,980 89%

5,480 90%

5,000 91%

970

950

925

13,610

13,650

13,600

58% 22,148

57% 24,000

58% 22,500

665 257 days

640 237 days

650 180 days

Department: Social Services Budget Detail 2013-2014 Actual

Account Number: 100-5310051100.02 51100.04 51100.06 51100.27 52100 52210 52400 52600 53100 53300 54100 54200 54500 55210 55230 55300 55420 55500 55667 55676 55677 55701.02 55701.04 55701.06 55701.08 55701.10 55701.12 55701.14 55701.16 55701.18 55701.22 55701.24 55810 56001 56017

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

Total Operating Expenditures

2014-2015 Actual

2015-2016 Budget

2015-2016 Exp to Dec

% Exp

2016-2017 Requested

% Change

4,551,071 844 228,457 17,218 350,351 743,289 54,233 13,902 29,425 1,080 265,435 48,812 1,003,278 56,731 24,218 2,136 1,092,821 12,370 60,000 111,896 115,256 251,849 2,678 260,903 728 500 314,048 447,385 171,817 64,588 14,680 1,519 83,693 71,057

4,462,515 79 275,235 61,609 346,994 647,226 53,018 19,491 30,928 1,124 235,435 54,651 949,387 67,857 40,678 2,295 1,219,517 20,193 61,077 119,511 67,872 220,730 1,910 271,421 435 46,218 221,853 396,156 126,482 17,188 12,500 605 45,198 122,600

4,791,099 259,064 100,000 386,337 657,580 63,243 6,462 34,365 11,128 279,894 60,000 910,964 49,974 81,951 2,886 1,184,041 21,812 60,000 109,452 85,968 309,550 2,500 605,416 500 93,507 289,844 619,252 258,784 17,188 12,000 1,525 82,453 108,535

2,271,217 79 133,747 27,393 176,559 308,340 26,945 504 15,948 639 139,947 26,757 455,482 22,065 18,925 165 128,197 3,596 11,112 95,516 4,633 103,038 144 64,234 20,779 70,387 201,967 46,775 3,910 3,500 843 12,305 53,419

47% 52% 27% 46% 47% 43% 8% 46% 6% 50% 45% 50% 44% 23% 6% 11% 16% 19% 87% 5% 33% 6% 11% 0% 22% 24% 33% 18% 23% 29% 55% 15% 49%

4,791,099 259,064 100,000 386,337 615,177 63,243 19,490 34,365 1,128 279,894 60,000 910,964 72,850 81,951 2,886 1,166,011 21,812 60,000 140,000 85,968 300,560 2,500 603,285 500 93,507 288,110 600,860 252,685 17,188 12,000 1,525 82,453 108,535

10,468,268

10,219,988

11,557,275

4,449,065

38%

11,515,947

2016-2017 % Recommended Change

0% $ 0% 0% 0% -6% 0% 202% 0% -90% 0% 0% 0% 46% 0% 0% -2% 0% 0% 28% 0% -3% 0% 0% 0% 0% -1% -3% -2% 0% 0% 0% 0% 0% 0%

4,999,177 264,245 100,000 402,652 551,409 65,489 19,490 34,365 1,128 499,625 56,938 1,128,222 72,850 52,392 2,886 1,166,011 21,812 60,000 140,000 85,968 300,560 2,500 603,285 500 93,507 288,110 600,860 252,685 17,188 12,000 1,525 82,453 121,122

4% 2% 0% 4% -16% 4% 202% 0% -90% 79% -5% 24% 46% -36% 0% -2% 0% 0% 28% 0% -3% 0% 0% 0% 0% -1% -3% -2% 0% 0% 0% 0% 12%

12,100,955

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

Personnel Summary

Range

Class 44 36 30 25 25 23 23 23 22 21 21 20 18 18 16 16 15 13 12 10

Director of Social Services Assistant Director of Social Services Financial Manager Family Services Worker Supervisor II Programmer/Analyst III Financial Services Coordinator Administrative Analyst Family Services Worker III Workforce Center Coordinator Family Services Worker II ECDC Coordinator Self Sufficiency Worker II Financial Services Case Manager II Family Services Worker I Clerical Support Supervisor Financial Services Case Manager I Senior Accounting Technician Accounting Technician Screening Clerk Office Assistant II

Number of Full-Time Positions

2013-2014 Actual

2014-2015 Actual

2015-2016 Budget

1 2 1 4 1 5 1 2 1 14 1 6 17 12 1 15 1 3 14 1

1 2 1 4 1 5 1 2 1 14 1 6 18 12 1 14 1 3 14 1

1 2 1 4 1 5 1 2 1 14 1 4 19 12 1 15 1 3 14 1

103

2016-2017 Requested

2016-2017 Recommended

SOCIAL SERVICES – COMPREHENSIVE SERVICES ACT DESCRIPTION The Comprehensive Services Act (CSA) was implemented by State legislation in Fiscal Year 1995 as a collaborative system of services and funding that is to be child-centered, family-focused, and communitybased when addressing the strengths and needs of troubled and at-risk youth and their families. The CSA is administered by a City Council appointed board comprised of representatives from Social Services, Juvenile Court Services, the Community Services Board, the Health Department, Public Schools, Police, a Private and Public Provider, and Parent Representative. The Department of Social Services serves as the fiscal agent and supervises the CSA Division’s staff. FY 2016 ACCOMPLISHMENTS 

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



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



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

FY 2017 OBJECTIVES 

To provide rehabilitative services to 80% of the CSA population in a non-residential setting. (Goal 2: Leisure, Health, and Wellness)



To achieve improved sustained participation of at least 80% of the stakeholders for the Community Planning Management Team (CPMT) as well as the Family Assessment and Planning Team (FAPT). (Goal 5: Civic Engagement and Responsive City Services)



To maintain the average cost per day for CSA services at or below the average State cost per service. (Goal 1: Financial Stability)

STATISTICS/PERFORMANCE MEASURES Comprehensive Services Act (CSA) Program: Number of children receiving CSA services Average Cost per day for CSA services

FY 15 Actual

FY 16 Projected

FY 17 Estimate

41 $87

50 $80

60 $75

Department: Comprehensive Services Act Budget Detail 2013-2014 Actual

Account Number: 100-5350051100.02 51100.04 51100.06 52100 52210 52400 53000.08 54500 55701.10

Salaries and Wages Salaries and Wages - Overtime Salaries and Wages - Part-time FICA VRS Retirement Group Life CSA Purchased Services Risk Management Healthy Families

Total Operating Expenditures

2014-2015 Actual

102,158 26,589 9,608 15,888 1,224 1,124,428 9,552 39,094

1,328,541

2015-2016 Budget

104,814 75 26,661 9,640 14,783 1,247 1,295,189 18,207 -

1,470,615

106,597 34,930 10,827 14,366 1,407 1,561,401 17,476 -

1,747,004

2015-2016 Exp to Dec

% Exp

2016-2017 Requested

53,298 12,609 4,861 7,183 634 309,233 8,738 -

50% 36% 45% 50% 45% 20% 50% -

396,556

23%

% Change

2016-2017 % Recommended Change

106,597 34,930 10,827 13,687 1,407 1,495,425 17,476 -

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

1,680,349

-4%

113,924 35,629 11,441 12,566 1,492 1,495,425 21,982 -

2% 6% -13% 6% -4% 26% -

1,692,459

-3%

Personnel Summary

Range

Class

2013-2014 Actual

2014-2015 Actual

2015-2016 Budget

1 1

23 CSA Coordinator 18 CSA Management Specialist Number of Full-Time Positions Above costs are offset by estimated State/Fed Revenues of: $1,011,706

2016-2017 Requested

2016-2017 Recommended

SUFF FOLK HEA ALTH DEP PARTMEN NT DESCRIP PTION The Suffo olk Health Department D iss part of the Western Tiddewater Health Diistrict which includes Isle of Wight Co ounty, Southaampton County, the t City of Franklin, and the City of Suffolk. S The Health Departmeent aims to acchieve and maintain m perso onal and comm mmunity health by y emphasizing g health prom motion, diseaase preventioon, and environmental protecttion. The City of Suffo olk providess local ation of the Suffolk H Health funding to supportt the opera Department as well as a matching funds f for thee Healthy Faamilies Grant program. FY 2016 ACCOMPLIISHMENTS 

Provid ded Immunizzation servicees to 686 citizens c and maternity caare and preggnancy testinng to 90 indigent women who are in need of obstetrrical care.



d 36 clients with w 363 visitss as part of the Healthy Fam milies Prograam which is ddesigned to prrovide Served intensiive in-home visitation v for overburdened o d families.



Attained a 95% clieent satisfactio on rating.

FY 2017 OBJECTIVE O ES 

To inccrease male involvements i in pregnancy preventionn and planninng efforts to improve stateewide family y planning inv volvement. (G Goal 2: Leisure, Health, aand Wellnesss)



To inccrease the nu umber of teeens served in n family plannning clinicss and in com mmunity educcation setting gs. (Goal 2: Leisure, L Heallth, and Welllness)



To con ntinue to entter 100% of immunization n records forr children lesss than 6 yeaars of age intto the Comm monwealth’s Web W Vision Immunizatio on Registry System. (G Goal 2: Leisu ure, Health,, and Wellness)



To enssure that 100% % of children n in the Health hy Families pprogram havee a primary health care proovider within n two months of enrolling in the program m. (Goal 2: L Leisure, Heallth, and Welllness)



To red duce environm mental and communicable disease hazarrds at food esstablishments,, hotels, swim mming pools, migrant labor camps and campgrounds c s. (Goal 2: Leeisure, Health, and Welln ness)

STATIST TICS/PERFORMANCE MEASURE ES Males parrticipating in pregnancy p plaanning/preven ntion program ms Teens serv ved by Family Planning Clinics C Percent off Immunizatio on data entereed in State Webvision W systtem Percent off children witth primary health care prov vider within tw two months off enrollment Percent off food establishments inspeected by due date

FY Y 15 Acttual 2884 2009 1000% 1000%

FY 16 Projeected 287 209 1000% 1000%

FY 17 Estim mate 2990 2009 1000% 1000%

677%

67% %

67%

Department: Support of Western Tidewater Health District Budget Detail 2013-2014 Actual

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

2014-2015 Actual

2015-2016 Budget

2015-2016 Exp to Dec

% Exp

2016-2017 Requested

% Change

2016-2017 % Recommended Change

840,000

420,000

50%

840,000

420,000

50%

840,000

WESTERN TIDEWATER COMMUNITY SERVICES BOARD DESCRIPTION The Western Tidewater Community Services Board provides ongoing mental health, substance abuse, and mental retardation related services to the children and families of the City of Suffolk. Treatment services include ongoing medical, counseling, and support services. Most of the Western Tidewater Community Services Board’s consumers are underinsured families with children and adult members suffering from chronic and pervasive disabilities. The City of Suffolk provides local funding to support the operation of the Western Tidewater Community Services Board. FY 2016 ACCOMPLISHMENTS 

Secured funding for new or continuing programs from the Obici Healthcare Foundation including shared psychiatric services, mobile crisis outreach, and outpatient medical detoxification.



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



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

FY 2017 OBJECTIVES 

To ensure that services provided are available, timely, and efficient. (Goal 5: Civic Engagement and Responsive City Services)



To ensure that services provided are effective and meet individual needs. (Goal 2: Leisure, Health, and Wellness)



To maintain performance in key risk management indicators. (Goal 5: Civic Engagement and Responsive City Services)



To ensure that the community services board is operationally sound and maintains a high quality workforce. (Goal 5: Civic Engagement and Responsive City Services)

STATISTICS/PERFORMANCE MEASURES Number of Persons Receiving Mental Health Services Number of Persons Receiving Intellectual Disabilities Services Number of Persons Receiving Substance Abuse Services

FY 15 Actual 2,982 668 831

FY 16 Projected 3,071 688 855

FY 17 Estimate 3,163 709 881

Department: Support of Western Tidewater Community Service Board Budget Detail 2013-2014 Actual

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

2014-2015 Actual

2015-2016 Budget

2015-2016 Exp to Dec

% Exp

2016-2017 Requested

% Change

2016-2017 % Recommended Change

281,152

140,576

50%

295,210

281,152

140,576

50%

295,210

281,152

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

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

Department: Support of Schools Budget Detail 2013-2014 Actual

Account Number: 100-6001055420 Local Support for Lease/Rent of Building 55640 Support of Schools Total Operating Expenditures

2014-2015 Actual

2015-2016 Budget

2015-2016 Exp to Dec

% Exp

2016-2017 Requested

% Change

2016-2017 % Recommended Change

492,828 49,684,053

509,899 50,604,809

526,784 53,570,053

260,883 20,800,000

50% 39%

534,837 54,570,053

2% 2%

534,837 53,832,201

2% 0%

50,176,881

51,114,708

54,096,837

21,060,883

39%

55,104,890

54,367,038

103,015,172

55,104,890

54,367,038

158,120,062

157,382,210

Total School Fund Revenues: State / Federal / Other Transfer from General Fund - Local Support Total Operating Revenues:

Total School Fund Expenditures: 117,021,452

117,021,452

Administration and Attendance

Instruction

3,481,726

Health and Psychology

1,912,569

Pupil Transportation

7,782,603

12,857,858

Food Services

8,134,000

Technology

6,395,017

10%

6,395,017

10%

Operation and Maintenance

Local Support - Lease / Rent of Building

534,837

Local Support Reduction to REQUEST:

Total Operating Expenses:

158,120,062

534,837

(737,852)

157,382,210

PARKS AND RECREATION DESCRIPTION The Department of Parks and Recreation provides a variety of high quality recreational and leisure programs to enhance the quality of life for the citizens of Suffolk. The Department is responsible for maintaining over 1,800 acres of parkland including 4 regional parks, 21 community parks, 14 athletic fields, and 60 city gateways; administration of the East Suffolk Recreation Center and 6 joint-use recreational facilities; the Office on Youth; and the Suffolk Art Gallery. The Department is organized into the divisions of Administration; Parks, Gateways, and Facilities Maintenance; Support Services; Grounds Maintenance; Office on Youth and Recreation. FY 2016 ACCOMPLISHMENTS 

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



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



Implemented several special events drawing over 13,000 attendees.

FY 2017 OBJECTIVES 

To increase attendance at all department programs and facilities by 10% through implementation of the department marketing plan. (Goal 2: Leisure, Health, and Wellness)



To implement the Suffolk Initiative on Youth Crime prevention plan to include the Summer Work Success, Suffolk Youth Advisory Council, Global Youth Service Day and Mentoring programs. (Goal 2: Leisure, Health, and Wellness)



To implement citywide opportunities for volunteerism. (Goal 5: Civic Engagement and Responsive City Services)

STATISTICS/PERFORMANCE MEASURES Parks: Number of Regional Park Visitors Total Park Acres maintained Recreation: Number of Recreation and Community Center Members Number of Youth participating in Youth Athletic Programs Number of Seniors participating in Senior Programs Suffolk Initiative on Youth (SIY): Number of Out of School Youth Programs Number of Youth Prevention Programs Number of Youth participating in Prevention Programs Suffolk Art Gallery: Number of Adult Classes/Programs Number of Youth Classes/Programs Number of Exhibitions Business Services Number of Special Event Applications Processed Number of Volunteer Hours

FY 15 Actual

FY 16 Projected

FY 17 Estimate

145,471 1,810

150,000 1,811

155,000 2,000

3,728 4,175 2,138

3,914 4,384 2,267

4,110 4,593 2,420

14 7 675

15 10 704

18 12 725

186 55 33

188 57 35

190 59 37

79 6,514

85 7,500

90 7,650

Department: Parks and Recreation - Administration Budget Detail 2013-2014 Actual

Account Number: 100-7110051100.02 52100 52210 52400 54100 54200 54500 55100 55210 55230 55500 55810 56001 56012 56014 56017

Salaries and Wages FICA VRS Retirement Group Life Information Technology Fleet Risk Management Utilities Postal Services Telecommunications Travel and Training Dues and Association Memberships Office Supplies Books and Subscriptions Other Operating Supplies Copier Costs

Total Operating Expenditures

2014-2015 Actual

2015-2016 Budget

2015-2016 Exp to Dec

% Exp

2016-2017 Requested

342,802 25,596 56,768 3,122 282,681 11,338 525,418 10,982 1,840 29,402 2,241 2,958 4,211 543 7 12,007

270,839 20,541 40,356 2,279 277,819 17,273 568,413 10,948 1,077 45,108 2,740 2,875 2,389 489 516 48,209

328,188 25,106 45,421 4,332 338,861 19,800 581,076 11,000 3,500 57,601 2,000 1,600 5,000 500 25,943

164,094 12,039 22,710 1,747 169,430 8,241 290,538 343 2,101 21,413 2,147 1,472 705 138 737 26,693

50% $ 48% 50% 40% 50% 42% 50% 3% 60% 37% 107% 92% 14% 28% 103%

1,311,917

1,311,869

1,449,928

724,547

50%

% Change

328,188 25,106 42,139 4,332 338,861 19,800 581,076 7,392 2,000 1,600 5,000 500 25,943 1,381,937

2016-2017 % Recommended Change

0% $ 0% -7% 0% 0% 0% 0% -100% -100% -87% 0% 0% 0% 0% 0% -5%

343,278 26,261 37,864 4,497 423,147 16,867 686,579 11,000 2,000 41,037 2,000 1,600 5,000 500 57,742

5% 5% -17% 4% 25% -15% 18% 0% -43% -29% 0% 0% 0% 0% 123%

1,659,372

14%

Personnel Summary

Range

Class 44 36 27 22 14

Director of Parks and Recreation Assistant Director of Parks and Recreation Principal Planner Youth Outreach Coordinator Executive Secretary

Number of Full-Time Positions

2013-2014 Actual

2014-2015 Actual

2015-2016 Budget

1 1 1 1 1

1 1 1

2016-2017 Requested

2016-2017 Recommended 1 1 1

1 1 1 -

Department: Parks and Recreation - Office on Youth Budget Detail 2013-2014 Actual

Account Number: 100-7115051100.02 51100.06 52100 52210 52400 53100 53500 53600 55500 56001 56011 56014 56026

Salaries and Wages Salaries and Wages - Part- time FICA VRS Retirement Group Life Professional Services Printing and Binding Advertising Travel and Training Office Supplies Uniforms & Wearing Apparel Other Operating Supplies Special Programs

Total Operating Expenditures

2014-2015 Actual

2015-2016 Budget

90,426 6,398 13,402 1,075 3,522 23 106 783 335 467 7,996 -

124,532

92,187 7,052 12,759 1,217 4,750 1,000 600 1,200 350 750 5,000 25,000

151,865

2015-2016 Exp to Dec

% Exp

46,094 3,262 6,379 549 228 691 616 15,166

50% 46% 50% 45% 5% 0% 0% 58% 0% 0% 12% 61%

72,986

2016-2017 Requested

% Change

49,849 48,967 7,559 6,401 658 2,000 500 600 1,500 600 750 11,950 29,250

160,584

2016-2017 % Recommended Change

-46% $ 7% -50% -46% -58% -50% 0% 25% 71% 0% 139% 17% -

54,743 4,188 6,038 717 1,500 500 1,200 600 750 5,000 25,000

-41% -41% -53% -41% -68% -100% -17% 0% 71% 0% 0% 0%

100,236

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

Range

Class 22 Youth Outreach Coordinator 17 Recreation Specialist II

Number of Full-Time Positions

2013-2014 Actual

2014-2015 Actual

2015-2016 Budget

2016-2017 Requested

1 1

2016-2017 Recommended 1

1 -

Department: Parks and Recreation - Parks, Gateways, and Facility Maintenance Budget Detail 2013-2014 Actual

Account Number: 100-7120051100.02 51100.04 51100.06 52100 52210 52400 53000.16 53000.46 53100 53300 53320 54200 55100 55410 55420 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 Lease/Rent of Equipment Lease/Rent of Building Travel and Training Office Supplies Uniforms & Wearing Apparel Other Operating Supplies Special Programs Capital Outlay

Total Operating Expenditures

2014-2015 Actual

2015-2016 Budget

2015-2016 Exp to Dec

614,163 8,510 105,497 52,151 100,758 7,323 19,529 1,759 45,296 178,980 276,169 169,299 9,218 2,348 1,435 15,150 70,744 -

668,096 21,320 135,928 59,849 98,602 7,982 30,536 1,367 10,046 48,734 166,967 317,446 248,149 3,474 3,512 509 16,203 76,703 -

672,655 125,290 61,043 92,602 8,879 31,543 5,000 9,000 70,000 180,000 398,792 150,000 6,000 2,000 1,500 13,000 86,000 5,000 -

348,014 14,057 83,417 32,001 47,991 4,146 7,159 2,691 7,327 10,079 132,848 174,216 126,596 130 2,029 270 12,107 50,172 1,056 -

1,678,328

1,915,422

1,918,304

1,056,306

% Exp

2016-2017 Requested

52% $ 67% 52% 52% 47% 23% 54% 81% 14% 74% 44% 84% 2% 101% 18% 93% 58% 21% 55%

% Change

674,596 235,700 69,638 86,618 8,905 35,000 5,000 15,000 80,000 204,100 398,792 259,385 121,632 15,013 3,000 1,000 15,000 90,000 1,265 2,500 2,322,144

2016-2017 % Recommended Change

0% $ 88% 14% -6% 0% 11% 0% 67% 14% 13% 0% 73% 1927% 50% -33% 15% 5% -75% 21%

717,744 127,796 64,684 79,167 9,402 35,000 5,000 10,000 70,000 204,100 410,395 259,385 121,632 15,013 3,000 1,000 15,000 90,000 1,265 2,239,583

53320 - Maintenance Service Contracts: Grass cutting, security service. 56014 - Other Operating Supplies: Safety material and landscape materials. 56026 - Special Events: Special events supported by sponsorships and fees of $650 Personnel Summary

Range

Class 25 23 18 18 17 17 14 13 11 8 8

Parks Manager Grounds Maintenance Superintendent Park Ranger Sergeant Parks Maintenance Coordinator Recreation Specialist II Landscape Supervisor Recreation Facilities Supervisor Park Ranger /Dock Master Ground Maintenance Worker II Ground Maintenance Worker I Recreation Facilities Technician

Number of Full-Time Positions

2013-2014 Actual

2014-2015 Actual

2015-2016 Budget

1 1 1 1

1 1 1 1 4 2 5 3 19

2016-2017 Requested

2016-2017 Recommended 1 1 1 2 1

1 1 1 1 -

1 4 2 5 3

1 4 1 5 3

1 4 2 5 3

100

7% 2% 6% -15% 6% 11% 0% 11% 0% 13% 3% 73% 1927% 50% -33% 15% 5% -75% 17%

Department: Parks and Recreation - Grounds Maintenance Budget Detail 2013-2014 Actual

Account Number: 100-7125051100.02 51100.04 51100.06 52100 52210 52400 53000.02 53100 53300 53320 54200 54500 55100 55210 55500 56001 56011 56014

Salaries and Wages Salaries and Wages - Overtime Salaries and Wages - Part- time FICA VRS Retirement Group Life Purchased Services - Road Maintenance Fund Professional Services Repair and Maintenance Maintenance Service Contracts Fleet Risk Management Utilities Postal Services Travel and Training Office Supplies Uniforms & Wearing Apparel Other Operating Supplies

Total Operating Expenditures

2014-2015 Actual

2015-2016 Budget

107,339 6,293 6,716 15,929 1,277 16,930 9,825 251,481 44,155 36,862 1,066 9 1,388 14,151

513,422

145,363 17,389 12,451 20,118 1,919 35,000 20,000 198,400 70,708 1,100 500 2,000 23,000

547,947

2015-2016 Exp to Dec

% Exp

2016-2017 Requested

54,982 4,250 4,039 7,610 654 4,410 95,140 33,384 434 189 9,870

38% 24% 32% 38% 34% 0% 22% 48% 47% 39% 0% 9% 43%

214,962

39%

% Change

152,131 17,389 47,140 16,574 19,534 2,008 5,000 260,000 70,708 2,000 1,000 8,000

-100% -100% -65%

601,484

10%

2016-2017 Recommended

5% $ 0% 33% -3% 5% -100% -100% 31% 0% 82% -

150,242 17,389 12,824 16,572 1,968 260,000 74,904 2,000 -

3% 0% 3% -18% 3% -100% -100% 31% 6% 82% -

8,000

-100% -100% -65%

543,898

Personnel Summary

Range

Class 22 18 11 8

Superintendent of Cemeteries Parks Maintenance Coordinator Grounds Maintenance Worker II Grounds Maintenance Worker I

Number of Full-Time Positions

2013-2014 Actual -

2014-2015 Actual

2015-2016 Budget

2015-2016 Exp to Dec

2016-2017 Requested

1 2

101

2016-2017 Recommended 1 1

% 0

1 -

1 2

-1%

Department: Parks and Recreation - Support Services Budget Detail 2013-2014 Actual

Account Number: 100-7130051100.02 51100.04 51100.06 52100 52210 52400 53300 53500 53600 55100 55500 56001 56011 56014 56026

Salaries and Wages Salaries and Wages - Overtime Salaries and Wages - Part- time FICA VRS Retirement Group Life Repairs and Maintenance Printing and Binding Advertising Utilities Travel and Training Office Supplies Uniforms & Wearing Apparel Other Operating Supplies Special Events

Total Operating Expenditures

2014-2015 Actual

2015-2016 Budget

2015-2016 Exp to Dec

% Exp

2016-2017 Requested

% Change

2016-2017 % Recommended Change

232,086 (349) 17,017 37,522 1,931 8,668 6,333 9,557 1,279 10 6,231 117,766

233,639 1,405 13,770 18,098 33,933 1,954 10,357 4,754 2,165 1,959 304 9,336 119,345

242,566 5,340 18,965 32,947 3,202 4,000 10,000 10,000 1,000 1,500 1,000 10,000 130,000

120,986 623 9,737 9,582 16,819 722 3,999 3,190 433 654 160 2,296 76,149

50% $ 182% 51% 51% 23% 0% 40% 32% 43% 44% 16% 23% 59%

370,974 30,218 30,691 47,633 4,897 28,000 10,000 16,280 2,000 5,000 2,000 3,000 39,895 195,725

53% $ 466% 62% 45% 53% 600% 0% 63% 400% 33% 200% 299% 51%

306,710 5,447 23,880 33,830 4,018 28,000 10,000 10,000 2,000 5,000 2,000 3,000 39,895 175,725

26% 2% 26% 3% 25% 600% 0% 0% 400% 33% 200% 299% 35%

438,052

451,020

470,519

245,350

52%

786,313

67%

649,505

38%

53600 - Advertising: Marketing for classes, exhibits, and special events. 56014 - Other Operating Supplies: Supplies for exhibits and programs. 56026 - Special Events: Special events supported by sponsorships and fees of $72,850. Personnel Summary

Range

Class 25 22 21 17 13 10

Business Manager Recreation Supervisor Marketing and Development Coordinator Special Event Coordinator Accounting Technician Office Assistant II

Number of Full-Time Positions

2013-2014 Actual

2014-2015 Actual

2015-2016 Budget

1 1

2016-2017 Requested

2016-2017 Recommended

2 1 1

1 1 1 2 1 2

102

1 1 2 1 2 7

Department: Parks and Recreation - Recreation Budget Detail 2013-2014 Actual

Account Number: 100-7135051100.02 51100.04 51100.06 51100.10 52100 52210 52400 53100 53300 53500 53600 54200 55100 55410 55420 55500 55810 55845 56001 56011 56014 56017 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 Advertising Fleet Utilities 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 Copier Costs Special Events Capital Outlay

Total Operating Expenditures

2014-2015 Actual

2015-2016 Budget

2015-2016 Exp to Dec

% Exp

2016-2017 Requested

% Change

2016-2017 % Recommended Change

606,167 5,068 465,510 118,461 91,828 96,794 8,546 8,929 55,544 1,860 69,928 38,025 742 1,800 5,887 1,384 199,906 4,781 7,234 37,173 16,493 23,652 -

743,724 8,855 564,422 141,712 105,013 103,005 10,136 935 41,672 114 94,881 41,796 978 1,800 4,310 261 238,744 4,605 6,314 23,429 3,094 32,509 -

773,988 493,409 96,956 103,847 10,217 9,000 62,700 2,000 95,557 44,000 72,012 5,100 4,200 655 215,000 5,000 8,000 32,500 31,375 -

330,879 2,803 285,747 141,075 56,505 43,775 4,635 976 27,143 46,973 16,654 33,561 1,800 2,027 92,424 1,779 160 6,503 8,235 -

43% 58% 58% 42% 45% 11% 43% 0% 49% 38% 47% 35% 48% 0% 43% 36% 2% 20% 26% -

782,430 742,500 116,657 100,464 10,328 9,000 70,000 2,000 720 95,557 75,000 72,012 5,100 5,000 655 279,400 5,450 8,000 33,575 12,500 18,000

1% 50% 20% -3% 1% 0% 12% 0% 0% 70% 0% 0% 19% 0% 30% 9% 0% 3% -60% -

848,300 503,277 103,396 93,567 11,113 9,000 70,000 2,000 111,470 75,000 72,012 5,100 5,000 655 240,000 5,450 8,000 33,575 12,500 -

1,865,710

2,172,309

2,065,516

1,103,657

53%

2,444,348

18%

2,209,415

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

Personnel Summary

Range

Class 25 22 21 20 17 16 15 8/10 8

Recreation Manager Recreation Supervisor Athletic Supervisor Recreation Center Supervisor Recreation Specialist II Fitness Specialist Recreation Specialist I Office Assistant I / II Recreation Facilities Technician

Number of Full-Time Positions

2013-2014 Actual

2014-2015 Actual

2015-2016 Budget

1 2

2016-2017 Requested

2016-2017 Recommended

1 4 2 8 3 1

1 3 2 8 3 1

1 2 1 1 3 2 7 2 1

103

1 2 1 1 4 2 7 2 1 21

10% 2% 7% -10% 9% 0% 12% 0% 17% 70% 0% 0% 19% 0% 12% 9% 0% 3% -60% 7%

_____________________________________________________________________________________

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LIBRARY DESCRIPTION The Suffolk Library System offers access to a comprehensive collection of materials and works to encourage social, economic, cultural, and intellectual growth. The Library System is comprised of the Morgan Memorial Library, North Suffolk Library, Chuckatuck Library Branch, and the Bookmobile. Additionally, the Library System manages the City’s records management functions. FY 2016 ACCOMPLISHMENTS 

Initiated the design and master planning process for the new Downtown Library with an intensive community input component including surveys, charrettes, and focus groups.



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



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

FY 2017 OBJECTIVES 

To expand programs, classes, and events for the community to promote lifelong learning and recreation. (Goal 2: Leisure, Health, and Wellness)



To provide library services to underserved populations and areas using the Library2Go vehicle and innovative technological solutions. (Goal 2: Leisure, Health, and Wellness)



To implement the Libraries Transforming Communities initiative to bring people together to facilitate community conversations. (Goal 5: Civic Engagement and Responsive City Services)

STATISTICS/PERFORMANCE MEASURES Number of Registered Borrowers Circulation Number of Reference Questions answered Number of Computer Sessions Number of Bookmobile stops Number of Adult Programs offered Number of Adults participating in Adult Programs Number of Youth Programs offered Number of Children participating in Children's Programs Number Teen Programs offered Number of Teens participating in Teen Programs

104

FY 15 Actual 48,205 315,084 11,460 28,799 129 304 1,703 1,037 16,838 48 170

FY 16 Projected 50,000 320,000 12,000 30,000 200 320 2,000 1,200 17,000 100 300

FY 17 Estimate 55,000 325,000 13,000 32,000 250 340 2,500 1,500 19,000 200 500

Department: Library Budget Detail 2013-2014 Actual

Account Number: 100-7310051100.02 51100.04 51100.06 52100 52210 52400 53000.16 53100 53200 53300 53500 54100 54200 54500 55100 55210 55230 55420 55500 55810 55846 56001 56012 56017 56026 58200

Salaries and Wages Salaries and Wages - Overtime Salaries and Wages - Part-time FICA VRS Retirement Group Life Purchased Services - Refuse Professional Services Temporary Help Service Repair and Maintenance Printing and Binding Information Technology Fleet Risk Management Utilities Postal Services Telecommunications Lease/Rent of Buildings Travel and Training Dues and Association Memberships Marketing Office Supplies Books and Subscriptions Copier Costs Special Events Capital Outlay

Total Operating Expenditures

2014-2015 Actual

2015-2016 Budget

2015-2016 Exp to Dec

1,115,599 2,608 223,477 99,711 178,074 13,388 3,707 19,270 12,668 48,475 2,816 109,987 18,340 299,205 56,538 3,445 5,958 18,126 14,963 719 38,574 155,743 22,127 11,473

1,125,034 17 242,119 100,005 159,723 13,400 3,779 14,296 701 52,367 3,034 98,494 15,891 286,526 56,911 8,553 12,626 17,400 12,283 758 41,181 175,567 37,530 70,632

1,287,556 257,792 118,219 173,831 16,996 3,352 4,500 95,500 1,000 108,719 36,600 274,810 61,451 5,700 24,762 17,400 7,000 900 26,000 200,000 26,954 5,000

598,054 9 111,641 51,947 79,876 7,063 1,926 8,666 80,125 867 54,359 6,896 137,405 23,644 4,854 4,556 8,700 7,001 200 10,239 175,858 16,977 -

2,474,991

2,548,828

2,754,042

1,390,864

% Exp

2016-2017 Requested

% Change

2016-2017 % Recommended Change

46% $ 43% 44% 46% 42% 57% 193% 84% 87% 50% 19% 50% 38% 85% 18% 50% 100% 22% 39% 88% 63% 0%

1,287,556 292,089 120,843 165,322 16,996 3,352 500 95,000 1,000 108,719 36,600 274,810 61,451 5,700 24,762 17,940 7,000 900 4,000 26,000 210,000 26,954 12,500 3,000

0% 13% 2% -5% 0% 0% -89% -1% 0% 0% 0% 0% 0% 0% 0% 3% 0% 0% 0% 5% 0% -40%

1,483,659 262,948 133,615 163,648 19,436 3,352 95,000 1,000 97,917 54,016 346,395 61,451 5,700 15,279 17,940 7,000 900 26,000 200,000 38,042 12,500 -

15% 2% 13% -6% 14% 0% -100% -1% 0% -10% 48% 26% 0% 0% -38% 3% 0% 0% 0% 0% 41% -100%

51%

2,802,994

3,045,798

11%

Personnel Summary

Range 44 44 36 29 27 19/20/24 17 14 13 12 11 9

Class Library Director Director of Libraries Assistant Director of Libraries Senior Administrative Analyst Librarian IV Librarian I, II, & III Library Associate Executive Secretary Library Assistant III Secretary I Library Assistant II Library Assistant I

Number of Full-Time Positions

2013-2014 Actual

2014-2015 Actual

1 -

2015-2016 Budget

2016-2017 Requested

2016-2017 Recommended

1 1

1 11 1 5 1 4 7

1 11 1 1 4 1 4 7

1 11 1 1 4 1 4 6

1 1 1 1 11 1 1 4 1 4 6

105

1 1 -

PLANNING AND COMMUNITY DEVELOPMENT DESCRIPTION The Department of Planning and Community Development is responsible for the City’s overall land planning program and building permit, inspections, enforcement, and zoning administration. The Department also manages the Community Development Block Grant (CDBG) and HOME Investment Partnership (HOME) grant programs and staffs the Suffolk Planning Commission, Board of Zoning Appeals, Wetlands Board, and Historic Landmark Commission. The Department is comprised of the divisions of Planning and Community Development. FY 2016 ACCOMPLISHMENTS 

Managed the review and approval of 89 site plans including the Nansemond Suffolk Academy at Towne Bank Campus, the Hampton Roads Crossing/College Drive Corridor, Harbourview Station West, Godwin Commerce Park/Boulevard Corridor, and Centerbrooke.



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



Continued the successful implementation of the Neighborhood Stabilization Program.

FY 2017 OBJECTIVES 

To provide coordination and development review services for all land use applications that are focused on results and accountable to internal and external customers. (Goal 7: Growth Management and Comprehensive Planning)



To provide policies, recommendation and Codes and Ordinances that help protect and promote the health, safety and welfare of the City and its habitants. (Goal 7: Growth Management and Comprehensive Planning)



To provide policies and standards that promotes and enhances safe, quality, transportation options. (Goal 7: Growth Management and Comprehensive Planning)

STATISTICS/PERFORMANCE MEASURES Number of Applications Processed: Major Subdivisions Minor Subdivisions Family Transfers Site Plan Reviews Rezoning & Conditional Rezoning Requests Conditional Use Permits Other Reviews (Variance, HLC, Wetlands, Street Vacation, etc.) Percent of site/subdivision plans reviewed within 30 days

106

FY 15 Actual

FY 16 Projected

FY 17 Estimate

24 43 8 89 8 20 80 90%

25 45 10 100 10 30 90 90%

30 50 10 120 15 35 100 90%

Department: Planning and Community Developmen Budget Detail 2013-2014 Actual

Account Number: 100-8110051100.02 51100.04 52100 52210 52400 53100 53100.06 53600 54100 54200 54500 55210 55230 55500 55810 56001 56012 56017 58200

Salaries and Wages Salaries and Wages - Overtime FICA VRS Retirement Group Life Compensation of Planning Commission Consulting Services Advertising Information Technology Fleet Risk Management Postal Services Telecommunications Travel and Training Dues and Association Memberships Office Supplies Books and Subscriptions Copier Costs Capital Outlay

Total Operating Expenditures

2014-2015 Actual

2015-2016 Budget

2015-2016 Exp to Dec

% Exp

2016-2017 Requested

% Change

2016-2017 % Recommended Change

741,540 22 53,734 120,644 8,824 25,130 172,110 24,380 68,259 1,641 135,180 4,308 2,350 3,532 3,285 8,558 830 9,730 357

680,703 14 49,111 98,763 8,096 20,250 32,653 21,549 30,633 5,898 129,526 5,221 4,866 5,102 3,742 5,268 885 15,540 -

805,380 61,612 109,800 10,631 29,400 57,000 16,000 149,501 10,548 124,272 6,000 8,774 4,675 4,120 11,000 1,295 10,675 -

305,646 17 22,193 40,836 3,596 12,000 1,496 7,712 74,750 2,713 62,136 1,166 1,802 3,860 2,044 1,295 760 5,582 -

38% 36% 37% 34% 41% 3% 48% 50% 26% 50% 19% 21% 83% 50% 12% 59% 52% -

821,438 62,840 105,473 10,843 29,400 71,700 16,000 149,501 10,548 124,272 7,000 8,774 5,940 4,620 11,500 1,395 10,675 -

2% 2% -4% 2% 0% 26% 0% 0% 0% 0% 17% 0% 27% 12% 5% 8% 0% -

866,486 66,286 94,422 11,351 29,400 71,700 16,000 136,158 17,193 152,847 7,000 5,923 5,940 4,120 11,000 1,295 12,964 -

1,384,413

1,117,821

1,420,683

549,605

39%

1,451,919

1,510,085

Personnel Summary

Range

Class 44 36 30 29 29 20/22 17 14 13 10

Director of Planning and Community Development Assistant Director of Planning Comprehensive Planning Manager Current Planning Manager Principal Planner Planner I - II Senior Graphics Technician Executive Secretary Planning Technician Office Assistant II

Number of Full-Time Positions

2013-2014 Actual

2014-2015 Actual

2015-2016 Budget

1 1 1 4 2 1 1 2 1

1 1 1 1 3 2 1 1 2 1

1 1 1 1 2 3 1 1 3 1

107

2016-2017 Requested

2016-2017 Recommended

8% 8% -14% 7% 0% 26% 0% -9% 63% 23% 17% -32% 27% 0% 0% 0% 21% 6%

ECONOMIC DEVELOPMENT DESCRIPTION The Department of Economic Development promotes enhanced job opportunities and broadens the tax base of the City of Suffolk through the recruitment and retention of business and industry, maintains and encourages the continuation of a favorable business environment for businesses to locate and expand within the City, and attracts and encourages new national and international businesses to locate and invest in Suffolk. The Department provides staff support to the Economic Development Authority (EDA) and oversees the Divisions of Aviation Facilities and Tourism. CY 2015 ACCOMPLISHMENTS 

Created and hosted the ReStored event in Downtown Suffolk which introduced 30 new businesses to operate over a weekend in 6 vacant retail spaces.



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



Host the Second Annual Hampton Roads LogistiX Games in Suffolk.



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

CY 2016 OBJECTIVES 



To partner with the Suffolk existing industry base for growth opportunities as well as continue aggressive business development efforts to the seven Suffolk industry targets which include Advanced Manufacturing, Retail, Medical, Warehousing & Distribution, Food & Beverage Processing, Hospitality and ModSim & Technology. (Goal 3: Expanded Economic Development)

To promote the planned business park locations for future commercial growth opportunities. (Goal 3: Expanded Economic Development)



To continue outreach efforts through monthly e-newsletter distribution, new business announcements, and regular speaking opportunities civic and business organizations and Suffolk Public Schools. (Goal 5: Civic Engagement and Responsive City Services) CY 14 Actual 1,924 $98.9M 1,050,637 426 9

STATISTICS/PERFORMANCE MEASURES Number of Jobs Created Amount of Capital Investment Square Footage of Capital Investment Existing Industry Visits Number of Marketing Missions

108

CY 15 Actual 1,803 $185M 1,140,000 411 8

CY 16 Estimate 750 $80M 600,000 450 8

Department: Economic Development Budget Detail 2013-2014 Actual

Account Number: 100-8150051100.02 51100.04 51100.14 52100 52210 52400 53100 53500 54100 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 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

2014-2015 Actual

2015-2016 Budget

2015-2016 Exp to Dec

% Exp

2016-2017 Requested

% Change

2016-2017 % Recommended Change

360,229 3,996 26,625 59,654 4,286 23,221 1,893 29,443 60,741 1,723 3,608 16,697 1,661,061 84,394 101,868 2,091 98 7,200

373,636 3,996 27,677 55,447 4,446 27,450 1,764 56,387 45,611 3,078 5,602 28,239 2,810,400 84,072 233,751 2,084 49 10,254

386,722 4,000 29,584 53,522 5,105 30,000 4,000 25,698 43,777 3,000 8,444 27,000 85,675 98,000 1,750 350 8,146

193,361 1,998 13,679 26,761 2,301 180 12,849 21,889 427 1,845 6,429 400,000 81,847 32,963 920 49 4,443

50% 50% 46% 50% 45% 0% 5% 50% 50% 14% 22% 24% 96% 34% 53% 14% 55%

386,722 4,000 29,584 49,655 5,105 30,000 4,000 25,698 43,777 3,000 8,444 40,000 87,000 140,000 1,750 350 8,146

0% 0% 0% -7% 0% 0% 0% 0% 0% 0% 0% 48% 2% 43% 0% 0% 0%

402,970 4,000 30,827 44,448 5,279 30,000 4,000 22,963 54,785 3,000 5,897 30,000 87,000 100,000 1,750 350 9,544

4% 0% 4% -17% 3% 0% 0% -11% 25% 0% -30% 11% 2% 2% 0% 0% 17%

2,448,829

3,773,943

814,774

801,940

98%

867,231

836,812

53100 - Professional Services: Conceptual site plans for commercial / industrial sites. 53500 - Printing & Binding: Promotional material for prospects. 55671 - Economic Development Investment Program: Funds are reserved with accumulating balance reappropriated annually for expenditure. Personnel Summary

Range

Class 44 31 29 19 18

Director of Economic Development Assistant Director of Economic Development Economic Development Manager Business Development Analyst Economic Development Associate

Number of Full-Time Positions

2013-2014 Actual

2014-2015 Actual

2015-2016 Budget

1 1 1 1 1

109

2016-2017 Requested

2016-2017 Recommended

DIVISION OF TOURISM DESCRIPTION The Division of Tourism is the destination marketing organization (“DMO”) of record for the City of Suffolk. The Division works with public and private hospitality industry sectors to develop and implement programs that encourage “More People, Staying Longer, Spending More Money.” The Division operates the visitor center and gift shop seven days a week; distributes collateral to statewide visitor and welcome centers; fulfills daily consumer orders for travel information; oversees group tour operations; manages advertising, marketing, and special events; and promotes product development. CY 2015 ACCOMPLISHMENTS 

Surpassed previous annual visitor center attendance by 6%.



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



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



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



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

CY 2016 OBJECTIVES 

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



To coordinate and enhance narrated bus, walking, and canoe tours to attract customers and promote Suffolk’s amenities. (Goal 3: Expanded Economic Development)



To enhance online promotional tools to expand advertising and marketing components of current efforts. (Goal 5: Civic Engagement and Responsive City Services)



To oversee the function and promotion of the Suffolk Farmers’ Market. (Goal 3: Expanded Economic Development)

STATISTICS/PERFORMANCE MEASURES Number of Walk-In Customers at Visitor Center Number of visitor information packets distributed Number of interpretive tour customers Number of collaborative meetings hosted Number of sales missions, conferences/tradeshows attended Number of conferences, reunions, weddings serviced

110

CY 2014 Actual 12,864 1,445 535 70 12 50

CY 2015 Actual 14,041 1,736 653 80 7 60

CY 2016 Estimate 14,200 1,900 700 85 12 70

Division: Tourism (Department of Economic Development Budget Detail 2013-2014 Actual

Account Number: 100-8155051100.02 51100.04 51100.06 52100 52210 52400 53000.16 53100.00 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

2014-2015 Actual

2015-2016 Budget

2015-2016 Exp to Dec

155,323 59,473 16,323 25,722 1,848 1,858 1,555 20,466 40,514 3,601 28,821 18,948 3,801 2,340 5,958 1,650 40,846 2,852 47,750 13,041 80,057

160,543 676 66,440 16,885 23,824 1,911 330 18,692 38,515 9,993 27,450 16,648 4,178 2,535 2,378 2,120 41,491 4,107 16,362 12,921 83,943

164,448 69,222 17,876 22,760 2,171 142 2,000 19,500 36,146 10,033 26,344 18,900 6,000 5,585 4,800 2,200 40,000 4,000 6,500 14,243 84,000

82,224 385 27,346 8,232 11,380 978 81 14,999 18,073 3,918 13,172 5,994 2,412 1,087 3,062 2,185 35,964 1,848 7,351 5,509 56,861

572,749

551,942

556,869

303,061

% Exp

2016-2017 Requested

% Change

2016-2017 % Recommended Change

50% $ 40% 46% 50% 45% 57% 0% 77% 50% 39% 50% 32% 40% 19% 64% 99% 90% 46% 113% 39% 68%

201,170 72,392 20,927 25,830 2,655 142 22,000 2,000 21,000 36,146 10,033 26,344 18,900 6,000 5,585 4,800 2,730 40,000 4,000 6,000 14,243 99,000

22% 5% 17% 13% 22% 0% 0% 8% 0% 0% 0% 0% 0% 0% 0% 24% 0% 0% -8% 0% 18%

170,015 74,088 18,674 18,753 2,227 142 22,000 2,000 21,000 31,749 12,949 32,745 18,900 6,000 2,219 4,800 2,730 40,000 4,000 6,000 12,435 99,000

3% 7% 4% -18% 3% 0% 0% 8% -12% 29% 24% 0% 0% -60% 0% 24% 0% 0% -8% -13% 18%

54%

641,897

15%

602,425

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

Range

Class 30 22 17 16 12

Tourism Development Manager Tourism Development Specialist Tourism Special Events Coordinator Visitor Center Supervisor Visitor Center Coordinator

Number of Full-Time Positions

2013-2014 Actual

2014-2015 Actual

2015-2016 Budget

1 1

111

2016-2017 Recommended 1 1 1 1

2016-2017 Requested

1 1 1 -

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 8, and the City’s website; disseminates information regarding City activities, programs, and services; and coordinates public meetings and forums. FY 2016 ACCOMPLISHMENTS 

Continued to provide quality programming and the enhancement of Municipal Channel 190 with specialized graphics and station Ids.



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



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



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



Provided timely information via Facebook, YouTube, and Twitter to provide

citizens with better access to information regarding City programs, services, and events, weather emergencies, and public works and economic development updates. FY 2017 OBJECTIVES 

To increase social media presence to provide for better communications with citizens and involvement in city-sponsored events. (Goal 5: Civic Engagement and Responsive City Services)



Provide timely and accurate FOIA responses to requests to the City of Suffolk. (Goal 5: Civic Engagement and Responsive City Services)



To promote City programs, services, and initiatives via social media, media releases, Public Service Announcements, and Council announcements. (Goal 5: Civic Engagement and Responsive City Services)

STATISTICS/PERFORMANCE MEASURES Number of Public Service Announcements Number of Programs produced on Municipal Channel 8 Number of Followers, Fans, or Subscribers to the City's Social Media Websites Number of FOIA requests received Percent of FOIA requests responded to within mandatory timeframes prescribed by State law Number of citizens to Visit City Hall recorded by Ambassadors

112

FY 15 Actual 67 139 9,500

FY 16 Projected 70 145 10,325

FY 17 Estimate 70 145 11,255

733 100%

750 100%

73,701

75,000

Department: Media and Community Relations Budget Detail 2013-2014 Actual

Account Number: 100-8165051100.02 51100.04 51100.06 51100.14 52100 52210 52400 53100 53200 53300 53320 53500 53600 54100 54200 54500 55210 55230 55500 55810 55846 56001 56012 56015 56017 58200

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

Total Operating Expenditures

2014-2015 Actual

2015-2016 Budget

2015-2016 Exp to Dec

% Exp

2016-2017 Requested

% Change

344,474 8,244 3,500 26,873 55,669 3,677 40 1,137 29,134 5,079 57,692 728 4,734 1,304 745 36,393 3,525 202 9,032 -

349,206 9,849 17,589 3,500 28,449 50,244 4,164 7,632 641 4,747 26,386 1,141 54,945 443 5,588 171 745 32,248 2,985 214 11,748 68

360,116 10,000 20,000 3,500 29,844 48,965 4,754 9,358 17,000 1,500 46,835 2,650 52,703 1,500 7,876 3,000 1,000 19,000 3,000 750 11,498 -

180,058 3,543 7,585 1,750 14,445 24,483 2,142 4,653 814 23,417 471 26,352 391 1,997 204 660 10,497 1,550 219 5,090 -

50% 35% 38% 50% 48% 50% 45% 0% 54% 50% 18% 50% 26% 25% 7% 66% 55% 52% 29% 44% -

360,116 13,000 21,000 3,500 30,150 46,239 4,754 2,000 3,500 10,000 17,000 3,000 1,000 46,835 2,650 52,703 1,500 7,876 3,000 1,000 25,000 3,000 750 2,500 11,498 17,000

592,181

612,701

654,848

310,320

47%

690,571

2016-2017 % Recommended Change

0% $ 30% 5% 0% 1% -6% 0% 7% 100% 0% 0% 0% 0% 0% 0% 0% 32% 0% 0% 0% 5%

379,066 10,000 20,400 3,500 31,324 41,811 4,966 10,000 17,000 3,000 42,067 4,046 65,436 1,500 6,372 3,000 1,000 25,000 3,000 750 10,574 -

5% 5% -15% 4% 7% 100% -10% 53% 24% 0% -19% 0% 0% 32% 0% 0% -8% -

683,812

Personnel Summary

Range

Class 44 31 27 27 14 13

Director of Media & Community Relations Media & Community Relations Manager Media & Community Relations Coordinator Video Production Coordinator Executive Secretary Video Web Production Assistant

Number of Full-Time Positions

2013-2014 Actual

2014-2015 Actual

2015-2016 Budget

1 1 1 1 1 1

113

2016-2017 Requested

2016-2017 Recommended

VIRGINIA COOPERATIVE EXTENSION DESCRIPTION The Virginia Cooperative Extension Service is a division of Virginia Polytechnic and State University responsible for providing technical information, educational programs, and problem solving consultation in the area of agriculture, 4-H and youth, home economics, natural resources, and community resource development for all citizens. The City of Suffolk provides local funding support for this State function. FY 2016 ACCOMPLISHMENTS 

Conducted 4-H Youth Development Programs and Projects throughout the City with key focus areas including financial management, leadership, service learning, food, health, and wellness.



Strengthened partnerships with other public service organizations as well as agricultural entities to provide overall Virginia Cooperative Extension Programming.



Implemented a Food Desert Program for the citizens in Downtown Suffolk, Holland, Chuckatuck, Hobson, and Whaleyville.



Provided training and implementation of the Suffolk Master Gardener Program.

FY 2017 OBJECTIVES 

To increase the profitability and sustainability of small farmers through programs that increase productivity and availability of agricultural technology. (Goal 3: Expanded Economic Development)



To enhance the 4-H Youth Development Program and the City of Suffolk Master Gardener Program by involving participants in the Master Gardner College, 4-H Youth Development Program, training, and volunteerism. (Goal 2: Leisure, Health, and Wellness)



To eradicate food deserts through demonstrations, awareness, and acceptance of EBT to the Farmers’ Market, Mobile Farmers’ Markets, and other programs. (Goal 2: Leisure, Health, and Wellness)

STATISTICS/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 4-H Club (Delivery) Number of Youth Programs offered Number of Youth participating in Youth Programs

114

FY 15 Actual

FY 16 Projected

FY 17 Estimate

9 523 225

10 550 250

12 600 275

1,327 9 2,785

1,500 11 2,850

2,000 13 3,000

Department: Virginia Cooperative Extension Budget Detail 2013-2014 Actual

Account Number: 100-8350053100 54100 55210 55230 55500 55810 56001 56017

Professional Services Information Technology Postal Services Telecommunications Travel and Training Dues and Association Memberships Office Supplies Copier Costs

Total Operating Expenditures

2014-2015 Actual

2015-2016 Budget

2015-2016 Exp to Dec

% Exp

2016-2017 Requested

% Change

2016-2017 % Recommended Change

39,796 441 713 1,623 90 230 885 6,723

41,218 441 1,065 3,315 120 310 1,280 4,956

56,000 1,100 8,659 1,000 350 1,500 6,103

10,553 840 1,360 299 240 398 1,945

19% 76% 16% 30% 69% 27% 32%

56,000 1,100 8,660 1,200 400 1,600 6,110

0% 0% 0% 20% 14% 7% 0%

56,000 1,100 4,160 1,200 400 1,600 4,070

0% 0% -52% 20% 14% 7% -33%

50,501

52,704

74,712

15,636

21%

75,070

68,530

-8%

115

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.

116

Department: Local and Regional Organizations Budget Detail

Account Number: 100-151100Regional Membership Organizations: 55661 Hampton Roads Planning District Commission 55680 Hampton Roads Military and Fed Fac. Alliance 55810 City Wide Dues/ Memberships Local Organization Partnerships: 55655 SRHA 55674 Suffolk Center for the Cultural Arts Local Nonprofit Organization Contributions: 55648 Suffolk Nansemond Historic Society 55651 Senior Services of Southeastern Virginia 55652 ForKids 55653 Food Bank of Southeastern Virginia 55654 The Genieve Shelter 55656 Endependence Center, Inc. 55658 Riddick's Folly 55659 Suffolk Fine Arts Commission 55660 Suffolk Clean Community Commission 55664 Suffolk Sister Cities International 55668 The Children's Center 55670 Tidewater Builders Association 55675 Suffolk Festivals, Inc. 55679 Virginia Legal Aid Society 55681 Western Tidewater Free Clinic 55685 Nansemond Suffolk Vol. Rescue Squad Building Trades Academy CHKD Child Abuse Program Eastern Virginia Medical School The Healing Place of Hampton Roads Paul D Camp Community College Peanut Soil and Water Conservation District STOP Inc. Suffolk Partnership for Healthy Community United Way of South Hampton Roads Virginia Housing & Community Development Corp Total Operating Expenditures

2013-2014 Actual

2014-2015 Actual

2015-2016 Budget

2015-2016 Exp to Dec

% Exp

65,218 42,293 41,389

69,170 43,235 42,549

70,265 43,916 46,264

70,265 21,958 43,850

100% 50% 95%

150,000 350,000

75,000 175,000

10,000 10,000 26,790 20,000 26,790 7,500 20,000 5,000 13,509 5,000 20,000 25,000 30,000 8,000 80,000 40,000 -

10,000 10,000 23,000 20,000 23,000 7,500 20,000 5,000 15,663 5,000 20,000 30,000 8,000 80,000 40,000 -

10,000 10,000 23,000 20,000 23,000 7,500 20,000 5,000 15,000 5,000 20,000 30,000 8,000 80,000 40,000 -

996,489

972,117

117

976,945

2016-2017 Requested

% Change

2016-2017 % Recommended Change

71,669 44,793 47,000

2% 2% 2%

71,669 44,793 47,000

2% 2% 2%

50% 50%

234,775 550,000

57% 57%

150,000 350,000

0% 0%

10,000 10,000 11,500 10,000 11,500 7,500 10,000 5,000 4,077 10,000 15,000 15,000 8,000 40,000 20,000 -

100% 100% 50% 50% 50% 100% 50% 100% 27% 0% 50% 50% 100% 50% 50% -

10,000 20,000 30,000 30,000 30,000 15,000 35,000 10,000 24,000 5,000 32,000 75,000 15,000 120,000 40,000 84,000 15,000 15,300 61,378 21,201 10,000 21,517 25,000 5,000 26,500

0% 100% 30% 50% 30% 100% 75% 100% 60% 0% 60% 150% 88% 50% 0% -

10,000 10,000 23,000 20,000 23,000 7,500 20,000 5,000 15,000 5,000 20,000 30,000 8,000 85,449 40,000 -

0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 7% 0% -

573,650

59%

1,724,133

76%

985,411

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.

118

Department: Non-Departmental - General Fund Budget Detail 2013-2014 Actual

Account Number: 100-091400Fringe Benefits & Insurances: 51100.27 Leave Compensation 52100 Leave Compensation - FICA Compensation Vacancy Savings Estimate 52210 VRS 52600 Unemployment Payments 53100 Professional Services 55230 Telecommunications 55821 Employee Funds Expense 58200 Capital Outlay

Transfer to Other Funds / Designations: 59902 Contingency

Sub-Total:

50000.211 50000.212 50000.220 50000.310 50000.401

Transfer to Grants (Local Cash Match) Transfer to Transit Fund (Operating Support) Transfer to Aviation Fund (Operating Support) Transfer to Capital Projects (Cash Fund Projects) Transfer to Debt Service Fund Sub-Total:

Total Operating Expenditures

271,319 18,997 41,943 8,875 15,000 174,950

531,083

2014-2015 Actual

$ $

206,244 598,779 227,266 3,539,000 24,822,588

502,704 19,203 332 37,767 70,000 18,123 1,200,000

1,848,129

2015-2016 Budget

384,027 22,950 100,000 -

60,000

566,977

286,518 677,935 135,276 4,539,600 26,552,540

350,000 795,395 156,116 3,386,409 27,239,952

2015-2016 Exp to Dec

% Exp

216,501 16,615 25,659 6,657 -

56% 72% 26% -

265,432

47%

162,886 795,395 1,400,000 10,080,157

47% 100% 0% 41% 37%

2016-2017 Requested

400,000 25,000 100,000 -

% Change

2016-2017 % Recommended Change

4% 9% 0% -

402,569 25,000 100,000 -

5% 9% 0% -

60,000

585,000

587,569

547,579 806,625 109,306 4,064,920 26,965,413

56% 1% -30% 20% -1%

350,000 820,832 98,860 2,064,920 27,024,913

0% 3% -37% -39% -1%

29,393,878

32,191,869

31,927,872

12,438,438

39%

32,493,843

30,359,525

-5%

29,924,961

34,039,998

32,494,849

12,703,871

39%

33,078,843

30,947,094

-5%

119

CAPITAL PROJECTS FUND DESCRIPTION The Capital Projects Fund provides funding for nonrecurring capital expenditures which are primarily financed through transfers from both the General Fund and the sale of General Obligation and Utility Revenue bonds. Supplementing the General Fund and General Obligation and Utility Revenue bond monies are additional funding sources including Federal and State grants, and enterprise fund transfers. In accordance with the City Council’s guiding principles, capital projects are planned and funded by incorporating the total funding requirements for completion, inflation, and operations into future construction costs. FY 2016-2017 CAPITAL PROJECTS 

Parks and Recreation Capital Maintenance



Public Buildings Public Building Capital Maintenance Southwestern Elementary Demolition Airport Parking Expansion & Entrance Improvements Airport Taxi Rehab-Construction Airport Runway 4-22 Rehabilitation



Public Safety Fire Engine Replacement Replacement of Analog Security Cameras



Public Schools Hazardous Materials Management HVAC/Chiller Replacements New Middle School New Elementary School



Village & Neighborhood Open Space Improvements



Transportation Local Urban Roadway Construction – Comprehensive Plan  Nansemond Parkway  Holland Road Local Urban Intersection Construction – Comprehensive Plan  Nansemond Parkway/Bennetts Pasture Road Intersection  Kings Highway/Godwin Boulevard  Nansemond Parkway/Wilroy Road  Godwin/Route 58 Off Ramp Oak Ridge/Colonial Ave. Connector North Suffolk Connector (Study) Harbour View Area Signal Improvements Rail Crossing Improvements



Stormwater Pughsville Drainage Improvements Respass Beach Drainage Improvements



Refuse MSW Transfer Station



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

120

CAPITAL PROJECTS FUND Revenue 2013-2014 Actual Transfer from General Fund (Pay-Go) General Obligation Bonds RT17 - Obligation Bonds State/Federal Aviation Grants State/Federal Parks & Recreation State/Federal Stormwater State/Federal Tourism State/Federal Transportation State/Federal VDOT Revenue Sharing Federal CDBG Miscellaneous Revenue Transfer from RT 17 Tax District Transfer from Aviation Transfer from Road Maintenance Fund Transfer from Debt Transfer from Stormwater Fund Transfer from Fleet

Refuse - Obligation Bonds

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

3,539,000 36,017,000 150,229 1,364,305 (141,490) 8,757 850,000 600,000 425,000 -

2014-2015 Actual

900,000 (2,608) $

43,710,193

4,539,600 31,075,000 617,634 416,740 11,028 57,601 2,858,641 299,198 250,000 500,000 500,000 -

2015-2016 Budget $

3,386,409 19,727,105 1,900,000 2,170,400 1,280,000 5,045,000 260,000 1,625,000 -

4,500,000

2,608

1,000,000 6,332,500 -

41,128,049

47,226,414

2015-2016 YTD to Dec $

1,400,000 21,627,105 132,587 2,850,505 9 325,000 -

41% 110% 0% 6% 0% 57% 0% 20% -

2016-2017 Requested

% Chng

4,064,920 27,493,105 1,197,798 500,000 8,340,000 2,000,000 645,000 -

20% $ 39% -100% -45% 552% -100% -100% -60% -

2016-2017 Recommended

% Chng

2,064,920 29,493,105 1,197,798 500,000 8,340,000 2,000,000 645,000 -

-39% 50% -100% -45% 552% -100% -100% -60% -

6,500,000

44%

6,500,000

44%

974,388 25,612 85,519

97% 0% -

2,500,000 14,841,000 -

150% 134% -

2,500,000 14,841,000 -

150% 134% -

27,420,726

58%

68,081,823

44%

68,081,823

44%

2016-2017 Requested

% Chng

2016-2017 Recommended

% Chng

Expenditure Summary 2013-2014 Actual

2014-2015 Actual

2015-2016 Budget

2015-2016 YTD to Dec

Capital Projects Expenditures

48,247,595

33,055,285

47,226,414

20,459,250

43%

68,081,823

44%

68,081,823

44%

Total Expenditures

48,247,595

33,055,285

47,226,414

20,459,250

43%

68,081,823

44%

68,081,823

44%

121

CAPITAL PROJECTS FUND Budget Detail 2013-2014 Actual

Account Number: Parks

Public Buildings

Public Safety

Schools

Villages

Bennett's Creek Recreation Center $ Kidzone Parks & Rec - Capital Maintenance Planters Club Improvements Whaleyville Community Center Sleepy Hole Park Renovation Lake Meade Park Trail Trail Enhancements Suffolk Seaboard Trails (Tea21 Grant) Public Building Capital Maintenance New Municipal Building Municipal Property Acquisition Municipal Channel Upgrades Godwin Courthouse Security System Police Headquarters Expansion Downtown Police Precinct Security Central Library/W. Washington St Plan Operations Maintenance Facility Great Dismal Swamp Int Center Southwestern Elem Demolition Airport Security Improvements Airport Corporate Hanger Access Rd Airport Weather System Replacement Airport Parallel Taxiway Airport Parking Expansion & Entrance Im Airport Taxi Rehab Construction Airport Runway 4-22 Obstruction Remov Airport Runway 4-22 Rehabilitation Ambulance Fire Engines Aerial Ladder Truck Fire Station 1 Renovations Lake Kilby Addition E-911 Equipment Upgrade & Tower Specialized Public Safety Storage Bldg Replacement of Analog Security Camera Pioneer Elem Replacement Multiple Campus Land Acquisition New Middle School New Elementary School Hazardous Material Management HVAC/Chiller Replacements Village & Neighborhood Improvements Open Space Improvements

52,169 5,805 292,841 153,290 2,064,083 38,591 1,003 41,115 1,073,978 18,863,004 2,974 34,398 10,537 639,743 100,000 1,757,521 510,622 3,970 14,060 99,933 53,886 10,772 734,433 35,026 5,873,059 167,062 10,392,534 28,914 742,476 -

2014-2015 Actual $

285,045 337,069 1,565,336 6,451 125,345 13,767 661,542 1,033,725 7,507,340 47,409 870 2,220,590 106,806 6,505,852 41,720 191,828 278,829 151,801 13,978 76,422 23,326 106,311 31,306 3,203,718 2,865,119 78,043 1,398 849,626 -

2015-2016 Budget $

122

425,000 860,000 885,000 1,050,000 500,000 400,000 400,000 30,000 678,631 9,057,408 9,669,697 75,000 1,000,000 500,000 250,000

2015-2016 Exp to Dec $

584 159,303 30,793 393,886 48,780 25,805 734,120 311,175 1,007,276 6,309 71,268 5,729,019 25,754 10,845 769 77,092 13,687 826,016 102,063 3,493 91,571 149,677 882,895 473,503 335,465 63,794 654,955 171,507 -

% Exp 37% 36% 647% 1% 0% 19% 3% 0% 122% 5% 3% 85% 65% 34% 0%

2016-2017 Requested 425,000 1,020,000 400,000 191,748 350,000 780,000 790,370 200,000 12,957,408 13,669,697 75,000 1,000,000 250,000

% Chng 0% 19% -100% -100% -62% -13% -100% 2500% -100% 43% 41% 0% 0% -100% 0%

2016-2017 Recommended 425,000 1,020,000 400,000 191,748 350,000 780,000 790,370 200,000 12,957,408 13,669,697 75,000 1,000,000 250,000

% Chng 0% 19% -100% -100% -62% -13% -100% 2500% -100% 43% 41% 0% 0% -100% 0%

Transprtn

Local Urban Intrsctn Const-Comp Plan Godwin Blvd/Kings Hwy Intersection Nansemond Pkwy/Wilroy Rd Intersec Pender/Washington Intersection N Pkwy/Bennett's Pasture Rd Intersec RT17/Bennett's Pasture Rd Intersectio RT17/Lee Farm Lane Intersection Local Urban Rdway Const-Comp Plan Holland Rd Improvements Nansemond Pkwy Phase II Suff ITS MasPlan College Drive/Harbourview Blvd (Rt. 17 Kimberly Bridge Replacement Feasibility Downtown Connector Rd Improvements Railroad Crossing Upgrade HSIP Proactive Safety Project Channel Dredging North Division Street Lewis Avenue CMAQ Improvements Harbour View Area Signal Improvement Shoulders Hill Rd/RT17 Intersection Public Utilities Pavement Projects Rt 58 Signal Retiming/Connector Nansemond Pkwy/Shoulders Hill Rd Holland Road Paving Godwin Road Paving W Washington/Henley Pl Improvements Kenyon Road Connector Godwin/RT 58 Ramp Improvements College Dr/Hampton Rds Crossing Conn Harbour Towne Pkwy/Habour View Blvd Oak Ridge/Colonial Ave Connector Shoulders Hill Rd Sidewalk Improvemen Lake View Pkwy/College Dr Sidewalk North Suffolk Connector RT17 Harbour Towne Pkwy Connector & Wetl Refuse MSW Transfer Station Stormwater EPA Phase II Stormwater Sadler Pond Improvements Pughsville Drainage Bay TMDL Implementation Projects Rural Stormwater Improvements Old College Dr Ditch Piping Downtown St Upgrades & Drainage Imp Respass Beach Drainage Improvements Utilities Water Source Development & Treatment Water Distribution and Transmission Sys Water System Upgrades Sanitary Sewer Extensions Sanitary Sewer System Upgrades Non-Residential Sewer Extensions Non-Departmental Transfer to Grants Funds Total Operating Expenses

10,920 152,891 -

13,627 117,293 336,177 -

300,000 7,100 5,200

51,825 46,786 382,619 302,901

210,518 216,993 70,339 61,915 2,982 125,345 84,823 222,382 185,870 166,026 282,359 1,003,248 43,284 38,375 25,907 8,088 204,691 27,756 7,414 4,090 1,291,354 2,226 -

55,642 484,958 79,750 93,076 3,301 41,072 104,569 92,925 1,708,667 75,000 134,415 95,000 54,550 114,062 441,912 75,018 28,599 26,810 29,684 258,576 3,142 5,916 17,938 24,591 208,445

1,000,000 5,878 1,650,000 300,000 350,000 520,000 1,900,000 4,500,000 250,000 1,000,000 325,000 2,000,000 2,532,500 1,800,000 3,000,000 -

132,706 555,797 44,611 11,098 219,006 137,224 960 113,058 215 215 14,387 16,309 4,611 5,442 9,970 4,934 711 1,818 58 3,061 1,338,192 1,549,644 1,033,657 27,764 1,352,568 695,698 -

14% 16% 7% 0% 0% 1% 0% 0% 0% 0% 1% 0% 53% 57% 45% -

20,459,250

48,247,595

33,055,285

47,226,414

123

0% 5389% 5825%

500,000 800,000 300,000 -

0% -100% -100%

500,000 800,000 300,000 -

0% -100% -100%

6,525,000 1,341,000 65,600 925,000 80,000 350,000 100,000 6,500,000 1,000,000 145,000 9,060,000 1,800,000 250,000 300,000 5,931,000 -

-8% -100% -100% 17% -100% -100% -100% 44% 300% -100% -100% -100% 258% -86% 98% -

6,525,000 1,341,000 65,600 925,000 80,000 350,000 100,000 6,500,000 1,000,000 145,000 9,060,000 1,800,000 250,000 300,000 5,931,000 -

-8% -100% -100% 17% -100% -100% -100% 44% 300% -100% -100% -100% 258% -86% 98% -

68,081,823

AVIATION FACILITIES FUND DESCRIPTION The Aviation Facilities Fund is a special revenue fund designed to account for and manage the Suffolk Executive Airport. The fund is supported by revenue generated by airport operations including fuel sales, hangar leases, tie downs, and other services provided to users of the airport as well as State and Federal grant funding. The Department of Economic Development’s Division of Aviation Facilities administers and manages the Suffolk Executive Airport including the operation of runways, taxiways, hangar facilities, apron and tie down facilities, fueling facilities, required navigational equipment, and the airport cafe. FY 2016 ACCOMPLISHMENTS 

Completed installation of Ramp Security Lighting.



Completed an update of the Storm Water Pollution Prevention Plan and the Spill Prevention Control & Countermeasure Plan.



Completed design of the Taxiway “A” Rehabilitation, Terminal Building Parking Lot Upgrade, and the Parallel Taxiway for the Main Runway.



Received grant funding and completed the Obstruction Removal for the Main Runway.



Signed 5 year lease for the airport’s largest Box Hangar.

FY 2017 OBJECTIVES 

To continue a strategic approach to fuel pricing structure to enhance revenue and promote new users. (Goal 1: Financial Stability)



To facilitate capital improvements necessary for the provision of quality aviation services to commercial and recreational users of the airport. (Goal 3: Expanded Economic Development)

STATISTICS/PERFORMANCE MEASURES Number of Airplanes Taking Off/Flying into Airport Number of Businesses located at Airport Percent of Hangar Space Leased Gallons of Fuel Sold at Airport

124

FY 15 Actual 14,600 6 100% 131,572

FY 16 Projected 14,500 6 100% 147,361

FY 17 Estimate 14,700 6 100% 163,000

AVIATION FACILITIES FUND Revenue 2013-2014 Actual

2014-2015 Actual

2015-2016 Budget

2015-2016 YTD to Dec

2016-2017 Requested

% Chng

2016-2017 Recommended

% Chng -100% -64% -2% 10% -37%

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

678 221,149 782,717 10,568 54,568 227,266

1,172 177,649 652,729 10,337 24,808 135,276

238,000 687,500 12,500 156,116

84,830 281,860 1,948 5,479 -

36% 41% 16% 0%

249,948 675,000 13,750 109,306

5% -2% 10% -30%

249,948 675,000 13,750 98,860

Total Revenue

1,296,945

1,001,971

1,094,116

374,118

34%

1,048,004

-4%

1,037,558

-5%

Expenditure Summary 2013-2014 Actual

2014-2015 Actual

2015-2016 Budget

2015-2016 YTD to Dec

2016-2017 Requested

% Chng

2016-2017 Recommended

% Chng

Aviation Services

1,210,786

952,383

1,094,116

426,129

39%

1,048,005

-4%

1,037,558

-5%

Total Expenditures

1,210,786

952,383

1,094,116

426,129

39%

1,048,005

-4%

1,037,558

-5%

125

AVIATION FACILITIES FUND (Department of Economic Development) Budget Detail 2013-2014 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 58200.110 58200.220 91400-51100.27 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 Capital Outlay - State Capital Outlay - Aviation Special Compensation Local Cash Match Transfer to GF-Indirect Cost

Total Operating Expenditures

2014-2015 Actual

2015-2016 Budget

2015-2016 Exp to Dec

% Exp

137,926 8,638 6,139 13,335 22,842 1,641 977 34,904 39,298 9,825 1,192 5,364 5,364 20,080 43,475 47,422 26,066 50 863 38,800 1,084 100 1,000 1,222 2,639 358 574,515 9,625 9,625 23,442 122,976

137,260 6,310 2,805 10,988 19,286 1,532 1,033 24,699 22,120 4,954 224 2,146 2,146 20,361 51,556 61,342 29,673 70 1,477 41,317 500 100 171 1,611 5,741 181 1,453 461,019 40,311

141,141 34,910 13,468 19,534 1,863 909 30,000 10,000 9,668 55,000 59,483 27,300 500 3,757 40,600 1,200 100 500 1,500 5,000 1,700 3,123 550,000 30,000 52,860

70,358 3,781 8,794 6,272 9,578 837 491 13,522 7,733 1,746 4,834 23,357 29,741 11,060 44 515 22,009 58 770 1,024 878 182,296 26,430

50% 25% 47% 49% 45% 54% 45% 0% 50% 42% 50% 41% 9% 14% 54% 0% 0% 12% 51% 20% 0% 28% 33% 0% 50%

1,210,786

952,383

1,094,116

426,129

2016-2017 Requested $

% Chng

141,141 34,910 13,468 18,123 1,863 909 35,000 10,000 9,668 55,000 59,483 27,300 500 3,757 40,600 1,200 100 500 1,500 5,000 2,000 3,123 500,000 30,000 52,860 1,048,005

2016-2017 Recommended

0% 0% 0% -7% 0% 0% 17% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 18% 0% -9% 0% 0%

145,008 35,608 13,817 15,994 1,900 909 35,000 10,000 9,304 48,992 49,609 27,300 500 1,724 40,600 1,200 100 500 1,500 5,000 2,000 2,013 500,000 30,000 58,979

3% 2% 3% -18% 2% 0% 17% 0% -4% -11% -17% 0% 0% -54% 0% 0% 0% 0% 0% 0% 18% -36% -9% 0% 12%

1,037,558

-5%

55410 - Lease of Equipment: Generator and refueler. Personnel Summary

Range

Class 29 Airport Manager 13 Airport Technician

Number of Full-Time Positions

2013-2014 Actual

2014-2015 Actual

2015-2016 Budget

2016-2017 Requested

2016-2017 Recommended

1 2

126

% Chng

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TRANSIT SYSTEM FUND DESCRIPTION The Transit System Fund was established to manage transportation services provided to the citizens of Suffolk. This special revenue fund is supported by fare box revenue, State and Federal grants, and a transfer from the General Fund. The City is contracted with Virginia Regional Transit (VRT) for the operation of the City’s transit service which includes four bus routes and ADA service. FY 2016 ACCOMPLISHMENTS 

Began the process towards receiving federal funding assistance.



Initiated monthly passes for ridership convenience.



Demonstrated gains in ridership across all routes.

FY 2017 OBJECTIVES 

To provide safe, clean and effective public transit. (Goal 4: Transportation)



To provide cost effective local transit service with connections to the Hampton Roads Region. (Goal 4: Transportation)



To continue towards Federal funding assistance to offset declining State Capital and Operating assistance. (Goal 1: Financial Stability)



To implement a Transit Passenger Information System to assist transit riders with making on-time connections and to enhance passenger counting for NTD reporting. (Goal 4: Transportation)

STATISTICS/PERFORMANCE MEASURES Ridership: Green Line (Main St/Godwin Blvd) Orange Line (Lake Kennedy/East Washington) Red Line (Magnolia/East Constance/Main Street) Yellow Line (Holland Road/Saratoga) Blue Line (Harbour View/College Drive/Burbage) Gold Line (Downtown/North Suffolk/HRT Connector) Americans with Disabilities Act (ADA) Ridership

127

FY 15 Actual

FY 16 Projected

FY 17 Estimate

26,092 28,792 8,344 7,105 2,511 4,787 1,353

30,500 34,100 9,800 7,900 3,750 6,250 1,500

32,000 36,000 11,000 9,000 4,500 7,000 1,500

TRANSIT SYSTEM FUND Revenue 2013-2014 Actual

2014-2015 Actual

2015-2016 Budget

2015-2016 YTD to Dec

2016-2017 Requested

% Chng 4% 25% 14% 114% 1% -

Interest on Investments Fare Collections Miscellaneous VRPT Operating Revenue VRPT Capital Revenue Transfer from General Fund

809 46,870 3,036 142,793 1,561 598,779

639 53,055 7,571 152,565 206,665 677,935

50,000 6,000 137,309 48,750 795,395

27,629 3,457 70,502 795,395

55% 58% 51% 0% 100%

52,100 7,500 156,002 104,325 806,625

Total Revenue

793,848

1,098,429

1,037,454

896,983

1,126,552

2016-2017 Recommended

% Chng

52,100 7,500 156,002 104,325 820,832

4% 25% 14% 114% 3%

1,140,759

10%

2016-2017 Recommended

% Chng

Expenditure Summary 2013-2014 Actual

2014-2015 Actual

2015-2016 Budget

2015-2016 YTD to Dec

2016-2017 Requested

% Chng

Transit System

672,274

1,209,090

1,037,454

477,199

46%

1,126,552

1,140,759

10%

Total Expenditures

672,274

1,209,090

1,037,454

477,199

1,126,552

1,140,759

10%

128

DIVISION: TRANSIT SYSTEM (Department of Public Works) Budget Detail 2013-2014 Actual

Account Number: 212-8800053100 53300 53600 55100 55500 55810 58200 93000-50000.165

Professional Services Repair and Maintenance Advertising Utilities Travel and Training Dues & Association Memberships Capital Outlay Transfer to GF-Indirect Cost

Total Operating Expenditures

2014-2015 Actual

607,424 7,004 336 306 745 56,459 $

672,274

2015-2016 Budget

887,358 4,558 90 386 205 678 315,814 $

1,209,090

2015-2016 Exp to Dec

953,424 5,000 500 2,000 850 680 75,000 $

129

1,037,454

% Exp

396,963 190 678 79,369 -

42% 0% 0% 9% 0% 100% 106% -

477,199

2016-2017 Requested 957,522 5,000 500 1,500 850 680 160,500 $

1,126,552

% Chng

2016-2017 Recommended

0% 0% 0% -25% 0% 0% 114% -

% Chng

957,522 5,000 500 1,500 850 680 160,500 14,207

0% 0% 0% -25% 0% 0% 114% -

1,140,759

10%

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DOWNTOWN BUSINESS OVERLAY TAXING DISTRICT FUND DESCRIPTION The Downtown Business Overlay Taxing District (DBOD) is a special fund created to foster economic development in downtown Suffolk. A specific additional real estate tax levy is assessed on properties in the DBOD. Revenues provide funding for enhanced beautification, refuse, sidewalk, and street maintenance services. The proposed FY 2016-2017 real estate tax rate in the DBOD is $.105.

130

DOWNTOWN BUSINESS OVERLAY TAXING DISTRICT FUND Revenue 2013-2014 Actual

2014-2015 Actual

2015-2016 Budget

2015-2016 YTD to Dec

2016-2017 Requested

% Chng

2016-2017 Recommended

% Chng

Real Property Taxes Penalties and Interest Interest on Investments

218,264 2,381 471

223,536 2,267 841

170,000 -

118,795 847 -

70% -

181,000 -

6% -

167,973 -

-1% -

Total Revenue

221,116

226,643

170,000

119,642

70%

181,000

167,973

-1%

Expenditure Summary 2013-2014 Actual

2014-2015 Actual

2015-2016 Budget

2015-2016 YTD to Dec

2016-2017 Requested

% Chng

2016-2017 Recommended

% Chng

Services

120,690

157,779

170,000

71,280

42%

181,000

167,973

-1%

Total Expenditures

120,690

157,779

170,000

71,280

42%

181,000

167,973

-1%

131

DOWNTOWN BUSINESS OVERLAY TAXING DISTRICT FUND Budget Detail 2013-2014 Actual

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

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

Total Operating Expenditures

2014-2015 Actual

2015-2016 Budget

2015-2016 Exp to Dec

% Exp

2016-2017 Requested

% Chng

2016-2017 Recommended

% Chng

67,391 653 14,847 37,798

88,978 1,028 28,102 2,233 37,439

72,000 1,000 57,000 40,000

36,265 265 14,392 2,304 18,054

50% 27% 25% 45%

83,000 1,000 57,000 40,000

15% 0% 0% 0%

69,973 1,000 57,000 40,000

-3% 0% 0% 0%

120,690

157,779

170,000

71,280

42%

181,000

167,973

-1%

Note: 3100 Professional Services provides for beautification and landscape services.

132

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ROUTE 17 SPECIAL TAXING DISTRICT FUND DESCRIPTION The Route 17 Special Taxing District is a special fund created to foster economic development in a specific geographic region of northern Suffolk. A specific additional real estate tax levy is assessed on properties in the Route 17 Special Taxing District. The proposed FY 2016-2017 real estate tax is $.24 for the Route 17 Special Taxing District. The debt service for enhanced road improvements in the taxing district is repaid by the additional real estate tax.

133

ROUTE 17 SPECIAL TAXING DISTRICT FUND Revenue 2013-2014 Actual

2014-2015 Actual

2015-2016 Budget

2015-2016 YTD to Dec

2016-2017 Requested

% Chng

2016-2017 Recommended

% Chng

Real Property Taxes Penalties and Interest

1,544,342 2,391

1,713,579 5,452

1,400,000 -

891,418 437

64% -

1,400,000 -

0% -

1,400,000 -

0% -

Total Revenue

1,546,733

1,719,032

1,400,000

891,855

64%

1,400,000

Expenditure Summary 2013-2014 Actual

2014-2015 Actual

2015-2016 Budget

2015-2016 YTD to Dec

2016-2017 Requested

% Chng

2016-2017 Recommended

% Chng

Route 17 Special Taxing District

2,482,441

971,791

1,400,000

698,355

50%

1,400,000

Total Expenditures

2,482,441

971,791

1,400,000

698,355

50%

1,400,000

134

ROUTE 17 SPECIAL TAXING DISTRICT FUND Budget Detail 2013-2014 Actual

Account Number: 216-8150093000-50000.310 Transfer to Capital Projects 93000-50000.401 Transfer to Debt Service Fund 93000-50000.501 Transfer to Capital Projects - PU Reserve for Capital/Debt Total Operating Expenses

2014-2015 Actual

850,000 732,441 900,000 $

2,482,441

2015-2016 Budget

250,000 721,791 $

971,791

2015-2016 Exp to Dec

260,000 698,355 441,645 $

135

1,400,000

% Exp

698,355 -

0% 100% 0%

698,355

50%

2016-2017 Requested 682,978 717,022 $

1,400,000

% Chng

2016-2017 Recommended

-100% -2% 62% 0%

682,978 717,022 $

1,400,000

% Chng -100% -2% 62% 0%

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ROAD MAINTENANCE FUND DESCRIPTION The Road Maintenance Fund provides for the maintenance of primary and secondary roadways throughout the City of Suffolk including drainage ditches, sidewalks, grass mowing, and litter control. The Division also evaluates, repairs, and upgrades traffic regulatory markings, signage, and traffic signal operations; directs and manages capital and special projects; assists in the review of all site development plans; analyzes impacts relating to current and future transportation issues; administers the City’s street lighting program; and assists in supporting the Roadway Advisory Commission. FY 2016 ACCOMPLISHMENTS 

Inspected 75 bridges to meet state and federal standards and guidelines and replaced three structurally deficient bridge structures on Arthur Drive and Pittmantown Road.



Cleaned/maintained 165,454 linear feet of closed conveyance storm drain system and 464,112 linear feet of open conveyance ditch drainage system.



Developed and implemented signal coordination plans for Downtown, North Main Street, and East Washington Street.

FY 2017 OBJECTIVES 

Continue capital street improvements as identified through the neighborhood street initiative program. (Goal 4: Transportation)



To provide quality maintenance service of the city roadway network and supported assets. (Goal 4: Transportation)

STATISTICS/PERFORMANCE MEASURES Roadway: Number of Lane Miles maintained Number of Lane Miles resurfaced Cost per Lane Mile resurfaced Number of Potholes repaired Average Pothole repair time Linear Feet of Open Conveyance Systems maintained

FY 15 Actual

FY 16 Projected

FY 17 Estimate

1,626 42 $108,977 7,827 72 hours 578,337

1,657 40 $110,000 5,000 72 hours 500,000

1,657 40 $112,000 5,000 72 hours 500,000

104 104

105 105

100%

Traffic: Number of Traffic Signals maintained Number of Traffic Signals receiving preventative maintenance services Percent of Priority 1 Traffic Signal requests repaired within 4 hours

136

ROAD MAINTENANCE FUND Revenue 2013-2014 Actual Sale of Permits Height/Weight Permit Fees Fines & Forfeitures 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 - P&R Grounds Maint (Cemetery) Sale of Service - Refuse Salary Allocation Sale of Service - PW 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 Transfer from Fund Balance

2014-2015 Actual

2015-2016 Budget

2015-2016 YTD to Dec

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

12,887 252,125 165,135 97,314 7,200 48,011 355,571 275,000 14,847 30,000 5,000 5,797 32,370 28,041 38,469 9,985 20,764,829 773 42,922 -

31,542 294,920 268,635 54,873 6,000 536 60,000 291,668 300,000 28,102 30,000 5,000 7,800 26,082 16,930 55,000 45,000 20,000 15,000 3,600 9,830 21,672 9,950 21,512,965 1,435 44,757 -

20,000 175,000 200,000 150,000 6,000 200,000 60,000 350,000 300,000 57,000 60,000 5,000 20,000 25,000 35,000 55,000 45,000 20,000 15,000 5,000 10,000 7,500 15,000 21,705,092 2,000 5,000,000

19,037 146,520 114,204 4,800 18,000 50,623 41,581 14,392 27,513 2,500 5,300 11,240 3,524 2,889 157,597 7,700 11,366,536 6,650 -

22,186,277

23,161,298

28,542,592

12,000,607

Total Revenue

95% $ 84% 57% 0% 80% 9% 0% 14% 14% 25% 46% 50% 27% 45% 0% 0% 0% 0% 0% 70% 29% 2101% 51% 52% 333% 0% 42%

2016-2017 Requested

% Chng

35,000 200,000 200,000 150,000 6,000 200,000 60,000 200,000 300,000 57,000 60,000 15,000 10,000 30,000 55,000 45,000 20,000 15,000 15,000 5,000 7,500 12,000 22,733,072 2,000 2,600,000

75% $ 14% 0% 0% 0% 0% 0% -43% 0% 0% 0% 200% -50% 20% -100% 0% 0% 0% 0% 200% -50% 0% -20% 5% 0% -48%

27,032,572

-5%

2016-2017 Requested

% Chng

2016-2017 Recommended

% Chng

35,000 200,000 200,000 150,000 6,000 200,000 60,000 200,000 300,000 57,000 60,000 15,000 20,000 30,000 55,000 45,000 20,000 15,000 5,000 5,000 7,500 12,000 23,523,116 2,000 2,600,000

75% 14% 0% 0% 0% 0% 0% -43% 0% 0% 0% 200% 0% 20% -100% 0% 0% 0% 0% 0% -50% 0% -20% 8% 0% -48%

27,822,616

-3%

Expenditure Summary 2013-2014 Actual

2014-2015 Actual

2015-2016 Budget

2015-2016 YTD to Dec

2016-2017 Recommended

% Chng

Road Maintenance Traffic Engineering

19,647,268 3,770,919

19,995,061 4,389,639

23,859,928 4,682,664

8,939,523 2,042,370

37% 44%

22,223,464 4,809,108

-7% 3%

22,881,244 4,941,372

-4% 6%

Total Expenditures

23,418,188

24,384,700

28,542,592

10,981,893

38%

27,032,572

-5%

27,822,616

-3%

A - Land use and commercial drive permits issued to public

M - Services provided to Public Utilities

B - Height & Weight Permit Fees

N - Charges to developers for plans review by Engineering.

C - Wide load and overweight citations allocated towards Road Maintenance

O - Services provided to Grounds Maintenance division for cemetery work

D - 7 yr. adv st. light pymts (Dev.) for st. light maint csts for new dev. Pro Rtd Bases

P - Services provided to Refuse for salary allocation

E - Charges fr developers for new st. signs related to new developments

Q - Services provided to PW for salary allocation

F - Chrgs to developers for inspectn by Traf. Engin. of traf. sgnl constrctn

R - Cost to install street lights

G - Ditch cleaning services to Stormwater - mosquito control.

S -Preliminary plan and traffic impact analysis review

H - Services provided to Capital Projects Fund for roadwork.

T - Services provided to P&R for banner placement

I - BMP residential maintenance and enhanced street sweeping services provided to SW Fund

U - Salvage of damaged guardrail and other miscellaneous metal

J - Enhanced street sweeping, roadside beautification, and clean up services provided to DBOD

V - Misc services to depts (signs, pavemt markers, research & engineering)

K - Non-VDOT funded activities - Misc Services (ex. Dirt roads)

W - Payment for Virginia Logo System Rights on City Right of Way

L - Incinerator usage fee for euthanized animals

X - State revenue estimate based on 1326.30 lane miles x $11,719 secondary & 399.85 x $19,958 primary Y - Insurance recovery for public property accident damage

137

DIVISION: ROADWAY - TRAFFIC ENGINEERING (Department of Public Works) Budget Detail 2013-2014 Actual

Account Number: 210-4140051100.02 51100.04 52100 52210 52400 53100 53100.26 53200 53300 54100 54200 54500 55100 55210 55230 55500 55810 56001 56011 56012 56014 56017 58200 58210 58215 93000-50000.601

Salaries and Wages $ Salaries and Wages - Overtime FICA VRS Retirement Group Life Professional Services Professional Services - Traffic Signal Ins Temporary Help Service Fees Repair and Maintenance Information Technology Fleet Risk Management Utilities (Street Lights) Postage Telecommunications Travel and Training Dues and Association Memberships Office Supplies Uniforms & Wearing Apparel Books & Subscriptions Other Operating Supplies Copier Costs Capital Outlay New Street Light Installation Improvements (signals/signs) Transfer to Fleet (cash funded equipment purchases)

Total Operating Expenditures

2014-2015 Actual

2015-2016 Budget

2015-2016 Exp to Dec

831,606 65,862 64,258 135,891 9,939 105,866 12,856 244,572 153,953 264,772 1,300,825 319 9,711 10,840 2,951 5,935 10,166 1,283 418,932 8,756 27,044 12,070 72,513 -

867,338 76,826 67,070 126,475 10,170 130,350 43,665 21,145 255,354 189,062 256,169 1,381,969 683 15,579 10,508 3,158 4,175 9,310 1,049 407,769 10,866 101,449 8,074 391,427 -

970,701 75,566 80,039 132,323 12,813 300,000 200,000 15,000 131,825 140,500 245,217 1,250,000 1,000 9,480 18,000 3,500 4,000 15,000 1,500 763,477 2,724 240,000 20,000 50,000 -

452,728 33,522 34,525 61,780 5,306 114,285 15,315 65,912 83,673 122,609 587,399 37 7,119 3,510 2,985 1,683 4,953 87 324,437 6,605 19,224 2,824 91,851 -

3,770,919

4,389,639

4,682,664

2,042,370

% Exp

2016-2017 Requested

% Chng

47% $ 44% 43% 47% 41% 38% 0% 102% 50% 60% 50% 47% 4% 75% 19% 85% 42% 33% 6% 42% 242% 8% 14% 184% -

1,024,425 75,000 84,106 131,536 13,522 300,000 200,000 15,000 131,825 140,500 245,217 1,500,000 1,000 16,000 18,000 5,000 4,000 15,000 1,500 643,477 14,000 110,000 20,000 100,000 -

44%

4,809,108

2016-2017 Recommended

6% $ -1% 5% -1% 6% 0% 0% 0% 0% 0% 0% 20% 0% 69% 0% 43% 0% 0% 0% -16% 414% -54% 0% 100% 3%

1,091,434 77,077 89,391 120,385 14,298 300,000 200,000 15,000 142,870 165,587 279,228 1,500,000 1,000 12,919 18,000 5,000 4,000 15,000 1,500 643,477 15,205 110,000 20,000 100,000 -

12% 2% 12% -9% 12% 0% 0% 0% 8% 18% 14% 20% 0% 36% 0% 43% 0% 0% 0% -16% 458% -54% 0% 100% -

4,941,372

Personnel Summary

Range

Class 31 25 25 21 21 21 18 18 16 16 16 15 13 13 12 12 10 10

Traffic Engineer Assistant Traffic Engineer Transportation Planner Sign & Paint Manager Traffic Signals System Superintendent Engineering Analyst Engineering Technician Traffic Signal Technician II Traffic Signal Technician I Sign Maintenance Manager Paint Supervisor Senior Sign Mechanic Accounting Technician Sign Mechanic Highway Paint Equipment Operator Secretary I Paint Technician Sign Technician

Number of Full-Time Positions

2013-2014 Actual

2014-2015 Actual 1 1

2015-2016 Budget 1 1

2016-2017 Requested 1 1

1 1 1 1 2 3 1 1 1 1 2 1 1 2 2

1 1 1 2 2 3 1 1 1 -

138

2016-2017 Recommended 1 1 1 1 1 1 2 2 3 1 1 1

% Chng

1 1 1 1 1 2 2 3 1 1 1 -

2 1 1 3 2

DIVISION: ROADWAY - MAINTENANCE (Department of Public Works) Budget Detail 2013-2014 Actual

Account Number: 210-41200 51100.02 51100.04 52100 52210 52400 53000.06 53000.10 53000.12 53000.16 53100 53100.22 53200 53300 53310 53500 54100 54200 54500 55210 55230 55420 55500 55810 56001 56011 56012 56014 56017 56024 58200 91400-59902 93000-50000.165 93000-50000.310 93000-50000.601 95100-59120

Salaries and Wages $ Salaries and Wages - Overtime FICA VRS Retirement Group Life Purchase Services - Stormwater Fund Purchase Services - General Fund (landsc Purchase Services - General Fund (Police Purchase Services - Refuse Fund Professional Services Medical Services Temporary Help Service Fees Repair and Maintenance Repairs - Bridges Printing and Binding Information Technology Fleet Risk Management Postage Telecommunications Lease/Rent of Buildings Travel and Training Dues and Association Memberships Office Supplies Uniforms & Wearing Apparel Books and Subscriptions Other Operating Supplies Copier Costs Street Improvements Capital Outlay Contingency Indirect Costs Transfer to Capital Projects Transfer to Fleet (cash funded equipment purchases) Interest

Total Operating Expenditures

2014-2015 Actual

2015-2016 Budget

2015-2016 Exp to Dec

% Exp

2016-2017 Requested

3,124,440 428,434 254,008 509,532 37,586 7,489 141,763 23,691 85,220 315 6,660 124,587 1,394,025 875 239,741 2,084,157 1,132,916 234 3,902 157,524 34,887 1,398 6,827 41,186 701 250,617 14,278 5,701,281 164,298 631,697 600,000 2,443,000 -

2,998,710 503,053 248,259 433,272 35,941 170,000 2,030 88,834 27,932 71,598 85,466 1,642,423 507 306,444 2,119,363 1,106,848 41 6,655 144,397 21,485 4,911 4,977 42,714 306 374,577 19,769 6,382,753 65,787 705,009 2,381,000 -

3,623,488 186,900 291,495 492,706 47,830 170,000 28,000 100,000 20,000 100,000 3,500 150,000 4,283,582 1,500 314,883 1,767,213 1,040,629 300 10,933 160,000 40,000 4,000 15,000 60,000 1,000 670,000 10,404 6,959,051 2,566,000 188,663 552,851 -

1,539,335 127,542 118,359 207,083 18,155 85,000 1,280 49,987 10,109 24,942 24,030 297,185 145 157,442 809,537 520,315 3 2,308 90,689 7,822 1,000 2,127 20,373 157,416 10,457 3,788,702 591,756 276,425 -

42% $ 68% 41% 42% 38% 50% 5% 50% 51% 25% 0% 16% 7% 10% 50% 46% 50% 1% 21% 57% 20% 25% 14% 34% 0% 23% 101% 54% 23% 0% 50% -

19,647,268

19,995,061

23,859,928

8,939,523

37%

% Chng

3,650,316 186,900 293,547 468,701 48,184 170,000 28,000 100,000 20,000 100,000 3,500 150,000 2,750,000 1,500 314,883 1,767,213 1,040,629 300 10,933 40,000 5,000 10,000 60,000 1,000 570,000 25,000 6,150,000 2,930,000 126,244 552,851 648,763 22,223,464

2016-2017 Recommended

1% $ 0% 1% -5% 1% 0% 0% 0% 0% 0% 0% 0% -36% 0% 0% 0% 0% 0% 0% -100% 0% 25% -33% 0% 0% -15% 140% -12% 14% -33% 0% -7%

3,853,430 190,638 309,371 425,033 50,480 170,000 28,000 100,000 20,000 100,000 3,500 150,000 2,750,000 1,500 300,520 1,818,811 1,260,315 300 7,696 2,003 40,000 5,000 10,000 60,000 1,000 570,000 23,646 6,150,000 2,930,000 308,018 593,220 648,763

6% 2% 6% -14% 6% 0% 0% 0% 0% 0% 0% 0% -36% 0% -5% 3% 21% 0% -30% -99% 0% 25% -33% 0% 0% -15% 127% -12% 14% 63% 7% -

22,881,244

-4%

Personnel Summary

Range

Class 36 31 30 25/29/30 25/27 23 19 18 17 17 15 15 15 13/15 13 13 12 9/11 11 11 11 10

Assistant Director of PW-Operations Public Works General Manager Operations Manager Civil Engineer I/II/III Operations Superintendent I/II Operations Office Manager Technical Asset Manager Construction Inspector Street Foreman Maintenance Mechanic Labor Supervisor Asset Management Data Technician Permit Technician-Weights/Measures Heavy Equipment Operator I / II Secretary II Accounting Technician Litter Control Coordinator Street Maintenance Worker I / II Street Sweeper Operator Skilled Laborer Time Keeper Office Assistant II

Number of Full-Time Positions

2013-2014 Actual

2014-2015 Actual 1

1 1 1 1 7 1

1 1 7 1 1 1 14 3 1 1 1 31 1 1 1 28 3 1 1 1 101

2015-2016 Budget

2016-2017 Requested 1 1 1 1 7 1

2016-2017 Recommended 1 1 1 1 7 1

1 1 1 1 7 1

2 14 3 1 31 1 1 28 3 1 1 1

2 14 3 1 31 1 2 28 3 1 1 1

3 14 3 1 31 2 28 4 1 1 1

3 14 3 1 31 2 28 3 1 1 1

100

101

100

139

% Chng

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.

140

GRANTS FUND Revenue 2013-2014 Actual

2014-2015 Actual

2015-2016 Budget

2015-2016 YTD to Dec

2016-2017 Requested

% Chng

2016-2017 Recommended

% Chng

Transfer from General Fund Transfer from Capital Fund CDBG Annual Allocation HOME Annual Allocation Revenue from the Commonwealth Revenue from the Federal Government Miscellaneous

206,618 384,182 2,291,120 26,726

286,518 208,445 463,358 662,966 379,564 436,089 337,223

350,000 314,410 -

162,886 117,732 543,613 88,681

47% 0% -

547,579 304,567 -

56% -3% -

350,000 304,567 -

0% -3% -

Total Revenue

2,908,647

2,774,162

664,410

912,912

137%

852,146

28%

654,567

-1%

2016-2017 Requested

% Chng

Expenditure Summary 2013-2014 Actual

2014-2015 Actual

2015-2016 Budget

2015-2016 YTD to Dec

2016-2017 Recommended

% Chng

Grants Operating Expenditures

2,850,147

2,506,943

664,410

869,015

131%

852,146

28%

654,567

-1%

Total Expenditures

2,850,147

2,506,943

664,410

869,015

131%

852,146

28%

654,567

-1%

141

GRANTS FUND Budget Detail 2013-2014 Actual

Account Number: 211-91400 59905 Local Cash Match Requirements $ CDBG Funding Allocation: CDBG Administration Geneive Shelter ForKids Homeless Shelter Habitat for Humanity-SHR Western Tidewater Free Clinic SRHA Emergency Repair Program Ches. Bay Presvtn-Septic Pump Out P Suffolk - Neighborhood Stabilization HOME Grant Allocation: Lead Agency Admin-Suffolk CHDO-Admin. Isle of Wight Southampton Franklin Other Funding Allocation: Judicial Public Safety Public Works Health and Welfare Education Parks, Recreation and Cultural Community Development

2014-2015 Actual $

2015-2016 Budget $

350,000

2015-2016 Exp to Dec $

% Exp

2016-2017 Requested $

547,579

% Chng 56%

2016-2017 Recommended $

350,000

% Chng 0%

71,131 10,500 2,000 34,240 61,125 575 95,285

53,676 17,366 20,000 30,000 17,803 300 845

23,267 810 -

222,327 60,870 50,163 6,967 72,904

84,012 405,412 81,079 3,346 89,117

60,799 255 3,000 34,603

682,841 955,283 23,393 77,923 88,641 -

677,590 316,841 19,088 21,397 344,858 -

324,687 103,023 7,195 30,260 24,956

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

333,980

324,214

256,161

81%

304,567

-3%

2,850,147

869,015

131%

654,567

-1%

Total Operating Expenses

2,506,943

314,410 $

142

664,410

304,567

-3%

852,146

28%

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LAW LIBRARY FUND DESCRIPTION The Law Library Fund was established to provide the general public and legal community access to current legal and consumer protection information at no cost. A special fee of $4.00 is levied on civil court cases in the General District and Circuit courts. This fee is held in a separate fund for the purpose of providing the public and Officers of the Court with a reliable network of legal information and educational support. This fund also supports community outreach efforts, legal publications, the salaries of support staff, and operating costs. FY 2016 ACCOMPLISHMENTS 

Provided the general public, attorneys, professionals with free legal resources.

and

other

FY 2017 OBJECTIVES 

To coordinate with City departments and agencies to enhance awareness of resources available in the Law Library. (Goal 5: Civic Engagement and Responsive City Services)



To maximize the number of individuals assisted by law library resources. (Goal 5: Civic Engagement and Responsive City Services)

STATISTICS/PERFORMANCE MEASURES Number of Patron visits: Public Attorney

143

CY 14 Actual

CY 15 Actual

CY 16 Estimate

1,669 2,659

1,397 2,493

1,400 2,800

LAW LIBRARY FUND Revenue 2013-2014 Actual

2014-2015 Actual

2015-2016 Budget

2015-2016 YTD to Dec

2016-2017 Requested

% Chng

2016-2017 Recommended

% Chng

Interest on Investments Law Library Fees Miscellaneous Fees

637 37,580 77

753 39,120 191

44,562 -

18,130 763

41% -

41,774 -

-6% -

41,774 -

-6% -

Total Revenue

38,294

40,065

44,562

18,893

42%

41,774

-6%

41,774

-6%

Expenditure Summary 2013-2014 Actual

2014-2015 Actual

2015-2016 Budget

2015-2016 YTD to Dec

2016-2017 Requested

% Chng

2016-2017 Recommended

% Chng

Circuit Court - Law Library

30,792

33,543

44,562

17,400

39%

41,774

-6%

41,774

-6%

Total Expenditures

30,792

33,543

44,562

17,400

39%

41,774

-6%

41,774

-6%

144

LAW LIBRARY FUND Budget Detail 2013-2014 Actual

Account Number: 213-2190051100.06 52100 54100 55230 55500 55810 56001 56012 56017 58200

Salaries and Wages - Part-time FICA Information Technology Telecommunications Travel & Training Dues and Association Memberships Office Supplies Books and Subscriptions Copier Costs Capital Outlay

Total Operating Expenditures

2014-2015 Actual

2015-2016 Budget

2015-2016 Exp to Dec

% Exp

2016-2017 Requested

15,391 1,226 88 325 298 12,431 1,033 -

16,463 1,187 88 663 489 13,613 1,040 -

20,000 1,530 724 200 20 1,000 17,000 1,088 3,000

8,212 416 244 140 7,806 584 -

41% 27% 34% 0% 0% 14% 46% 54% 0%

20,000 1,530 724 200 20 1,000 17,000 1,300 -

30,792

33,543

44,562

17,400

39%

41,774

145

% Chng

2016-2017 Recommended

0% $ 0% 0% 0% 0% 0% 0% 19% -100% -6%

% Chng

20,400 1,561 516 200 20 1,000 16,782 1,295 -

2% 2% -29% 0% 0% 0% -1% 19% -100%

41,774

-6%

_____________________________________________________________________________________

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

146

DEBT SERVICE FUND Revenue 2013-2014 Actual

2014-2015 Actual

2015-2016 Budget

2015-2016 YTD to Dec

2016-2017 Requested

% Chng

2016-2017 Recommended

% Chng

Interest on Investments 2011 VPSA Interest Refund Miscellaneous Local Bond Issues Transfer from General Fund Transfer from Grant Fund (CDBG 108 loan) Transfer from Rt 17 Special Taxing District Fund Balance

1,764 295,800 6,706,968 24,822,588 333,980 732,441 -

40 295,481 24,600,020 26,552,540 324,214 721,791 -

27,239,952 314,410 698,355 -

15 148,538 17,543,430 10,080,157 256,161 698,355 -

37% 81% 100% -

26,965,413 304,567 682,978 2,000,000

-1% -3% -2%

27,024,913 304,567 682,978 2,000,000

-1% -3% -2%

Total Revenue

32,893,541

52,494,087

28,252,717

28,726,656

102%

29,952,958

30,012,458

2016-2017 Requested

% Chng

Expenditure Summary 2013-2014 Actual

2014-2015 Actual

2015-2016 Budget

2015-2016 YTD to Dec

2016-2017 Recommended

% Chng

Consolidated Debt

32,806,362

52,519,240

28,252,717

28,851,227

102%

29,952,958

30,012,458

Total Expenditures

32,806,362

52,519,240

28,252,717

28,851,227

102%

29,952,958

30,012,458

147

DEBT SERVICE FUND Budget Detail 2013-2014 Actual

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

2014-2015 Actual

2015-2016 Budget

2015-2016 Exp to Dec

% Exp

2016-2017 Requested

% Chng

2016-2017 Recommended

% Chng

22,077,996 10,194,993 533,372 -

40,266,016 10,323,524 508,944 920,756 500,000

16,760,462 10,992,255 500,000 -

23,581,707 4,859,659 409,860 -

141% 44% 82% -

16,311,132 11,141,826 500,000 2,000,000

-3% 1% 0% -

16,311,132 11,201,326 500,000 2,000,000

-3% 2% 0% -

32,806,362

52,519,240

28,252,717

28,851,227

102%

29,952,958

30,012,458

148

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PUBLIC UTILITIES FUND DESCRIPTION The Department of Public Utilities is responsible for the operation, maintenance, and expansion of the City’s water and wastewater collection systems. The Department is comprised of the Divisions of Administration, Customer Service, Line Maintenance, Maintenance, Engineering and Water Production/Quality which manage and operate the G. Robert House Water Treatment Plant, 144 sanitary sewer pump stations, 344 miles of sewer mains, and 467 miles of water mains. An increase in the water and sewer collection rates has been proposed in the FY 2016-2017 budget. The proposed water rate will increase to $9.03 per 100 cubic feet from the established FY 2015-2016 rate of $8.86 per cubic feet. The proposed sewer collection rate will increase to $6.97 per 100 cubic feet from the established FY 2015-2016 rate of $6.74 per 100 cubic feet. FY 2016 ACCOMPLISHMENTS 

Refinanced and restructured approximately $60 million of existing debt to minimize future near-term utility rate increases while continuing capital improvement needs.



Continued the reduction in experienced wet weather sanitary sewer overflows through ongoing find and fix programs, sewer system overflow evaluation process, enhanced preventive gravity sewer collection system and pump station wet well cleaning, MOM activities, and capital plan sewer system facility upgrades.



Completed numerous capital projects including the Shoulder Hill 24-inch water transmission main, the Kenyon Road Connector 16-inch water transmission main, rehabilitation/painting of North Suffolk Elevated Storage, and the Turlington Road and Turlington Park sanitary sewer extension projects.

FY 2017 OBJECTIVES 

To reevaluate and adjust the Utility Fund 10 Year Capital Improvements Plan to ensure projects are implemented within the appropriate schedule to meet demands and minimize unnecessary financial impacts to the system’s customers. (Goal 1: Financial Stability)



To utilize modeling and enhanced technology to increase efficiencies in the operation of the utility systems and delivery of service. (Goal 5: Civic Engagement and Responsive City Services)



To continue established programs in accordance with Consent Order to minimize sanitary sewer overflows. (Goal 5: Civic Engagement and Responsive City Services)

STATISTICS/PERFORMANCE MEASURES Number of Water Customers Number of Sewer Customers Number of Sanitary Sewer Overflows Number of Wet Weather Capacity Related overflows Number of Plan Reviews Percent of Plan Reviews completed within 30 days Debt Service Ratio

149

FY 15 Actual 24,912 21,486 35 8

FY 16 Projected 25,200 21,800 25 8

FY 17 Estimate 25,600 22,200 25 8

167 100%

140 100%

150 100%

1.25

1.2

1.15

UTILITY FUND Revenue 2013-2014 Actual

2014-2015 Actual

2015-2016 Budget

2015-2016 YTD to Dec

2016-2017 Requested

% Chng

2016-2017 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 Fund Balance

70,847 212,713 2,485,475 3,172,415 17,338,015 50,185 1,721,092 117,000 11,025,318 51,375 417,521 2,539,770 486,438 25,844 456,001 -

59,771 189,116 2,230,740 3,344,059 18,059,326 78,160 2,101,724 117,790 12,408,269 65,765 449,944 2,282,243 483,568 55,534 565,595 -

70,000 1,304,975 200,000 2,070,000 3,097,980 19,736,064 50,000 2,320,026 140,000 13,284,061 50,000 400,000 2,250,000 476,550 25,000 1,000,000

31,874 65,420 2,276,185 1,633,056 9,613,508 100,075 1,071,966 58,500 6,262,935 241,380 290,881 2,287,013 237,872 160,228 -

46% 0% 33% 110% 53% 49% 200% 46% 42% 47% 483% 73% 102% 50% 641% -

60,200 1,400,000 175,000 2,070,000 3,462,430 20,254,290 50,000 2,978,100 117,000 13,591,500 50,000 475,000 2,250,000 468,130 60,000 2,500,000

-14% 7% -13% 0% 12% 3% 0% 28% -16% 2% 0% 19% 0% -2% 140% -

60,200 1,400,000 175,000 2,070,000 3,462,430 20,254,290 50,000 2,978,100 140,000 13,591,500 50,000 475,000 2,250,000 468,130 60,000 2,500,000

-14% 7% -13% 0% 12% 3% 0% 28% 0% 2% 0% 19% 0% -2% 140% -

Total Revenue

40,170,008

42,491,605

46,474,656

24,330,893

52%

49,961,650

49,984,650

2016-2017 Requested

% Chng

Expenditure Summary 2013-2014 Actual

2014-2015 Actual

2015-2016 Budget

2015-2016 YTD to Dec

2016-2017 Recommended

% Chng

Administration Customer Service Line Maintenance Maintenance Water Production Engineering Non-Departmental

1,036,533 1,278,985 3,058,860 2,831,897 7,830,397 1,502,391 26,868,407

970,012 1,247,623 3,094,405 3,012,217 7,953,788 1,324,257 31,997,824

1,150,139 1,598,504 3,399,147 3,812,742 9,262,180 1,478,556 25,773,388

489,052 774,940 1,754,426 1,768,471 3,709,175 683,497 10,070,112

43% 48% 52% 46% 40% 46% 39%

1,145,021 1,730,148 3,487,011 3,726,330 9,824,780 1,399,065 28,649,294

0% 8% 3% -2% 6% -5% 11%

1,215,956 1,778,558 3,619,206 3,955,893 9,923,420 1,440,406 28,051,212

6% 11% 6% 4% 7% -3% 9%

Total Expenditures

44,407,470

49,600,125

46,474,656

19,249,673

41%

49,961,650

49,984,650

150

DEPARTMENT: PUBLIC UTILITIES - ADMINISTRATION Budget Detail 2013-2014 Actual

Account Number: 501-8951051100.02 51100.04 52100 52210 52400 53100 53300 53500 53600 54100 54200 54500 55100 55210 55230 55420 55500 55810 56001 56011 56012 56017 58200

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

Total Operating Expenses

2014-2015 Actual

445,852 285 32,443 73,926 5,592 188,402 314 65,096 20,400 87,323 12,036 1,248 4,927 84,306 582 5,323 1,259 215 4,560 2,444

1,036,533

2015-2016 Budget

2015-2016 Exp to Dec

% Exp

2016-2017 Requested

% Chng

2016-2017 Recommended

480,727 263 35,218 0 5,453 217,698 111 115 62,597 16,166 74,698 3,361 122 7,450 46,627 699 5,860 2,574 7,557 2,716

537,287 3,060 41,337 74,042 7,092 300,000 200 250 250 40,309 26,100 80,412 500 9,047 10,228 3,000 5,000 5,000 1,500 750 4,776 -

270,377 390 19,560 37,002 2,980 74,741 20,155 5,132 40,206 101 3,141 5,834 800 3,857 776 259 100 3,641 -

50% 13% 47% 50% 42% 25% 0% 0% 0% 50% 20% 50% 20% 35% 57% 27% 77% 16% 17% 13% 76% -

537,287 3,000 41,332 68,988 7,092 300,000 200 250 250 40,309 26,100 80,412 500 9,047 10,228 3,000 5,000 5,000 1,500 750 4,776 -

0% -2% 0% -7% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% -

574,663 3,060 44,196 63,385 7,528 300,000 200 250 250 72,204 9,883 98,171 500 8,341 10,228 3,000 5,000 5,000 1,500 750 7,846 -

970,012

1,150,139

489,052

43%

1,145,021

1,215,956

53100 - Professional Services: Consulting services. Personnel Summary

Range

Class 44 36 31 23 20 16 14 14 13 9 8

Director of Public Utilities Assistant Director of Public Utilities Utility Operations Manager Data Quality Control Technician FOG Program Manager Water Distribution Operator Parts and Procurement Specialist Executive Secretary Accounting Technician Utility System Worker Office Assistant I

Number of Full-Time Positions

2013-2014 Actual

2014-2015 Actual 1 1 1 1 1 1

1 1 1 1 1 1 1 1 1

1 1 -

2015-2016 Budget 1 1 1 1 -

2016-2017 Requested

151

2016-2017 Recommended 1 1 1 1

1 1 1 1 -

1 1 1 1 1

% Chng 7% 0% 7% -14% 6% 0% 0% 0% 0% 79% -62% 22% 0% -8% 0% 0% 0% 0% 0% 0% 64% 6%

DEPARTMENT: PUBLIC UTILITIES - CUSTOMER SERVICE Budget Detail 2013-2014 Actual

Account Number: 501-8952051100.02 51100.04 51100.06 52100 52210 52400 53000.16 53100 53300 53320 53500 54100 54200 54500 55100 55210 55230 55420 55500 55810 56001 56011 56012 56014 56017 58200

Salaries and Wages $ Salaries and Wages - Overtime Salaries and Wages - Part-time FICA VRS Retirement Group Life Purchased Services - Refuse Collection Professional Services Repairs and Maintenance Maintenance Service Contracts Printing and Binding Information Technology Fleet Risk Management Utilities Postal Service Telecommunications 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

2014-2015 Actual

542,063 12,964 39,145 89,283 6,456 927 146,564 526 403 47,947 86,831 172,127 528 2,069 1,337 174 2,454 3,734 119 12,743 5,484 105,107

1,278,985

2015-2016 Budget

498,948 20,953 36,696 0 6,321 400 327,501 10,762 715 43,949 75,229 164,023 660 4,988 12,408 100 252 4,025 5,825 109 16,048 7,049 10,662

1,247,623

2015-2016 Exp to Dec

639,371 25,500 15,700 50,863 87,378 8,440 300 341,650 12,000 7,200 4,000 85,987 70,666 157,432 6,450 500 8,621 21,270 1,500 500 2,500 7,500 100 14,000 4,777 24,300

1,598,504

% Exp

2016-2017 Requested

314,646 17,460 4,887 23,633 43,032 3,542 91,160 3,855 272 42,994 38,031 78,716 89 2,311 10,635 820 156 1,521 3,293 50 12,152 3,384 78,300

49% 68% 46% 49% 42% 0% 27% 32% 0% 7% 50% 54% 50% 0% 18% 27% 50% 55% 31% 61% 44% 50% 87% 71% 322%

774,940

48%

% Chng

714,553 25,500 15,700 57,815 91,749 9,432 300 384,000 12,000 3,900 4,000 89,974 72,786 178,371 5,800 500 8,621 21,270 1,500 500 3,000 7,500 100 14,000 4,777 2,500 1,730,148

2016-2017 Recommended

12% 0% 14% 5% 12% 0% 12% 0% -46% 0% 5% 3% 13% -10% 0% 0% 0% 0% 0% 20% 0% 0% 0% 0% -90%

774,442 25,500 16,014 61,196 85,421 10,145 300 344,000 12,000 3,900 4,000 80,035 72,225 217,157 5,800 500 8,136 21,270 1,500 500 3,000 7,500 100 14,000 7,417 2,500

20% -2% 20% 0% 1% 0% -46% 0% -7% 2% 38% -10% 0% -6% 0% 0% 0% 20% 0% 0% 0% 55% -90%

1,778,558

11%

53100 - Professional Service: Contracted meter reading service. 56014 - Other Operating Supplies: Hand tools and protective equipment for meter service staff. Personnel Summary

Range

Class 23 20 20 20 17 16 13 10 9

Operational Account Manager Customer Service Manager Assistant Customer Service Manager Field Account Manager Meter Services Supervisor Water Distribution System Operator Accounting Technician Customer Service Representative Water Meter Service Worker

Number of Full-Time Positions

2013-2014 Actual

2014-2015 Actual

2015-2016 Budget

1 1

2016-2017 Requested 1

2 6 8

2 2 6 8

152

1 -

1 1

2016-2017 Recommended

% Chng

1 1 -

2 3 6 8

21% 0%

DEPARTMENT: PUBLIC UTILITIES - LINE MAINTENANCE Budget Detail 2013-2014 Actual

Account Number: 501-8953051100.02 51100.04 52100 52210 52400 53000.02 53000.16 53100 53300 53320 54100 54200 54500 55100 55230 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 Repairs and Maintenance Maintenance Service Contract Information Technology Fleet Risk Management Utilities Telecommunications Lease/Rent of Equipment Lease/Rent of Building 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

2014-2015 Actual

2015-2016 Budget

2015-2016 Exp to Dec

% Exp

2016-2017 Requested

846,548 103,770 68,683 138,984 10,093 5,797 909 15,622 696,909 60,032 381,188 299,660 12,243 10,769 28,400 648 131,278 2,454 15,660 196,287 2,136 21,068 9,724

813,397 119,693 66,692 0 9,702 7,800 182 26,616 878,304 78,366 437,217 278,173 2,839 12,995 5,662 1,648 128,313 970 13,733 182,011 3,051 27,040 -

932,462 153,000 83,038 130,957 12,309 20,000 800 26,800 750,000 8,010 103,799 454,822 275,181 17,275 19,651 10,000 4,000 132,000 1,500 19,500 215,000 2,043 27,000 -

404,671 72,427 34,607 55,845 5,069 5,300 9,784 563,184 51,899 227,785 137,591 6,601 6,431 5,550 848 31,949 349 8,117 116,913 1,574 7,932 -

43% 47% 42% 43% 41% 27% 0% 37% 75% 0% 50% 50% 50% 38% 33% 56% 21% 24% 23% 42% 54% 77% 29% -

932,462 153,000 83,038 119,728 12,308 20,000 800 28,000 800,000 8,010 106,913 468,467 299,591 14,000 19,651 10,000 4,000 132,000 1,500 19,500 225,000 2,043 27,000 -

3,058,860

3,094,405

3,399,147

1,754,426

52%

3,487,011

% Chng

2016-2017 Recommended

0% 0% 0% -9% 0% 0% 0% 4% 7% 0% 3% 3% 9% -19% 0% 0% 0% 0% 0% 0% 5% 0% 0% -

1,057,187 153,000 92,579 116,608 13,849 20,000 800 28,000 800,000 8,010 91,476 431,351 352,655 14,000 17,415 10,000 4,000 132,000 1,500 19,500 225,000 3,276 27,000 -

13% 0% 11% -11% 13% 0% 0% 4% 7% 0% -12% -5% 28% -19% -11% 0% 0% 0% 0% 0% 5% 60% 0% -

3,619,206

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 23 18 15 12 11 9

Line Maintenance Manager Assistant Line Maintenance Manager Labor Supervisor Line Maintenance Technician Skilled Laborer Utility System Worker

Number of Full-Time Positions

2013-2014 Actual

2014-2015 Actual

2015-2016 Budget

2016-2017 Requested

2016-2017 Recommended

1 1 3 3 11 7

1 1 3 3 11 8

1 1 3 3 12 8

153

% Chng

DEPARTMENT: PUBLIC UTILITIES - MAINTENANCE Budget Detail 2013-2014 Actual

Account Number: 501-8954051100.02 51100.04 52100 52210 52400 53000.16 53100 53300 53320 54100 54200 54500 55100 55230 55410 55420 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 Repairs and Maintenance Maintenance Service Contract Information Technology Fleet Risk Management Utilities Telecommunications Lease/Rent of Equipment Lease/Rent of Building Travel and Training Dues and Association Memberships Office Supplies Uniforms & Wearing Apparel Other Operating Supplies Copier Costs Capital Outlay

Total Operating Expenses

2014-2015 Actual

771,409 96,187 63,278 125,964 9,225 927 52,227 176,190 47,252 247,925 245,590 253,297 13,634 549,890 37,800 114 5,896 404 12,489 105,210 1,974 15,015

2,831,897

2015-2016 Budget

778,767 81,312 61,946 (0) 9,305 945 12,152 262,942 60,316 389,483 243,430 295,807 17,301 678,639 (3) 5,964 607 14,168 96,083 3,053 3,012,217

2015-2016 Exp to Dec

% Exp

2016-2017 Requested

% Chng

870,610 142,800 77,526 118,992 11,492 800 42,000 305,000 6,120 107,510 424,282 225,101 243,430 15,987 999,000 4,000 6,500 2,300 17,250 190,000 2,042 -

399,118 41,593 31,819 54,209 4,734 491 4,283 146,462 53,755 224,149 112,550 107,732 6,702 492,904 135 5,787 290 7,354 72,832 1,574 -

46% 29% 41% 46% 41% 61% 10% 48% 0% 50% 53% 50% 44% 42% 49% 3% 89% 13% 43% 38% 77% -

870,610 142,800 77,526 111,786 11,492 800 97,000 305,000 6,120 110,753 437,010 231,854 275,000 15,987 850,000 4,000 7,000 2,300 17,250 150,000 2,042 -

3,812,742

1,768,471

46%

3,726,330

2016-2017 Recommended

0% 0% 0% -6% 0% 0% 131% 0% 0% 3% 3% 3% 13% 0% -15% 0% 8% 0% 0% -21% 0% -

953,661 142,800 83,879 105,189 12,493 800 97,000 305,000 6,120 106,704 523,876 291,285 275,000 18,260 850,000 4,000 7,000 2,300 17,250 150,000 3,276 -

-2%

3,955,893

53100 - Professional Services: Immunizations, Air Vac evaluations. 53300 - Repair & Maintenance: Pump station repairs and vacuum services. 55410 - Lease of Equipment: Lease of portable pumps and generators. 56014 - Other Operating Supplies: Supplies and protective gear. Personnel Summary

Range

Class 23 18 16/18 15 12 11 9

Maintenance Manager Assistant Maintenance Manager Electronics Technician I - II Labor Supervisor Pump Station Mechanic Skilled Laborer Utility System Worker

Number of Full-Time Positions

2013-2014 Actual

2014-2015 Actual

2015-2016 Budget

2016-2017 Requested

2016-2017 Recommended

1 1 2 2 9 2 9

1 1 2 2 9 2 8

154

% Chng 10% 0% 8% -12% 9% 0% 131% 0% 0% -1% 23% 29% 13% 14% -15% 0% 8% 0% 0% -21% 60% 4%

DEPARTMENT: PUBLIC UTILITIES - WATER PRODUCTION Budget Detail 2013-2014 Actual

Account Number: 501-8955051100.02 51100.04 51100.06 52100 52210 52400 53000.16 53100 53300 53320 53500 53600 54100 54200 54500 55100 55210 55230 55311 55410 55500 55810 55853 56001 56011 56012 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 Repairs and Maintenance Maintenance Service Contract Printing and Binding Advertising Information Technology Fleet Risk Management Utilities Postal Service Telecommunications Well Mitigation Claims Lease/Rent of Equipment Travel and Training Dues and Association Memberships Bulk Water Purchase Office Supplies Uniforms & Wearing Apparel Books & Subscriptions Other Operating Supplies Copier Costs Capital Outlay

Total Operating Expenses

2014-2015 Actual

2015-2016 Budget

2015-2016 Exp to Dec

% Exp

2016-2017 Requested

% Chng

1,252,168 159,226 729 102,167 206,208 14,807 927 96,003 129,121 562 (616) 63,018 60,596 335,574 589,424 1,211 18,857 252,449 3,851 96,435 4,056,986 2,506 12,873 893 364,152 5,851 4,420

1,237,178 152,819 99,461 0 14,832 909 150,965 114,603 300 412 67,871 45,843 333,286 753,568 805 22,538 310,221 10,013 97,704 4,121,041 2,458 13,981 391,763 7,615 3,604

1,249,736 153,000 107,309 171,924 16,497 3,750 160,000 86,500 3,240 2,000 2,000 133,884 54,266 318,438 800,000 2,000 19,656 10,000 486,000 12,000 96,900 4,841,740 4,000 17,000 500,000 5,340 5,000

609,418 62,869 48,762 83,974 7,543 522 46,415 72,465 27 66,942 17,487 159,219 345,240 664 10,612 2,853 224,600 2,616 93,761 1,651,954 1,288 5,132 190,834 3,979 -

49% 41% 45% 49% 46% 14% 29% 84% 0% 1% 0% 50% 32% 50% 43% 33% 54% 29% 46% 22% 97% 34% 32% 30% 38% 75% 0%

1,227,307 153,000 105,593 157,586 16,200 3,750 126,000 50,000 139,000 2,000 2,000 133,884 54,266 318,438 700,000 2,500 19,656 10,000 487,000 6,000 107,610 5,457,650 3,000 17,000 515,000 5,340 5,000

7,830,397

7,953,788

9,262,180

3,709,175

40%

9,824,780

2016-2017 Recommended

-2% $ 0% -2% -8% -2% 0% -21% -42% 4190% 0% 0% 0% 0% 0% -13% 25% 0% 0% 0% -50% 11% 13% -25% 0% 3% 0% 0% 6%

1,316,833 153,000 112,442 145,247 17,251 3,750 126,000 50,000 139,000 2,000 2,000 113,975 57,598 348,264 700,000 2,500 17,051 10,000 487,000 6,000 107,610 5,457,650 3,000 17,000 515,000 8,249 5,000

5% 0% 5% -16% 5% 0% -21% -42% 4190% 0% 0% -15% 6% 9% -13% 25% -13% 0% 0% -50% 11% 13% -25% 0% 3% 54% 0%

9,923,420

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 31 29 24 19 19 17 14/17 16 16 9 8 8

Water Production Manager Quality Control Supervisor Operations Supervisor Water Maintenance Supervisor Senior Water Treatment Plant Operator Quality Control Technician Water Treatment Plant Operator I - II Water Distribution System Operator Water Maintenance Mechanic Utility System Worker Custodial Worker Office Assistant I

Number of Full-Time Positions

2013-2014 Actual

2014-2015 Actual

2015-2016 Budget

1 1 1 1 6 4 5 2 3 4 1 1

2016-2017 Requested 1 1 1 1 7 4 4 1 3 4 1

155

2016-2017 Recommended 1 1 1 1 7 4 3 2 3 4 1

% Chng

1 1 1 1 7 4 3 2 3 4 1 28

DEPARTMENT: PUBLIC UTILITIES - ENGINEERING Budget Detail 2013-2014 Actual

Account Number: 501-8956051100.02 51100.04 52100 52210 52400 53000.16 53300 53320 53500 54100 54200 54500 55100 55210 55230 55420 55500 55810 56001 56011 56012 56014 56017 58200

Salaries and Wages $ Salaries and Wages - Overtime FICA VRS Retirement Group Life Purchases Services - Refuse Collection Repairs and Maintenance Maintenance Service Contract Printing and Binding Information Technology Fleet Risk Management Utilities Postal Service Telecommunications 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

2014-2015 Actual

849,550 21,084 63,637 140,806 10,118 3,683 138,197 48,425 147,938 6,486 599 6,396 41,937 3,866 1,288 2,009 3,060 1,063 9,598 2,652

1,502,391

2015-2016 Budget

833,535 19,255 61,891 (0) 9,940 3,045 175 139,900 44,577 142,093 3,125 938 9,758 38,596 3,369 1,113 2,170 3,347 98 697 6,635 1,324,257

2015-2016 Exp to Dec

% Exp

2016-2017 Requested

% Chng

2016-2017 Recommended

883,575 10,200 68,374 122,287 11,663 100 6,000 2,160 500 109,033 52,363 136,412 2,150 600 16,316 29,112 7,500 1,500 5,200 3,750 500 5,000 4,262 -

407,723 12,454 30,703 56,213 4,851 1,995 54,517 23,592 68,206 (1) 3,413 14,556 460 423 131 1,716 111 2,436 -

46% 122% 45% 46% 42% 0% 33% 0% 0% 50% 45% 50% 0% 0% 21% 50% 6% 28% 3% 46% 0% 2% 57% -

816,075 20,000 63,960 104,784 10,772 100 6,000 2,160 500 112,304 53,933 131,137 3,600 600 16,316 29,112 7,500 1,500 5,200 3,750 500 5,000 4,262 -

-8% 96% -6% -14% -8% 0% 0% 0% 0% 3% 3% -4% 67% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% -

855,896 10,200 66,256 94,405 11,212 100 6,000 2,160 500 101,356 53,461 166,021 3,600 600 10,811 29,112 7,500 1,500 5,200 3,750 500 5,000 5,265 -

-3% 0% -3% -23% -4% 0% 0% 0% 0% -7% 2% 22% 67% 0% -34% 0% 0% 0% 0% 0% 0% 0% 24% -

1,478,556

683,497

46%

1,399,065

-5%

1,440,406

-3%

Personnel Summary

Range

Class 34 25/29/30 23 18/20 18/19 13

Utility Engineering Manager Civil Engineer I, II, III Construction Manager Constr. Insp. & Sr Construction Inspecto Engineering Tech. & Sr Engineering Tec Engineering Aide

Number of Full-Time Positions

2013-2014 Actual

2014-2015 Actual

% Chng

2015-2016 Budget

2016-2017 Requested

1 5 1 5 2 1

156

2016-2017 Recommended 1 4 1 5 3

1 4 1 5 3 14

DEPARTMENT: PUBLIC UTILITIES - NONDEPARTMENTAL Budget Detail 2013-2014 Actual

Account Number: 501-9140051100.27 52100 52000 52001 52600 54500 55305 55424 55615 55890 58211 59902 59906 95100-59110 95100-59120 95100-59130 93000-50000.165 93000-50000.310

Leave Compensation $ Leave Compensation - FICA Pro Rata Reimbursements Western Tidewater Water Authority Unemployment Expense Risk Management Expense Employer Pension Expense Contribution to Reserve WTWA Donation (Well Migation Progra Bad Debt Expense Depreciation Contingency Environmental Incentive Reimbursement Bond Principal Bond Interest Bond Coupon & Handling Transfer to GF-Indirect Cost Transfer to Capital Projects

Total Operating Expenses

2014-2015 Actual

2015-2016 Budget

2015-2016 Exp to Dec

35,717 4,483 74,520 75,000 281,869 2,221,760 430,352 10,289,518 54,625 12,615,955 188,289 596,320 -

46,497 3,535 24,535 62,058 (16,584) 309,228 378,319 5,220,891 508,128 11,477,844 89,250 12,609,060 708,929 576,133 -

40,000 3,000 50,000 5,000 307,292 2,239,247 430,000 701,431 100,000 4,762,538 15,424,627 100,000 610,253 1,000,000

26,868,407

31,997,824

25,773,388

157

33,646 2,615 (3,394) 153,646 426,350 7,336,548 815,574 305,126 1,000,000 10,070,112

% Exp

2016-2017 Requested

% Chng

2016-2017 Recommended

% Chng

84% 87% 0% -68% 50% 0% 0% 0% 426% 0% 48% 816% 50% 100%

40,000 3,000 50,000 5,000 316,511 5,373,767 500,000 498,799 150,000 2,723,297 15,705,305 100,000 683,615 2,500,000

0% 0% 0% 0% 3% 140% 16% -29% 50% -43% 2% 0% 12% -

40,000 3,000 50,000 5,000 284,154 4,976,905 400,000 450,000 150,000 2,723,297 15,705,305 100,000 663,551 2,500,000

0% 0% 0% 0% -8% 122% -7% -36% 50% -43% 2% 0% 9% 150%

39%

28,649,294

11%

28,051,212

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STORMWATER MANAGEMENT FUND DESCRIPTION The Stormwater Management Fund provides citywide construction inspection services to ensure compliance with Federal, State, and local erosion and sedimentation control laws. The Fund is comprised of the divisions of Stormwater and Mosquito Control which are responsible for site and construction plan review of stormwater related facilities and the operation of the City’s Mosquito Control Program. The stormwater utility rate is proposed at $6.00 per month in FY 2016-2017. FY 2016 ACCOMPLISHMENTS 

Completed several capital projects including the Portsmouth Boulevard Park and Ride facility, the Bridge Road and Bennett’s Pasture Road Intersection Improvements, Bridge Road and Lee Farm Lane Intersection Improvements, the Suffolk Seaboard Coastline Trail Phase IV, and overlay of Shoulder’s Hill Road in conjunction with the Public Utilities waterline extension project



Conducted 25 stormwater education outreach events to educate and engage citizens on stormwater and water quality initiatives.



Continued the illicit discharge detection and elimination program surface water monitoring on the Nansemond River and its tributaries.

FY 2017 OBJECTIVES 

To provide quality plan reviews and related activities in a timely manner to ensure compliance with regulatory and safety requirements. (Goal 5: Civic Engagement and Responsive City Services)



To provide quality inspection services to ensure compliance with regulatory and safety requirements. (Goal 5: Civic Engagement and Responsive City Services)



To provide for the protection and safety of public health through the suppression, abatement and eradication of mosquito populations that can transmit disease and those that pose a nuisance. (Goal 2: Leisure, Health, and Wellness)

STATISTICS/PERFORMANCE MEASURES Stormwater Engineering: Number of Development Plans reviewed Percent of Development Plan reviews meeting/exceeding review timeframes Mosquito Control: Number of traps set for the whole mosquito season Mosquitoes caught for the whole season Amount of acres treated with adulticide Amount of acres treated with larvacide Amount of Mosquito Dunks provided to public Tons of tires collected Number of citizen calls for mosquito services

158

FY 15 Actual

FY 16 Projected

FY 17 Estimate

163 87%

180 90%

190 92%

1,433 512,080 42,312 4.003 343 29.55 102

1,400 275,000 50,000 3.00 300 30.00 125

1,400 300,000 50,000 3.00 300 30.00 125

STORMWATER UTILITY FUND Revenue 2013-2014 Actual Penalties and Interest Interest Earnings Sale of Services - Capital Projects Sale of Services - Road Maintenance Sale of Services - General Fund (PW Admin.) Permit and Inspection Fees Sale of Services - Refuse Stormwater Utility Fee Miscellaneous Revenue Transfer from Fund Balance Total Revenue

2014-2015 Actual

2015-2016 Budget

2015-2016 YTD to Dec

2016-2017 Requested

% Chng

2016-2017 Recommended

% Chng

24,390 6,637 363,909 340,000 146,004 28,061 3,307,678 16,642 -

30,273 10,399 441,922 170,000 340,000 827,566 28,975 4,050,894 83,859 -

450,000 170,000 400,000 200,000 25,000 4,353,975 1,625,000

15,808 216,668 85,000 200,000 182,471 12,500 2,077,748 15,007 -

48% 50% 50% 91% 50% 48% 0%

450,000 170,000 400,000 250,000 30,000 4,353,975 645,000

0% 0% 0% 25% 20% 0% -60%

450,000 170,000 400,000 250,000 30,000 4,353,975 645,000

0% 0% 0% 25% 20% 0% -60%

4,233,323

5,983,887

7,223,975

2,805,201

39%

6,298,975

-13%

6,298,975

-13%

2016-2017 Requested

% Chng

2016-2017 Recommended

% Chng

A B C D E F G

Expenditure Summary 2013-2014 Actual

2014-2015 Actual

2015-2016 Budget

2015-2016 YTD to Dec

Engineering Mosquito Control

3,425,054 635,436

4,177,876 644,476

6,423,768 800,206

2,413,720 321,186

38% 40%

5,452,517 846,458

-15% 6%

5,413,490 885,485

-16% 11%

Total Expenditures

4,060,490

4,822,351

7,223,975

2,734,906

38%

6,298,975

-13%

6,298,975

-13%

A - Service revenue for management of Capital Projects by Engineering included right of way acquisition. B - Revenue to provide for the cost of Right of Way, Asset Management, permit services to the Road Maintenance Division C - Revenue for general engineering services provided to Public Works . D - Developer fees based on flat rate fees for plan review and inspections. E - Services by Eng'g staff to the Refuse Fund. F - Represents estimated 61,706 ERU's @ $6.00 p/month fee G - Revenue to provide improvements within the Capital Budget.

159

DIVISION: STORMWATER UTILITY - ENGINEERING (Department of Public Works) Budget Detail 2013-2014 Actual

Account Number: 514-82220 51100.02 51100.04 51100.06 52100 52210 52400 53000.04 53100 53100.18 53200 53500 53600 54100 54200 54500 55210 55230 55420 55500 55810 56001 56012 56014 56017 58200 58211 91400-55305 91400-59902 93000-50000.165 93000-50000.310 93000-50000.601

2014-2015 Actual

2015-2016 Budget

2015-2016 Exp to Dec

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

1,422,592 2,218 26,889 106,102 225,909 16,738 275,000 18,257 21,631 7,823 158 234,461 68,001 269,324 819 7,085 60,402 13,072 6,687 7,191 1,734 7,737 12,991 13,707 173,526 425,000 -

1,585,696 1,777 51,836 118,413 0 18,820 300,000 56,766 25,129 436 279,713 56,178 285,241 770 13,889 60,402 12,725 10,640 12,066 396 3,921 21,845 6,024 37,057 129,808 322,327 500,000 266,000

1,822,252 21,482 139,402 248,097 24,054 300,000 275,000 58,813 266,363 52,500 334,928 1,231 17,289 60,402 18,530 7,630 14,256 1,231 11,881 6,616 303,000 469,902 343,910 1,625,000 -

3,425,054

4,177,876

6,423,768

Total Operating Expenditures

842,016 1,714 25,366 63,465 114,687 10,126 41,581 52,266 20,260 3,217 132,421 28,357 167,111 (32) 6,608 37,150 8,977 4,199 3,381 355 96,516 10,009 247,892 171,078 325,000 2,413,720

% Exp

2016-2017 Requested

% Chng

2016-2017 Recommended

% Chng

46% $ 118% 46% 46% 42% 14% 19% 34% 50% 54% 50% -3% 38% 62% 48% 55% 24% 29% 812% 151% 82% 0% 50% 20% -

2,009,956 10,000 21,482 156,170 258,078 26,531 300,000 275,000 30,000 292,350 52,500 367,604 1,231 18,554 60,402 20,482 11,667 15,647 1,351 11,881 7,261 134,668 347,240 377,462 645,000 -

10% 0% 12% 4% 10% 0% 0% -49% 10% 0% 10% 0% 7% 0% 11% 53% 10% 10% 0% 10% -56% -26% 10% -60% -

2,102,941 21,912 160,875 231,954 27,549 300,000 275,000 30,000 251,515 55,429 412,904 1,231 25,493 74,628 20,482 11,667 15,647 1,351 11,881 22,052 134,668 260,960 318,352 645,000 -

15% 2% 15% -7% 15% 0% 0% -49% -6% 6% 23% 0% 47% 24% 11% 53% 10% 10% 0% 233% -56% -44% -7% -60% -

38%

5,452,517

-15%

5,413,490

-16%

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

Range

Class 36 30 25/29/30 29 23 23 23 20 20 19 19 18 18 18 15 15 15 13 13 10

Public Works Engineering Manager Environmental Program Manager Civil Engineers I, II, III Enterprise Programs Manager Construction Manager Right of Way Agent Environmental Specialist Assistant Right of Way Agent Senior Construction Inspector Technical Asset Manager Senior Engineering Technician Construction Inspector Engineering Technician Right of Way Technician Permit Technician Asset Management Data Technician Litter Control Coordinator Engineering Aide Accounting Technician Customer Service Representative

Number of Full-Time Positions

2013-2014 Actual

2014-2015 Actual 1

2015-2016 Budget

2016-2017 Requested

% Chng

2016-2017 Recommended

2 1 1

1 1 7 1 1 1 1 2 1 1 1 7 5 1 1 1 1 2 1 1

1 1 8 1 1 1 1 3 1 1 1 7 5 1 1 1 1 2 2 1

8 1 1 1 1 2 1 7 4 -

160

% Chng

DIVISION: STORMWATER UTILITY - MOSQUITO CONTROL (Department of Public Works) Budget Detail 2013-2014 Actual

Account Number: 514-5131051100.02 51100.04 51100.06 52100 52210 52400 53000.02 53100 53300 53500 54100 54200 54500 55100 55210 55230 55500 55810 56001 56011 56012 56014 56017 58200 93000-50000.601

Salaries and Wages $ Salaries and Wages - Overtime Salaries and Wages - Part-time FICA VRS Retirement Group Life Purchased Services - Road Maint. Fund ( Professional Services Repair and Maintenance Printing and Binding Information Technology Fleet Risk Management Utilities Postage Telecommunications Travel & Training Dues and Memberships Office Supplies Uniforms & Wearing Apparel Books and Subscriptions Other Operating Supplies Copier Costs Capital Outlay Transfer to Fleet

Total Operating Expenses

2014-2015 Actual

2015-2016 Budget

2015-2016 Exp to Dec

% Exp

212,270 4,398 21,606 17,769 35,809 2,616 48,011 239 42,806 39,979 74,265 1,625 1,243 491 265 576 1,373 43 80,779 1,275 48,000

236,435 29,072 19,542 0 2,811 60,000 34,455 857 473 42,056 39,818 68,908 290 1,993 4,700 640 792 1,710 96,857 1,488 1,580 -

259,671 42,840 23,142 35,503 3,428 60,000 50,000 5,000 800 62,464 42,303 66,035 500 1,450 2,503 4,000 500 1,000 2,500 250 89,423 894 46,000 -

125,264 1,101 12,780 10,269 17,288 1,502 1,241 31,232 13,398 33,017 205 838 915 140 202 417 70,482 894 -

48% 30% 44% 49% 44% 0% 0% 25% 0% 50% 32% 50% 0% 14% 33% 23% 28% 20% 17% 0% 79% 100% 0% -

635,436

644,476

800,206

321,186

40%

2016-2017 Requested $

% Chng

259,671 42,840 23,142 33,342 3,428 60,000 50,000 5,000 800 62,464 42,303 66,035 500 1,450 2,503 3,413 500 1,000 2,500 250 89,423 894 95,000 846,458

2016-2017 Recommended

0% $ 0% 0% -6% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% -15% 0% 0% 0% 0% 0% 0% 107% 6%

298,765 43,697 26,198 32,954 3,914 60,000 50,000 5,000 800 49,146 36,092 80,862 500 1,450 1,977 3,413 500 1,000 2,500 250 89,423 2,044 95,000 -

15% 2% 13% -7% 14% 0% 0% 0% 0% -21% -15% 22% 0% 0% -21% -15% 0% 0% 0% 0% 0% 129% 107% -

885,485

11%

Personnel Summary

Range

Class 25 17 11 8

Mosquito Control Superintendent Mosquito Control Biologist Mosquito Control Team Leader Mosquito Control Technician

Number of Full-Time Positions

2013-2014 Actual

2014-2015 Actual 1 2

2015-2016 Budget

2016-2017 Requested

2016-2017 Recommended

1 2 1 3

161

% Chng

REFUSE FUND DESCRIPTION The Refuse Fund is a self-sustaining enterprise fund created to account for and manage the City’s refuse collection services. The fund generates revenue through a $16.50 per month fee for weekly residential refuse collection, curbside recycling, the sale of trash cans, and bulk collection services. The Department of Public Works oversees the City’s refuse collection services. FY 2016 ACCOMPLISHMENTS 

Removed approximately 70,000 special/bulk collections for Suffolk residents and collected close to $5,000 revenue in paid special collections.



Continued expansion of lease program for 14 cubic yard containers available for special events, community clean ups and citizen use, generating more than $15,000 in rental revenue.

FY 2017 OBJECTIVES 

To continue to promote and expand the curbside recycling program. (Goal 5: Civic Engagement and Responsive City Services)



To protect the health and safety of the public by providing exceptional and cost effective collection and disposal of municipal solid waste. (Goal 5: Civic Engagement and Responsive City Services)



To continue to provide excellent customer service to our residents who contact the Refuse office, responding promptly to issues as they arise. (Goal 5: Civic Engagement and Responsive City Services) FY 15 Actual 36,568 5,478 51%

STATISTICS/PERFORMANCE MEASURES Tons of refuse collected Tons of recycling collected Recycling participation rate

162

FY 16 Projected 37,500 5,645 58%

FY 17 Estimate 38,000 5,700 58%

REFUSE FUND Revenue 2013-2014 Actual

2014-2015 Actual

2015-2016 Budget

2015-2016 YTD to Dec

2016-2017 Requested

% Chng

2016-2017 Recommended

% Chng

Refuse Services Fee Automated Refuse Containers Special Events Weekly Refuse Collection Recycling Bins 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 Sale of Service - GF Grounds Salary Allocation Miscellaneous Revenue Dumpster Service Penalties & Interest Transfer from Fund Balance

5,977,487 29,280 9,072 626 37,798 23,691 28,380 3,689 977 1,781 35,256 6,700 3,905 158,989 54,575 -

5,729,376 30,870 3,658 (163) 37,439 27,932 49,841 2,435 1,033 1,036 20,790 3,213 161,586 66,185 -

5,646,564 25,000 40,000 20,000 48,095 5,750 909 1,854 25,000 144,269 -

2,874,563 18,200 (175) 54 7,740 18,054 10,109 17,146 1,013 491 454 9,480 4,700 93,738 31,430 -

51% 73% 45% 51% 36% 18% 54% 25% 38% 65% -

5,685,372 31,000 40,000 20,000 51,000 2,550 1,000 1,000 25,000 160,000 -

1% 24% 0% 0% 6% -56% 10% -46% 0% 11% -

5,685,372 31,000 40,000 20,000 51,553 5,750 909 1,854 25,000 160,000 100,000

1% 24% 0% 0% 7% 0% 0% 0% 0% 11% -

Total Revenue

6,372,204

6,135,230

5,957,441

3,086,997

52%

6,016,922

6,121,438

Expenditure Summary 2013-2014 Actual

2014-2015 Actual

2015-2016 Budget

2015-2016 YTD to Dec

2016-2017 Requested

% Chng

2016-2017 Recommended

% Chng

Refuse Services

5,354,827

5,980,667

5,957,441

2,424,696

41%

6,016,922

6,121,438

Total Expenditures

5,354,827

5,980,667

5,957,441

2,424,696

41%

6,016,922

6,121,438

163

REFUSE FUND Budget Detail 2013-2014 Actual

Account Number: 520-42320 51100.02 51100.04 52100 52210 52400 53000 53000.06 53000.42 53100.22 53300 53500 54100 54200 54500 55100 55210 55230 55500 55810 56001 56011 56014 56017 58200 58211 91400-55305 91400-59902 93000-50000.165 93000-50000.601 95100-59120

2014-2015 Actual

Salaries and Wages Salaries and Wages - Overtime FICA VRS Retirement Group Life Purchased Services - Recycling Purchased Services - Stormwater Purchased Services - Road Maintenance Medical Services Repair and Maintenance Printing and Binding Information Technology Fleet Risk Management Utilities Postal Services Telecommunications (refuse hotline) Travel and Training Dues and Association Memberships Office Supplies Uniforms & Wearing Apparel Other Operating Supplies Copier Capital Outlay Depreciation Employer Pension Expense Contingency Indirect Costs Transfer to Fleet (Capital Outlay) Interest

976,395 106,581 77,834 158,154 11,788 1,480,854 28,061 554 64,537 286 61,008 1,621,259 413,362 24,346 980 2,889 978 5,778 8,339 18,224 86,625 1,376 46,659 1,681 156,279 -

5,354,827

Total Operating Expenses

2015-2016 Budget

1,087,355 95,443 82,724 0 12,883 1,137,829 28,975 55,000 3,178 37,022 515 62,509 1,602,084 425,271 21,646 179 3,403 2,337 6,691 6,417 18,661 987,204 2,959 9,179 3,362 79,415 208,427 $

5,980,667

2015-2016 Exp to Dec

1,203,671 30,600 94,422 162,244 15,888 1,124,460 25,000 55,000 3,500 20,000 1,000 140,129 1,658,429 397,752 22,300 1,000 6,012 500 11,210 10,000 25,000 115,769 1,561 5,000 407,369 256,247 163,378 $

5,957,441

% Exp

569,094 31,486 42,061 77,294 6,833 466,791 12,500 734 119 70,064 745,364 198,876 6,727 1,456 297 5,660 1,981 8,085 49,376 1,308 468 128,123 -

47% 103% 45% 48% 43% 42% 50% 0% 21% 1% 0% 50% 45% 50% 30% 0% 24% 59% 50% 20% 32% 43% 84% 9% 0% 50% 0%

2,424,696

41%

2016-2017 Requested

% Chng

1,203,671 30,600 94,422 154,551 15,888 1,237,460 30,000 55,000 4,000 20,000 1,000 140,129 1,658,429 397,752 22,300 1,000 6,012 500 11,710 10,000 25,000 145,769 3,300 5,000 323,803 256,247 163,378

0% 0% 0% -5% 0% 10% 20% 0% 14% 0% 0% 0% 0% 0% 0% 0% 0% 0% 4% 0% 0% 26% 111% 0% -21% 0% 0%

6,016,922

2016-2017 Recommended

1,365,749 31,212 106,868 150,642 17,891 1,237,460 30,000 55,000 3,500 20,000 1,000 127,682 1,723,904 482,844 22,300 1,000 3,894 500 11,710 10,000 25,000 145,769 3,556 5,000 30,464 237,746 270,747

13% 2% 13% -7% 13% 10% 20% 0% 0% 0% 0% -9% 4% 21% 0% 0% -35% 0% 4% 0% 0% 26% 128% 0% -93% -7% 66%

6,121,438

53000 - Purchased Services - recycling: Convenience center recycling; Hazardous waste program; TFC recycling 53100 - Professional Services: Work order software package; hepatitis immunizations; 53300 - Repair & Maintenance: Front end dumpster loader repairs; sanitization and repairs of containers 55810 - Dues & Memberships: HRPDC dues for HR Clean Community & Debris management. Personnel Summary

Range

Class 27 19 17 16 13 11 9 8

General Services Superintendent Sanitation Supervisor Sanitation Field Supervisor Customer Service Manager Sanitation Inspector Sanitation Equipment Operator Sanitation Dispatcher Sanitation Worker

Number of Full-Time Positions

2013-2014 Actual

2014-2015 Actual 1

2015-2016 Budget

2016-2017 Recommended

1 1

2016-2017 Requested

1 -

3 26 2 8

1 2 26 2 8

164

% Chng

_____________________________________________________________________________________

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FLEET MANAGEMENT FUND DESCRIPTION The Division of Fleet Management is operated as an internal service fund for the purpose of providing equipment and vehicles to city departments. The Department also provides service to the Western Tidewater Regional Jail and the Western Tidewater Community Services Board, as well as houses a portion of the school transportation personnel and supplies them with controlled inventory and computerized maintenance records. FY 2016 ACCOMPLISHMENTS 

Continued high fleet availability of over 90% and work order completion time of 6 days



Maintained parts stockroom efficiency by staying on target for an annual inventory turn rate of 4.4 for FY 16.



Preserved an immediate parts fill rate of 84%.



Utilized online auction to dispose of surplus tires rather than paying weight-based disposal fees to landfill generating $15,000 in savings.

FY 2017 OBJECTIVES 

To continue to utilize any/all municipal, state contracts available for purchase of city assets to ensure Fleet is receiving best possible price. (Goal 1: Financial Stability)



To continue to maintain a strong replacement program to ensure fleet customers have safe, proper equipment to complete goals and objectives, and lower expense of repairing an aging fleet. (Goal 1: Financial Stability)



To communicate clearly with departments to understand their fleet needs to better serve the community. (Goal 5: Civic Engagement and Responsive City Services) FY 15 Actual 5,242 6.8 88% 4.6 82%

STATISTICS/PERFORMANCE MEASURES Number of Fleet Work Orders received Average Work Order completion time Percent of time Fleet is available for users Parts Inventory Turns Immediate Parts Fill Rate

165

FY 16 Projected 5,400 6.0 90% 4.7 80%

FY 17 Estimate 5,400 5.5 90% 4.7 80%

FLEET MANAGEMENT FUND Revenue 2013-2014 Actual Interest on Investments $ Sale of Service - Interfund Revenue Sale of Service - Intergovernmental Revenue Sale of Surplus Property Miscellaneous Transfer from RM Fund Maintenance - Equipment Capital Transfer from RM Fund Traffic - Equipment Capital Transfer from Stormwater Engineering - Equipment Capital Transfer from Stormwater Mosq - Equipment Capital Transfer from Refuse Fund - Equipment Capital Transfer from Fund Balance Total Revenue

2014-2015 Actual

2015-2016 Budget

2015-2016 YTD to Dec

2016-2017 Requested

% Chng

2016-2017 Recommended

% Chng

3,261 8,976,154 869,318 363,127 3,513 2,443,000 48,000 -

9,091 9,251,504 997,028 224,303 11,018 2,381,000 266,000 -

9,238,704 885,000 1,500,000

82 4,231,708 367,903 217,456 980 -

46% 42% -

11,110,588 936,000 -

20% 6% -

9,776,043 936,000 1,500,000

6% 6% -

12,706,373

13,139,944

11,623,704

4,818,130

41%

12,046,588

12,212,043

2016-2017 Requested

% Chng

Expenditure Summary 2013-2014 Actual

2014-2015 Actual

2015-2016 Budget

2015-2016 YTD to Dec

2016-2017 Recommended

% Chng

Fleet Management

10,720,695

10,650,977

11,623,704

3,348,604

29%

12,046,588

12,212,043

Total Expenditures

10,720,695

10,650,977

11,623,704

3,348,604

29%

12,046,588

12,212,043

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

166

DIVISION: FLEET MANAGEMENT (Department of Public Works) Budget Detail 2013-2014 Actual

Account Number: 601-1252051100.02 51100.04 51100.26 52100 52210 52400 53000.16 53300 53320 53500 54100 54500 55100 55210 55230 55410 55500 55810 56001 56007.04 56007.06 56011 56014 56017 91400-59902 95100-59120 93000-50000.165

Salaries and Wages $ Salaries and Wages - Overtime Special Compensation FICA VRS Retirement Group Life Purchased Services - Refuse Collection Repairs and Maintenance Maintenance Service Contracts Printing and Binding Information Technology Risk Management Utilities Postal Services Telecommunications 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 Contingency Interest Indirect Costs

2014-2015 Actual

2015-2016 Budget

2015-2016 Exp to Dec

% Exp

2016-2017 Requested

% Chng

850,533 31,975 4,133 64,611 139,426 10,202 1,781 32,921 9,378 55,202 657,223 32,377 54 1,515 16,428 1,839 1,054 1,251 2,217,226 2,122,646 5,079 32,336 5,913 118,191 429,043

834,553 25,949 10,149 63,531 68,537 9,918 1,036 14,960 12,935 155 96,504 632,636 31,168 43 3,094 26,751 613 1,057 2,116 1,696,663 2,310,253 4,620 22,151 8,604 158,029 222,378

934,011 26,520 73,481 127,561 12,329 1,854 40,200 13,000 1,100 83,911 629,003 41,000 150 7,378 41,160 5,993 1,465 3,000 2,345,200 2,136,868 8,000 45,000 4,872 12,679 226,863 228,352

407,939 3,603 3,517 30,202 56,168 4,864 454 41,964 11,689 162 41,956 314,501 10,164 6 1,137 18,945 1,877 933 456 543,881 990,030 2,058 29,978 4,175 111,280 114,176

44% 14% 41% 44% 39% 25% 104% 90% 15% 50% 50% 25% 4% 15% 46% 31% 64% 15% 23% 46% 26% 67% 86% 0% 49% 50%

930,508 25,000 73,096 119,477 12,283 1,854 40,200 35,000 1,100 83,911 629,003 41,000 150 7,378 41,161 6,000 1,500 4,500 1,722,000 2,226,723 8,000 105,000 5,000 226,863 228,352

6,842,337

6,258,403

7,050,950

2,746,116

39%

6,575,059

-7%

Expenses Related to Asset Acquisition 58200 Capital Outlay 58211 Depreciation

67,534 3,810,824

602,488 -

5,471,529

20%

10,720,695

3,348,604

29%

12,046,588

Total Operating Expenses

Total Annual Budget

1,293,441 3,099,134 $

10,650,977

4,572,754 $

11,623,704

2016-2017 Recommended

0% $ -6% -1% -6% 0% 0% 0% 169% 0% 0% 0% 0% 0% 0% 0% 0% 2% 50% -27% 4% 0% 133% 3% -100% 0% 0% $

941,430 27,050 74,089 103,840 12,333 1,854 40,200 35,000 1,100 77,062 602,982 41,000 150 3,883 41,161 6,000 1,500 4,500 1,722,000 2,226,723 8,000 105,000 8,861 303,273 351,523

1% 2% 1% -19% 0% 0% 0% 169% 0% -8% -4% 0% 0% -47% 0% 0% 2% 50% -27% 4% 0% 133% 82% -100% 34% 54%

6,740,514

-4%

5,471,529

20%

12,212,043

55410 - Lease of Equipment: Generator 56014 - Other Operating Supplies: Cleaning & janitorial, shop supplies, first aid, safety kleen. Personnel Summary

Range

Class 38 25 21 19 14/16/17 14 14 11 8

Fleet & Equipment Services Manager Asst. Fleet & Equipment Svcs Mgr Automotive Mechanic Supervisor Automotive Lead Mechanic Automotive Mechanic I, II and III Fleet Accounting Coordinator Parts & Procurement Specialist Automotive Stockroom Clerk Office Assistant I

Number of Full-Time Positions

2013-2014 Actual

2014-2015 Actual

2015-2016 Budget

2016-2017 Requested

2016-2017 Recommended

1 1 1 1 12 1 1 2 1

1 1 1 2 11 1 1 2 1

167

% Chng

_____________________________________________________________________________________

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INFORMATION TECHNOLOGY FUND DESCRIPTION The Information Technology Fund operates as an internal service fund providing computer related and telecommunications services to city departments and other governmental agencies including consultation, analysis, office automation, computer operation, software development, equipment maintenance, networking and Internet, and interactive browser based application development to improve the productivity and effectiveness of user departments and agencies. FY 2016 ACCOMPLISHMENTS 

Completed the time and attendance system upgrade to version 7.0 providing for optimization and improved capabilities.



Upgraded the Microsoft Exchange email system from 2006 to 2013.



Completed numerous software upgrades to support operational functions such as jury selection, helpdesk, personnel recruitment, library domains, and the financial system.

FY 2017 OBJECTIVES 

To perform a security assessment on the entire technology infrastructure to secure all information stored by the City. (Goal 5: Civic Engagement and Responsive City Services)



To maintain existing staff, continue training on latest technology, and provide the highest quality customer service to our users. (Goal 5: Civic Engagement and Responsive City Services)



To expand existing fiber network to connect more City owned facilities and reduce costs with outside vendors. (Goal 1: Financial Stability)



To enhance the City’s Business Continuity/Disaster Recovery by creating a redundant data center at the new Public Works Operation Center. (Goal 5: Civic Engagement and Responsive City Services)

STATISTICS/PERFORMANCE MEASURES Number of Computers maintained Number of Helpdesk requests received Percent of Helpdesk requests closed within 72 hours Percent of Time Network is operational Number of GIS requests for service Number of Website Visits

168

FY 15 Actual 850 9,500 99.8% 99.6% 675 425,000

FY 16 Projected 1,267 10,500 99.8% 99.7% 700 1,943,605

FY 17 Estimate 1,350 11,000 99.8% 99.9% 700 2,137,965

INFORMATION TECHNOLOGY FUND Revenue 2013-2014 Actual

2014-2015 Actual

2015-2016 Budget

2015-2016 YTD to Dec

2016-2017 Requested

% Chng

2016-2017 Recommended

% Chng

Interest on Investments Sale of Service - Interfund Revenues Sale of Service - Intergovernmental Revenues GIS Data & Maps Miscellaneous Revenue

10,478 5,535,765 40,686 513 1,143

5,396,543 70,762 1,538 5,052

6,039,510 15,896 -

3,019,756 6,212 357 1,746

50% 39% -

8,583,576 20,311 -

42% 28% -

7,542,816 219,256 -

25% 1279% -

Total Revenue

5,588,585

5,473,895

6,055,406

3,028,072

50%

8,603,887

42%

7,762,072

28%

2016-2017 Requested

% Chng

2016-2017 Recommended

% Chng

Expenditure Summary 2013-2014 Actual

2014-2015 Actual

2015-2016 Budget

2015-2016 YTD to Dec

Information Technology

5,051,804

5,938,318

6,055,406

3,612,649

60%

8,603,887

42%

7,762,072

28%

Total Expenditures

5,051,804

5,938,318

6,055,406

3,612,649

60%

8,603,887

42%

7,762,072

28%

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

169

DEPARTMENT: INFORMATION TECHNOLOGY Budget Detail 2013-2014 Actual

Account Number: 603-1251051100.02 51100.04 51100.06 51100.26 52100 52210 52400 53100 53200 53300 53320 54200 54500 55100 55210 55230 55240 55410 55420 55500 55810 56001 56012 56014 56017 91400-59902 95100-59120 93000-50000.165

Salaries and Wages Salaries and Wages - Overtime Salaries and Wages - Part-time Special Compensation FICA VRS Retirement Group Life Professional Services Temporary Help Services Fees Repair and Maintenance Maintenance Service Contracts Fleet Risk Management Expense Utilities Postal Services Telecommunications Data Communications Lease/Rent of Equipment Lease/Rent of Building Travel and Training Dues and Association Memberships Office Supplies Books and Subscriptions Other Operating Supplies Copier Costs Contingency Interest Indirect Costs

2015-2016 Budget

2015-2016 Exp to Dec

% Exp

2016-2017 Requested

% Chng

2016-2017 Recommended

1,242,095 11,945 22,447 95,985 189,279 14,787 155,493 243,515 41,541 849,291 16,805 235,666 14,463 813 20,222 58,172 29,123 45,977 10,835 939 10,101 276 32,907 4,347 266,140

1,334,913 12,484 17,290 100,918 99,957 15,817 178,451 125,404 66,333 1,297,923 19,057 237,338 17,138 1,972 27,194 61,306 31,839 55,219 33,225 1,129 9,439 9,598 1,737 237,993

1,476,400 7,956 113,553 196,912 19,488 185,000 155,000 2,541,298 25,166 238,877 30,000 800 23,034 131,559 51,690 45,977 30,000 3,000 7,000 1,000 6,793 101,867 102,164 212,758

704,235 5,689 4,290 52,813 94,154 8,395 7,247 74,480 47,003 1,358,224 8,809 119,438 6,221 971 8,896 36,682 26,209 29,150 23,817 129 1,511 91 4,518 41,585 106,379

48% 72% 47% 48% 43% 4% 30% 53% 35% 50% 21% 121% 39% 28% 51% 63% 79% 4% 22% 9% 67% 0% 41% 50%

1,541,637 8,000 118,547 206,593 20,350 300,000 155,000 3,062,060 25,166 238,877 30,000 800 84,000 130,600 56,690 45,977 105,000 3,000 7,000 1,000 10,159 101,867 102,164 212,758

4% 1% 4% 5% 4% 62% 0% 20% 0% 0% 0% 0% 265% -1% 10% 0% 250% 0% 0% 0% 50% 0% 0% 0%

1,645,558 8,115 126,506 181,505 21,557 185,000 155,000 3,062,060 24,537 292,420 30,000 800 84,000 130,600 56,690 45,977 35,000 3,000 7,000 1,000 9,637 177,123 97,207 186,427

11% 2% 11% -8% 11% 0% 0% 20% -2% 22% 0% 0% 265% -1% 10% 0% 17% 0% 0% 0% 42% 74% -5% -12%

3,613,163

3,993,674

5,707,292

2,770,938

49%

6,567,245

15%

6,566,719

15%

Expenses Related to Asset Acquisition Capital Outlay - Replacement Non Capital Outlay Capital Outlay Depreciation

60,613 827,377 12,105 538,547

13,408 828,302 -

751,048 937,480 348,114

513,294 175,000 507,059

46%

3,612,649

60%

8,603,887

42%

7,762,072

28%

Total Annual Budget

5,051,804

14,295 611,574 686,209 632,566 $

5,938,318

348,114 $

6,055,406

Personnel Summary

Range

Class 44 36 29 29 29 29 25 25 25 25 24 22 22 20 19 17 16 16 16 14 8

% Chng

Total Operating Expenses

58100 58110 58200 58211

2014-2015 Actual

Director of Information Technology Assistant Director of Information Techno Project Manager Service Support Manager Network Manager Enterprise Systems Manager Systems Analyst Database Administrator Network Engineer Systems Administrator Programmer Analyst II LAN Administrator Network Coordinator Programmer/Analyst I Radio & Electronics Supervisor Computer Support Technician GIS Technician Computer Operator Radio & Electronics Technician Technical Assistant Records Management Technician

Number of Full-Time Positions

2013-2014 Actual

2014-2015 Actual 1 1 1 1 1 1 3 1 2

2015-2016 Budget 1 1 1 1 1 1 3 1 2

1 1 1 1 1 1 3 1 2

1 1

2016-2017 Requested 1 1 1 1 1 1 -

1 1 1 1 4 2

1 2 3 1 2 1 1

1 2 1 5 1 1 -

1 4 2 -

170

2 1 -

1 1 1 1 1 1

1 2 1 4 1 1

1 1

2016-2017 Recommended

1 4 1 -

2 1 -

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171

RISK MANAGEMENT FUND DESCRIPTION The Division of Risk Management operates as an internal service fund which provides for the payment of expenses associated with the City’s general liability, health insurance, and worker’s compensation coverage. The City is self-insured for health insurance coverage. Revenue to support these expenses is obtained from the various funds within the City’s annual Operating Budget based on a cost reimbursement allocation. FY 2016 ACCOMPLISHMENTS 

Audited insurance policies and deductibles based on history. Property/Liability and Workers’ Compensation deductibles were increased resulting in a reduction in insurance premiums of $220,000.



Significantly lowered Dental Plan premiums under a new contract with Anthem Dental.



Increased number of wellness programs designed to enhance the health and wellness of the workforce and ultimately manage the rising costs of healthcare.



Initiated two city-wide safety teams to foster collaboration among departments when implementing sound safety policies and procedures, wise use of resources, and in meeting all OSHA requirements and regulations.

FY 2017 OBJECTIVES 

To improve employee well-being and productivity, reduce healthcare costs, reduce absenteeism and enhance the overall well-being of the organization. (Goal 1: Financial Stability)



To manage liability through an annual audit of all contract insurance requirements and deductibles. (Goal 1: Financial Stability)



To reduce the workers’ compensation liability exposure through management of claims using appropriate settlement strategies. (Goal 1: Financial Stability)



To improve workplace safety through employee engagement in safety practices and enhanced safety awareness training. (Goal 1: Financial Stability)

STATISTICS/PERFORMANCE MEASURES Workers Compensation Number of Claims Filed Total Incurred Property & Liability Number of Claims Filed Total Incurred Safety Number of Audits Completed Number of Employees trained OSHA requirements Health & Wellness Program Percentage of Employees completing Risk Assessments Number of Wellness Programs provided for City staff Number of Wellness Program Participants

171

FY 2015 Actual

FY 16 Projected

FY 17 Estimate

164 $744,959

148 $250,000

298 $349,282

250 $200,000

101 250

120 300

130 350

49%

53%

62%

55 1,900

65 2,112

70 2,500

RISK MANAGEMENT FUND Revenue 2013-2014 Actual

2014-2015 Actual

2015-2016 Budget

2015-2016 YTD to Dec

2016-2017 Requested

Sale of Service - Interfund Revenues Employee Premiums Interest Insurance Recoveries Miscellaneous Revenue Transfer from Fund Balance

14,966,347 3,116,053 36,123 128,839 225 -

14,576,239 3,108,272 39,877 251,167 449 -

13,977,600 2,580,000 2,800,000

7,021,026 1,531,896 75,676 -

50% 59% 0%

Total Revenue

18,247,587

17,976,004

19,357,600

8,628,598

45%

% Chng

2016-2017 Recommended

% Chng

-100% $ -100% -100%

16,742,737 2,764,768 1,000,000

20% 7% -64%

-100% $

20,507,505

Expenditure Summary 2013-2014 Actual

2014-2015 Actual

2015-2016 Budget

2015-2016 YTD to Dec

2016-2017 Requested

% Chng

2016-2017 Recommended

% Chng

Risk Management

16,234,220

19,124,146

19,357,600

10,059,267

52%

20,312,188

20,507,505

Total Expenditures

16,234,220

19,124,146

19,357,600

10,059,267

52%

20,312,188

20,507,505

* Includes funding for OPEB (Post Employment Benefit) funding requirement per GASB 45. * Includes funding for State unfunded Line of Duty Mandate.

172

DEPARTMENT: RISK MANAGEMENT (Department of Human Resources) Budget Detail 2013-2014 Actual

Account Number: 606-01255051100.02 51000.06 52100 52210 52400 53100 54100 54200 55210 55230 55300 12552-55300 12553-55300 55420 55500 55810 12551-55815 55825 12551-55825 12552-55825 12553-55825 12554-56026 56001 56012 56014 56017 58200 58211 91400-59902 93000-50000.165

Salaries and Wages $ 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 Lease/Rent of Building Travel and Training Dues & Memberships Post Employment Benefits (OPEB) Insurance Claims Claims Payments - Health Claims Payments - Workers Compensatio Claims Payments - Property/Casualty Health & Wellness - Special Events Office Supplies Books and Subscriptions Other Operating Supplies Copier Costs Capital Outlay - Additions Depreciation Contingency Indirect Costs

Total Operating Expenses

2014-2015 Actual

199,020 59,932 19,144 30,353 2,294 41,612 14,538 18,011 1,984 2,908

2015-2016 Budget

240,394 50,079 21,196 15,415 2,656 42,810 13,539 17,144 516 3,660

2015-2016 Exp to Dec

341,116 29,164 28,326 45,985 4,503 65,054 21,836 19,100 500 3,651

% Exp

170,869 21,729 14,149 22,992 2,030 30,326 10,918 8,199 39 879

50% 75% 50% 50% 45% 47% 50% 43% 8% 24%

2016-2017 Requested $

% Chng

341,116 48,000 29,767 43,799 4,503 65,505 21,836 19,100 500 3,651

0% 65% 5% -5% 0% 1% 0% 0% 0% 0%

2016-2017 Recommended $

362,053 29,747 29,973 39,934 4,743 65,505 22,998 16,219 500 3,384

6% 2% 6% -13% 5% 1% 5% -15% 0% -7%

373,485 2,084,349 4,428 1,428 3,390 1,512,700

686,772 1,424,611 17,555 5,492 3,006 2,310,000

738,005 1,440,599 4,428 5,000 1,840 1,800,000

566,371 1,255,728 10,965 5,063 880 450,000

77% 87% 248% 101% 48% 25%

729,425 1,348,960 4,428 5,000 2,840 1,800,000

-1% -6% 0% 0% 54% 0%

644,429 1,260,807 21,930 5,000 2,840 2,280,300

-13% -12% 395% 0% 54% 27%

11,507,627 (6,802) 126,900 16,636 1,903 1,332 2,556 5,704 98,419 110,370

12,605,416 973,025 225,142 67,901 707 2,743 1,007 4,894 188,112 107,379 92,976

13,900,000 600,000 180,000 13,895 2,500 3,000 6,000 6,319 8,419 88,360

6,863,706 474,306 81,022 3,969 240 382 1,290 2,134 16,900 44,180

49% 79% 45% 29% 10% 13% 22% 34% 0% 50%

14,823,840 694,425 198,000 13,895 2,500 2,000 6,000 6,319 8,419 88,360

7% 16% 10% 0% 0% -33% 0% 0% 0% 0%

14,823,840 675,638 111,000 13,895 2,500 2,000 6,000 5,179 7,411 69,680

7% 13% -38% 0% 0% -33% 0% -18% -12% -21%

10,059,267

52%

20,312,188

20,507,505

16,234,220

19,124,146

19,357,600

Personnel Summary

Range

Class 31 30 30 20 19 17

Risk Benefits & Wellness Manager Risk Manager Benefit Manager Safety Officer Human Resources Generalist Risk Management Coordinator

Number of Full-Time Positions

% Chng

2013-2014 Actual

2014-2015 Actual

2015-2016 Budget 1

1 -

2016-2017 Requested 1

2016-2017 Recommended 1

1 -

1 1 1

1 1 2 1

173

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SCHOOL OPERATING FUND DESCRIPTION Each year, the Suffolk City School Board adopts and presents the School Operating Budget to the Suffolk City Council. City Council appropriates the total amount of revenues the School Board expects to receive in order for those funds to be expended by the School Board. Education expenditures are funded primarily through State, Federal, and local funding. Suffolk Public Schools operates 12 elementary schools, 4 middle schools, 3 high schools, 1 alternative school, and the Pruden Center for Industry & Technology. The vision of Suffolk Public Schools is that all students will become lifelong learners equipped with the skills, knowledge, and attitudes to succeed as productive citizens in a local, national, and global society. GOALS The Suffolk School Board has adopted goals for Suffolk Public Schools that are aligned with the statutory requirements of the Standards of Quality 22.1-253.13:6. Standard 6. Planning and Public Involvement and the priorities of the Virginia Board of Education. The goals are as follows: 

To improve student achievement and close the academic achievement gaps.



To provide a safe and nurturing environment.



To provide strong leadership for effective and efficient operations.



To advance academic achievement through enhanced instructional delivery gained by professional development.



To strengthen collaboration with stakeholders and increase parent and community satisfaction.

STATISTICS/PERFORMANCE MEASURES School Enrollment (Fall Membership) Accreditation High School Graduation Rate (4 Yr. Cohort) High School Dropout Rate (4 Yr. Cohort) Percent of Students receiving Advanced Diploma Percent of Students enrolled in Advanced Placement courses Percent of Students enrolled in Dual Enrollment courses

174

2013 Actual 14,429 100% 88.4% 9.2% 41% 8.79% 1.35%

2014 Actual 14,476 100% 86.4% 8.8% 41% 8.18% N/A

2015 Actual 14,365 100% 86.2% 9.5% 43% 8.04% 2.41%

SCHOOL OPERATING FUND Revenue 2013-2014 Actual

2014-2015 Actual

State / Federal / Other Transfer from General Fund - Local Support

88,230,062 50,176,881

92,726,546 51,114,708

Total Revenue

138,406,943

143,841,254

2015-2016 Budget $

2015-2016 YTD to Dec

2016-2017 Requested

% Chng

2016-2017 Recommended

% Chng

97,335,108 54,096,837

41,332,180 21,060,883

42% 39%

$ 103,015,172 55,104,890

6% 2%

103,015,172 54,367,038

6% 0%

$ 151,431,945

62,393,063

41%

$ 158,120,062

157,382,210

Expenditure Summary 2013-2014 Actual

2014-2015 Actual

2015-2016 Budget

2015-2016 YTD to Dec

2016-2017 Requested

% Chng

2016-2017 Recommended

% Chng

School Operating Expenditures

139,222,506

142,584,567

$ 151,431,945

72,846,501

48%

$ 158,120,062

157,382,210

Total Expenditures

139,222,506

142,584,567

$ 151,431,945

72,846,501

48%

$ 158,120,062

157,382,210

175

SCHOOL OPERATING FUND Budget Detail 2013-2014 Actual

Account Number: 205-610000-51000 Instruction Administration and Attendance Health and Psychology Pupil Transportation Operation and Maintenance Food Services Technology

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

100,955,370 3,171,230 1,803,174 7,826,300 12,154,580 7,089,578 5,729,446

2014-2015 Actual $

492,828 139,222,506

101,524,969 3,355,388 1,736,957 7,959,411 13,340,909 7,196,052 6,960,982

2015-2016 Budget $

112,198,606 3,374,342 1,898,356 7,651,738 12,504,050 7,440,301 5,837,768

509,899 $

142,584,567

2015-2016 Exp to Dec $

526,784 $

151,431,945

176

% Exp

53,938,373 1,654,952 914,579 3,701,867 5,995,572 3,578,471 2,801,805

48% 49% 48% 48% 48% 48% 48%

260,883 -

50% -

72,846,501

48%

2016-2017 Requested

% Chng

117,021,452 3,481,726 1,912,569 7,782,603 12,857,858 8,134,000 6,395,017

4% 3% 1% 2% 3% 9% 10%

534,837 -

2% -

158,120,062

2016-2017 Recommended

% Chng

117,021,452 3,481,726 1,912,569 7,782,603 12,857,858 8,134,000 6,395,017

4% 3% 1% 2% 3% 9% 10%

534,837 (737,852) $

157,382,210

2% 3.93%

_____________________________________________________________________________________

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CITY OF SUFFOLK, VIRGINIA FISCAL YEAR 2016-17' OPERATING AND CAPITAL BUDGET Personnel Summary

General Fund: General Government: City Council City Manager Budget & Strategic Planning City Attorney Human Resources Commissioner of Revenue Assessor Treasurer Finance - Administration and Accounting Purchasing Registrar Total General Government Judicial: Circuit Court Judges Clerk of the Circuit Court Sheriff Commonwealth Attorney Total Judicial Public Safety: Police Administration and Officers Emergency Communications Animal Shelter Management Community Development Fire and Rescue Total Public Safety Public Works: Public Works Administration Grounds Maintenance Capital Programs & Facilities Total Public Works Health and Welfare: Social Services Comprehensive Services Act Total Health and Welfare

2013-2014 Budget

2014-2015 Budget

2015-2016 Budget

2016-2017 Budget

2 7 4 9 10 12 16 15 14 4 2 95

2 7 4 9 10 12 17 15 16 4 2 98

2 7 3 9 7 12 17 16 17 4 2 96

2 7 3 9 7 12 18 16 15 4 3 96

2 14 25 24 65

214 27 10 26 253 530

213 27 10 26 252 528

2 4 24 30

2 0 24 26

103 2 105

177

CITY OF SUFFOLK, VIRGINIA FISCAL YEAR 2016-17' OPERATING AND CAPITAL BUDGET Personnel Summary

Parks, Recreation and Cultural: Parks and Recreation Administration Office on Youth Support Services Parks, Gateway and Facility Maintenance Grounds Maintenance Recreation Library Total Parks, Recreation and Cultural Community Development: Planning Economic Development Tourism Media & Community Relations Total Community Development Total General Fund Special Revenue Funds: 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

2013-2014 Budget

2014-2015 Budget

2015-2016 Budget

2016-2017 Budget

5 0 6 19 0 22 31 83

4 2 6 19 4 21 31 87

4 1 7 19 4 21 32 88

14 5 3 6 28 936

14 5 3 6 28 937

14 5 3 6 28 935

15 5 3 6 29 937

101 23 127

99 23 125

100 24 127

101 25 129

8 18 26 26 30 15

9 18 27 25 30 15

9 20 28 25 28 15

9 22 28 25 28 14

31 7 202

38 7 209

38 7 210

41 7 214

178

CITY OF SUFFOLK, VIRGINIA FISCAL YEAR 2016-17' OPERATING AND CAPITAL BUDGET Personnel Summary

Internal Service Funds: Fleet Management Information Technology Risk Management Total Internal Service Funds Total All Funds

2013-2014 Budget

2014-2015 Budget

2015-2016 Budget

2016-2017 Budget

21 25 4 50 1,315

21 25 4 50 1,321

21 25 6 52 1,324

21 26 6 53 1,333

179

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CITY DEMOGRAPHICS AND STATISTICS This section of the FY 2016-2017 Operating & Capital Budget provides a snapshot of key demographic, economic, and social statistics about the City of Suffolk. This information is used to analyze trends that may have an impact on resource allocation decisions and to ensure that the City remains competitive with other jurisdictions in the Hampton Roads region. Population Growth The City of Suffolk continues to be one of the fastest growing localities in the Commonwealth of Virginia; however, growth has not occurred at as fast of a pace in the last few years. Suffolkâ&#x20AC;&#x2122;s population is estimated at 90,426 residents, which is a 1% increase over the previous year. Overall, Suffolkâ&#x20AC;&#x2122;s population has increased 40.8% since the 2000 Census count.

Source: Weldon Cooper Center for Public Service

Building Permits Over the last year, the City has seen a slight decrease in the number of permits issued but a slight increase in the value of permits issued. The number and value of permits continues to be down since the height of the housing boom in 2006.

Source: Comprehensive Annual Financial Report for FY 2015

180

Median Household Income Median household income is estimated at $66,822, second highest in the Hampton Roads region and above the State average ($64,792).

Source: U.S. Census Bureau, American FactFinder

Unemployment Rate The average monthly unemployment rate has ranged from 4.6% to 5.7% over the last 12 months and generally followed the trends of state and federal unemployment. Suffolk’s unemployment rate of 4.6% for December 2015 was higher than the state average (3.9%), but less than the national average of (4.8%).

Source: Virginia Employment Commission

181

Direct Property Tax Rates The graph below provides an overview of direct property tax rates for citywide real estate, personal property, and machinery and tools taxes over the last 10 years. Personal Property and machinery and tools tax rates have remained flat over the last 10 years. The real estate tax rate has ranged from $.91 to $1.07 per $100 of assessed value.

Source: Suffolk Department of Budget and Strategic Planning

Real Estate Tax Rate The adopted citywide real estate tax rate of $1.07 per $100 of assessed value is the third lowest among the seven largest cities in Hampton Roads. Real Estate Tax Rate Comparison $1.40 $1.22

$1.30

$1.15

$1.20 $1.00

$1.24

$1.05

$1.07

Chesapeake

Suffolk

$0.99

$0.80 $0.60 $0.40 $0.20 $0.00 Virginia Beach

Norfolk

Newport News

Source: Suffolk Department of Budget and Strategic Planning

182

Hampton

Portsmouth

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

$4.50

$4.33

$4.25

$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 more than doubled from $5.8 billion to $9.1 billion in FY 2009. However, real estate values have fallen in the last few years and remain stagnant.

Total Assessed Value of Real Property Last Ten Fiscal Years $10,000,000,000 $9,000,000,000 $8,000,000,000 $7,000,000,000 $6,000,000,000 $5,000,000,000 $4,000,000,000 $3,000,000,000 $2,000,000,000 $1,000,000,000 $0

$8.5B

$9.1B $9.1B $9.0B $8.8B $8.7B $8.6B $8.8B

FY08

FY09

$7.6B $5.8B

FY06

FY07

FY10

FY11

Source: Comprehensive Annual Financial Report for FY 2015

183

FY12

FY13

FY14

FY15

Allocation of Real Property Values A comparison of real property values from FY 2001 to FY 2016 indicates that residential parcels as a percentage of the overall distribution of parcels by assessed value have increased from 63.2% to 74.2%. Agricultural parcels have declined from 13.6% to 4.2% and commercial parcels dropped from 21.8% to 19.9%. Multifamily parcels have increased from 1.4% to 1.7%. Distribution of Parcels by Assessed Value FY 2001 FY 2016 Multifamily 1.4% 1.7% Agriculture 13.6% 4.2% Commercial 21.8% 19.9% Residential 63.2% 74.2% Source: City Assessor

Major Real Property Tax Payers Taxpayer 116 Lakeview Parkway, LLC Maryview Hospital The Pergola Group QVC of Suffolk Inc. /CVN Distribution Sysco Food Services of Hampton Roads Target Corporation TowneBank Centerpoint Properties Trust Lake Prince Center Inc. Wal-Mart Stores Lake View Development Group LLC Inland American Suffolk LV, LLC Rubicon – NGP JM Smucker Company BASF Corporation Lockhead Martin

Taxable Assessed Value $54,894,200 47,290,200 45,361,700 43,743,100 42,381,300 39,245,000 38,798,300 35,384,600 33,412,500 31,433,800 25,960,100 25,852,800 66,939,400 24,258,100 23,701,000 31,146,100

Source: Comprehensive Annual Financial Report for FY 2015

184

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 140,000,000 120,000,000 100,000,000 80,000,000 60,000,000 40,000,000 20,000,000 0 FY06

FY07

FY08

FY09

Total Tax Levy

FY10

FY11

FY12

FY13

FY14

FY15

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.

Percentage Increase in Tax Revenue By Source Last Ten Fiscal Years

General Property Tax 47% Sales and Use Tax 33%

Communication 100%

BPOL 34% Motor Vehicle License 69%

Meals 114%

Bank Stock Tax 46%

Lodging 399%

Source: Comprehensive Annual Financial Report for FY 2015

185

186 Size of City Government The proposed FY 2016-2017 budget provides for 14.7 full-time positions per 1,000 citizens. Since 2009, the number of full-time positions per 1,000 citizens has gradually declined despite the increase in the City’s population.

Full‐Time Positions Per 1,000 Citizens City of Suffolk Last Ten Fiscal Years 15.8 15.6 15.4 15.2 15.0 FTEs per 1,000 Citizens 14.8 14.6 14.4 14.2

92,000 90,000 88,000 86,000 Population 84,000 82,000 80,000 78,000 76,000 74,000

Population

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 36% of the schools operating fund is derived from local fund support. Support of Schools 120,000,000 100,000,000

$98.5M

$96.2M

$97.9M $91.2M $92.3M

$97.3M

80,000,000 60,000,000 $45.1M

$44.1M

FY 11

FY 12

$49.1M

$50.2M

$54.1M

FY 13

FY 14

FY 15

FY 16

Local State/Federal/Other

40,000,000 20,000,000 0

Source: Suffolk Department of Budget and Strategic Planning *FY 13’ figures inclusive of $2M one‐time appropriation/local contribution

186

Principal Employers Suffolk’s employment base is comprised of a diverse mix of business and industry with a workforce of over 40,000 employees. The top employers, excluding the City of Suffolk and Suffolk Public Schools, account for 7,060 employees and 17.5% of the City’s workforce.

Employer Type of Business Navy Cyber Force Government Sentara Health Systems Health Care J‐7 Joint Starr Computer Modeling and Simulation (Civilian) QVC Distribution Home Shopping Distribution Sysco Food Services of Hampton Roads Food Service Distribution Wal‐Mart Stores Retail Planters/Kraft Foods Peanut Products Unilever Bestfoods/Lipton Tea Beverage Manufacture and Distribution Towne Bank Banking Lakeview Medical Center Health Care Source: Suffolk Department of Economic Development

187

Employees 1,500 1,300 1200 900 500 450 340 300 300 270 7,060

TO BE PROVIDED BY DAVENPORT AT A LATER DATE

188

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City of Suffolk Proposed FY 16-17' Operating and Capital Budget Summary of Reserves and Designated Funds As of February 29, 2016

General Fund: Capital Projects Reserve Clerk of Circuit Court Technology Trust Fund Designation Commonwealth Attorney - Asset Forfeiture State Designation Police - Asset Forfeiture Designation Police - Property Seizures Designation Police - E Ticketing Fee Employee Vending Proceeds Designation Dare Program Designation Four for Life Designation Fire Program Designation Social Services McKinney Vento Designation Social Services Revenue Maximization Designation

189

3,533,940 29,497 186,435 206,830 164,039 78,623 16,152 2,850 62,324 658,083 18,000 189,495 5,146,267

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Summary of Financial and Budget Policy Compliance _____________________________________________________________________________ The City of Suffolk has established financial policies to ensure prudent financial practices and accountability of public funds managed by the City. The financial policies include guidelines for Revenues, Budget, Capital Improvements Planning, and Debt. A Finance Committee created by the Suffolk City Council meets on a regular basis to review and monitor compliance. As demonstrated in the attached copy of the City’s financial policies and compliance summary, the City of Suffolk is achieving compliance with its financial policies. Highlights of each major compliance area include: Revenues  City fees and charges have been reviewed and updated in the FY 17 Operating & Capital Budget.  Revenue collections are strong with collection rates between 96% - 99%. Budget  The FY 17 Operating & Capital Budget is balanced with current revenues supporting all current expenditures.  A long range projection of revenues and expenditures is included in the FY 17 Operating & Capital Budget.  The City has met the Unassigned General Fund balance policy goal of 12% of Governmental Fund Expenditures. The City’s Unassigned General Fund balance is 14.9% of Governmental Fund Expenditures.  The projected balance in the Risk Fund is anticipated to be sufficient to provide the required support in the FY 17 Operating and Capital Budget. Capital Improvements Planning  A 10 year Capital Improvements Plan has been prepared and adopted for use in the FY 17 budget year.  The FY 17 Operating and Capital Budget includes 3% of General Fund departmental expenditures in cash funding to achieve the policy goal of a 3% pay-as-you-go capital funding level. Debt  Debt as a percentage of assessed value is 2.2% for FY 17, below the 4% policy ceiling.  Debt as a percentage of general government expenditures is 9.8% for FY 17, below the 10% policy ceiling.

190

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CITY OF SUFFOLK

Financial Policies Adopted: December 5, 2007 Revised: April 1, 2015

FY 17 Budget Status: Responses where appropriate for all compliance requirements for FY 17 are denoted in red.

191

CITY OF SUFFOLK, VIRGINIA FINANCIAL POLICIES

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

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



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



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



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



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



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

1.02 Policy Implementation and Coordination The City has established a Finance Committee that meets approximately monthly to collectively review financial matters of the City, including the monitoring of financial activity cash and investment management, and compliance with certain policies outlined herein. Members of the Finance Committee include those individuals stipulated by ordinance adopted by City Council. 1.03 Review and Revision These polices will be reviewed for appropriateness and comparability with AAA rated jurisdictions every three years or more frequently if a need for review is identified.

192

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 17 Budget Status: Local revenues are diversified and projected to increase 3.7% or $6.9M in FY 17. The increase is attributable to a 2% or $1.5M increase in real estate tax revenue primarily from new construction growth, a 2% or $400,000 increase in personal property revenue, and a 7% or $2.5M increase in other local tax revenues such as sales and use, meals, recordation, and business and occupational licenses. 2.02 Fees and Charges All fees established by the City for licenses, permits, fines, services, applications and other miscellaneous charges shall be set to recover all or a portion of the Cityâ&#x20AC;&#x2122;s expense in providing the attendant service. These fees shall be reviewed annually with the development of the annual operating budget. FY 17 Budget Status: All city fees and charges are reviewed annually with revisions provided to recoup a fair portion of the Cityâ&#x20AC;&#x2122;s expenses associated with the service provision. Various fee increases and adjustments are recommended in FY17 to include the airport fuel sales markup; fees for offenders transferred to the Cityâ&#x20AC;&#x2122;s community corrections program from another jurisdiction; fees for fire & rescue command chiefs working special events, and tent permit fees; public utility bacteriological tests, water and sewer rates, meter service charges, water connection charges, water availability charges for mobile home park units, fire hydrant flow testing and water model evaluation, sewer connection charges, engineering plan/site plan amendments, pump station review/sewer model evaluation; stormwater minor subdivision plan review fees and single family erosion and sediment control site plan review fees; and tourism exterior uncovered space rental fees and interpreted bus tour tickets in the historic district. The following New fees are recommended including the restructuring of plan review fees by the fire prevention bureau for various types and sizes of fire sprinkler systems and alarm systems, and various elements of tent permits such as above/below ground hazmat storage tank installation by size and private hydrant/water lines; and parks & recreation non-resident rental of recreation centers and creation of a fee for portable stage rentals. 2.03 Revenue Collections The City will strive to achieve an overall property tax collection rate of 100%.

193

CITY OF SUFFOLK, VIRGINIA FINANCIAL POLICIES

FY 17 Budget Status: The City continues to maintain strong local collection rates ranging from 96% to 99% for local taxes and fees with collection rates documented annually in the Comprehensive Annual Financial Report. 2.04 Use of Fund Balance The City’s General Fund equity balance will be utilized to provide sufficient working capital in anticipation of current budgeted revenues and to finance unforeseen emergencies without borrowing. The General Fund equity of the City (Unassigned Fund Balance) will not be used to finance current operations. FY 17 Budget Status: The City’s budget has been balanced with current General Fund revenues supporting all current General Fund expenditures for FY 17. The proposed FY 17 Budget does provide for a draw of $2M from the Unassigned Fund Balance to assist with one-time capital project expenses. The $2M is anticipated from excess General Fund revenues in FY 16 which will fall to the Unassigned Fund Balance at the end of the fiscal year. 2.05 Restricted Revenue Restricted revenue (such as Medicaid or Asset Forfeiture funds) shall only be used for the purpose intended and in a fiscally responsible manner. FY 17 Budget Status: The City’s budget utilizes restricted revenues strictly for the designated purpose.

BUDGET 3.01 Balanced Budget The provisions of the Code of Virginia shall control the preparation, consideration, adoption and execution of the budget of the City. In addition, the City Charter requires the budget to be balanced with planned expenditures equal to estimated revenues. The City will annually adopt and execute a budget for such funds as may be required by law or by sound financial practices and generally accepted accounting principles. The budget shall control the levy of taxes and the expenditure of money for all City purposes during the ensuing fiscal year. The City budget shall be balanced within all available operating revenues, including the fund balance, and adopted by the City Council. FY 17 Budget Status: The FY 17 budget is balanced for all funds operated by the City denoting appropriate tax rates where applicable to sustain operations. Budget and tax rate ordinances have been appropriately prepared authorizing the appropriation of all required funds. 3.02 Use of Current Revenues to Support Current Expenditures Ongoing and stable revenues will be used to support ongoing operating costs. 194

CITY OF SUFFOLK, VIRGINIA FINANCIAL POLICIES

FY 17 Budget Status: The budget is dependent on stable revenues and conservative revenue projections to support operations. 3.03 Use of One-time Revenue and One-time Expenditure Savings The use of one-time revenues and one-time expenditure savings (excess cash balances) will be used for non-recurring expenditures. FY 17 Budget Status: All one-time revenues are designated to support one-time expenditures.

3.04 Review of Fees and Charges Fees established by the City for licenses, permits, fines, services, applications and other miscellaneous charges shall be set to recover all or a portion of the Cityâ&#x20AC;&#x2122;s expense in providing the attendant service and reviewed annually with the development of the annual operating budget. FY 17 Budget Status: All City fees and charges are reviewed annually with revisions provided to recover a portion of the Cityâ&#x20AC;&#x2122;s expenses associated with the service provision. 3.05 Revenue and Expenditure Projections The City will prepare and annually update a long range (5 year) financial forecast model utilizing trend indicators and projections of annual operating revenues, expenditures, capital improvements and related debt service and operating costs, and fund balance levels. FY 17 Budget Status: A 5 year projection of revenues and expenditures has been prepared using conservative assumptions. This plan includes planned capital improvements, related debt service, operating costs, projected fund balance levels and required real estate tax rate adjustments. This report is provided as an appendix to the budget. 3.06 Budget Performance Monitoring The Finance Budget Division will maintain ongoing contact with the departmental fiscal officers during the process of the budget execution. Expenditure and revenue projections will be developed quarterly and reviewed with Departmental Directors, the Finance Committee of the City Council, the City Manager, and the City Council. The City Manager through the Budget Division of Finance will exercise appropriate fiscal management as necessary to live within the limits of the adopted budget. FY 17 Budget Status: Quarterly revenue and expenditure projections are provided to Departmental Directors, the Finance Committee, the City Manager, and City Council. All required budget adjustments are reviewed and approved by the City Manager or designee to comply with budget requirements.

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3.07 Maintenance of Capital Assets The budget should provide sufficient funds for regular repair and maintenance of capital assets. FY 17 Budget Status: The operating and capital budget provides adequate repair and maintenance funds to support City capital assets. 3.08 Fund Balance Levels The City will employ sound financial management principles to include the establishment of an unassigned fund balance sufficient to maintain required working capital and provide a reserve for unanticipated expenditures or emergencies, revenue shortfalls, and other non-recurring uses. The ratio of Unassigned General Fund balance as a percentage of Budgeted Governmental Funds Expenditures (net of the General Fund Contribution to Schools, transfer to other Governmental Funds, and Capital Projects Fund Expenditures) plus budgeted expenditures in the School Operating and Food Service Funds indicates the ability of the City to cope with unexpected financial problems or emergencies. The larger the Unassigned General Fund balance, the greater the Cityâ&#x20AC;&#x2122;s ability to cope with financial emergencies and fluctuations in revenue cycles. The City has established a target rate of 12% at the close of each fiscal year as computed on the upcoming budget year. Once the Unassigned general fund balance target is achieved by the City, it is intended to be maintained for the upcoming fiscal year from prior year surpluses and budgeted additions as available before any other needs are addressed. In the event Unassigned Fund Balance is required to be drawn below the 12% target rate due to an emergency (such as a natural disaster) or due to severe economic circumstances, the City will develop a plan to restore the Unassigned Fund Balance over the ensuing two to three years. Compliance with fund balance policy will be reviewed and reported to City Council at least annually in conjunction with the development of the operating budget and with any significant budget amendments made during the fiscal year. FY 17 Budget Status: The FY 17 Unassigned General Fund balance is projected to exceed the targeted 12% by the close of the fiscal year at 14.9%. 3.09 Self-Insurance Rate Stabilization Fund The City will strive to maintain a rate stabilization fund for its insured risks in an amount equal to 20% of anticipated annual premium costs. This rate stabilization fund may be reduced or increased by management based on professional judgment and anticipated claims cost estimates. FY 17 Budget Status: The projected balance in the Risk Fund at June 30, 2016 is anticipated to be sufficient to provide the required $3.3M in rate stabilization funds to support the FY 17 budget.

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CAPITAL IMPROVEMENTS PLANNING 4.01 Capital Improvement Program In order to prepare and plan for upcoming capital needs, comply with debt ratio targets, schedule debt issuance, and systematically improve capital infrastructure, the City will annually prepare and adopt a minimum five-year Capital Improvements Plan. The adopted Capital Improvements Plan will include major capital improvements and identify estimated revenue sources and annual operational costs for facilities to include anticipated debt service requirements. Capital improvements do not include routine maintenance on existing capital assets. FY 17 Budget Status: A 10 year Capital Improvements Plan (CIP) is prepared and updated annually providing 5 years of detailed projects, revenue sources, debt requirements and annual operating costs. This plan is prepared by the City Manager and reviewed by a committee to include members of the Planning Commission and the City’s elected Finance Committee members. The Plan is reviewed, edited, and recommended by the Planning Commission to the City Council who in turn, reviews, edits and adopts the Plan for consideration of year one projects in the upcoming operating budget proposal. A current CIP was adopted by City Council in February 2016 for use in the FY 17 budget. 4.02 Pay-As-You-Go Capital Improvement Funding The City will develop an escalation plan to accomplish an annual allocation of an amount equal to 3% of the General Fund departmental expenditures (excluding transfers out, grants, fund balance and reserve allocations, debt service, and respective flow-through expenditures) to pay-as-you-go-capital improvements annually. The escalation plan will begin with the FY 08 adopted budget and shall be increased annually for the ensuing five (5) year period until the 3% target is achieved. FY 17 Budget Status: The budget includes $4,064,920 in cash funded projects or 3% of General Fund departmental expenditures for FY 17.

DEBT The City Council generally follows the guidelines listed below in making financial decisions on debt issuance. Adherence to these guidelines allows the City to plan for the necessary financing of capital projects while maintaining credit worthiness. In addition, continued adherence to these policies will ensure the City’s strong financial position. The City shall use an objective analytical approach to determine whether it can afford new or additional general purpose debt. This process shall use the City’s standards of affordability. These 197

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standards include the measures of debt service payments as a percent of current expenditures and debt as a percent of taxable real estate value. 5.01 Revenue Anticipation Notes (RANS) The City does not intend to issue tax or revenue anticipation notes (RANS) to fund government operations but rather to manage cash in a fashion that will prevent any borrowing to meet working capital needs. The City may issue RANS in an extreme emergency beyond the City’s control or ability to forecast when the revenue source will be received subsequent to the timing of funds needed. Such issuances will be for a period not to exceed a one year period. 5.02 Bond Anticipation Notes (BANS) The City may issue Bond Anticipation Notes (BANS) in expectation of General Obligation or Revenue Bonds when cash is required in order to initiate or continue a capital project or when longterm markets do not appear appropriate but have a clear potential for improvement within the designated BAN time frame. The City will not issue Bond Anticipation Notes (BANS) for a period beyond two years. If the City issues a bond anticipation note for a capital project, the BAN will be converted to a long-term bond or redeemed at its expiration. 5.03 Letters of Credit The City may enter into a letter-of-credit (LOC) agreement when such an agreement is deemed prudent and advantageous. The City will prepare and distribute a request for proposals to qualified banks which includes terms and conditions that are acceptable to the City. 5.04 Lease Purchase Obligations Lease purchase and master lease obligations, including certificates of participation or lease revenue bonds, shall be considered as an alternative to long-term vendor leases. Such debt shall be subject to annual appropriation. 5.05 Public Private Partnerships The City recognizes the value of developing public-private partnerships. As such, public-private partnerships financings that require the City to provide capital or credit enhancement to a project will be considered in light of the following:    

The project is multi-faceted requiring coordinated and/or accelerated development; The project is non-traditional with mixed use of public and private components; The project calls for the bundling of design, construction and operation phases; or There is an urgent need to construct multiple facilities or other public infrastructure simultaneously to keep pace with a rapidly growing population. 198

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The project has undergone a rigorous cost-benefit analysis by City Staff (or agents employed by the City for such purpose). If the project ultimately requires City credit enhancement, such obligations will be treated as if debt by the City.

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

Debt as a Percentage of Assessed Value This ratio indicates the relationship between the City’s debt and the total taxable value of real and personal property in the City. It is an important indicator of the City’s ability to repay debt, because property taxes are the source of the City’s revenues used to repay debt. A small ratio is an indication that the City will be better able to withstand possible future economic downturns and continue to meet its debt obligations. Debt as a Percentage of General Government Expenditures This ratio is a measure of the City’s ability to repay debt without hampering other City services. A smaller ratio indicates a lesser burden on the City’s operating budget. The numerator shall include debt that is not selfsupporting from a user fee revenue stream. A selfsupporting revenue stream is defined as a revenue stream that provides coverage of all debt service obligations without general fund support (to include tax assessment districts and funds supported by committed state revenues in support of such debt). Any long term financing lease obligations which may be subject to annual appropriation by the City will also be included in the calculations of tax-supported debt service. General governmental expenditures are expenditures reported in the City’s governmental funds (excluding the General Fund Contribution to Schools and the Capital Projects Fund) 199

Ceiling

FY’17 Status

2.2%

10%

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and expenditures reported in the School Operating and Food Service Funds. Compliance with the above debt policy ratios will be calculated each fiscal year in conjunction with the budget development process and provided to Council with the proposed annual budget. 5.08 Long Term Debt Policy The City will use debt financing for capital improvement projects and unusual equipment purchases under the following circumstances: A. When the project is included in the City’s capital improvement program and/or is generally in conformance with the City’s Comprehensive Plan. B. When the project is not included in the City’s Capital Improvement Program, but it is an emerging critical need whose timing was not anticipated in the Capital Improvement Program, or it is a project mandated immediately by state or federal requirements. C. When the project’s useful life, or the projected service life of the equipment, will be equal to or exceed the term of the financing. D. When there are designated revenues sufficient to service the debt, whether from project revenues, other specified and reserved resources, or infrastructure cost sharing revenues. The following criteria will be used to evaluate funding options for capital improvements: A. Factors that favor pay-as-you-go: 1. Current revenues and adequate fund balances are available. 2. Project phasing is feasible. 3. Debt levels would adversely affect the City’s credit rating. 4. Financial market conditions are unstable or present difficulties in marketing the sale of long-term financing investments. B. Factors that favor long-term financing: 1. Revenues available for debt service are considered sufficient and reliable so that 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 Revenue Bonds 200

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Certificates of Participation Lease Revenue Bonds Selected State Pooled-Borrowing Programs for Utility Revenue Bonds, Including Those of the Virginia Resources Authority.

5.09 Bond Structure The City shall establish all terms and conditions relating to the issuance of bonds, and will invest all bond proceeds pursuant to the terms of the City’s Investment Policy. Unless otherwise authorized by the City, the following shall serve as bond requirements: 1. Term. All capital improvements financed through the issuance of debt will be financed for a period not to exceed the useful life of the improvements, but in no event will the term exceed thirty (30) years. 2. Capitalized Interest. From time to time certain financings may require the use of capitalized interest from the issuance date until the City has beneficial use and/or occupancy of the financed project. Interest shall not be funded (capitalized) beyond three years or a shorter period if further restricted by law. Interest earnings may, at the City’s discretion, be applied to extend the term of capitalized interest but in no event beyond the term allowed by law. 3. Debt Service Structure. Debt issuance shall be planned to achieve relatively equal payment of principal (declining debt service) while matching debt service to the useful life of facilities. The City shall avoid the use of bullet or balloon maturities except in those instances where these maturities serve to make existing overall debt service level. The City may elect a less rapid or other debt service structure, such as level debt service at its discretion. 4. Call Provisions. In general, the City’s debt will include an early redemption (or “call”) feature, which is no later than 10 years from the date of delivery of the bonds. The City will avoid the sale of non-callable bonds absent careful, documented evaluation by the City in conjunction with its financial advisor with respect to the value of the call option. 5. Original Issue Discount. An original issue discount will be permitted if the City determines that such discount results in a lower true interest cost on the bonds and that the use of an original issue discount will not adversely affect the project funding. 6. Deep Discount Bonds. Deep discount bonds may provide a lower cost of borrowing in certain markets. The City will carefully consider their value and effect on any future refinancings as a result of the lower-than-market coupon associated with deep discount bonds. 7. Derivative Structures. Alternative, non-traditional financing structures such as derivatives are becoming more common in the municipal market. Structured properly, these products frequently provide a means for the City to achieve its goals in a cost effective manner. The City will consider the use of derivatives as a hedge against future interest rate risk or to create “synthetic” fixed rate or variable rate debt, when appropriate. The City will not use derivative structures for speculative or investment purposes. The City will consider the use of derivative structures when it is able to gain a comparative borrowing advantage, and is able to quantify and understand potential risks. Prior to the use of such structures, the City will consider the adoption of a comprehensive Swap and Derivative Management Plan that is 201

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consistent and does not conflict in principle with this governing policy. Prior to use of a derivative structure, the City will provide written communication to City Council describing potential risks associated with each proposed derivative structure. 5.10 Variable Rate Debt To maintain a predictable debt service burden, the City may give preference to debt that carries a fixed interest rate. The City, however, may consider variable rate debt. The percentage of variable rate debt outstanding (excluding debt which has been converted to synthetic fixed rate debt) shall not exceed 20% of the City’s total outstanding debt and will take into consideration the amount and investment strategy of the City’s operating cash. The City will consider issuing variable rate debt to: a) Match Asset and Liabilities: By issuing variable rate debt the City matches variable interest rates to its short-term investment assets. b) Potentially Lower Debt Service Costs: Historically variable interest rates are less than fixed rate cost of capital. c) Add Flexibility and Diversity to the City’s Debt Structure: Variable rate bonds are traditionally callable every 30 days and can generally be refunded on a fixed rate basis to take advantage of low fixed rates and open up variable rate capacity for higher rate environments. In determining its use of variable rate debt, the City will utilize an analysis from the City’s Financial Advisor evaluating and quantifying the risks and returns involved in the variable rate financing. 5.11 Refinanced Outstanding Debt The Director of Finance with assistance from the City’s Financial Advisor will have the responsibility to analyze outstanding bond issues for refunding opportunities. The City will consider the following issues when analyzing possible refunding opportunities: 1. Refunding Policy. The City establishes a minimum aggregate present value savings threshold of 3% of the refunding bond principal amount. The present value savings will be net of all costs related to the refinancing. Debt service savings may be taken in equal amounts over time or on an upfront or deferred basis, at the City’s discretion. 2. Restructuring. The City will refund debt when it is in the best financial interest of the City to do so. Such refundings will be limited to restructuring to meet unanticipated revenue expectations, achieve costs savings, mitigate irregular debt service payments release reserve funds or remove unduly restrictive bond covenants. 3. Term of Refunding Issues. The City will refund bonds within the term of the originally issued debt. However, the City may consider maturity extension, when necessary to achieve a desired outcome, provided that such extension is legally permissible. The City may also consider shortening the term of the originally issued debt to realize greater savings. The 202

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remaining useful life of the financed facility and the concept of inter-generational equity should guide this decision. 4. Escrow Structuring. The City shall utilize the least costly securities available in structuring refunding escrows. A certificate will be provided by a third party agent stating that the securities were procured through an arms-length, competitive bid process (in the case of open market securities), and that the price paid for the securities was reasonable within Federal guidelines. Under no circumstances shall an underwriter, agent or financial advisor sell escrow securities to the City from its own account. 5. Arbitrage. The City shall take all necessary steps to optimize escrows and to avoid negative arbitrage in its refundings. Any resulting positive arbitrage will be rebated as necessary according to Federal guidelines. 5.12 Methods of Issuance The City will determine the method of issuance on a case-by-case basis. 1. Competitive Sale. In a competitive sale, the City’s bonds shall be awarded to the bidder providing the lowest true interest cost as long as the bid adheres to the requirements set forth in the official note of sale. 2. Negotiated Sale. The City recognizes that some securities are best sold through negotiation. In its consideration of a negotiated sale, the City shall assess the following circumstances: a. Bonds issued as variable rate demand obligations b. A structure which may require a strong pre-marketing effort such as a complex transaction or a “story” bond c. Size of the issue which may limit the number of potential bidders d. Market volatility is such that the City would be better served by flexibility in timing a sale in a changing interest rate environment 3. Private Placement. From time to time the City may elect to privately place its debt. Such placement shall be considered if other methods are not viable. 5.13 Bond Insurance The City may purchase bond insurance when such purchase is deemed prudent and advantageous. Use of bond insurance shall be based on such insurance being less costly than the present value of the difference between the interest on insured bonds versus uninsured bonds. In the case of a competitive sale, the City may permit bidders for its bonds to purchase bond insurance if such insurance will enhance the market reception and lower the interest rate on the City’s bonds. The City will submit an application for pre-qualification for insurance to facilitate bidders’ ability to purchase bond insurance. The winning bidder in a competitive sale will bear any associated cost with such enhancement. 203

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

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

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

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

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

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

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

5.17 Consultants Financial Advisor. The City shall select a financial advisor (or advisors) to assist in its debt issuance and debt administration processes. Selection of the City’s financial advisor(s) shall be based on, but not limited to, the following criteria: 205

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

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

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UTILITY FUND It is the intent to reflect the financial policies of the Utility Fund to provide for adequate cash management and bond coverage for the operation of the system. 6.01 Independence The Utility Fund will maintain financial independence from the General Fund by: a. Continuing the funding of all Utility Enterprise Fund revenue requirements from the Utility Enterprise Fund, thereby receiving no financial support from the General Fund. b. Issuing self-supporting debt payable solely from the Utility Enterprise Fund. 6.02 Unrestricted Cash and Long Term Investments Balance It is the intent of the Utility Enterprise Fund to have adequate cash reserves to provide for ninety days of operating activity including debt service. Current unrestricted cash and cash equivalent balances plus operating long term investments will be at a target percentage rate of 25% of the operating expenses less depreciation expense plus current debt expenses (principal and interest). If the Unrestricted Cash and Long Term Investments Balance fall below the target level, the utility system will have twenty four months to bring the balance back in line with the target level. 6.03 Amortization The Utility Fund will continue to amortize bond issues so the useful life of the project being financed is not exceeded. 6.04 Debt Service Coverage Ratio Net Revenues should be at least 1.15 times the annual debt service requirement. Net Revenues shall be defined as operating revenues plus availability charges plus interest income plus contributions from Western Tidewater Water Authority less operating expenses plus depreciation and amortization. Excess revenues will be available to first build and maintain the Utility enterprise Cash and Cash Equivalents plus Long Term Investments then secondly to provide equity funding for future capital projects. Over time adherence to this policy will reduce the overall amount of debt issued by the City for various utility projects. 6.05 Asset Replacement and System Extension After the completion of the Cityâ&#x20AC;&#x2122;s new water treatment facility (estimated completion is 2015), the City will review the amount of funds being set aside for replacement and/or extension of all Utility system assets such that new assets will not be 100 percent debt financed.

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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 Districtâ&#x20AC;&#x2122;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. 208

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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 investorâ&#x20AC;&#x2122;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 Cityâ&#x20AC;&#x2122;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.

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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.

210

ORDINANCE NUMBER

AN ORDINANCE APPROVING THE CITY BUDGET AND APPROPRIATING FUNDS FOR EXPENDITURES CONTEMPLATED DURING THE FISCAL YEAR BEGINNING JULY 1, 2016 AND ENDING JUNE 30, 2017, 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 2016-2017, dated April 6, 2016, and submitted by the City Manager, is approved as the City budget for the fiscal year beginning July 1, 2016, and ending June 30, 2017.

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, 2016, and ending June 30, 2017, in the following fund amounts totaling $586,469,710 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

211

2016-2017 195,841,288 68,081,823 1,037,558 1,140,759 167,973 41,774 1,400,000 27,822,616 30,012,458 49,984,650 6,298,975 6,121,438 654,567 12,212,043 7,762,072 20,507,505 157,382,210 586,469,710

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, 2016. 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, 2017, and no interest rate on any of the Notes shall exceed 7%. The City Representative and the Clerk of the City Council (the "Clerk") are hereby authorized and directed to execute an appropriate negotiable Note or Notes and 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 City Council hereby authorizes the lease financing of various City vehicles, and equipment essential to the performance of governmental functions as provided for in the adopted Fiscal Year 2016-2017 Operating and Capital Budget. The funds made available under the lease will be deposited with a banking institution pursuant to an Escrow Agreement following a competitive procurement in accordance with the Virginia Public Procurement Act. The City Manager and the Director of Finance are authorized to execute the lease agreement and financing documents on behalf of the City and the City Clerk shall affix the official seal of the City to the Financing Documents and attest the same.

212

Section 7:

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 20162017 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.

Section 8:

All outstanding encumbrances, by contract or fully executed purchase order, as of June 30, 2016, 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, 2016 in the amount of $200,000,000.00 or less that have not been expended or lawfully obligated or encumbered are hereby reappropriated to be used to fund the purposes, programs, or projects for which the funds were appropriated.

Section 9:

The payment and settlement, made during the 2016-2017 Fiscal Year, of any claim of any kind against the City; and final judgments, with interest and costs, obtained against the City during the 2015-2016 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 10:

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 the Personnel Ordinance 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; provided, however, that a quarterly report of such transfers shall be submitted to the City Council.

Section 11:

The City Manager is authorized and directed to do all lawful things necessary to implement and administer the City Budget for Fiscal Year 2016-2017.

Section 12:

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.

213

Section 13:

This ordinance shall be in effect on and after July 1, 2016, and it shall not be published. READ AND PASSED: _____________________

TESTE: ____________________________________ Erika S. Dawley, City Clerk

Approved as to form:

Helivi L. Holland, City Attorney

214

ORDINANCE NUMBER ___________

AN ORDINANCE LEVYING REAL PROPERTY TAXES FOR THE TAX YEAR BEGINNING JULY 1, 2016 AND ENDING JUNE 30, 2017

BE IT ORDAINED by the Council of the City of Suffolk, Virginia, as follows: Section 1:

Section 2:

(a)

A tax for the 2016-2017 Tax Year is levied and the rate fixed at $1.07 per $100 of assessed valuation of all taxable real property in the City.

(b)

An additional tax, in addition to those taxes levied in paragraph (a) herein, for the 2016-2017 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)

An additional tax, in addition to those taxes levied in paragraph (a) herein, for the 2016-2017 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 $1.31 per $100 of assessed valuation in the Route 17 Special Taxing District, $1.175 per $100 of assessed valuation in the Downtown Business Overlay Taxing District and $1.07 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 Taxing District Rate per $100

Route 17 Taxing District Rate per $100

Downtown Business Overlay Taxing District Rate per $100

$1.07

.00

.24

.105

$1.07

$1.31

$1.175

This ordinance shall be effective for the 2016-2017 Tax Year, all prior actions setting the real estate tax rate to the contrary notwithstanding.

215

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: ________________________________ Helivi L. Holland, City Attorney

216

ORDINANCE NUMBER

AN ORDINANCE TO LEVY TAXES ON ALL TANGIBLE PERSONAL PROPERTY NOT EITHER EXEMPT FROM TAXATION OR OTHERWISE TAXED FOR THE 2016 AND 2017 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, 2016, and January 1, 2017, 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, and 44 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, 2016, and January 1, 2017, 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, 2016, and January 1, 2017, 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.

Section 4:

A tax levy for the tax years beginning January 1, 2016, and January 1, 2017, 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, 2016, and January 1, 2017, is fixed at a basic rate of $1.07 per $100 of assessed value; at $1.31 per $100 of assessed value in the Route 17 Taxing District; and at $1.175 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 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 â&#x20AC;&#x201C; 6 of this ordinance shall be taken to refer to the equivalent provisions in any 2016 amendments by the General

217

Assembly made prior to the effective date of this ordinance. Section 8:

This ordinance shall be effective on its passage for the 2016 and 2017 tax years and shall not be published. READ AND PASSED: _______________ TESTE: ______________________________ Erika S. Dawley, City Clerk

Approved as to form: ________________________________ Helivi L. Holland, City Attorney

218

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), 10-73, 10-152, 10-259, 10-261(b), 10-183, 18-58(a), 18-137, 18-192(a), 18-248, 3053(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), 30-88(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, 38-144(a)(2), 46-1(b)(1), 54121(d), 54-123(b), 62-33(b), 62-111(e), 62-112(d), 62-113(a), 62-166, 74-111, 74-288, 74-332, 82-36(b), 8272(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), 86-362, 86-355, 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, 90-349(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, 2016 and thereafter and shall not be published.

READ AND PASSED: ____________________

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

_______________________________ Helivi L. Holland, City Attorney

219

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CITY OF SUFFOLK FEE SCHEDULE FISCAL YEAR 2016-2017 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 Mark-up on Fuel Sales ** Tow Tug

Fiscal Year 2015-2016

Fiscal Year 2016-2017

299.00 229.00 89.00 69.00 35.00 10.00 25.00 25.00 25.00 100.00 250.00/Day Average for all prices 27% (projected) 35.00

299.00 229.00 89.00 69.00 35.00 10.00 25.00 25.00 25.00 100.00 250.00/Day Average for all prices 35% (projected) 35.00

1.00

Cost 50.00 50.00 100.00 50.00

7.50 20.00 12.00 1.00 1/3 of state 1/3 of state 4.00 0.25 2.00 25.00 10.00 15.00 varies varies $30/day/juror varies 35.00 5.00 25.00 25.00 1.75

1/2 of child support guidelines amount

100.00

25.00

* Prices consistant with neighboring airports. ** This amount fluctuates depending on our competition

ASSESSOR Copies (KB System) Custom query, tape, CD-ROM (material plus programmers time) (per minute) Land Use Revalidation Fee Land Use Application Land Use Application Late Fee Rehabilitated Structure Application Fee CLERK OF THE CIRCUIT COURT Commonwealth's Attorney (misdemeanor) Commonwealth's Attorney (felony) Sheriff's Service Transfer of Real Estate (per parcel) City Grantee City Wills and Administration Law Library Grantor (per $500.00 value) Courthouse Maintenance Jail Admission Fee Courthouse Security Fee Blood Test/DNA Local Interest Local Fines Local Jury Fees Court Appointed Attorney Fees Miscellaneous - Local Cost (CWP) Electronic Summons Criminal or Traffic Case List of Heirs or Affidavit Local Health Care Fund Tranfer/entry fee-Real Estate - Deeds of Partition 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 Garnishment Processing Fees Payroll History Report/Check Reprint Processing Fees W-2 Re-issuance Processing Fees Miscellaneous Bills Miscellaneous Bills

25.00

100.00

$5.00/per Child Support Order (per pay) $5.00/per Garnishment Order (per pay) $5.00 per request $5.00 per request One time penalty of 10% up to 10.00 Annual interest of 10%

220

CITY OF SUFFOLK FEE SCHEDULE FISCAL YEAR 2016-2017 Fees FIRE & RESCUE

Fiscal Year 2015-2016

Fiscal Year 2016-2017

0.00

50.00

0.00

50.00

0.00 0.00

50.00 50.00

0.00 0.00

100.00 100.00

0.00 0.00

100.00 100.00

0.00

200.00

0.00 75.00

200.00 N/A

Responsible Party Billed 50.00 50.00

50.00

Fireworks Permit

150.00

Tent Permit

25.00

50.00

50.00 (each additional tank 20.00)

50.00 (each additional tank 25.00)

Private hydrant/water line

0.00

75.00

Above/below ground hazmat storage tanks installation 500-2000 gallons capacity, removal of tanks or fill in place any capacity or storage/dispensing system

0.00

100.00

0.00

200.00

6.00 6.00

No Charge 6.00

40.00 per hour/per person 25.00 per hour/per person

No Charge 150.00 25.00 per year

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

Fire Prevention Bureau Plan Review Fire sprinkler system new < 10 w/calcs, or alterations < 10 existing sprinkler heads not located in the most remote area involving new hydraulic calculations 5 foot stub-out for fire protection systems submitted separately from complete fire sprinkler or fire main Fire alarm system alterations where the submittal does not require battery calculations, or the removal of any or all components of nonrequired system Kitchen hood fire suppresion systems installation / alteration Fire sprinkler system new installation 11-20 w/calcs, alterations of 11-20 existing sprinkler heads not located in the most remote area involving new hydraulic calculations or removal of any sprinkler h d200 clean agent system installation or alertation FM Fire alarm new installations or alterations that involve < 5 devices, that require battery calculations Spray paint booth installation / alteration Fire sprinkler systems installation or altreration that involve > 21sprinkler heads Fire alarm systems new installations or alterations > 6 devices, that require battery calculations Plans Review On-Site Inspection Hazardous Materials Resonse Relocation of up to 20 sprinkler heads Hood/Extinguishing Systems Re-Inspection Fee - All systems failing initial testing shall be charged a re-testing fee. This fee shall include all "no-shows" or cancellations without a 24 hour notice Permits

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

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)

221

CITY OF SUFFOLK FEE SCHEDULE FISCAL YEAR 2016-2017 Fees Apparatus Use Fee Ambulance Command Unit Brush Truck Tanker Engine Ladder Rescue Re-Hab 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

Fiscal Year 2015-2016

Fiscal Year 2016-2017

30.00 per hour 0.00 0.00 0.00 75.00 per hour 125.00 per hour 0.00 50.00 per hour, plus supplies used 75.00 per hour

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 0.00

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

Fines & Forfeitures Sheriff's Fees Court Appointed Attorneys Electronic Summons Criminal or Traffic Case Court House Maintenance Fees Jail Admission Fee GEOGRAPHIC INFORMATION SYSTEM

Digital Map Data $500.00/set or $100/per layer $500.00/set or $100/per layer Topographic Data (File Set) $7851.00 (High Resolution)/$3821 (DTM) $7851.00 (High Resolution)/$3821 (DTM) Orthophotography (Single Image) $500.00/set or $100/per layer $500.00/set or $100/per layer Base Map (File Set) $500.00/set or $100/per layer $500.00/set or $100/per layer Planimetrics (File Set) $500.00/set or $100/per layer $500.00/set or $100/per layer Zoning (File Set) $3.00 $3.00 8.5" x 11" (ANSI A) $5.00 $5.00 11" x 17" (ANSI B) $10.00 $10.00 17" x 22" (ANSI C) $10.00 $10.00 22" x 34" (ANSI D) $12.00 $12.00 24" x 48" or 24" x 60" $15.00 $15.00 34" x 44" (ANSI E) $15.00 $15.00 36" x 60" or 36" x 72" $25.00 $25.00 Entire City Basemap $50.00 $50.00 Entire City Aerial Image Specialized Map Services 65.00 65.00 Special Map Production Services (Per Hour) 65.00 65.00 Specialized Data Analysis Services (Per Hour) Individual Orthophotography Tiles 100.00/tile 100.00/tile 1-5 tiles 50.00/tile 50.00/tile 6 - 10 tiles * The Historic Commission decided that those who did the work without prior approval should pay a higher fee. ** Sub-division fee: Fee is consistent with zoning determination fee. *** Funds collected through fee in lieu of mitigation would be pooled together from other various individual projects to allow for larger future wetlands mitigation projects for City/Wetlands board in the watershed.

222

CITY OF SUFFOLK FEE SCHEDULE FISCAL YEAR 2016-2017 Fees HUMAN RESOURCES COBRA administration JUVENILE AND DOMESTIC RELATIONS COURT

Fiscal Year 2015-2016

Fiscal Year 2016-2017

2% of monthly premium

Varies 12.00 120.00 2.00 Varies 25.00 10.00

0.20 0.40 2.00 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

75.00 300.00 per day

150.00 150.00

25.00 35.00 45.00 55.00

120.00 140.00 160.00 180.00

100.00 120.00 140.00 160.00

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) Lost Card 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 Lil' Kickers 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 Stage Constant's Wharf Park and Marina Compass Rose/Boardwalk (Weddings Only) Deposit Compass Rose/Boardwalk (Weddings Only) Per Hour Marina Slips Daily Rate with Electricity 0-24 Feet 25-34 Feet 35-44 Feet 45-54 Feet Monthly Rate with Electricity 0-24 Feet 25-34 Feet 35-44 Feet 45-54 Feet Daily Rate without Electricity 0-24 Feet 25-34 Feet 35-44 Feet 45-54 Feet Monthly Rate without Electricity 0-24 Feet 25-34 Feet 35-44 Feet 45-54 Feet

223

CITY OF SUFFOLK FEE SCHEDULE FISCAL YEAR 2016-2017 Fees 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 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 Non-Membership Fee Unless Otherwise Noted, Non Resident Fees Recreation Center Rentals Gymnasium: Must be out by 8p (minimum 4 hour rental) Non-commercial Events Hourly Rate Non resident rate Commercial Events (w/fee or admission) Hourly Rate Non resident rate Deposit on All Rentals Late Fee (per 15 minutes) for not vacating rental on time Multipurpose Room Resident hourly rental rate (minimum 2 hour rental) Non-resident hourly rental rate (min 2 hour rental)

Fiscal Year 2015-2016 75.00 75.00

Fiscal Year 2016-2017 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 5.00 10.00

10.00 20.00 5.00 5.00 3.00

5.00 10.00 7.00 5.00 25% above resident fees

5.00 10.00 7.00 N/A 25% above resident fees

65.00/hr 0.00

65.00/hr 81.25/hr

75.00/hr 0.00 150.00 25.00 per 15 minutes

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

25.00 per canoe

150.00

N/A

150.00 per hour 200.00 per hour 25.00 per 15 minutes

N/A N/A N/A

200.00 per hour 300.00 per hour 25.00 per 15 minutes

N/A N/A N/A

50.00

150.00 125.00 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

Conference Room Resident hourly rental rate (minimum 2 hour rental) Non-resident hourly rental rate (min 2 hour rental)

Lake Meade Park and Tennis Complex Picnic Shelter Full day Tennis Ball Machine Dog Park Membership (Annual Membership) Lone Star Lakes Park Canoe Rentals (maximum of 6 canoes available) National Guard Armory Rental Period: 8:00 a.m. to midnight Deposit Non-Commercial Events Resident hourly rental rate (minimum 4-hour rental) Non-resident hourly rental rate (minimum 4-hour rental) Late Fee (per 15 minutes) for not vacating rental on time

Commercial Events Resident hourly rental rate (minimum 4-hour rental) Non-resident hourly rental rate (minimum 4-hour rental) Late Fee (per 15 minutes) for not vacating rental on time

Special Event Application Fee Non-Profit/For-Profit Planters Club Rental Period: 8:00 a.m. to Midnight

Deposit 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

224

CITY OF SUFFOLK FEE SCHEDULE FISCAL YEAR 2016-2017 Fees Suffolk Art Gallery Deposit Late fee per 15 mins. for not vacating on time Non-Commercial events Hourly Rate Commercial events Hourly Rate Sleepy Hole Park Picnic Shelter #1-8 & 10-12 Full Day Picnic Shelter #9 Full Day Picnic Pack Whaleyville Annex 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 Platforms - Per Day Risers Steps 4x8 Tables Folding Chairs (each) Unless Otherwise Noted, Non Resident Fees Ground Maintenance Grave Space - Single Lot Grave Opening over 10 years of age - weekdays over 10 years of age - Saturday over 10 years of age - Sunday/Holiday age 1-10 - weekdays age 1-10 - Saturday age 1-10 - Sunday/Holiday infant under 1 - weekdays infant under 1 - Saturday infant under 1 - Sunday/Holiday Cremation (urn burial) Scatter Garden - Scattering of Ashes Scatter Garden - Memorial /Plaque Engraving Funeral after 4:00 pm in addition to above cost

Fiscal Year 2015-2016

Fiscal Year 2016-2017

150.00 25.00 per 15 minutes

25.00/hr

35.00/hr

75.00 125.00 25.00

150.00

50.00 per hour/Res 70.00 per hour/Non Res 25.00 per 15 minutes

50.00 per hour/Res 62.50/hour/Non Res 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 0.00

200.00 500.00/per day

125.00 200.00

50.00 ea. per day (up to 6) 25.00 per day 25.00 6.00 1.00 25% above resident fees

800.00

850.00 1,050.00 1,050.00 260.00 680.00 860.00 140.00 560.00 800.00 400.00 100.00 225.00 100.00

* Please see Suffolk Parks & Recreation Connection brochure on the City's website for other events and rates at the following link: http://www.suffolkva.us/parks/ PLANNING AND COMMUNITY DEVELOPMENT PLANNING Rezoning Requests Conditional Rezoning Requests Conditional Use Permits Comprehensive Plan Amendment Comprehensive Plan Consistency Review Subdivision Variance Requests Wetlands Board Wetlands Board After the Fact Chesapeake Bay Preservation Area Special Exception Request (Administrative) Chesapeake Bay Preservation Area Special Exception Request (Planning Commission)

800.00 plus 40.00 acre 1,000 plus 40.00 acre 800.00 plus 20.00 acre 1,000.00 250.00 500.00 250.00 300.00

50.00

250.00

225

CITY OF SUFFOLK FEE SCHEDULE FISCAL YEAR 2016-2017 Fees Historic and Cultural Review - Additions Historic and Cultural Review - New Construction Historic and Cultural Review - Administration Historic and Cultural Review - After the Fact Historic and Cultural Review - Administration After the Fact* Borrow Pit Fees Per cubic yard removed semi-annually Street Name Change Request Street Abandonment Encroachment Permits Minor Subdivision Family Transfer Preliminary Plat Fee (per lot) Final Plat Fee (per lot) Subdivision Engineering Plan Review Subdivision Engineering Plan Review Revisions Subdivision Determination** Site Plan Review (excludes 1 & 2 family dwelling) plus per acre Site Plan Review - additional revisions (per submittal) Site Plan Waiver Request Maps (each) Printed Map Products Maps-Specialized Map Production Services Aerial Photographs 1" = 1000' 1" = 1600" Base map set Unified Development Ordinance Comprehensive Plan Geodetic Control Network Book

Fiscal Year 2015-2016 150.00 150.00 35.00 250.00 70.00 100.00 0.23 325.00 100.00 100.00 300.00 300.00 50.00 with 300.00 minimum 30.00 with 200.00 minimum 40.00 per lot with 200.00 minimum 150.00 90.00 600.00 60.00 150.00 50.00 5.00 50.00 Hour

Fiscal Year 2016-2017 150.00 150.00 35.00 250.00 70.00 100.00 0.23 325.00 100.00 100.00 300.00 300.00 50.00 with 300.00 minimum 30.00 with 200.00 minimum 40.00 per lot with 200.00 minimum 150.00 90.00 600.00 60.00 150.00 50.00 5.00 50.00 Hour

0.25 50.00 Cost 60.00 25.00

10.00

1% over market rate to purchase credits in an approved tidal wetlands bank

50.00 2.00% 50.00

250.00 500.00 1,000.00 2,000.00 4,000.00 5,000.00

50.00 2.00%

50.00 50.00 50.00 50.00

50.00 50.00 70.00 50.00

75.00 50.00 105.00 60.00

100.00 60.00 140.00 80.00

Geodetic Control Network Book - Supplement Wetland Mitigation Fee In-Lieu*** COMMUNITY DEVELOPMENT Minimum State Levy Extra Inspection Trips (each) 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 1 - 50 amps Single Phase Fee (new) Single Phase Fee (change) Three Phase Fee (new) Three Phase Fee (change) 50 - 100 amps Single Phase Fee (new) Single Phase Fee (change) Three Phase Fee (new) Three Phase Fee (change) 101 - 150 amps Single Phase Fee (new) Single Phase Fee (change) Three Phase Fee (new) Three Phase Fee (change) 151 - 200 amps Single Phase Fee (new) Single Phase Fee (change) Three Phase Fee (new) Three Phase Fee (change)

226

CITY OF SUFFOLK FEE SCHEDULE FISCAL YEAR 2016-2017 Fees 201 - 250 amps Single Phase Fee (new) Single Phase Fee (change) Three Phase Fee (new) Three Phase Fee (change) 251 - 300 amps Single Phase Fee (new) Single Phase Fee (change) Three Phase Fee (new) Three Phase Fee (change) 301 - 350 amps Single Phase Fee (new) Single Phase Fee (change) Three Phase Fee (new) Three Phase Fee (change) 351 - 400 amps Single Phase Fee (new) Single Phase Fee (change) Three Phase Fee (new) Three Phase Fee (change) 401 - 450 amps Single Phase Fee (new) Single Phase Fee (change) Three Phase Fee (new) Three Phase Fee (change) 451 - 500 amps Single Phase Fee (new) Single Phase Fee (change) Three Phase Fee (new) Three Phase Fee (change) 501 - 550 amps Single Phase Fee (new) Single Phase Fee (change) Three Phase Fee (new) Three Phase Fee (change) 551 - 600 amps Single Phase Fee (new) Single Phase Fee (change) Three Phase Fee (new) Three Phase Fee (change) 601 - 650 amps Single Phase Fee (new) Single Phase Fee (change) Three Phase Fee (new) Three Phase Fee (change) 651 - 700 amps Single Phase Fee (new) Single Phase Fee (change) Three Phase Fee (new) Three Phase Fee (change) 701 - 750 amps Single Phase Fee (new) Single Phase Fee (change) Three Phase Fee (new) Three Phase Fee (change) 751 - 800 amps Single Phase Fee (new) Single Phase Fee (change) Three Phase Fee (new) Three Phase Fee (change) 801 - 850 amps Single Phase Fee (new) Single Phase Fee (change) Three Phase Fee (new) Three Phase Fee (change) 851 - 900 amps Single Phase Fee (new) Single Phase Fee (change) Three Phase Fee (new) Three Phase Fee (change)

Fiscal Year 2015-2016

Fiscal Year 2016-2017

125.00 75.00 175.00 100.00

150.00 90.00 210.00 120.00

175.00 105.00 245.00 140.00

200.00 120.00 280.00 160.00

225.00 135.00 315.00 180.00

250.00 150.00 350.00 200.00

275.00 165.00 385.00 220.00

300.00 180.00 420.00 240.00

325.00 195.00 455.00 260.00

350.00 210.00 490.00 280.00

375.00 225.00 525.00 300.00

400.00 240.00 560.00 320.00

425.00 255.00 595.00 340.00

450.00 270.00 630.00 360.00

227

CITY OF SUFFOLK FEE SCHEDULE FISCAL YEAR 2016-2017 Fees 901 - 950 amps Single Phase Fee (new) Single Phase Fee (change) Three Phase Fee (new) Three Phase Fee (change) 951 - 1,000 amps Single Phase Fee (new) Single Phase Fee (change) Three Phase Fee (new) Three Phase Fee (change) 1,001 - 1,050 amps Single Phase Fee (new) Single Phase Fee (change) Three Phase Fee (new) Three Phase Fee (change) 1,051 - 1,100 amps Single Phase Fee (new) Single Phase Fee (change) Three Phase Fee (new) Three Phase Fee (change) 1,101 - 1,150 amps Single Phase Fee (new) Single Phase Fee (change) Three Phase Fee (new) Three Phase Fee (change) 1,151 - 1,200 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 - 30 amps (per circuit) 31 - 60 61 - 100 101 - 200 over 200 amps Pool Grounding Repair Wiring, Apparatus, Fixtures Plumbing Permits Minimum State Levy 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 New Construction for all mechanical apparatus $0 - 3,000 3,001 - 4,000 4,001 - 5,000 5,001 - 6,000 continue at $6.00/$1,000 value of fraction thereof

Fiscal Year 2015-2016

Fiscal Year 2016-2017

475.00 285.00 665.00 380.00

500.00 300.00 700.00 400.00

525.00 315.00 720.00 410.00

550.00 330.00 740.00 420.00

575.00 345.00 760.00 430.00

600.00 360.00 780.00 440.00

600.00 plus 25 per 50 amps after 360 plus 15 per 50 amps after 780.00 plus 20 per 50 amps after 440 plus 10 per 50 amps after

4.00 5.00 7.00 15.00 20.00 55.00 50.00

50.00 2.00% 7.00 7.00 35.00 7.00 7.00 7.00 7.00 7.00 35.00 100.00 100.00 7.00

50.00 2.00%

50.00 50.00 50.00 55.00

228

CITY OF SUFFOLK FEE SCHEDULE FISCAL YEAR 2016-2017 Fees Replacement, Alterations, Repairs and Additions $0 - 4,000 4,001 - 5,000 5,001 - 6,000 continue at $6.00/$1000 value of fraction thereof LPG Tanks and Associated Piping 0 - 2,000 gallons over 2,000 Flammable Liquid Tanks and Associated Piping 0 - 50,000 gallons over 50,000 Fuel Piping Outlet Each Plan Review All Structures 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 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 Temporary Power Release Inspection Temporary Use Permit Fee 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

Fiscal Year 2015-2016

Fiscal Year 2016-2017

50.00 55.00 55.00

50.00 50.00 plus $4.00/10,000 gallons

50.00 50.00 plus $6.00/25,000 gallons 50.00

75.00 100.00 125.00 175.00 250.00 300.00 350.00

525.00 275.00 275.00 100.00

50.00 50.00 65.00

55.00 50.00

100.00 $25/15,000 sq.ft.

50.00 55.00 65.00 50.00

15.00 25.00 45.00 50.00

50.00 $2.00/$100 value

50.00 55.00 50.00 50.00 50.00 50.00 60.00 35.00

50.00 $1.00/$100 value

50.00 100.00 50.00 100.00 50.00 30.00 50.00

229

CITY OF SUFFOLK FEE SCHEDULE FISCAL YEAR 2016-2017 Fees Business License Inspection Board of Building Code Appeal Extension of Permits Tower, Antennas and Like Structures $0 - 4999 value 5,000 - 19,999 20,000 - 99,999 over 100,000 Building Fees (see attached Schedule A) 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 If Forwarded to Board of Zoning Appeals Written Determination by Zoning Administrator Special Entertainment Permit Junkyard Compliance Inspection (yearly) Unified Development Ordinance Temporary Signs Building Permits: Permit Issued No Inspections Completed Foundation Inspection Completed Framing & Foundation Inspection Completed Electrical Permits: Permit Issued No Inspections Completed Rough-in Inspections Completed Mechanical Permits: 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

Fiscal Year 2015-2016 100.00 250.00 75.00

Fiscal Year 2016-2017 100.00 250.00 75.00

20.00 per $1,000 100.00 per $5,000 plus 10.00 per $1,000 250.00 per $20,000 plus 5.00 per $1,000 625.00 per $100,000 plus 4.00 per $1,000 Schedule A (attached) 35.00 35.00*

100.00 50.00 500.00 60.00

50.00 50.00 300.00 300.00 90.00 90.00 $50.00 plus fees for in-kind services such as Police, $50.00 plus fees for in-kind services such as Police, Fire, Fire, Equipment Rental, etc. Equipment Rental, etc. 100.00 100.00 Cost Cost 25.00 25.00 75% 50% 25%

75% 50% 25%

75% 50%

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

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

Failure of alarm company to provide Alarm Installer checklist Failure of alarm company to provide Alarm Dispatch Records request

50.00 50.00

Security Alarm Company Initial Registration* Late fee for Security Alarm Company registration (after 30 days) Security Alarm Company Registration Renewal less than 50 alarm sites in Suffolk* Security Alarm Company Registration Renewal 51+ alarm sites in Suffolk Reinstatement fee for alarm installation/monitoring company General false alarm fee for second response General false alarm fee for third response

100.00 25.00

100.00

100.00 100.00 50.00 100.00

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

POLICE

230

CITY OF SUFFOLK FEE SCHEDULE FISCAL YEAR 2016-2017 Fees 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 alarm g non-registered p y g per response p 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) Full Scale Accident Diagram Audio Dispatch Tape/CD CAD Report Color Copy Black & White Copy Photographs on CD Video Tape PUBLIC UTILITIES

Fiscal Year 2015-2016 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

Fiscal Year 2016-2017 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 hour, minimum

Police Officer/$30 per hour, minimum 2 hours per hour, minimum

Supervisor/$35

15.00 per day

75.00 95.00 25.00 5.00 10.00 5.00 15.00 6.00 0.50 0.25 15.00 15.00

25.00

35.00

10.00 25.00 50.00 1.5 % per month with $0.50 minimum 100.00

250.00 500.00 8.86 4.67 204,959.00

250.00 500.00 9.03 4.56 222,995.00

200.00 1.25 x Meter Rate 44.30

200.00 1.25 x Meter Rate 44.15

5/8 and 3/4 inch meter

7.00 (Billed at $0.230 per day per billing cycle)

8.40 (Billed at $0.276 per day per billing cycle)

1 inch meter 1Â˝ inch meter

17.51 (Billed at $0.576 per day per billing cycle) 35.00 (Billed at $1.151 per day per billing cycle)

21.05 (Billed at $0.692 per day per billing cycle) 42.00 (Billed at $1.381 per day per billing cycle)

2 inch meter 3 inch meter

56.00 (Billed at $1.841 per day per billing cycle) 105.00 (Billed at $3.452 per day per billing cycle)

69.20 (Billed at $2.275 per day per billing cycle) 126.00 (Billed at $4.142 per day per billing cycle)

4 inch meter

175.00 (Billed at $5.753 per day per billing cycle)

210.00 (Billed at $6.904 per day per billing cycle)

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 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) Meter Service Charge (per month)

231

CITY OF SUFFOLK FEE SCHEDULE FISCAL YEAR 2016-2017 Fees 6 inch meter 8 inch meter 10 inch meter Water Connection Charge (installed by city) 5/8 inch meter 3/4 inch meter 1 inch meter 1½ inch meter 2 inch meter When the size is above those listed a charge equal to actual cost of installation plus 25% Water Connection Charge (installed by developer) Water Availability Charge (residential) Single Family Attached Multi Family (Building with 2 to 4 units) (cost per unit) Attached Multi Family (Building with 5 to 16 units) (cost per unit) Attached Multi Family (Building with 17 to 24 units) (cost per unit) Attached Mulit Family (Building 25 + units) (cost per unit) Mobile Home Park (cost per unit) Water Availability Charge (commercial) 5/8 and 3/4 inch meter 1 inch meter 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 Deposit Fire Hydrant Flow Test Fee/Water Model Evaluation Sewer Collection (per 100 cubic feet) Sewer Usage Not Metered (per month 5 ccf) 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) 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 17-24 units), (cost per unit) Attached Multi Family (Building 25+ units), (cost per unit) Mobil Home Park (cost per unit) Sewer Availability Charge (commercial) 5/8 and 3/4 inch meter 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 Manual of Cross Connection Policies Plan sheet copies 24" x 36" (per sheet) Copies (black and white (each) Copies (color) (each)

Fiscal Year 2015-2016

Fiscal Year 2016-2017

350.00 (Billed at $11.507 per day per billing cycle) 560.00 (Billed at $18.411 per day per billing cycle)

420.00 (Billed at $13.808 per day per billing cycle) 672.00 (Billed at $22.093 per day per billing cycle)

805.00 (Billed at $26.466 per day per billing cycle) 966.00 (Billed at $31.759 per day per billing cycle) 1,100.00 1,100.00 1,340.00 1,670.00 1,975.00

2,000.00 0.00 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 10.00 300.00 250.00 6.74 33.70

250.00 Equal to prime rate - July 1 1 1/2 % or $0.50 minimum per month 10.00 300.00 400.00 6.97 34.85

1,450.00 2,650.00 actual cost of installation plus 25% 50.00

1,800.00 3,000.00 actual cost of installation plus 25% 50.00

6,000.00 5,400.00 4,800.00 4,200.00 3,600.00 3,900.00

6,000.00 N/A 14,800.00 29,500.00 47,100.00 88,100.00 146,800.00 293,400.00 469,300.00 674,600.00 20.00 2.00 0.20 0.35*

232

CITY OF SUFFOLK FEE SCHEDULE FISCAL YEAR 2016-2017 Fees

Fiscal Year 2015-2016

Fiscal Year 2016-2017

$1,500 Base Fee plus $1.50/if for every foot of public water & sewer mains beyond the initial 250 if no mains plus pump station review fee $2,500 Base Fee plus $.15/if for every foot of public water & sewer mains plus pump station review fee $300/Submittal 200.00 $1,500 per station 300.00

$1,500 Base Fee plus $1.50/if for every foot of public water & sewer mains beyond the initial 250 if no mains plus pump station review fee

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

$2,500 Base Fee plus $.15/if for every foot of public water & sewer mains plus pump station review fee $500/Submittal 200.00 $2,000 per station 300.00

$1.50/LF for every foot of public sewer installed

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

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

Water Transmission/Distribution Facilities Site Plan with Public Utilities Environmental Incentive - Water 5/8 and 3/4 inch meter 1 inch meter 1Â˝ inch meter 2 inch meter 3 inch meter 4 inch meter Environmental Incentive - Sewer 5/8 and 3/4 inch meter 1 inch meter 1Â˝ inch meter 2 inch meter 3 inch meter 4 inch meter

*Reflects additional cost to use color copier. Utility fund cost to support debt service - based on rate model. Programmed less from new connections and have to make it up on the rate side. WTWA and Sewer collection similar to water side balance between less connections has to be made up on rate side. Based on model.

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) Right-of-Way Encroachment Permit

$1,000/application $1,500/application $100/plat $100/hr $18,000 per location $70/hr $1,600/application $250 per location 100.00

Stormwater and Public Works Engineering Storm Water Utility Fee Inspection Fee for Engineering Plans

Inspection Fee for Site Plans/E&S Only Plans

6.00/mo/ERU

2% of engineers cost estimate The following state feels shall be added accordingly >1.0-5.0 acres + $756 >5.0-10.0 acres + $952 >10.0-50.0 acres + $1,260 >50.00-100.00 acres + $1,708 >100.00 acres + $2,688

2% of engineers cost estimate plus 2% of E&S bond estimate; $1,400 minimum

$1,400 minimum; $400/acre; not to exceed $8,000

$400/acre;$1,400 minimum not to exceed $8,000

233

CITY OF SUFFOLK FEE SCHEDULE FISCAL YEAR 2016-2017 Fees

Fiscal Year 2015-2016

Fiscal Year 2016-2017

Stormwater/E &S plan review Site Plan Review Fee

Less than-10,000 sf of disturbance - $460 0-10,000 sf of disturbance - $460 10,000-0.5 acre of disturbance -$835 10,000-0.5 acre of disturbance -$835 Greater than 0.5 and up to 1.0 acre of disturbance- $1585 0.5-1.0 acre of disturbance- $1585 (Plans with disturbance greater than 1.0 acre shall add >1.0 acre - +$250/additional acre of disturbance The following state fees shall be added accordingly $250/additional acre of disturbance or any portion thereof) 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 >10.0-50.0 acres + $1,260 >5.0-10.0 acres + $952 >50.00-100.00 acres + $1,708 >10.0-50.0 acres + $1,260 >100.00 acres + $2,688 >50.00-100.00 acres + $1,708 Stormwater Maintenance Agreement - $150 >100.00 acres + $2,688 Site Plan Amendment = $350/submittal $1000 + $1/lf of roadway The following state fees shall be added accordingly >1.0-5.0 acres + $756 >5.0-10.0 acres + $952 >10.0-50.0 acres + $1,260 >50.00-100.00 acres + $1,708 >100.00 acres + $2,688 Plan Amendments = $350/submittal

Plan Amendment = $350 $1000 + $1/lf of roadway The following state fees shall be added accordingly >1.0-5.0 acres + $756 >5.0-10.0 acres + $952 >10.0-50.0 acres + $1,260 >50.00-100.00 acres + $1,708 >100.00 acres + $2,688 Plan Amendments = $350

Modification or Transfer of General Permit/Registration Statement for Discharges of Stormwater from Construction Activities

Fees shall be paid pursuant to Virginia Administrative Code 9VAC25-870-825

Annual Maintenance fees for General or Individual Permits for Discharges of Stormwater from Construction Activities

Fees shall be paid pursuant to Virginia Administrative Code 9VAC25-870-830

Engineering Plan Review Fee

Minor Subdivision Plan Review Fee Major Subdivision Maintenance Agreement Review Fee Single Family E&S Site Plan Review Stormwater Maintenance Agreement Review Fee Pro Rata Share Fees Chowan Watershed Great Dismal Watershed James River Watershed Permits Right of Way Permit

0.00

150.00

$750 per plat 209.00 150.00

750.00 290.00 150.00

958/acre 263/acre 632/acre

100.00

Cost Cost 2.50 600.00 600.00

75.00 100.00 300.00 at cost at cost

5.00 5.00 5.00

See Geographic Information System section for map rates See Geographic Information System section for map rates See Geographic Information System section for map rates

50.00 50.00

See Geographic Information System section for map rates See Geographic Information System section for map rates

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

70.00

16.50/mo/unit

Bulk Refuse Service 1-8 CY bulk collection -after 12 free collections

20.00

9-16 CY bulk collection

50.00

Evictions

100.00

234

CITY OF SUFFOLK FEE SCHEDULE FISCAL YEAR 2016-2017 Fees

Fiscal Year 2015-2016

Fiscal Year 2016-2017

Weekdays

50.00

Weekends

90.00

60.00

0.00

Adult - One way (No Transfer)

1.50

Adult - All day (Unlimited Transfer)

3.00

Adult - Monthly Pass

57.50

Student (6-18 yrs) - One way (No Transfer)

1.00

Student (6-18 yrs) - All day (Unlimited Transfer)

2.00

Student (6-18 yrs) - Monthly Pass

37.50

Disabled and/or Senior (55+ yrs) - One way (No Transfer)

0.75

Disabled and/or Senior (55+ yrs) - All day (Unlimited Transfer)

1.50

27.50 3.00

25.00 5.00/hour 75.00 15.00/hour

150.00 50.00/hour 80.00/hour

300.00 100.00/hour

60.00/season 100.00/season 35.00/season 15.00/one day

60.00/season 100.00/season 40.00/season 15.00/one day

5.00 3.00

8.00 6.00

10.00 8.00

7.00 5.00 35.00

10.00 8.00

7.00 5.00 35.00 Cost $100/quarter when available

50.00 30.00 30.00 100.00 20.00 30.00 35.00

Bulk Refuse Service - Roll Off

Recycling Carts * Does not include commercial refuse collection TRANSIT Faires-Regular Bus Service (Not Paratransit)

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 Canoe Tours Fee Based Activities Not Described Visitor Center Display Case - Limit of 4 TREASURER Return Check Set Off Debt Lien Copy of Delinquent Report Vehicle Block Delinquent Tax Collection (prior to judgment) Delinquent Tax Collection (after judgment)

235

CITY OF SUFFOLK FEE SCHEDULE FISCAL YEAR 2016-2017 Fees Delinquent Personal Property Collection Fee Attorney or Collection Agency Fees Vehicle License Registration Late Payment Fee Serving out of town warrants in debt For each additional warrant served BAI.Net Charge Card Convenience Fee Charge Card Convenience Fees Visa Debit Cards Only Visa Debit Cards; Mastercard Debit or Credit and AMEX $0.01 to $144.00 $144.01 and higher Sturgis Charge Card Convenience Fees

Fiscal Year 2015-2016 30.00 20% 10.00 20.00 12.00 3.0%

Fiscal Year 2016-2017 30.00 20% 10.00 20.00 12.00 3.0%

3.95

3.95 2.75% of payment amount

2.2% of payment amount plus .30 transaction fee

236

237

238

239

240

241

242

243

244

245

ORDINANCE NUMBER _____________ AN ORDINANCE APPROVING NEW POSITIONS AND JOB DESCRIPTIONS REGARDING THE FY 2016-2017 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 2016-2017 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 2016-2017 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 of Transportation Planner and Systems Administrator which are attached as part of this Ordinance, be, and are hereby approved as part of the FY 2016-2017 Classification and Compensation Plan. This Ordinance shall be effective on July 1, 2016, contingent upon the corresponding jobs for the job descriptions being approved in the FY 2016-2017 Operating and Capital Budget, and shall not be published.

READ AND PASSED: ________________________________ TESTE:

________________________________________ Erika S. Dawley, City Clerk

Approved as to Form:

_________________________ Helivi L. Holland, City Attorney

246

_____________________________________________________________________________________

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RESOLUTION NUMBER _________ A RESOLUTION TO PROVIDE FOR A 1% SHIFT IN THE VIRGINIA RETIREMENT SYSTEM EMPLOYEE CONTRIBUTION RATE TO THE EMPLOYEES WITH A RESPECTIVE 1.337% INCREASE IN TOTAL CREDITABLE COMPENSATION WHEREAS, the City of Suffolk (55220) employees who are Virginia Retirement System members who commence or recommence employment on or after July 1, 2012, shall be required to contribute five percent of their creditable compensation by salary reduction pursuant to Internal Revenue Code § 414(h) on a pre-tax basis upon commencing or recommencing employment; and, WHEREAS, the City of Suffolk employees who are Virginia Retirement System members and in service on June 30, 2012, shall be required to contribute five percent of their creditable compensation by salary reduction pursuant to Internal Revenue Code § 414(h) on a pre-tax basis no later than July 1, 2016; and, WHEREAS, such employees in service on June 30, 2012, shall contribute a minimum of an additional one percent of their creditable compensation beginning on each July 1 of 2012, 2013, 2014, 2015, and 2016, or until the employees’ contributions equal five percent of creditable compensation; and, WHEREAS, the City of Suffolk may elect to require such employees in service on June 30, 2012, to contribute more than an additional one percent each year, in whole percentages, until the employees’ contributions equal five percent of creditable compensation; and, WHEREAS, the second enactment clause of Chapter 822 of the 2012 Acts of Assembly (SB497) requires an increase in total creditable compensation, effective July 1, 2016, to each such employee in service on June 30, 2016, to offset the cost of the member contributions, such increase in total creditable compensation to be equal to the percentage increase of the member contribution paid by such pursuant to this resolution (For example, if the member contribution paid by the employee increases from two to three percent pursuant to this resolution, the employee must receive a one-percent increase in creditable compensation.) and, WHEREAS, the City of Suffolk has elected to provide a 1.337% increase in total creditable compensation, effective July 1, 2016, to each such employee in service on June 30, 2016, to offset the cost of the member contributions. NOW, THEREFORE, BE IT RESOLVED, that the City of Suffolk does hereby certify to the Virginia Retirement System Board of Trustees that it shall effect the implementation of the member contribution requirements of Chapter 822 of the 2012 Acts of Assembly according to the following schedule for the fiscal year beginning July 1, 2016: PLAN 1 Employer Paid Member Contribution

Percent 0%

PLAN 2 Employer Paid Member Contribution

247

Percent 0%

Employee Paid Member Contribution Total

BE IT FURTHER RESOLVED, that such contributions, although designated as member contributions, are to be made by the City of Suffolk in lieu of member contributions; and, BE IT FURTHER RESOLVED, that pick up member contributions shall be paid from the same source of funds as used in paying the wages to affected employees; and, BE IT FURTHER RESOLVED, that member contributions made by the City of Suffolk under the pick up arrangement shall be treated for all purposes other than income taxation, including but not limited to VRS benefits, in the same manner and to the same extent as member contributions made prior to the pick up arrangement; and, BE IT FURTHER RESOLVED, that nothing herein shall be construed so as to permit or extend an option to VRS members to receive the pick up contributions made by the City of Suffolk directly instead of having them paid to VRS; and, BE IT FURTHER RESOLVED, that notwithstanding any contractual or other provisions, the wages of each member of VRS who is an employee of the City of Suffolk shall be reduced by the amount of member contributions picked up by the City of Suffolk on behalf of each employee pursuant to the foregoing resolutions; and, BE IT FURTHER RESOLVED, that in accordance with the Appropriation Act, no salary increases that were provided solely to offset the cost of required member contributions to the Virginia Retirement System under ยง 51.1-144 of the Code of Virginia will be used to certify that the salary increases required by the Appropriations Act have been provided. NOW, THEREFORE, the officers are hereby authorized and directed in the name of the City of Suffolk to carry out the provisions of this resolution, and said officers are authorized and directed to pay over to the Treasurer of Virginia from time to time such sums as are due to be paid by the City of Suffolk for this purpose. READ AND ADOPTED: ________________________________ TESTE:

________________________________________ Erika S. Dawley, City Clerk

Approved as to Form:

__________________________ Helivi L. Holland, City Attorney

248

Member Contributions by Salary Reduction for Counties, Cities, Towns and Other Political Subdivisions (In accordance with Chapter 822 of the 2012 Acts of Assembly (SB 497))

Resolution WHEREAS, the Code of Virginia § 51.1-144(F)(3) requires that, effective July 1, 2016, all employees of a political subdivision who are VRS members shall contribute five percent of their creditable compensation by salary reduction pursuant to Internal Revenue Code § 414(h) on a pre-tax basis; and

WHEREAS, the Code of Virginia § 51.1-144(F)(3) permitted a political subdivision to phase in the mandatory five percent member contribution until all employees paid five percent of creditable compensation effective July 1, 2016; and

WHEREAS, the Code of Virginia § 51.1-144(F)(3) permitted a political subdivision to pick up a portion of the member contributions only until the completion of the phase-in period on July 1, 2016; and WHEREAS, the second enactment clause of Chapter 822 of the 2012 Acts of Assembly (SB 497) requires an increase in total creditable compensation, effective July 1, 2016, to each such employee in service on June 30, 2016, to offset the cost of the member contributions, equal to the percentage increase of the member contribution paid by such pursuant to this resolution; NOW, THEREFORE, BE IT RESOLVED, that the [insert political subdivision name]

City of Suffolk _________________________________________________________ (the “Political Subdivision”), [insert 55220 employer code] ________________, does hereby certify to the Virginia Retirement System Board of Trustees

that it shall effect the implementation of the member contribution requirements of Chapter 822 of the 2012 Acts of Assembly (SB 497), codified as Code of Virginia § 51.1-144(F)(3), for the fiscal year beginning July 1, 2016, and that Plan 1 and Plan 2 employees shall pay the full five percent member contribution by salary reduction on a pre-tax basis; and BE IT FURTHER RESOLVED, that no salary increases provided solely to offset the cost of required member contributions to the Virginia Retirement System under the second enactment clause of Chapter 822 of the 2012 Acts of Assembly will be used to certify that any salary increases required by the Appropriation Act have been provided. NOW, THEREFORE, the officers are hereby authorized and directed in the name of the Political Subdivision to carry out the provisions of this resolution, and said officers are authorized and directed to pay over to the Treasurer of Virginia from time to time such sums as are due to be paid by the Political Subdivision for this purpose.

Governing Body Chairman

VRS Resolution – ELEC5%PU (Rev. 03/16)

249

CERTIFICATE I, [insert name] Erika S. Dawley , [insert title] City Clerk __________________________ of the Political Subdivision, certify that the foregoing is a true and correct copy of a resolution passed at a lawfully organized meeting of the Political Subdivision held at [insert Suffolk county/city/town] _________________________, Virginia at [insert time] __________ on [insert date] _______________ _____, 2016. Given under my hand and seal of the Political Subdivision this _____ day of _______________, 2016.

_____________________________________________ (signature)

This resolution must be passed on or before July 1, 2016 and mailed to VRS postmarked no later than July 5, 2016.

VRS Resolution â&#x20AC;&#x201C; ELEC5%PU (Rev. 03/16)

250

ORDINANCE NUMBER _____________ AN ORDINANCE TO PROVIDE FOR A COST OF LIVING ADJUSTMENT OF 2% TO ALL FULL-TIME AND REGULAR PART-TIME EMPLOYEES INCLUDING CONSTITUTIONAL OFFICERS AND THEIR EMPLOYEES AND CITY COUNCIL APPOINTEES WHEREAS, the City Council has determined that a 2% cost of living adjustment be provided to all full-time and regular part-time City Employees, Constitutional Officers and their employees, and City Council Appointees hired prior to January 1, 2016. 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, Constitutional Officers and their employees, and City Council Appointees hired prior to January 1, 2016 shall receive a 2% cost of living salary increase. BE IT FURTHER ORDAINED that the ordinance shall be effective on July 1, 2016. READ AND PASSED: ________________________________ TESTE:

________________________________________ Erika S. Dawley, City Clerk

Approved as to Form:

_________________________ Helivi L. Holland City Attorney

251

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ORDINANCE NUMBER ___________ AN ORDINANCE ADOPTING THE EVERGREEN SOLUTIONS, LLC COMPENSATION AND CLASSIFICATION STUDY REVIEW RECOMMENDATIONS TO BE INCORPORATED INTO THE FY 2016-2017 OPERATING AND CAPITAL BUDGET AND THE CITY’S FY 2016-2017 COMPENSATION PLAN EFFECTIVE OCTOBER 1, 2016 WHEREAS, Evergreen Solutions, LLC has performed a compensation and classification study review for approximately 1,288 positions in approximately 400 City job classifications; and, WHEREAS, Evergreen Solutions, LLC’s final report herein referenced as Attachment A recommends that the City adopt new pay grades and job titles, and a formula for setting employees’ salaries within pay ranges to address compression; and, WHEREAS, the City Council has determined that the performance of City government will be enhanced by adopting the recommendations contained in Option 2 of The Evergreen Solutions, LLC compensation and classification study review final report; and, WHEREAS, the City Manager is requesting that all positions in the City’s Classification and Compensation Plan be reassigned to the job titles and pay grades reflected in the Evergreen Solutions, LLC compensation and classification study review final report herein referenced in Attachment A, Exhibit 3B on October 1, 2016. NOW THEREFORE, BE IT ORDAINED by the City Council of the City of Suffolk, Virginia, that: 1.

The City adopts the Evergreen Solutions, LLC compensation and classification study review final report recommendations contained in Option 2.

The job titles and pay grades for all City positions in the 2016-2017 Classification and Compensation Plan are assigned to the job titles and pay grades as described in the Evergreen Solutions, LLC compensation and classification study review final report herein referenced as Attachment A, Exhibit 3B on October 1, 2016.

New position job titles include: Capital Improvements Projects Manager, Construction Inspector I, Construction Inspector II, Construction Inspector III, Development Plan Manager, Intelligence Analyst, Lead Screening Clerk, Master Medic, and Project Coordinator.

BE IT FURTHER ORDAINED that this ordinance shall be effective on October 1, 2016.

252

READ AND PASSED: ________________________ TESTE: _____________________________________ Erika S. Dawley, City Clerk Approved as to form:

_________________________ Helivi L. Holland City Attorney

253

APPENDIX A

Classification and Compensation Study Review f0r the City of Suffolk, VA FINAL REPORT

April 2016 254

Classification and Compensation Study Review for the City of Suffolk, VA FINAL REPORT

Evergreen Solutions, LLC

2878 Remington Green Circle Tallahassee, Florida 32308 Phone: (850) 383-0111 Facsimile: (850) 383-1511

April 2016 255

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Chapter 1 – Introduction

In April 2015, Evergreen Solutions was retained by the City of Suffolk (City) to review the Compensation and Classification Study Final Report completed in 2009 with an emphasis on reviewing Phase 3 recommendations and applicability given the time since completion of study; reviewing salaries of employees included in the 2009 study and those not included in the 2009 study (~300 employees hired after study completion) to assess compression; reviewing title changes recommended; and reviewing the City’s Compensation Philosophy. As part of the study, Evergreen Solutions, LLC was tasked with: 

collecting and reviewing current data present at the City;



conducting meetings with all department heads to solicit feedback on classifications in their assigned area of responsibility;



reviewing job descriptions and obtaining job analysis questionnaires for a sampling of classifications;



analyzing 2015 market data and providing feedback to the City regarding current market competitiveness;



developing strategic positioning recommendations using market data and best practices that addressed both compression and market competitiveness;



developing a compensation structure and implementation cost plan; and



developing and submitting draft and final reports summarizing findings and recommendations.

1.1

STUDY METHODOLOGY

Evergreen Solutions combines qualitative as well as quantitative data analysis to produce an equitable solution in order to maximize the fairness and competitiveness of an organization’s compensation structure and practices. Project activities included:      

conducting a project kick-off meeting; conducting meetings with department heads; administering a job evaluation process; analyzing 2015 market data; developing detailed implementation plans; and creating draft and final reports.

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Kickoff Meeting A kick-off meeting was held on April 7, 2015 and provided an opportunity to discuss the history of the organization, finalize the work plan, and begin the data collection process. Data collection of relevant background material (including existing pay plans, organization charts, past studies, employee database, job descriptions, and other pertinent material) was part of this process. Planning for department head meetings was also discussed during this meeting. Department Head Meetings Department head meetings were held on April 22-23, May 4, and May 11-12 with each department head to brief them on the purpose and major processes of the study. This process was intended to address any questions and resolve any misconceptions about the study review and relevant tasks. In addition, department heads were asked to identify any concerns they had about classification and positions that had been experiencing significant recruitment or retention issues. For example, department heads shared feedback on classification titles changes recommended by the 2009 study that were no longer appropriate; classification title changes needed but not recommended in the 2009 study; and recommendations for breaking out classification titles into levels based on variation in the complexity of work performed by incumbents in those classifications or the education, certification, or professional designations required for a classification. Job Questionnaire For positions department heads recommended for change during the department head meetings or classification titles recommended for change in the 2009 report, Evergreen asked that a job questionnaire be completed to verify that the change was warranted. Evergreenâ&#x20AC;&#x2122;s job questionnaire was designed to collect detailed information on a classification, including information on job responsibilities; tasks and the time spent on each; education, experience, and certification requirements of the position; working conditions; leadership and supervisory responsibilities; complexity related to knowledge required; relationships (i.e. types of interactions, such as with internal City employees only or external stakeholders); autonomy in decision making; financial responsibilities; use of equipment and machinery in completion of tasks; and physical requirements. Based on the completed job questionnaire, Evergreen had detailed information about the classifications in question needed to determine the appropriateness of each recommended change. Review of Market Survey Data As a critical component of this review, Evergreen collected market survey data and placement recommendations from the 2009 study and compared these data side-by-side with 2015 market data sourced from the TechNet survey database, which included local governments within the Hampton Roads area. The objective of this comparison was to determine if the pay ranges recommended in 2009 were below, equal to, or above pay range values based on 2015 market data for each City classification. Once this was determined, Evergreen was able to make recommendations on whether each City

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classification’s pay range should be maintained at the level recommended by the 2009 study, or be adjusted to align with current market data. In addition to analyzing the pay grade placement of each City classification, Evergreen assessed the overall structural framework of the City’s salary schedule using market data. Specifically, the range spread (i.e. the percentage difference between the minimum and maximum of any pay grade) of the schedule was assessed to determine how closely it aligned with market average range spread and midpoint progression (i.e. percentage difference between the midpoint of one pay grade and the next sequential pay grade) was assessed to determine if it was set at a level commensurate with best practice. Solution Creation Solution creation followed agreement on the structure of the compensation system. During this phase, desired range spreads and midpoint progressions were established. Once the structure was created, classifications were slotted into the proposed pay grade structure using 2015 market data and Client Project Manager (CPM) feedback. The second step in the creation of the solution was to identify the costs associated with transitioning employees into the proposed system. To accomplish this, data from the job slotting process were applied to the individual incumbents in the organization. The model provided by Evergreen allowed the City to view the total costs associated with all recommended changes. During this process, Evergreen assessed the Phase 3 salaries recommended in the 2009 report for each employee, which have yet to be implemented, to determine if they were appropriate based on 2015 market data and to determine the affect they had on compression (as approximately 300 employees were not included in the 2009 study and therefore were not slated to receive increases, exacerbating compression).

1.2

REPORT ORGANIZATION

This report includes the following chapters:  

Chapter 2 - Assessment of Current Conditions Chapter 3 – Recommendations

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EVERGREEN SOLUTIONS, LLC

Chapter 2.0 Assessment of Current Conditions The purpose of this chapter is to provide an overall assessment of the current structure of the compensation system in place within the City of Suffolk (City); provide an overall assessment of the structure of the compensation system recommended in the 2009 study; provide a comparison of 2009 and 2015 market data for City classifications; and provide an assessment of compression and employee salary placement for all City employees. The data contained within this chapter provide the foundation for more detailed analysis and recommendations, but are not sufficient cause for recommendations in isolation. By reviewing information about the City’s compensation structure and employee distribution, Evergreen Solutions gained a better understanding of the structures and methods in place which helped identify issues for both further review and potential revision.

2.1

CURRENT STRUCTURE

The City currently has 422 classifications across 25 departments. Exhibit 2A displays the number of classification titles by department. Note that because some titles are counted in two or more departments, the total count provided in the exhibit does not reflect the actual number of total titles. As can be seen, the department with the greatest number of classification titles is Public Works, with a total of 78 classification titles. Conversely, the department with the fewest number of classification titles is the Registrar Department, with one classification. Of the 422 classification titles at the City, 87 are a part of a leveled classification series, which is a classification broken out into two or more levels. There are 36 classification series in total, which are displayed in Exhibit 2B. Typically, levels are created for a classification when there is sufficient evidence to support an increase in the complexity of the work performed, or when special licenses or certifications are required for a position but not necessarily required at the entry level. In a compensation system such as the City’s, levels should be created only when these conditions are present, and should not be used when the only requirement to advance from one level to the next is experience. This is because experience is recognized by progression through a pay grade, and should not be doubly recognized through the use of leveling. The City’s current pay plan is displayed in Exhibit 2C. As can be seen, the City’s current pay plan includes 32 pay grades numbered non-consecutively between 7 and 50. Pay grades 7 through 18 are used for classified and paraprofessional classifications; pay grades 19 to 29 are used for professional and select managerial classifications; pay grades 30 through 40 are primarily used for managerial and assistant director classifications; and pay grades 44, 46, and 50 are used for executive level classifications. Currently, pay grades 42 and 48 do not have any classifications assigned to them.

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EXHIBIT 2A CURRENT NUMBER OF CLASSIFICATION TITLES BY DEPARTMENT Department Assessor Capital Programs & Buildings Circuit Court Clerk City Attorney City Council City Manager Commissioner of Revenue Commonwealth Attorney Economic Development Finance Fire Department Human Resources Information Technology Library Media & Community Relations Parks & Recreation Planning & Community Development Police Public Utilities Public Works Registrar Sheriff Department Social Services Treasurer Total

Total Titles 11 12 11 15 2 7 8 5 18 30 24 14 22 11 8 35 33 29 38 78 1 6 33 14 465

The current pay planâ&#x20AC;&#x2122;s midpoint progression (i.e. percent difference between the midpoints of each grade) varies between 3.8 and 10.9 percent, and averages 5.7 percent overall. Best practice dictates a completely uniform midpoint progression of between 3 and 5 percent. This allows all classifications to be slotted into a pay grade that is, at most, +-2.5 percent away from market value when the market midpoint of a classification does not fall directly on a midpoint in the pay plan. Pay grade range spreads range from a low of 61.3 percent in the lower grades to a high of 77.4 at the top of the pay plan. For pay grade range spreads, best practice dictates a range spread of between 50 and 70 percent; however, alignment with market average range spread should also be heavily considered when determining an appropriate range spread for an organization.

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EXHIBIT 2B CURRENT CLASSIFICATION SERIES Department All Departments Assessor City Attorney Commonwealth Attorney Public Works Planning & Community Development Finance Treasurer Public Works, Public Utilities Circuit Court Clerk Public Utilities Social Services Social Services Social Services Social Services Social Services Fire Department Fire Department Parks & Recreation Public Works Planning & Community Development City Attorney Library Library Various Public Works Planning & Community Development Police Social Services Parks & Recreation All Departments Social Services Public Works Public Works Public Utilities Planning & Community Development

Series Accounting Associate Appraiser Assistant City Attorney Assistant Comm. Attorney Automotive Mechanic Building Inspector Buyer Chief Deputy Treasurer Civil Engineer Deputy Clerk Electronics Technician Eligibility Worker Eligibility Worker Supervisor Family Services Worker Family Services Worker Supervisor Financial Services Manager Firefighter Firefighter/ Medic Grounds Maintenance Worker Heavy Equipment Operator Housing/Property Maint. Inspector Legal Office Assistant Librarian Library Assistant Office Assistant Operations Superintendent Planner Police Officer Programmer Analyst Recreation Specialist Secretary Self Sufficiency Worker Street Maintenance Worker Traffic Signal Technician Water Treatment Plant Operator Zoning Inspector

Evergreen Solutions, LLC

Levels 3 3 3 3 3 3 2 2 3 4 2 3 2 3 2 3 2 2 2 2 2 2 4 3 2 2 2 2 2 2 2 2 2 2 2 2

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EXHIBIT 2C CURRENT PAY PLAN Grade

Minimum

Midpoint

Maximum

Midpoint Progression

Range Spread

7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 27 29 30 31 34 36 38 40 42 44 46 48 50

$19,529.00 $21,664.00 $23,900.00 $25,094.00 $26,828.00 $28,689.00 $30,293.00 $31,899.00 $33,503.00 $35,083.00 $36,722.00 $38,364.00 $39,897.00 $41,657.00 $43,512.00 $45,487.00 $47,306.00 $49,198.00 $51,166.00 $53,724.00 $55,892.00 $57,877.00 $60,771.00 $64,915.00 $68,998.00 $73,599.00 $78,016.00 $82,697.00 $89,313.00 $92,886.00 $96,458.00 $102,245.00

$25,511.50 $28,300.50 $31,220.50 $32,781.00 $35,046.50 $37,477.00 $39,573.00 $41,669.50 $43,765.00 $45,830.00 $47,970.50 $50,115.00 $53,190.00 $55,537.00 $58,010.00 $60,642.50 $63,068.00 $65,590.50 $68,214.00 $71,625.00 $74,515.00 $78,716.50 $82,652.50 $88,288.50 $93,842.50 $100,100.50 $106,107.50 $114,696.50 $123,871.50 $128,827.00 $133,782.00 $141,808.50

$31,494.00 $34,937.00 $38,541.00 $40,468.00 $43,265.00 $46,265.00 $48,853.00 $51,440.00 $54,027.00 $56,577.00 $59,219.00 $61,866.00 $66,483.00 $69,417.00 $72,508.00 $75,798.00 $78,830.00 $81,983.00 $85,262.00 $89,526.00 $93,138.00 $99,556.00 $104,534.00 $111,662.00 $118,687.00 $126,602.00 $134,199.00 $146,696.00 $158,430.00 $164,768.00 $171,106.00 $181,372.00

10.90% 0.103 5.00% 0.069 6.90% 0.056 5.30% 0.05 4.70% 0.047 4.50% 0.061 4.40% 0.045 4.50% 0.04 4.00% 0.04 5.00% 0.04 5.60% 0.05 6.80% 0.063 6.70% 0.06 8.10% 0.08 4.00% 0.038 6.00%

61.30% 61.30% 61.30% 61.30% 61.30% 61.30% 61.30% 61.30% 61.30% 61.30% 61.30% 61.30% 66.60% 66.60% 66.60% 66.60% 66.60% 66.60% 66.60% 66.60% 66.60% 72.00% 72.00% 72.00% 72.00% 72.00% 72.00% 77.40% 77.40% 77.40% 77.40% 77.40%

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2.2

Compensation and Classification Study Review for the City of Suffolk, VA

PROPOSED 2009 STRUCTURE

The proposed pay plan from the 2009 study, which has not yet been implemented by the City, is displayed in Exhibit 2D. As can be seen, the proposed pay plan has 24 pay grades numbered consecutively between 101 and 124. Pay grades 101 through 105 include all support classifications; grades 106 through 112 include all skilled and entry level professional classifications; grades 113 through 117 include all professional and managerial classifications; grades 118 through 122 include all executive classifications; and grades 123 and 124 are not assigned any classifications. Midpoint progression of the pay plan varies between 6.0 and 21.0 percent, with an average of 9.3 percent overall. The range spreads range from a low of 49.1 percent in the case of the executive grades, to a high of 60.5 as is seen in grade 113 through 117. EXHIBIT 2D 2009 PROPOSED PAY PLAN Grade

Minimum

Midpoint

Maximum

Midpoint Progression

Range Spread

101 102 103 104 105 106 107 108 109 110 111 112 113 114 115 116 117 118 119 121 122 123 124

$20,800.00 $22,048.00 $23,371.00 $24,773.00 $27,660.00 $30,120.00 $32,228.00 $34,484.00 $36,898.00 $39,481.00 $42,245.00 $45,202.00 $48,366.00 $53,202.00 $58,523.00 $64,375.00 $70,812.00 $83,828.00 $92,211.00 $111,575.00 $122,733.00 $135,006.00 $148,507.00

$26,249.50 $27,824.50 $29,494.00 $31,263.50 $35,778.00 $39,055.00 $41,788.50 $44,714.00 $47,844.00 $51,193.00 $54,776.50 $58,611.00 $62,987.00 $69,285.00 $76,214.00 $83,835.50 $92,218.50 $104,408.00 $114,849.00 $138,967.00 $152,864.00 $168,150.00 $184,965.50

$31,699.00 $33,601.00 $35,617.00 $37,754.00 $43,896.00 $47,990.00 $51,349.00 $54,944.00 $58,790.00 $62,905.00 $67,308.00 $72,020.00 $77,608.00 $85,368.00 $93,905.00 $103,296.00 $113,625.00 $124,988.00 $137,487.00 $166,359.00 $182,995.00 $201,294.00 $221,424.00

6.00% 6.00% 6.00% 14.40% 9.20% 7.00% 7.00% 7.00% 7.00% 7.00% 7.00% 7.50% 10.00% 10.00% 10.00% 10.00% 13.20% 10.00% 21.00% 10.00% 10.00% 10.00%

52.40% 52.40% 52.40% 52.40% 58.70% 59.30% 59.30% 59.30% 59.30% 59.30% 59.30% 59.30% 60.50% 60.50% 60.50% 60.50% 60.50% 49.10% 49.10% 49.10% 49.10% 49.10% 49.10%

As with the pay plan recommended in 2009, the classification titles recommended in 2009 have not yet been implemented by the City. The 2009 proposed pay plan consists of 377 classifications; a reduction of approximately 45 classifications from the existing number of 422 (note that since the 2009 study, a number of classifications have been added or removed, so this reduction may be overstated or understated). While the 2009 study proposed reducing the number of job titles overall, it increased the number of classifications

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Chapter 2 - AOCC

Compensation and Classification Study Review for the City of Suffolk, VA

in series/levels. Specifically, of the 377 classifications recommended by the 2009 study, 99 were part of a classification series (40 classification series in all). As with the City’s current pay plan (Exhibit 2C), the 2009 proposed pay plan has weaknesses which include that it has a non-uniform midpoint progression, and, while range spreads are in line with best practice (50-70 percent), they do not align with average market range spreads based on 2015 data.

2.3

MARKET COMPARISON

This section provides a summary of how the City’s current pay ranges compare to the 2009 and 2015 market data for the selected benchmark classifications. Market data were gathered for a total of 210 positions and are included in this analysis (note that duplicate titles in various departments were removed from this analysis as well as positions with market data but with no current pay grade to compare market data too). The 2009 market data were sourced from the 2009 study, and included Newport News, Norfolk, Chesapeake, Virginia Beach, Portsmouth, and Hampton for positions where the labor pool was local, and the above mentioned municipalities as well as Alexandrea, Chesterfield, Richmond, and Hanover for positions recruited more regionally. The 2015 market data were sourced from TechNet data made available by the City. TechNet data include a total of six peer cities, as follows:      

Chesapeake Hampton Newport News Norfolk Portsmouth Virginia Beach

Exhibit 2E displays both 2009 and 2015 market data, as well as the variance (var.) between current pay grade values and market data at minimum, midpoint, and maximum of pay grade values. A positive variance percentage indicates that the City’s current pay grade value is greater than the market value, and a negative variance percentage indicates that the City’s current pay grade value is lower than the market value displayed.

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EXHIBIT 2E MARKET DATA COMPARISONS ID

Current Job Title

Min

Var.

$42,245

-5.6%

2009 Market Data Mid Var. $54,777

-2.9%

2015 Market Data Mid Var.

Max

Var.

Min

Var.

Max

Var.

$67,308

-1.2%

$38,489

3.7%

$51,258

3.8%

$64,027

3.8%

Accountant

Accounting Clerk

$26,697

0.5%

$34,872

0.5%

$43,047

0.5%

Accounting Technician

$24,773

22.3%

$31,264

26.6%

$37,754

29.4%

$28,518

6.2%

$37,269

6.2%

$46,019

6.2%

Accounting Technician

$24,773

22.3%

$31,264

26.6%

$37,754

29.4%

$28,519

6.2%

$37,269

6.2%

$46,020

6.2%

Administrative Assistant (City Mgr)

$39,481

-11.1%

$51,193

-10.5%

$62,905

-10.1%

$37,527

-6.5%

$49,648

-7.7%

$61,770

-8.4%

Airport Manager

$53,202

5.1%

$69,285

7.5%

$85,368

9.1%

$67,685

-17.4%

$91,632

-18.7%

$115,579

-19.4%

Animal Caretaker

$22,048

-1.7%

$27,825

1.7%

$33,601

4.0%

$23,963

-9.6%

$31,571

-10.4%

$39,179

-10.8%

Animal Control Officer

$32,228

-1.0%

$41,789

-0.3%

$51,349

0.2%

$29,432

8.4%

$38,788

7.4%

$48,144

6.8%

Animal Shelter Manager

$39,481

1.1%

$51,193

3.9%

$62,905

5.7%

$59,468

-32.9%

$78,864

-32.6%

$98,261

-32.3%

Appraiser I

$34,484

6.5%

$44,714

7.3%

$54,944

7.8%

$36,756

-0.1%

$48,640

-1.4%

$60,524

-2.2%

Appraiser III

$42,245

3.0%

$54,777

5.9%

$67,308

7.7%

$44,834

-2.9%

$59,239

-2.1%

$73,644

-1.5%

Assistant City Attorney I

$58,523

-1.1%

$76,214

3.3%

$93,905

6.0%

$62,241

-7.0%

$80,612

-2.4%

$98,982

0.6%

Assistant City Attorney II

$70,812

-2.6%

$92,219

1.8%

$113,625

4.5%

$90,075

-23.4%

$117,269

-20.0%

$144,462

-17.8%

Assistant Commonwealth's Attorney I

$58,523

-1.1%

$76,214

3.3%

$93,905

6.0%

$56,423

2.6%

$73,408

7.2%

$90,392

10.1%

Assistant Commonwealth's Attorney II

$70,812

-2.6%

$92,219

1.8%

$113,625

4.5%

$74,244

-7.1%

$97,424

-3.7%

$120,605

-1.6%

Assistant Commonwealth's Attorney III

$83,828

-6.9%

$104,408

1.6%

$124,988

7.4%

$79,021

-1.3%

$101,267

4.8%

$123,513

8.7%

Assistant Director of Finance

$83,828

-17.7%

$104,408

-10.1%

$124,988

-5.0%

$68,702

0.4%

$86,590

8.4%

$104,478

13.6%

Assistant Director of Human Resources

$83,828

-17.7%

$104,408

-10.1%

$124,988

-5.0%

$64,816

6.5%

$89,073

5.4%

$113,329

4.7%

Assistant Director of Information Technology

$68,702

0.4%

$86,590

8.4%

$104,478

13.6%

Assistant Director of Public Works

$83,828

-17.7%

$104,408

-10.1%

$124,988

-5.0%

$76,764

-10.1%

$101,114

-7.2%

$125,465

-5.4%

Assistant Director of Social Services

$83,828

-17.7%

$104,408

-10.1%

$124,988

-5.0%

$74,199

-7.0%

$98,339

-4.6%

$122,480

-3.1%

Assistant Maintenance Manager

$39,481

-2.8%

$51,193

-2.1%

$62,905

-1.7%

$37,132

3.3%

$49,282

1.7%

$61,432

0.7%

Automotive Mechanic I

$32,228

-1.0%

$41,789

-0.3%

$51,349

0.2%

$32,310

-1.3%

$40,690

2.4%

$49,070

4.8%

Automotive Mechanic II

$34,484

1.7%

$44,714

2.5%

$54,944

3.0%

$35,028

0.2%

$45,545

0.6%

$56,062

0.9%

Automotive Mechanic III

$36,898

-0.5%

$47,844

0.3%

$58,790

0.7%

$40,681

-9.7%

$52,234

-8.2%

$63,788

-7.2%

Automotive Mechanic Supervisor

$42,245

3.0%

$54,777

5.9%

$67,308

7.7%

$44,889

-3.1%

$58,790

-1.3%

$72,691

-0.3%

Battalion Chief

$64,375

0.8%

$83,836

5.3%

$103,296

8.1%

$67,875

-4.4%

$87,845

0.5%

$107,816

3.6%

Budget Analyst

$58,523

-4.5%

$76,214

-2.2%

$93,905

-0.8%

$50,219

11.3%

$65,723

13.4%

$81,228

14.7%

Budget Officer

$82,501

-21.3%

$108,315

-18.5%

$134,130

-16.8%

265

EXHIBIT 2E (Continued) MARKET DATA COMPARISONS ID

Current Job Title

2009 Market Data

2015 Market Data

Min

Var.

Mid

Var.

Max

Var.

Min

Var.

Mid

Var.

Max

Var.

Building Inspector I

$36,898

4.0%

$47,844

4.7%

$58,790

5.2%

$34,546

11.1%

$44,849

11.7%

$55,152

12.2%

Building Inspector II

$39,481

1.1%

$51,193

3.9%

$62,905

5.7%

$38,230

4.4%

$50,545

5.2%

$62,859

5.8%

Building Inspector III

$42,023

-0.9%

$55,309

0.4%

$68,595

1.2%

Building Maintenance Technician

$32,228

4.0%

$41,789

4.7%

$51,349

5.2%

$31,953

4.8%

$41,813

4.7%

$51,673

4.6%

Building Official

$53,202

5.1%

$69,285

7.5%

$85,368

9.1%

$70,175

-20.4%

$92,855

-19.8%

$115,534

-19.4%

Bus Operator

$27,660

-3.0%

$35,778

-2.0%

$43,896

-1.4%

$23,783

12.8%

$31,122

12.6%

$38,462

12.5%

Business Development Analyst

$53,202

-25.0%

$69,285

-23.2%

$85,368

-22.1%

$54,312

-26.5%

$72,431

-26.6%

$90,550

-26.6%

Business Tax Investigator

$36,898

4.0%

$47,844

4.7%

$58,790

5.2%

$35,291

8.7%

$46,250

8.4%

$57,208

8.1%

Buyer I

$34,484

6.5%

$44,714

7.3%

$54,944

7.8%

$37,460

-2.0%

$49,249

-2.6%

$61,038

-3.0%

Call Taker

$24,773

1.3%

$31,264

4.9%

$37,754

7.2%

$29,520

-15.0%

$40,321

-18.7%

$51,122

-20.8%

Chief Animal Control Officer

$39,481

1.1%

$51,193

3.9%

$62,905

5.7%

$40,680

-1.9%

$53,521

-0.6%

$66,362

0.2%

Chief Deputy Clerk

$70,812

-8.3%

$92,219

-4.3%

$113,625

-1.7%

$53,695

20.9%

$70,787

24.7%

$87,880

27.1%

Chief Deputy Treas II Oper

$58,523

10.9%

$76,214

15.8%

$93,905

18.9%

$60,473

7.3%

$79,610

10.9%

$98,747

13.1%

Chief of Police

$111,575

-20.0%

$138,967

-10.9%

$166,359

-4.8%

$94,891

-5.9%

$124,704

-0.7%

$154,518

2.5%

Civil Engineer I

$48,366

5.8%

$62,987

8.3%

$77,608

9.9%

$51,714

-1.1%

$67,875

0.5%

$84,037

1.5%

Civil Engineer II

$53,202

5.1%

$69,285

7.5%

$85,368

9.1%

$53,300

4.9%

$69,844

6.7%

$86,388

7.8%

Civil Engineer III

$58,523

-1.1%

$76,214

3.3%

$93,905

6.0%

$62,936

-8.0%

$81,814

-3.8%

$100,691

-1.1%

Communications Operator

$36,898

-9.2%

$47,844

-8.5%

$58,790

-8.1%

$34,238

-2.1%

$45,389

-3.6%

$56,540

-4.4%

Communications Supervisor

$83,828

-54.2%

$104,408

-52.0%

$124,988

-50.5%

$43,718

-12.2%

$57,073

-12.2%

$70,428

-12.2%

Compliance Manager

$58,523

-12.6%

$76,214

-10.5%

$93,905

-9.2%

$42,011

21.8%

$53,448

27.6%

$64,885

31.4%

Comprehensive Svcs Act Coord (Soc Serv)

$48,366

-2.2%

$62,987

0.1%

$77,608

1.6%

$58,427

-19.0%

$80,644

-21.8%

$102,860

-23.4%

Computer Operator

$34,484

1.7%

$44,714

2.5%

$54,944

3.0%

$29,952

17.1%

$38,996

17.5%

$48,039

17.8%

Computer Support Technician

$34,484

6.5%

$44,714

7.3%

$54,944

7.8%

$41,425

-11.4%

$54,555

-12.1%

$67,684

-12.5%

Construction Manager

$48,366

-2.2%

$62,987

0.1%

$77,608

1.6%

$56,496

-16.3%

$73,472

-14.2%

$90,448

-12.8%

Crime Analyst

$30,120

5.9%

$39,055

6.7%

$47,990

7.2%

$41,558

-23.2%

$55,140

-24.4%

$68,722

-25.1%

Custodial Supervisor

$30,120

-16.7%

$39,055

-16.1%

$47,990

-15.7%

$29,931

-16.2%

$39,095

-16.2%

$48,259

-16.1%

Custodial Worker

$23,371

-7.3%

$29,494

-4.0%

$35,617

-1.9%

$19,748

9.7%

$26,017

8.8%

$32,286

8.2%

Customer Service Manager (Public Util)

$48,366

-13.9%

$62,987

-11.8%

$77,608

-10.6%

$55,175

-24.5%

$72,896

-23.8%

$90,618

-23.4%

266

EXHIBIT 2E (Continued) MARKET DATA COMPARISONS ID

Current Job Title

2009 Market Data Min

2015 Market Data

Var.

Mid

Var.

Max

Var.

Min

Var.

Mid

Var.

Max

Var.

Customer Service Representative

$24,773

1.3%

$31,264

4.9%

$37,754

7.2%

$27,261

-7.9%

$35,744

-8.3%

$44,227

-8.5%

Data Quality Control Technician

$48,366

-2.2%

$62,987

0.1%

$77,608

1.6%

$56,389

-16.1%

$71,074

-11.3%

$85,758

-8.1%

Database Administrator

$53,202

-3.8%

$69,285

-1.5%

$85,368

-0.1%

$59,231

-13.6%

$78,076

-12.6%

$96,921

-12.0%

Delivery Driver

$22,090

21.5%

$27,810

26.0%

$33,530

29.0%

Deputy Assessor

$53,202

1.0%

$69,285

3.4%

$85,368

4.9%

$70,489

-23.8%

$94,616

-24.3%

$118,743

-24.6%

Deputy City Attorney

$111,575

-20.0%

$138,967

-10.9%

$166,359

-4.8%

$83,567

6.9%

$111,531

11.1%

$139,496

13.6%

Deputy City Clerk

$34,484

1.7%

$44,714

2.5%

$54,944

3.0%

$35,448

-1.0%

$46,798

-2.1%

$58,147

-2.7%

Deputy City Manager

$122,733

-16.7%

$152,864

-7.2%

$182,995

-0.9%

$83,880

21.9%

$109,336

29.7%

$134,793

34.6%

Deputy Clerk I

$30,120

-4.8%

$39,055

-4.0%

$47,990

-3.6%

$25,608

12.0%

$34,501

8.6%

$43,394

6.6%

Deputy Clerk II

$32,228

-1.0%

$41,789

-0.3%

$51,349

0.2%

$29,184

9.3%

$39,751

4.8%

$50,317

2.2%

Deputy Clerk III

$34,484

6.5%

$44,714

7.3%

$54,944

7.8%

$31,497

16.6%

$42,820

12.0%

$54,144

9.4%

Deputy Commonwealth's Attorney

$92,211

-3.1%

$114,849

7.9%

$137,487

15.2%

$85,883

4.0%

$111,699

10.9%

$137,515

15.2%

Deputy Fire Chief

$83,828

-17.7%

$104,408

-10.1%

$124,988

-5.0%

$81,840

-15.7%

$107,024

-12.3%

$132,209

-10.2%

Deputy Registrar

$30,120

5.9%

$39,055

6.7%

$47,990

7.2%

$35,692

-10.6%

$47,818

-12.9%

$59,945

-14.2%

Deputy Sheriff

$36,898

-4.9%

$47,844

-4.2%

$58,790

-3.8%

$36,153

-3.0%

$45,061

1.7%

$53,969

4.8%

Deputy Treasurer IV

$42,245

-1.4%

$54,777

1.4%

$67,308

3.1%

$41,124

1.3%

$54,832

1.3%

$68,539

1.3%

Director of Economic Development

$111,575

-20.0%

$138,967

-10.9%

$166,359

-4.8%

$85,655

4.3%

$112,646

10.0%

$139,638

13.5%

Director of Finance

$111,575

-20.0%

$138,967

-10.9%

$166,359

-4.8%

$89,357

0.0%

$116,372

6.4%

$143,387

10.5%

Director of Human Resources

$111,575

-20.0%

$138,967

-10.9%

$166,359

-4.8%

$90,573

-1.4%

$116,451

6.4%

$142,329

11.3%

Director of Human Services

$92,908

-25.7%

$120,744

-22.3%

$148,581

-20.1%

Director of Information Technology

$72,176

23.7%

$90,969

36.2%

$109,762

44.3%

Director of Media and Community Relations

$111,575

-20.0%

$138,967

-10.9%

$166,359

-4.8%

$63,766

40.1%

$83,843

47.7%

$103,919

52.5%

Director of Parks & Recreation

$111,575

-20.0%

$138,967

-10.9%

$166,359

-4.8%

$79,925

11.7%

$104,645

18.4%

$129,365

22.5%

Director of Planning & Community Development

$111,575

-20.0%

$138,967

-10.9%

$166,359

-4.8%

$95,211

-6.2%

$124,053

-0.1%

$152,894

3.6%

Director of Public Utilities

$111,575

-20.0%

$138,967

-10.9%

$166,359

-4.8%

$83,162

7.4%

$107,609

15.1%

$132,056

20.0%

Director of Public Works

$111,575

-20.0%

$138,967

-10.9%

$166,359

-4.8%

$85,359

4.6%

$111,410

11.2%

$137,462

15.3%

Director of Social Services

$111,575

-20.0%

$138,967

-10.9%

$166,359

-4.8%

$87,195

2.4%

$115,658

7.1%

$144,120

9.9%

Economic Development Manager

$53,202

5.1%

$69,285

7.5%

$85,368

9.1%

$58,086

-3.8%

$75,715

-1.6%

$93,344

-0.2%

267

EXHIBIT 2E (Continued) MARKET DATA COMPARISONS ID

Current Job Title

2009 Market Data

2015 Market Data

Min

Var.

Mid

Var.

Max

Var.

Min

Var.

Mid

Var.

Max

Var.

Electronics Technician

$36,898

-4.9%

$47,844

-4.2%

$58,790

-3.8%

$36,733

-4.5%

$47,970

-4.5%

$59,206

-4.4%

Engineering Technician

$36,898

4.0%

$47,844

4.7%

$58,790

5.2%

$38,093

0.7%

$50,719

-1.2%

$63,346

-2.3%

Enterprise Systems Manager

$67,686

-17.4%

$88,222

-15.5%

$108,758

-14.4%

Evidence Technician

$34,484

6.5%

$44,714

7.3%

$54,944

7.8%

$36,402

0.9%

$48,782

-1.7%

$61,162

-3.2%

Evidence Technician Supervisor

$42,245

-1.4%

$54,777

1.4%

$67,308

3.1%

$38,433

8.4%

$51,192

8.5%

$63,951

8.5%

Facilities Maintenance Manager

$45,202

0.6%

$58,611

3.5%

$72,020

5.2%

$63,641

-28.5%

$83,508

-27.4%

$103,374

-26.7%

Family Services Worker I

$39,904

-3.9%

$52,299

-4.2%

$64,694

-4.4%

Family Services Worker Supervisor II

$50,170

2.0%

$66,142

3.1%

$82,113

3.8%

Financial Services Case Mgr I

$34,484

1.7%

$44,714

2.5%

$54,944

3.0%

$32,713

7.2%

$43,112

6.3%

$53,512

5.7%

Financial Services Case Mgr II

$36,898

4.0%

$47,844

4.7%

$58,790

5.2%

$35,726

7.4%

$46,609

7.5%

$57,491

7.6%

Financial Services Case Mgr III

$39,481

1.1%

$51,193

3.9%

$62,905

5.7%

$38,666

3.2%

$52,078

2.1%

$65,489

1.5%

Financial Services Coordinator

$48,366

-2.2%

$62,987

0.1%

$77,608

1.6%

$44,084

7.3%

$58,504

7.8%

$72,923

8.1%

Fire Capt/Emerg Serv Coord

$53,202

5.1%

$69,285

7.5%

$85,368

9.1%

$57,175

-2.2%

$75,810

-1.7%

$94,445

-1.4%

Fire Captain/Fire Marshal

$53,202

5.1%

$69,285

7.5%

$85,368

9.1%

$69,820

-19.9%

$87,558

-14.9%

$105,296

-11.5%

100

Fire Chief

$111,575

-20.0%

$138,967

-10.9%

$166,359

-4.8%

$90,954

-1.8%

$119,037

4.1%

$147,119

7.7%

101

Fire Inspector

$36,898

4.0%

$47,844

4.7%

$58,790

5.2%

$41,286

-7.1%

$52,700

-4.9%

$64,114

-3.5%

102

Fire Lieutenant

$53,202

-3.8%

$69,285

-1.5%

$85,368

-0.1%

$53,240

-3.9%

$69,747

-2.2%

$86,253

-1.1%

103

Firefighter I

$36,898

-4.9%

$47,844

-4.2%

$58,790

-3.8%

$37,746

-7.1%

$44,628

2.7%

$51,509

9.8%

104

Firefighter II

$39,481

-7.0%

$51,193

-6.3%

$62,905

-5.9%

$40,358

-9.0%

$52,219

-8.1%

$64,079

-7.6%

105

Firefighter/Medic I

$45,202

-7.8%

$58,611

-5.2%

$72,020

-3.6%

$43,032

-3.2%

$55,875

-0.6%

$68,718

1.0%

106

Firefighter/Medic I

$42,245

-1.4%

$54,777

1.4%

$67,308

3.1%

$43,033

-3.2%

$55,876

-0.6%

$68,719

1.0%

107

Firefighter/Medic II

$48,366

-6.0%

$62,987

-3.7%

$77,608

-2.3%

$46,035

-1.2%

$60,076

0.9%

$74,117

2.3%

108

Fleet and Equipment Services Manager

$83,828

-12.2%

$104,408

-4.1%

$124,988

1.3%

$63,334

16.2%

$83,271

20.2%

$103,208

22.7%

109

General Services Superintendent

$53,202

1.0%

$69,285

3.4%

$85,368

4.9%

$62,626

-14.2%

$83,733

-14.5%

$104,841

-14.6%

110

GIS Technician

$36,898

-4.9%

$47,844

-4.2%

$58,790

-3.8%

$35,014

0.2%

$46,118

-0.6%

$57,222

-1.1%

111

Grounds Maintenance Worker I

$22,048

-1.7%

$27,825

1.7%

$33,601

4.0%

$24,086

-10.1%

$30,631

-7.6%

$37,176

-6.0%

268

EXHIBIT 2E (Continued) MARKET DATA COMPARISONS ID

Current Job Title

2009 Market Data

2015 Market Data

Min

Var.

Mid

Var.

Max

Var.

Min

Var.

Mid

Var.

Max

Var.

112

Grounds Maintenance Worker II

$27,660

-3.0%

$35,778

-2.0%

$43,896

-1.4%

$28,426

-5.6%

$37,427

-6.4%

$46,428

-6.8%

113

Heavy Equipment Operator I

$30,120

0.6%

$39,055

1.3%

$47,990

1.8%

$26,761

13.2%

$34,999

13.1%

$43,236

13.0%

114

Heavy Equipment Operator II

$32,228

4.0%

$41,789

4.7%

$51,349

5.2%

$29,624

13.1%

$38,438

13.9%

$47,252

14.3%

115

Housing/Property Maintenance Official

$53,202

5.1%

$69,285

7.5%

$85,368

9.1%

$51,493

8.5%

$67,736

10.0%

$83,979

10.9%

116

Human Resources Assistant

$34,484

-7.5%

$44,714

-6.8%

$54,944

-6.4%

$36,109

-11.7%

$45,562

-8.5%

$55,016

-6.5%

117

Human Resources Generalist

$42,245

-5.6%

$54,777

-2.9%

$67,308

-1.2%

$43,477

-8.2%

$57,991

-8.3%

$72,504

-8.3%

118

Human Resources Manager

$58,523

-1.1%

$76,214

3.3%

$93,905

6.0%

$55,309

4.6%

$76,835

2.4%

$98,360

1.2%

119

Labor Supervisor

$34,484

-2.8%

$44,714

-2.1%

$54,944

-1.7%

$32,181

4.1%

$41,775

4.8%

$51,369

5.2%

120

Laborer

$22,048

-1.7%

$27,825

1.7%

$33,601

4.0%

$21,638

0.1%

$27,455

3.1%

$33,272

5.0%

121

Legal Assistant I (City Atty)

$34,484

1.7%

$44,714

2.5%

$54,944

3.0%

$35,325

-0.7%

$46,512

-1.5%

$57,699

-1.9%

122

Legal Assistant I (Comm. Atty)

$34,484

1.7%

$44,714

2.5%

$54,944

3.0%

$35,327

-0.7%

$46,514

-1.5%

$57,701

-1.9%

123

Librarian I

$39,481

1.1%

$51,193

3.9%

$62,905

5.7%

$38,877

2.6%

$51,682

2.9%

$64,488

3.1%

124

Librarian III

$48,366

1.7%

$62,987

4.1%

$77,608

5.6%

$48,649

1.1%

$64,066

2.4%

$79,482

3.1%

125

Librarian IV

$53,202

1.0%

$69,285

3.4%

$85,368

4.9%

$54,072

-0.6%

$71,315

0.4%

$88,559

1.1%

126

Library Assistant I

$24,773

-3.5%

$31,264

-0.1%

$37,754

2.1%

$27,005

-11.5%

$35,634

-12.4%

$44,263

-12.9%

127

Library Assistant II

$27,660

-3.0%

$35,778

-2.0%

$43,896

-1.4%

$30,680

-12.6%

$40,433

-13.3%

$50,185

-13.8%

128

Library Director

$111,575

-20.0%

$138,967

-10.9%

$166,359

-4.8%

$82,748

7.9%

$109,655

13.0%

$136,562

16.0%

129

Maintenance Coordinator (Parks & Recreation)

$36,898

4.0%

$47,844

4.7%

$58,790

5.2%

$37,657

1.9%

$49,403

1.4%

$61,148

1.2%

130

Maintenance Mechanic (Public Utilities)

$34,484

-2.8%

$44,714

-2.1%

$54,944

-1.7%

$31,138

7.6%

$39,270

11.4%

$47,403

14.0%

131

Maintenance Mechanic (Public Works)

$34,484

6.5%

$44,714

7.3%

$54,944

7.8%

$31,138

17.9%

$39,270

22.2%

$47,403

24.9%

132

Master Police Officer

$48,366

-6.0%

$62,987

-3.7%

$77,608

-2.3%

$46,148

-1.4%

$60,442

0.3%

$74,737

1.4%

133

Media & Community Relations Coordinator

$53,202

1.0%

$69,285

3.4%

$85,368

4.9%

$46,161

16.4%

$59,556

20.3%

$72,951

22.7%

134

Mosquito Control Biologist

$36,898

-0.5%

$47,844

0.3%

$58,790

0.7%

$45,311

-19.0%

$58,959

-18.6%

$72,607

-18.4%

135

Mosquito Control Superintendent

$58,523

-12.6%

$76,214

-10.5%

$93,905

-9.2%

$51,287

-0.2%

$67,826

0.6%

$84,366

1.1%

136

Mosquito Control Technician

$34,484

-37.2%

$44,714

-36.7%

$54,944

-36.4%

$27,108

-20.1%

$35,482

-20.2%

$43,856

-20.3%

137

Network Coordinator

$48,366

-6.0%

$62,987

-3.7%

$77,608

-2.3%

$51,979

-12.5%

$67,595

-10.3%

$83,211

-8.9%

138

Network Engineer

$53,202

-3.8%

$69,285

-1.5%

$85,368

-0.1%

$59,356

-13.8%

$77,230

-11.7%

$95,105

-10.3%

269

EXHIBIT 2E (Continued) MARKET DATA COMPARISONS ID

Current Job Title

Min

Var.

2009 Market Data Mid Var.

Max

Var.

Min

Var.

2015 Market Data Mid Var.

Max

Var.

139

Network Manager

$58,523

-4.5%

$76,214

-2.2%

$93,905

-0.8%

$60,742

-8.0%

$79,859

-6.7%

$98,976

-5.9%

140

Office Assistant I

$22,048

-1.7%

$27,825

1.7%

$33,601

4.0%

$27,940

-22.5%

$40,938

-30.9%

$53,935

-35.2%

141

Operations Superintendent I

$41,904

22.1%

$54,850

24.4%

$67,796

25.8%

142

Operations Superintendent II

$68,402

-21.5%

$90,240

-20.6%

$112,078

-20.1%

143

Operations Supervisor

$48,366

1.7%

$62,987

4.1%

$77,608

5.6%

$53,044

-7.3%

$71,764

-8.6%

$90,484

-9.4%

144

Park Ranger

$30,120

0.6%

$39,055

1.3%

$47,990

1.8%

$33,446

-9.4%

$43,930

-9.9%

$54,415

-10.2%

145

Parking Enforcement Attendant

$22,048

-1.7%

$27,825

1.7%

$33,601

4.0%

$23,613

-8.3%

$31,463

-10.1%

$39,313

-11.1%

146

Parks Manager

$48,366

5.8%

$62,987

8.3%

$77,608

9.9%

$55,446

-7.7%

$73,868

-7.7%

$92,291

-7.6%

147

Parts & Procurement Specialist

$34,484

-7.5%

$44,714

-6.8%

$54,944

-6.4%

$29,420

8.4%

$38,397

8.5%

$47,373

8.6%

148

Payroll Administrator

$48,366

-6.0%

$62,987

-3.7%

$77,608

-2.3%

$49,678

-8.4%

$65,636

-7.6%

$81,595

-7.1%

149

Payroll Technician

$34,484

1.7%

$44,714

2.5%

$54,944

3.0%

$35,363

-0.8%

$46,374

-1.2%

$57,385

-1.4%

150

Planner I

$42,245

-1.4%

$54,777

1.4%

$67,308

3.1%

$39,769

4.7%

$52,432

5.9%

$65,096

6.6%

151

Planner II

$45,202

0.6%

$58,611

3.5%

$72,020

5.2%

$46,525

-2.2%

$60,977

-0.5%

$75,430

0.5%

152

Planning Technician

$32,228

-6.0%

$41,789

-5.3%

$51,349

-4.9%

$33,756

-10.3%

$44,259

-10.6%

$54,761

-10.8%

153

Plans Reviewer

$36,898

4.0%

$47,844

4.7%

$58,790

5.2%

$45,561

-15.8%

$60,974

-17.8%

$76,387

-19.0%

154

Police Captain

$70,812

-2.6%

$92,219

1.8%

$113,625

4.5%

$69,685

-1.0%

$89,419

4.9%

$109,153

8.7%

155

Police Lieutenant

$58,523

3.8%

$76,214

8.4%

$93,905

11.3%

$59,370

2.4%

$76,170

8.5%

$92,970

12.4%

156

Police Major Deputy Chief

$83,828

-12.2%

$104,408

-4.1%

$124,988

1.3%

$75,980

-3.1%

$100,672

-0.6%

$125,364

1.0%

157

Police Officer I

$36,898

-4.9%

$47,844

-4.2%

$58,790

-3.8%

$37,423

-6.3%

$45,784

0.1%

$54,146

4.5%

158

Police Officer II

$39,481

-7.0%

$51,193

-6.3%

$62,905

-5.9%

$39,704

-7.5%

$52,214

-8.1%

$64,723

-8.5%

159

Police Records Technician

$24,773

1.3%

$31,264

4.9%

$37,754

7.2%

$27,233

-7.9%

$36,138

-9.3%

$45,042

-10.2%

160

Police Sergeant

$53,202

-3.8%

$69,285

-1.5%

$85,368

-0.1%

$51,281

-0.2%

$66,816

2.1%

$82,351

3.5%

161

Principal Planner - Comprehensive Planning

$53,202

5.1%

$69,285

7.5%

$85,368

9.1%

$61,670

-9.4%

$82,412

-9.6%

$103,154

-9.7%

162

Principal Planner - Parks & Recreation

$53,202

1.0%

$69,285

3.4%

$85,368

4.9%

$42,016

27.9%

$58,440

22.6%

$74,864

19.6%

163

Programmer Analyst III

$48,366

5.8%

$62,987

8.3%

$77,608

9.9%

$53,250

-3.9%

$68,797

-0.8%

$84,344

1.1%

164

Public Ed. Spec/Fire Investigator

$39,481

1.1%

$51,193

3.9%

$62,905

5.7%

$50,844

-21.5%

$72,113

-26.2%

$93,382

-28.8%

165

Public Works Engineering Manager

$83,828

-17.7%

$104,408

-10.1%

$124,988

-5.0%

$72,420

-4.7%

$93,387

0.5%

$114,354

3.8%

270

EXHIBIT 2E (Continued) MARKET DATA COMPARISONS ID

Current Job Title

Min

Var.

2009 Market Data Mid Var.

Max

Var.

Min

Var.

2015 Market Data Mid Var.

Max

Var.

166

Pump Station Mechanic

$30,120

-4.8%

$39,055

-4.0%

$47,990

-3.6%

$33,125

-13.4%

$43,070

-13.0%

$53,015

-12.7%

167

Purchasing Agent

$58,523

-1.1%

$76,214

3.3%

$93,905

6.0%

$71,434

-19.0%

$92,622

-15.0%

$113,810

-12.5%

168

Quality Control Supervisor

$58,523

-4.5%

$76,214

-2.2%

$93,905

-0.8%

$58,343

-4.2%

$76,773

-2.9%

$95,202

-2.2%

169

Quality Control Technician

$36,898

-0.5%

$47,844

0.3%

$58,790

0.7%

$38,866

-5.5%

$52,006

-7.8%

$65,146

-9.1%

170

Radio and Electronics Technician

$36,898

-4.9%

$47,844

-4.2%

$58,790

-3.8%

$36,387

-3.6%

$48,213

-4.9%

$60,039

-5.8%

171

Records Management Supervisor

$34,484

6.5%

$44,714

7.3%

$54,944

7.8%

$34,068

7.8%

$45,123

6.3%

$56,179

5.4%

172

Records Management Technician

$34,484

-37.2%

$44,714

-36.7%

$54,944

-36.4%

$25,858

-16.2%

$32,881

-13.9%

$39,904

-12.4%

173

Recreation Leader

$22,048

-1.7%

$27,825

1.7%

$33,601

4.0%

$17,787

21.8%

$23,370

21.1%

$28,952

20.7%

174

Recreation Manager

$48,366

5.8%

$62,987

8.3%

$77,608

9.9%

$66,265

-22.8%

$88,680

-23.1%

$111,096

-23.3%

175

Recreation Specialist I

$32,228

4.0%

$41,789

4.7%

$51,349

5.2%

$34,428

-2.7%

$45,821

-4.5%

$57,213

-5.6%

176

Recreation Specialist II

$36,898

-0.5%

$47,844

0.3%

$58,790

0.7%

$40,125

-8.5%

$53,294

-10.0%

$66,464

-10.9%

177

Recreation Supervisor

$45,202

0.6%

$58,611

3.5%

$72,020

5.2%

$41,787

8.9%

$55,268

9.7%

$68,749

10.3%

178

Risk, Benefits and Wellness Manager

$58,523

3.8%

$76,214

8.4%

$93,905

11.3%

$58,588

3.7%

$77,606

6.5%

$96,625

8.2%

179

Safety Officer

$42,245

-1.4%

$54,777

1.4%

$67,308

3.1%

$43,976

-5.3%

$57,188

-2.9%

$70,400

-1.4%

180

Sanitation Equipment Operator

$30,120

-10.9%

$39,055

-10.3%

$47,990

-9.8%

$32,275

-16.9%

$41,668

-15.9%

$51,061

-15.3%

181

Secretary I

$27,660

3.7%

$35,778

4.7%

$43,896

5.4%

$25,776

11.3%

$34,825

7.6%

$43,875

5.4%

182

Secretary II

$30,120

0.6%

$39,055

1.3%

$47,990

1.8%

$29,369

3.1%

$39,334

0.6%

$49,299

-0.9%

183

Senior Accountant

$48,366

-2.2%

$62,987

0.1%

$77,608

1.6%

$53,907

-12.2%

$71,066

-11.3%

$88,224

-10.6%

184

Senior Administrative Analyst

$54,965

1.7%

$72,102

3.3%

$89,239

4.4%

185

Senior Construction Inspector

$42,245

-1.4%

$54,777

1.4%

$67,308

3.1%

$40,404

3.1%

$52,324

6.1%

$64,245

8.1%

186

Senior Engineering Technician

$39,481

1.1%

$51,193

3.9%

$62,905

5.7%

$44,178

-9.7%

$58,173

-8.6%

$72,167

-7.9%

187

Senior Land Records Technician

$34,484

1.7%

$44,714

2.5%

$54,944

3.0%

$37,686

-6.9%

$49,157

-6.8%

$60,628

-6.7%

188

Senior Police Officer

$42,245

-9.2%

$54,777

-8.5%

$67,308

-8.1%

$43,590

-12.0%

$57,131

-12.3%

$70,672

-12.5%

189

Senior Water Treatment Plant Operator

$42,245

-5.6%

$54,777

-2.9%

$67,308

-1.2%

$39,802

0.2%

$53,727

-1.0%

$67,652

-1.7%

190

Sign Technician

$24,773

1.3%

$31,264

4.9%

$37,754

7.2%

$28,669

-12.5%

$37,793

-13.3%

$46,917

-13.7%

191

Skilled Laborer

$27,660

-3.0%

$35,778

-2.0%

$43,896

-1.4%

$31,612

-15.1%

$40,710

-13.9%

$49,809

-13.1%

192

Special Events Coordinator

$36,898

-0.5%

$47,844

0.3%

$58,790

0.7%

$49,918

-26.4%

$66,504

-27.9%

$83,089

-28.7%

271

EXHIBIT 2E (Continued) MARKET DATA COMPARISONS 2009 Market Data ID

Current Job Title

2015 Market Data

Min

Var.

Mid

Var.

Max

Var.

Min

Var.

Mid

Var.

Max

Var.

193

Street Foreman

$34,484

6.5%

$44,714

7.3%

$54,944

7.8%

$35,739

2.8%

$47,200

1.6%

$58,661

1.0%

194

Street Maintenance Worker II

$27,660

-3.0%

$35,778

-2.0%

$43,896

-1.4%

$27,781

-3.4%

$36,514

-4.0%

$45,247

-4.4%

195

Systems Analyst

$46,313

10.5%

$61,088

11.7%

$75,864

12.4%

196

Tourism Development Manager

$58,523

-1.1%

$76,214

3.3%

$93,905

6.0%

$62,363

-7.2%

$81,504

-3.4%

$100,644

-1.1%

197

Traffic Engineer

$58,523

3.8%

$76,214

8.4%

$93,905

11.3%

$69,394

-12.4%

$91,215

-9.4%

$113,036

-7.5%

198

Traffic Signal System Superintendent

$42,245

3.0%

$54,777

5.9%

$67,308

7.7%

$51,307

-15.2%

$69,030

-16.0%

$86,752

-16.4%

199

Traffic Signal Technician I

$34,484

1.7%

$44,714

2.5%

$54,944

3.0%

$31,051

13.0%

$40,282

13.8%

$49,514

14.3%

200

Traffic Signal Technician II

$36,898

4.0%

$47,844

4.7%

$58,790

5.2%

$36,729

4.5%

$48,439

3.5%

$60,150

2.9%

201

Treasury Clerk

$27,660

-9.3%

$35,778

-8.4%

$43,896

-7.8%

$26,067

-3.7%

$33,439

-2.0%

$40,811

-0.8%

202

Utility Systems Worker

$32,228

-25.8%

$41,789

-25.3%

$51,349

-24.9%

$25,759

-7.2%

$33,145

-5.8%

$40,531

-4.9%

203

Video Production Assistant

$30,120

0.6%

$39,055

1.3%

$47,990

1.8%

$43,992

-31.1%

$55,515

-28.7%

$67,038

-27.1%

204

Video Production Coordinator

$53,202

1.0%

$69,285

3.4%

$85,368

4.9%

$58,050

-7.5%

$76,346

-6.2%

$94,642

-5.4%

205

Water Distribution Operator

$34,484

1.7%

$44,714

2.5%

$54,944

3.0%

$25,696

36.5%

$33,592

36.4%

$41,487

36.4%

206

Water Treatment Plant Operator I

$32,228

-1.0%

$41,789

-0.3%

$51,349

0.2%

$30,380

5.0%

$41,120

1.3%

$51,860

-0.8%

207

Water Treatment Plant Operator II

$36,898

-0.5%

$47,844

0.3%

$58,790

0.7%

$33,373

10.0%

$45,073

6.4%

$56,773

4.3%

208

Zoning Administration and Enforcement Manager

$58,523

-1.1%

$76,214

3.3%

$93,905

6.0%

$53,634

7.9%

$67,838

16.0%

$82,043

21.3%

209

Zoning Inspector I

$34,484

6.5%

$44,714

7.3%

$54,944

7.8%

$36,107

1.7%

$48,041

-0.1%

$59,975

-1.3%

210

Zoning Inspector II

$36,898

4.0%

$47,844

4.7%

$58,790

5.2%

$38,884

-1.3%

$51,612

-2.9%

$64,339

-3.8%

Average

-3.3%

-0.5%

272

1.3%

-2.4%

-1.2%

-0.4%

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Exhibit 2E displays the average variance between market data and current City pay grades. As can be seen, using the 2009 data, the City is 3.3 below market at pay grade minimum, 0.5 percent below market at pay grade midpoint, and 1.3 percent ahead of market at pay grade maximum. In comparing the City’s current pay grades to 2015 data, the City is 2.4 percent behind market at pay grade minimum, 1.2 percent behind market at pay grade midpoint, and 0.4 percent behind market at pay grade maximum. The data indicate that, on average, City pay grades have become less competitive with the market since 2009. As can be seen, there are individual classifications that are more significantly behind market than others. The following subsection provides an analysis of outcomes at the individual classification level. Market Minimums Market minimums are generally considered a starting wage for employees who meet the minimum qualifications for each job. Those employees with salaries at or near the range minimums are generally new to the role and have not acquired the skills and experience necessary to be fully proficient in their classification. However, it is critical that an organization maintain minimum pay grade values commiserate with the market in order to remain competitive with peers with regards to attracting new employees. Utilizing the 2015 data gathered in the salary survey for the benchmarked positions, the following conclusions can be reached: 

The surveyed position differentials ranged from 32.9 percent below market minimum to 40.1 percent above market. The below market positions average 10.0 percent below market at minimum.



Of the 210 positions with market minimum percent differentials, 125 (59.5 percent) are below market at the minimum. Of these behind market positions, 46 were at or above market in 2009.



Overall, 85 positions (40.5 percent) were found to be at or above market at pay grade minimum. Of these above market positions, 41 were below market in 2009.

Market Midpoints This subsection explores the comparison between the 2015 average peer midpoints and the City’s current classification midpoints. Midpoint is frequently considered the point at which employees could expect their salaries to be placed if they have achieved full proficiency in their job duties. It is considered the best point of comparison for analyzing variance between an organization and their market peers. Based on the 2015 data gathered at the market midpoint of the salary range, the following can be determined:

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

The surveyed position differentials ranged from 32.6 percent below market midpoint to 47.7 percent above market midpoint. The below market positions average 10.1 percent below market at midpoint.



Of the 210 positions with market midpoint percent differentials, 113 (53.8 percent) are below market at the midpoint. Of these behind market positions, 67 were at or above market in 2009.



Overall, 97 positions (46.2 percent) were found to be at or above market at pay grade midpoint. Of these above market positions, 38 were below market in 2009.

Market Maximums The City’s salary range maximum values were also compared to the 2015 survey average maximums. Market maximums are often utilized to attract highly qualified employees or retain experienced individuals in a classification. When comparing 2015 peer market maximums and the City’s current maximums, the following can be determined: 

The surveyed position differentials ranged from 35.2 percent below market maximum to 52.5 percent above market maximum. The below market positions average 10.5 percent below market at maximum.



Of the 210 positions with market maximum percent differentials, 106 (50.5 percent) are below market at the maximum. Of these behind market positions, 65 were at or above market in 2009.



Overall, 104 positions (49.5 percent) were found to be at or above market at pay grade maximum. Of these above market positions, 36 were below market in 2009.

Taken together, it is apparent that the City’s pay grades are below market, and that significant change has occurred between the 2009 variance from market and the 2015 variance from market for many classifications.

2.4

COMPRESSION AND PLACEMENT

In addition to assessing the current and 2009 proposed City pay plans, as well as variances between the City’s classification pay grades and market data, an analysis of employee salaries was also conducted to determine if issues with compression and placement currently exist and to assess the effect of implementation of the 2009 recommendations on compression. The analysis to assess compression includes an assessment of the correlation between years of experience and salary for each pay grade, where a strong correlation between these variables would indicate that compression is not an issue and a weak correlation would indicate that compression is present. Weak correlation between years of

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experience and salary signifies that salary level is not tied to years of experience, and that there are numerous instances where employees with less tenure earn more than employees with greater tenure. Exhibit 2F displays the correlation between salary level and years of experience by pay grade under the City’s current pay plan and under the 2009 proposed pay plan, if Phase 3 were to be implemented (note that pay grades with one or no incumbents have been excluded). As can be seen, the average correlation coefficient between these two variables is currently 0.33 and after implementation of Phase 3 would be 0.34. A correlation coefficient of 1.00 would indicate a perfect relationship between years of experience and salary level; however, the correlation coefficients under the current and 2009 proposed pay plan indicate a very weak relationship between these variables. Generally, a strong correlation is maintained between these variables to ensure equitable treatment of employees based on years of experience. The analysis to assess placement issues determines the variance between each employee’s actual salary and their expected salary. Once the expected salary placement is determined, it is compared to each employee’s actual salary to determine the variance. For this analysis, employees have been grouped into one of four categories, including: 

those whose actual salaries are 10 percent or more above expected salary;



those whose actual salaries are between 0 and 10 percent above expected salary; those whose actual salaries are between 0 and 10 percent below expected salary; and



those whose actual salaries are 10 percent or greater below expected salary.

For those employees where the variance is found to be negative, it is typically recommended that their salary be brought to the level of expected salary unless there is reason for current placement (e.g. demotion or poor performance). For those employees with no variance, or positive variance, no additional action is typically recommended. Exhibit 2G displays this analysis of variance between employee’s current salary placement and expected salary placement by pay grade (note that the specific formula used to calculate employee salary can be found as part of Recommendation 1 on page 3-3). Expected placement is calculated by completing the following process for each employee: 

Step 1: Calculate Expected Range Penetration % = Years of Experience in Current Job/30 years*



Step 2: Calculate Expected Salary Placement = (Expected Range Penetration % X (Max – Min)) + Min

*Length of typical career

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EXHIBIT 2F CORRELATION BETWEEN SALARY LEVEL AND YEARS OF EXPERIENCE BY PAY GRADE Pay Grade 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 27 29 30 31 34 36 38 40 44 Average

Correlation Coefficient Salary Level and Years of Experience Current -1.00 -0.31 0.32 0.29 0.63 0.66 0.45 0.57 0.50 0.32 0.15 0.27 0.48 -0.39 -0.02 0.04 0.60 0.84 0.19 -0.30 0.26 0.53 0.31 0.82 0.73 0.76 0.81 0.66 0.33

2009 Proposed -1.00 -0.31 0.35 0.32 0.64 0.318409 0.67 0.44 0.58 0.53 0.33 0.14 0.13 0.53 -0.38 0.02 0.05 0.59 0.84 0.18 -0.25 0.28 0.61 0.33 0.82 0.76 0.76 0.84 0.68 0.34

Exhibit 2G illustrates that most employees are compensated within 10.0 percent of their expected salary. However, there is a large percentage of employees compensated more than 10.0 percent above their expected placement. This is not an indication that the affected employees are excessively compensated, but rather that employee salaries are not linked with years of experience in their respective classifications. This high placement is potentially the result of salary ranges that are below market and do not properly reflect traditional salary growth in the affected classifications. In other words, employees are compensated above expected levels because the expected levels, calculated using current range spreads, are too low. Exhibit 2H displays a similar analysis, but uses Phase 3 salaries in lieu of current salaries. As can be seen, the issues identified in Exhibit 2G would be slightly exacerbated by implementation of Phase 3.

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EXHIBIT 2G CURRENT SALARY COMPARED TO EXPECTED SALARY BY GRADE

277

EXHIBIT 2H CURRENT SALARY COMPARED TO EXPECTED SALARY BY GRADE

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CONCLUSION

Several conclusions should be drawn from the analyses included in this chapter. First, both the existing pay plan and the pay plan recommended in 2009 possess weaknesses related to range spread and midpoint progression that should be addressed. Second, since 2009, market data has changed, and in some cases has changed drastically. Therefore, implementation of recommendations from the 2009 study would place City classifications in pay grades not commensurate with 2015 market data. Finally, compression and placement issues exist under the current compensation plan and would not be improved by implementing 2009 study recommendations.

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The recommendations in this chapter seek to build on the strengths of the City of Suffolk’s (City) compensation and classification plan and also to address the challenges observed through the course of the study. Internal factors such as the future direction of the City, the organizational culture, and availability of resources influenced these recommendations. Each has also been developed to address a specific need based on the collected information while taking into account the external environment. Arriving at the overall solution for the City was a detailed process involving all components of the research conducted which was reviewed and discussed in previous chapters of this report. FINDING In the 2009 Compensation and Classification study conducted for the City, it was recommended that the City implement changes to its compensation system in three phases. Specifically, it was recommended that the only action in Phase 1 and 2 should be to move employees incrementally toward the final recommended salary; essentially 1/3 of the way each time. Then, it was recommended that in Phase 3 employees be brought up to 100 percent of the recommended salary; the recommended pay plan be implemented; and the recommended classification titles be implemented. To date, the City has implemented Phase 1 and 2 as planned, but has yet to implement Phase 3. It is projected that implementation of Phase 3 carries a cost impact of $1.1 million. One of the priorities of this review was to assess Phase 3 salaries to determine if they are still appropriate given the time elapsed since the 2009 study, and to determine the potential impact of implementation of Phase 3 salaries on compression. The process for this analysis was multistep, and included: 

analyzing employee compensation data to determine if significant compression exists now, and the extent to which Phase 3 implementation will impact it;



using updated 2015 market data to determine appropriate thresholds (minimums and maximums) for each classification's pay grade;



producing models/options for placing employees into these pay grades to determine which approach would best address compression (models provided a target salary for every City employee and took into consideration employees not included in the 2009 study); and



comparing each employee’s target salary to their proposed Phase 3 salary from the 2009 study to determine if Phase 3 salaries are appropriate.

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This process of comparing Phase 3 salaries and Evergreen's recommended salaries yielded the following: 

9.2 percent of employee Phase 3 salaries were lower than what Evergreen would suggest based on 2015 data and models to address compression. Also of importance, some employees would receive salaries below the minimum market value for their position under the Phase 3 approach; a practice that is not recommended.



31.1 percent of employee Phase 3 salaries were higher than what Evergreen would suggest based on 2015 data and models to address compression. Also of importance, some employees would receive salaries that exceed maximum market value for their position under the Phase 3 approach; also a practice that is not recommended.



The implementation of Phase 3 does not improve compression, and in some cases acts to exacerbate it.



The correlation between years of experience and salary level is 0.33 currently, would be 0.34 after implementation of Phase 3 salaries, and is 0.59 under Evergreen’s model. Note that perfect correlation cannot be achieved because of the VRS increase some employees are receiving. Also, it cannot be achieved because some employees are already placed at higher salaries than what Evergreen’s model would recommend and it is not recommended that their salaries be decreased. However, the model does achieve substantially greater correlation and provides the City with a method to place employees moving forward that will maintain equity between years of experience and salary.

Taken together, it is apparent that Phase 3 implementation will only act to increase issues with compression as well as place employees at salaries not aligned with market. RECOMMENDATION 1: Implement employee salaries that align with 2015 market values and reduce compression versus implementing Phase 3 salaries from the 2009 study. The City should not implement Phase 3, at a cost of $1.1 million, as recommended by the 2009 Report. Rather, the City should determine employee salaries based on a model that aligns them to 2015 market data; includes all employees versus just those there at the time of the 2009 study; and addresses compression issues to the extent possible. The model suggested bases each employee's salary off of years of experience, ensuring that across all grades and classifications there is a healthy positive linear relationship between years of experience and salary. There are two suggested implementation options with different implementation costs for this recommendation, each of which is outlined below: 

Option 1 – Apply a VRS shift increase to eligible employee salaries (required) and then apply Evergreen’s model to determine each employee’s final salary, which Evergreen Solutions, LLC

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provides each employee credit for years of experience, prior to January 1, 2016, in their classification, as well as a 0.2 year credit for each year of experience with the City but not in the same classification. 

Option 2 – Apply a VRS shift increase to eligible employee salaries (required); then apply a two percent cost of living (COLA) increase to all employee salaries to ensure the City does not fall further behind market; finally, apply Evergreen’s model to determine each employee’s final salary, which provides each employee credit for years of experience, prior to January 1, 2016, in their classification, as well as a 0.2 year credit for each year of experience with the City but not in the same classification.

Both models assume that it takes 30 years of experience to reach pay grade maximum for non-executive employees and 40 years of experience to reach pay grade maximum for executive employees. The specific calculation to determine employee salary under Evergreen’s model is as follows (note that the “30” used in this formula is replaced by “40” for executive employees): [((Maximum – Minimum)/30) * (Years in Class+ ((Years at City – Years in Class) * 0.2))] + Minimum

The total costs of these options are displayed below. Option

Step 1 – VRS Cost

Step 2 – COLA Cost

Step 3 – EGS Adjustment

Total Cost

1 2

$622,446.65 $622,446.65

$0.0 $1,235,687.50

$3,955,766.03 $3,176,850.94

$4,578,212.68 $5,034,985.09

FINDING The City’s current pay plan possesses both strengths and weaknesses. Strengths include that the schedule’s range spread is between 44.0 percent and 50.0 percent, in line or above market average range spread, and the City’s schedule is open range. Over the last ten years, municipalities and many other public sector organizations have moved away from the step pay plan style to an open-range type schedule such as the City’s in order to increase flexibility in administration. Identified weaknesses of the City’s current pay plan include that it’s midpoint progression (i.e. percent difference between the midpoints of each grade) varies between 3.8 and 10.9 percent, and averages 5.7 percent overall. Best practice dictates a completely uniform midpoint progression of between 3 and 5 percent. This allows all classifications to be slotted into a pay grade that is, at most, +-2.5 percent away from market value when the market midpoint of a classification does not fall directly on a midpoint in the pay plan. Further, pay grade range spreads range from a low of 61.3 percent in the lower grades to a high of 77.4 at the top of the pay plan. While this is in line with best practice, it is not aligned with market average range spread. Addressing these weaknesses will act to improve the City’s existing pay plan. RECOMMENDATION 2: Adopt the proposed salary schedule displayed in Exhibit 3A to address the weaknesses identified by Evergreen. Evergreen Solutions, LLC

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EXHIBIT 3A PROPOSED SALARY SCHEDULE Pay Grade

Min

Mid

Max

Range Spread

111 112 113 114 115 116 117 118 119 120 121 122 123 124 125 126 127 128 129 130 131 132 133 134 135 136 137 138 139 140 141 142 143 144 145 146 147

$20,127 $21,133 $22,190 $23,300 $24,465 $25,688 $26,972 $28,320 $29,736 $31,222 $32,784 $34,424 $36,145 $37,951 $39,849 $41,841 $43,934 $46,130 $48,436 $50,859 $53,401 $56,070 $58,875 $61,819 $64,909 $68,155 $71,563 $75,140 $78,898 $82,842 $86,984 $86,869 $91,211 $95,773 $100,562 $105,589 $110,869

$25,863 $27,155 $28,514 $29,940 $31,437 $33,009 $34,658 $36,391 $38,210 $40,120 $42,128 $44,233 $46,446 $48,767 $51,205 $53,766 $56,455 $59,278 $62,240 $65,353 $68,620 $72,050 $75,654 $79,437 $83,408 $87,579 $91,958 $96,555 $101,383 $106,452 $111,774 $119,010 $124,960 $131,209 $137,769 $144,656 $151,889

$31,599 $33,178 $34,838 $36,579 $38,409 $40,330 $42,345 $44,462 $46,684 $49,019 $51,471 $54,044 $56,747 $59,583 $62,562 $65,690 $68,976 $72,424 $76,044 $79,847 $83,839 $88,030 $92,433 $97,054 $101,907 $107,003 $112,353 $117,970 $123,869 $130,062 $136,565 $151,151 $158,708 $166,644 $174,976 $183,724 $192,910

57.0% 57.0% 57.0% 57.0% 57.0% 57.0% 57.0% 57.0% 57.0% 57.0% 57.0% 57.0% 57.0% 57.0% 57.0% 57.0% 57.0% 57.0% 57.0% 57.0% 57.0% 57.0% 57.0% 57.0% 57.0% 57.0% 57.0% 57.0% 57.0% 57.0% 57.0% 74.0% 74.0% 74.0% 74.0% 74.0% 74.0%

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The proposed pay plan displayed in Exhibit 3A: 

is laid out in a similar format as the current salary schedule;



labels pay grades more intuitively, by not skipping numbers;



provides additional pay grades to accommodate the market values of all City classifications;



maintains a uniform midpoint progression of five percent; and



maintains range spreads in-line with the market average.

The proposed pay plan conforms to best practice, while using the current City pay plan as its framework. FINDING In order to determine appropriate placement of all classifications onto the proposed salary schedule (Exhibit 3A), Evergreen conducted a two-part analysis. This process included an external equity analysis of market compensation data collected using a salary survey instrument, and an internal equity analysis of select City classifications using a job questionnaire. The external market compensation analysis identified City classifications compensated below market average, while the internal equity analysis identified City classifications compensated disproportionately to other City classifications based on complexity of the job performed; where classifications with a like internal worth would be expected to be compensated similarly. The job questionnaire also allowed Evergreen to assess the classification title changes proposed throughout the course of the study to determine if they would be a good fit for each classification. The results from these analyses were used to determine appropriate placement into the proposed salary schedule. Proposed placement ensures that City classifications are being compensated competitively in comparison to the market, and that internally City classifications are being equitably compensated based on similar levels of job complexity and responsibility. Based on this two-fold analysis, Evergreen identified proposed placement for each City classification into the proposed pay plan as well as a final recommended title for each position. RECOMMENDATION 3: Adopt the proposed grade order list displayed in Exhibit 3B, which ensures both internal and external equity; aligns each classification’s pay grade value with 2015 market value; and incorporates feedback from City staff and findings from Evergreen’s job questionnaire to establish titles that accurately reflect the roles and responsibilities of each position.

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EXHIBIT 3B PROPOSED GRADE ORDER LIST Classification

Pay Grade

Min

Mid

Max

Law Library Aide

111

$20,127

$25,863

$31,599

Mail Room Clerk

111

$20,127

$25,863

$31,599

Library Assistant

113

$22,190

$28,514

$34,838

Records Management Technician

113

$22,190

$28,514

$34,838

Visitor Center Coordinator

113

$22,190

$28,514

$34,838

Custodial Worker

114

$23,300

$29,940

$36,579

Laborer

114

$23,300

$29,940

$36,579

Park Attendant

114

$23,300

$29,940

$36,579

Recreation Leader

114

$23,300

$29,940

$36,579

Refuse Worker

114

$23,300

$29,940

$36,579

Grounds Maintenance Worker I

115

$24,465

$31,437

$38,409

Animal Caretaker

116

$25,688

$33,009

$40,330

Parking Enforcement Attendant

116

$25,688

$33,009

$40,330

Refuse Crewleader

116

$25,688

$33,009

$40,330

Refuse Dispatcher

116

$25,688

$33,009

$40,330

Street Maintenance Worker I

116

$25,688

$33,009

$40,330

Visitor Center Advisor

116

$25,688

$33,009

$40,330

Water Meter Service Worker

116

$25,688

$33,009

$40,330

Legal Secretary

117

$26,972

$34,658

$42,345

Utility Systems Worker

117

$26,972

$34,658

$42,345

Skilled Laborer

118

$28,320

$36,391

$44,462

Collection Specialist

118

$28,320

$36,391

$44,462

Crew Leader

118

$28,320

$36,391

$44,462

Customer Service Representative

118

$28,320

$36,391

$44,462

Delivery Driver

118

$28,320

$36,391

$44,462

Land Acquisition Aide

118

$28,320

$36,391

$44,462

Law Library Technician

118

$28,320

$36,391

$44,462

Library Associate

118

$28,320

$36,391

$44,462

Mosquito Control Technician

118

$28,320

$36,391

$44,462

Paint Technician

118

$28,320

$36,391

$44,462

Sign Technician

118

$28,320

$36,391

$44,462

Stock Room Clerk

118

$28,320

$36,391

$44,462

Street Maintenance Worker II

118

$28,320

$36,391

$44,462

Treasury Clerk

118

$28,320

$36,391

$44,462

Deputy Comm of Revenue I

119

$29,736

$38,210

$46,684

Evergreen Solutions, LLC

Page 3-6

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Chapter 3 - Recommendations

Compensation and Classification Study Review for the City of Suffolk, VA

EXHIBIT 3B (Continued) PROPOSED GRADE ORDER LIST Classification

Pay Grade

Min

Mid

Max

Grounds Maintenance Worker II

119

$29,736

$38,210

$46,684

Highway Paint Equipment Operator

119

$29,736

$38,210

$46,684

Office Assistant

119

$29,736

$38,210

$46,684

Police Records Technician

119

$29,736

$38,210

$46,684

Screening Clerk

119

$29,736

$38,210

$46,684

Senior Stock Room Clerk

119

$29,736

$38,210

$46,684

Street Sweeper

119

$29,736

$38,210

$46,684

Accounting Technician

120

$31,222

$40,120

$49,019

Airport Technician

120

$31,222

$40,120

$49,019

Bus Operator

120

$31,222

$40,120

$49,019

Commercial Vehicle Weight Enforcement Technician

120

$31,222

$40,120

$49,019

Custodial Supervisor

120

$31,222

$40,120

$49,019

Heavy Equipment Operator I

120

$31,222

$40,120

$49,019

Lead Screening Clerk

120

$31,222

$40,120

$49,019

Marketing Specialist

120

$31,222

$40,120

$49,019

Mosquito Control Crew Leader

120

$31,222

$40,120

$49,019

Purchasing Associate

120

$31,222

$40,120

$49,019

Secretary

120

$31,222

$40,120

$49,019

Sign Mechanic

120

$31,222

$40,120

$49,019

Accounting Associate I

121

$32,784

$42,128

$51,471

Animal Control Officer

121

$32,784

$42,128

$51,471

Call Taker

121

$32,784

$42,128

$51,471

Deputy Court Clerk I

121

$32,784

$42,128

$51,471

Deputy Treasurer I

121

$32,784

$42,128

$51,471

Engineering Aide

121

$32,784

$42,128

$51,471

Executive Secretary

121

$32,784

$42,128

$51,471

Land Records Technician

121

$32,784

$42,128

$51,471

Mechanic I

121

$32,784

$42,128

$51,471

Refuse Equipment Operator I

121

$32,784

$42,128

$51,471

Refuse Inspector

121

$32,784

$42,128

$51,471

Video Production Assistant

121

$32,784

$42,128

$51,471

Pump Station Mechanic

122

$34,424

$44,233

$54,044

Water Distribution Operator (FOG)

122

$34,424

$44,233

$54,044

Water Distribution Operator (LAB)

122

$34,424

$44,233

$54,044

Evergreen Solutions, LLC

Page 3-7

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Chapter 3 - Recommendations

Compensation and Classification Study Review for the City of Suffolk, VA

EXHIBIT 3B (Continued) PROPOSED GRADE ORDER LIST Classification

Pay Grade

Min

Mid

Max

Deputy Comm of Revenue II

122

$34,424

$44,233

$54,044

Deputy Court Clerk II

122

$34,424

$44,233

$54,044

Deputy Treasurer II

122

$34,424

$44,233

$54,044

Human Resources Assistant

122

$34,424

$44,233

$54,044

Line Maintenance Technician

122

$34,424

$44,233

$54,044

Park Supervisor

122

$34,424

$44,233

$54,044

Recreation Facilities Supervisor

122

$34,424

$44,233

$54,044

Refuse Equipment Operator II

122

$34,424

$44,233

$54,044

Water Treatment Plant Operator I

122

$34,424

$44,233

$54,044

Asset Management Data Technician

123

$36,145

$46,446

$56,747

Building Maintenance Technician

123

$36,145

$46,446

$56,747

Communications Operator I

123

$36,145

$46,446

$56,747

Customer Service Supervisor

123

$36,145

$46,446

$56,747

Eligibility Worker I

123

$36,145

$46,446

$56,747

Financial Services Case Mgr I

123

$36,145

$46,446

$56,747

Fraud Investigator

123

$36,145

$46,446

$56,747

Heavy Equipment Operator II

123

$36,145

$46,446

$56,747

Labor Supervisor

123

$36,145

$46,446

$56,747

Land-Use Compliance Coordinator

123

$36,145

$46,446

$56,747

Litter Control Coordinator

123

$36,145

$46,446

$56,747

Paint Crew Leader

123

$36,145

$46,446

$56,747

Permit Technician - Weights & Measures

123

$36,145

$46,446

$56,747

Planning Technician

123

$36,145

$46,446

$56,747

Recreation Specialist

123

$36,145

$46,446

$56,747

Senior Accounting Technician

123

$36,145

$46,446

$56,747

Senior Sign Mechanic

123

$36,145

$46,446

$56,747

Sign Maintenance Manager

123

$36,145

$46,446

$56,747

Stock Room Supervisor

123

$36,145

$46,446

$56,747

Traffic Signal Technician I

123

$36,145

$46,446

$56,747

Visitor Center Supervisor

123

$36,145

$46,446

$56,747

Volunteer Coordinator

123

$36,145

$46,446

$56,747

Accounting Associate II

124

$37,951

$48,767

$59,583

Clerical Support Supervisor

124

$37,951

$48,767

$59,583

Communications Operator II

124

$37,951

$48,767

$59,583

Crime Analyst

124

$37,951

$48,767

$59,583

Deputy City Clerk

124

$37,951

$48,767

$59,583

Deputy Comm of Revenue III

124

$37,951

$48,767

$59,583

Evergreen Solutions, LLC

Page 3-8

287

Chapter 3 - Recommendations

Compensation and Classification Study Review for the City of Suffolk, VA

EXHIBIT 3B (Continued) PROPOSED GRADE ORDER LIST Classification

Pay Grade

Min

Mid

Max

Deputy Court Clerk III

124

$37,951

$48,767

$59,583

Deputy Registrar

124

$37,951

$48,767

$59,583

Deputy Treasurer III

124

$37,951

$48,767

$59,583

Eligibility Worker II

124

$37,951

$48,767

$59,583

Evidence Technician

124

$37,951

$48,767

$59,583

Fitness Specialist

124

$37,951

$48,767

$59,583

General Services Supervisor

124

$37,951

$48,767

$59,583

GIS Technician

124

$37,951

$48,767

$59,583

Intelligence Analyst

124

$37,951

$48,767

$59,583

Legal Assistant

124

$37,951

$48,767

$59,583

Library Services Coordinator

124

$37,951

$48,767

$59,583

Maintenance Mechanic-Streets

124

$37,951

$48,767

$59,583

Mechanic II

124

$37,951

$48,767

$59,583

Meter Services Supervisor

124

$37,951

$48,767

$59,583

Paralegal

124

$37,951

$48,767

$59,583

Payroll Technician

124

$37,951

$48,767

$59,583

Radio & Electronics Technician

124

$37,951

$48,767

$59,583

Refuse Field Supervisor

124

$37,951

$48,767

$59,583

Senior Graphics Technician

124

$37,951

$48,767

$59,583

Senior Permit Technician

124

$37,951

$48,767

$59,583

Street Crew Leader

124

$37,951

$48,767

$59,583

Therapeutic Recreation Specialist

124

$37,951

$48,767

$59,583

Water Treatment Plant Operator II

124

$37,951

$48,767

$59,583

Zoning Inspector I

124

$37,951

$48,767

$59,583

Administrative Assistant

125

$39,849

$51,205

$62,562

Building Inspector I

125

$39,849

$51,205

$62,562

Business Tax Investigator

125

$39,849

$51,205

$62,562

Communications Operator III

125

$39,849

$51,205

$62,562

Construction Inspector I

125

$39,849

$51,205

$62,562

Deputy Sheriff I

125

$39,849

$51,205

$62,562

Economic Development Associate

125

$39,849

$51,205

$62,562

Electronics Technician

125

$39,849

$51,205

$62,562

Engineering Technician

125

$39,849

$51,205

$62,562

Firefighter I

125

$39,849

$51,205

$62,562

GIS Analyst

125

$39,849

$51,205

$62,562

Housing/Property Maintenance Inspector

125

$39,849

$51,205

$62,562

Maintenance Coordinator

125

$39,849

$51,205

$62,562

Evergreen Solutions, LLC

Page 3-9

288

Chapter 3 - Recommendations

Compensation and Classification Study Review for the City of Suffolk, VA

EXHIBIT 3B (Continued) PROPOSED GRADE ORDER LIST Classification

Pay Grade

Min

Mid

Max

Park Superintendent

125

$39,849

$51,205

$62,562

Police Officer I

125

$39,849

$51,205

$62,562

Land Acquisition Technician

125

$39,849

$51,205

$62,562

Senior Deputy Court Clerk

125

$39,849

$51,205

$62,562

Senior Land Records Technician

125

$39,849

$51,205

$62,562

Superintendent of Cemeteries

125

$39,849

$51,205

$62,562

Traffic Signal Technician II

125

$39,849

$51,205

$62,562

Water Maintenance Mechanic

125

$39,849

$51,205

$62,562

Zoning Inspector II

125

$39,849

$51,205

$62,562

Appraiser I

126

$41,841

$53,766

$65,690

Comprehensive Svcs Act Mgmt Specialist

126

$41,841

$53,766

$65,690

Construction Inspector II

126

$41,841

$53,766

$65,690

Deputy Sheriff II

126

$41,841

$53,766

$65,690

Eligibility Worker III

126

$41,841

$53,766

$65,690

Family Services Worker I

126

$41,841

$53,766

$65,690

Financial Services Case Mgr II

126

$41,841

$53,766

$65,690

Firefighter II

126

$41,841

$53,766

$65,690

Mechanic III

126

$41,841

$53,766

$65,690

Quality Control Technician

126

$41,841

$53,766

$65,690

Recreation Program Specialist

126

$41,841

$53,766

$65,690

Self Sufficiency Worker I

126

$41,841

$53,766

$65,690

Cultural Arts Coordinator

126

$41,841

$53,766

$65,690

Appraiser II

127

$43,934

$56,455

$68,976

Asset Manager

127

$43,934

$56,455

$68,976

Building Inspector II

127

$43,934

$56,455

$68,976

Buyer

127

$43,934

$56,455

$68,976

Community Outreach Coordinator

127

$43,934

$56,455

$68,976

Customer Service Manager

127

$43,934

$56,455

$68,976

Deputy Sheriff III

127

$43,934

$56,455

$68,976

Deputy Court Clerk IV

127

$43,934

$56,455

$68,976

Deputy Treasurer IV

127

$43,934

$56,455

$68,976

Development Coordinator

127

$43,934

$56,455

$68,976

Asst. Zoning Administration & Enforcement Coordinator

127

$43,934

$56,455

$68,976

Financial Services Case Mgr III

127

$43,934

$56,455

$68,976

Lead Mechanic

127

$43,934

$56,455

$68,976

Legal Services Coordinator

127

$43,934

$56,455

$68,976

Librarian

127

$43,934

$56,455

$68,976

Evergreen Solutions, LLC

Page 3-10

289

Chapter 3 - Recommendations

Compensation and Classification Study Review for the City of Suffolk, VA

EXHIBIT 3B (Continued) PROPOSED GRADE ORDER LIST Classification

Pay Grade

Min

Mid

Max

Planner I

127

$43,934

$56,455

$68,976

Police Officer II

127

$43,934

$56,455

$68,976

Records Management Supervisor

127

$43,934

$56,455

$68,976

Construction Inspector III

127

$43,934

$56,455

$68,976

Senior Firefighter

127

$43,934

$56,455

$68,976

Senior Payroll Technician

127

$43,934

$56,455

$68,976

Senior Water Treatment Plant Operator

127

$43,934

$56,455

$68,976

Assistant Line Maintenance Manager

127

$43,934

$56,455

$68,976

Assistant Maintenance Manager

127

$43,934

$56,455

$68,976

Water Maintenance Supervisor

127

$43,934

$56,455

$68,976

Facilities Inspector

127

$43,934

$56,455

$68,976

Athletic Supervisor

128

$46,130

$59,278

$72,424

Fire Inspector

128

$46,130

$59,278

$72,424

Building Inspector III

128

$46,130

$59,278

$72,424

Communications Lead Operator

128

$46,130

$59,278

$72,424

Computer Support Technician

128

$46,130

$59,278

$72,424

ECDC Coordinator

128

$46,130

$59,278

$72,424

Eligibility Worker Supv I

128

$46,130

$59,278

$72,424

Family Services Worker II

128

$46,130

$59,278

$72,424

Field Operations Account Manager

128

$46,130

$59,278

$72,424

Firefighter/Medic I

128

$46,130

$59,278

$72,424

Mechanic Supervisor

128

$46,130

$59,278

$72,424

Police Officer III

128

$46,130

$59,278

$72,424

Radio Communications Manager

128

$46,130

$59,278

$72,424

Recreation Supervisor

128

$46,130

$59,278

$72,424

Safety Officer I

128

$46,130

$59,278

$72,424

Self Sufficiency Worker II

128

$46,130

$59,278

$72,424

Fire Training Officer

129

$48,436

$62,240

$76,044

Public Ed. Spec/Fire Investigator

129

$48,436

$62,240

$76,044

Deputy Sheriff, Sergeant

129

$48,436

$62,240

$76,044

Fire Investigator/Inspector

129

$48,436

$62,240

$76,044

Firefighter/Medic II

129

$48,436

$62,240

$76,044

Senior Librarian

129

$48,436

$62,240

$76,044

Master Firefighter

129

$48,436

$62,240

$76,044

Master Police Officer

129

$48,436

$62,240

$76,044

Workforce Center Coordinator

129

$48,436

$62,240

$76,044

Accountant

130

$50,859

$65,353

$79,847

Evergreen Solutions, LLC

Page 3-11

290

Chapter 3 - Recommendations

Compensation and Classification Study Review for the City of Suffolk, VA

EXHIBIT 3B (Continued) PROPOSED GRADE ORDER LIST Classification

Pay Grade

Min

Mid

Max

Administrative Analyst

130

$50,859

$65,353

$79,847

Animal Shelter Manager

130

$50,859

$65,353

$79,847

Appraiser III

130

$50,859

$65,353

$79,847

Land Acquisition Agent

130

$50,859

$65,353

$79,847

Budget Associate

130

$50,859

$65,353

$79,847

Business Analyst

130

$50,859

$65,353

$79,847

Chief Animal Control Officer

130

$50,859

$65,353

$79,847

Chief Deputy Treasurer I - Operations

130

$50,859

$65,353

$79,847

Deputy Treasurer Accounting

130

$50,859

$65,353

$79,847

Eligibility Worker Supv II

130

$50,859

$65,353

$79,847

Engineering Analyst

130

$50,859

$65,353

$79,847

Environmental Specialist

130

$50,859

$65,353

$79,847

Evidence Technician Supervisor

130

$50,859

$65,353

$79,847

Facilities Maintenance Manager

130

$50,859

$65,353

$79,847

Family Services Worker III

130

$50,859

$65,353

$79,847

Financial Services Coordinator

130

$50,859

$65,353

$79,847

Human Resources Generalist

130

$50,859

$65,353

$79,847

Assistant Utility Operations Accounting Manager

130

$50,859

$65,353

$79,847

Master Medic

130

$50,859

$65,353

$79,847

Mosquito Control Biologist

130

$50,859

$65,353

$79,847

Operations Office Manager

130

$50,859

$65,353

$79,847

Paralegal Administrator

130

$50,859

$65,353

$79,847

Planner II

130

$50,859

$65,353

$79,847

Plans Reviewer

130

$50,859

$65,353

$79,847

Refuse Supervisor

130

$50,859

$65,353

$79,847

Safety Officer II

130

$50,859

$65,353

$79,847

Senior Buyer

130

$50,859

$65,353

$79,847

Senior Engineering Technician

130

$50,859

$65,353

$79,847

Sign and Paint Manager

130

$50,859

$65,353

$79,847

Youth Outreach Coordinator

130

$50,859

$65,353

$79,847

Commercial Appraiser

131

$53,401

$68,620

$83,839

Comprehensive Svcs Act Coord

131

$53,401

$68,620

$83,839

Grounds Maintenance Superintendent

131

$53,401

$68,620

$83,839

Network Engineer

131

$53,401

$68,620

$83,839

Payroll Administrator

131

$53,401

$68,620

$83,839

Programmer Analyst I

131

$53,401

$68,620

$83,839

Evergreen Solutions, LLC

Page 3-12

291

Chapter 3 - Recommendations

Compensation and Classification Study Review for the City of Suffolk, VA

EXHIBIT 3B (Continued) PROPOSED GRADE ORDER LIST Classification

Pay Grade

Min

Mid

Max

Project Coordinator

131

$53,401

$68,620

$83,839

Recreation Manager

131

$53,401

$68,620

$83,839

Residential Appraisal Supervisor

131

$53,401

$68,620

$83,839

Traffic Signal System Superintendent

131

$53,401

$68,620

$83,839

Assessor Information Technology Administrator

132

$56,070

$72,050

$88,030

Auditor

132

$56,070

$72,050

$88,030

Business Manager

132

$56,070

$72,050

$88,030

Civil Engineer I

132

$56,070

$72,050

$88,030

Compliance Manager

132

$56,070

$72,050

$88,030

Construction Manager

132

$56,070

$72,050

$88,030

Data Quality Control Technician

132

$56,070

$72,050

$88,030

Economic Development Manager

132

$56,070

$72,050

$88,030

Family Services Worker Supervisor II

132

$56,070

$72,050

$88,030

Fire Lieutenant

132

$56,070

$72,050

$88,030

Fire Lieutenant-Training Officer

132

$56,070

$72,050

$88,030

Fleet and Equipment Services Asst Manager

132

$56,070

$72,050

$88,030

Human Services Information Technology Administrator

132

$56,070

$72,050

$88,030

Mosquito Control Superintendent

132

$56,070

$72,050

$88,030

Operations Superintendent I

132

$56,070

$72,050

$88,030

Police Sergeant

132

$56,070

$72,050

$88,030

Programmer Analyst II

132

$56,070

$72,050

$88,030

Senior Accountant

132

$56,070

$72,050

$88,030

Systems Administrator

132

$56,070

$72,050

$88,030

Tourism Development Manager

132

$56,070

$72,050

$88,030

Line Maintenance Manager

132

$56,070

$72,050

$88,030

Maintenance Manager

132

$56,070

$72,050

$88,030

Budget Analyst

133

$58,875

$75,654

$92,433

Building Official

133

$58,875

$75,654

$92,433

Business Development Analyst

133

$58,875

$75,654

$92,433

Chief Deputy Treasurer I Acct.

133

$58,875

$75,654

$92,433

Housing/Property Maintenance Official

133

$58,875

$75,654

$92,433

Evergreen Solutions, LLC

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Chapter 3 - Recommendations

Compensation and Classification Study Review for the City of Suffolk, VA

EXHIBIT 3B (Continued) PROPOSED GRADE ORDER LIST Classification

Pay Grade

Min

Mid

Max

Investigator

133

$58,875

$75,654

$92,433

Multi-Media Analyst

133

$58,875

$75,654

$92,433

Parks Manager

133

$58,875

$75,654

$92,433

Programmer Analyst III

133

$58,875

$75,654

$92,433

Project Manager

133

$58,875

$75,654

$92,433

Senior Administrative Analyst

133

$58,875

$75,654

$92,433

Service Support Manager

133

$58,875

$75,654

$92,433

Transportation Planner

133

$58,875

$75,654

$92,433

Video Production Manager

133

$58,875

$75,654

$92,433

Utility Operations Accounting Manager

133

$58,875

$75,654

$92,433

Airport Manager

134

$61,819

$79,437

$97,054

Assistant City Traffic Engineer

134

$61,819

$79,437

$97,054

Assistant Water Production Manager

134

$61,819

$79,437

$97,054

Civil Engineer II

134

$61,819

$79,437

$97,054

Database Administrator

134

$61,819

$79,437

$97,054

Deputy Emerg Mgmt Cord.

134

$61,819

$79,437

$97,054

Enterprise Program Manager

134

$61,819

$79,437

$97,054

Fire Captain - EMS Coordinator

134

$61,819

$79,437

$97,054

EMS Coordinator

134

$61,819

$79,437

$97,054

Fire Captain-Fire & EMS Training Coordinator

134

$61,819

$79,437

$97,054

Fire Captain

134

$61,819

$79,437

$97,054

Fire Captain - Deputy Emergency Mgmt. Coordinator

134

$61,819

$79,437

$97,054

Fire Captain-Fire Marshal

134

$61,819

$79,437

$97,054

Fire Marshal

134

$61,819

$79,437

$97,054

Library Manager

134

$61,819

$79,437

$97,054

Network Engineer II

134

$61,819

$79,437

$97,054

Operations Superintendent II

134

$61,819

$79,437

$97,054

Real Estate Manager for Acquisition

134

$61,819

$79,437

$97,054

Real Estate Valuations/CAMA Analyst

134

$61,819

$79,437

$97,054

Senior Tourism Development Manager

134

$61,819

$79,437

$97,054

Transportation Planning Manager

134

$61,819

$79,437

$97,054

Accounting Manager

135

$64,909

$83,408

$101,907

Assistant City Attorney I

135

$64,909

$83,408

$101,907

Evergreen Solutions, LLC

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Chapter 3 - Recommendations

Compensation and Classification Study Review for the City of Suffolk, VA

EXHIBIT 3B (Continued) PROPOSED GRADE ORDER LIST Classification

Pay Grade

Min

Mid

Max

Assistant Commonwealth's Attorney I

135

$64,909

$83,408

$101,907

Assistant Traffic Engineer

135

$64,909

$83,408

$101,907

Current Planning Manager

135

$64,909

$83,408

$101,907

Comprehensive Planning Manager

135

$64,909

$83,408

$101,907

Deputy Sheriff, Lieutenant

135

$64,909

$83,408

$101,907

Environmental Programs Manager

135

$64,909

$83,408

$101,907

Financial Manager

135

$64,909

$83,408

$101,907

Financial Reporting and Compliance Manager

135

$64,909

$83,408

$101,907

Human Resources Manager

135

$64,909

$83,408

$101,907

Laboratory Manager

135

$64,909

$83,408

$101,907

Network Manager

135

$64,909

$83,408

$101,907

Operations Manager

135

$64,909

$83,408

$101,907

Compliance Officer

135

$64,909

$83,408

$101,907

Principal Planner

135

$64,909

$83,408

$101,907

Principal Planner - Comprehensive Planning

135

$64,909

$83,408

$101,907

Principal Planner - Current Planning

135

$64,909

$83,408

$101,907

Purchasing Agent

135

$64,909

$83,408

$101,907

Training Manager

135

$64,909

$83,408

$101,907

Zoning Administration and Enforcement Manager

135

$64,909

$83,408

$101,907

Assistant Director of Economic Development

136

$68,155

$87,579

$107,003

Assistant Director of Media and Community Relations

136

$68,155

$87,579

$107,003

Chief Investigator

136

$68,155

$87,579

$107,003

Deputy Sheriff Captain

136

$68,155

$87,579

$107,003

Police Lieutenant

136

$68,155

$87,579

$107,003

Traffic Engineer

136

$68,155

$87,579

$107,003

Battalion Chief

137

$71,563

$91,958

$112,353

Civil Engineer III

137

$71,563

$91,958

$112,353

Enterprise Systems Manager

137

$71,563

$91,958

$112,353

Capital Improvements Projects Manager

137

$71,563

$91,958

$112,353

Development Plan Manager

137

$71,563

$91,958

$112,353

Public Works General Manager

137

$71,563

$91,958

$112,353

Utility Operations Manager

137

$71,563

$91,958

$112,353

Water Production Manager

137

$71,563

$91,958

$112,353

Assistant City Attorney II

138

$75,140

$96,555

$117,970

Assistant Commonwealth's Attorney II

138

$75,140

$96,555

$117,970

Evergreen Solutions, LLC

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Chapter 3 - Recommendations

Compensation and Classification Study Review for the City of Suffolk, VA

EXHIBIT 3B (Continued) PROPOSED GRADE ORDER LIST Classification

Pay Grade

Min

Mid

Max

Assistant Director of Capital Programs & Buildings

138

$75,140

$96,555

$117,970

Assistant Director of Community Development

138

$75,140

$96,555

$117,970

Assistant Director of Finance/ Comptroller

138

$75,140

$96,555

$117,970

Assistant Director of Finance/ Budget

138

$75,140

$96,555

$117,970

Assistant Director of Human Resources

138

$75,140

$96,555

$117,970

Assistant Director of Information Technology

138

$75,140

$96,555

$117,970

Assistant Director of Libraries

138

$75,140

$96,555

$117,970

Assistant Director of Parks & Recreation

138

$75,140

$96,555

$117,970

Assistant Director of Planning

138

$75,140

$96,555

$117,970

Assistant Director of Public Utilities

138

$75,140

$96,555

$117,970

Assistant Director of Public Works

138

$75,140

$96,555

$117,970

Assistant Director of Social Services

138

$75,140

$96,555

$117,970

Chief Administrative Manager

138

$75,140

$96,555

$117,970

Chief Deputy Sheriff

138

$75,140

$96,555

$117,970

Chief Deputy Comm of Revenue

138

$75,140

$96,555

$117,970

Chief Deputy Court Clerk

138

$75,140

$96,555

$117,970

Chief Deputy Treasurer II - Operations

138

$75,140

$96,555

$117,970

Deputy Assessor

138

$75,140

$96,555

$117,970

Fleet and Equipment Services Manager

138

$75,140

$96,555

$117,970

Police Captain

138

$75,140

$96,555

$117,970

Public Works Engineering Manager

138

$75,140

$96,555

$117,970

Risk, Benefits, and Wellness Manager

138

$75,140

$96,555

$117,970

Utility Engineering Manager

138

$75,140

$96,555

$117,970

Assistant City Attorney III

140

$82,842

$106,452

$130,062

Assistant Commonwealth's Attorney III

141

$86,984

$111,774

$136,565

Deputy Chief of Police

141

$86,984

$111,774

$136,565

Deputy Fire Chief

141

$86,984

$111,774

$136,565

Chief of Police

144

$95,773

$131,209

$166,644

Deputy City Attorney

144

$95,773

$131,209

$166,644

Deputy Commonwealth's Attorney

144

$95,773

$131,209

$166,644

Director of Capital Programs & Buildings

144

$95,773

$131,209

$166,644

Director of Economic Development

144

$95,773

$131,209

$166,644

Director of Finance

144

$95,773

$131,209

$166,644

Director of Human Resources

144

$95,773

$131,209

$166,644

Director of Information Technology

144

$95,773

$131,209

$166,644

Director of Libraries

144

$95,773

$131,209

$166,644

Evergreen Solutions, LLC

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295

EXHIBIT 3B (Continued) PROPOSED GRADE ORDER LIST Classification

Pay Grade

Min

Mid

Max

Director of Media and Community Relations

144

$95,773

$131,209

$166,644

Director of Parks & Recreation

144

$95,773

$131,209

$166,644

Director of Planning & Community Development

144

$95,773

$131,209

$166,644

Director of Public Utilities

144

$95,773

$131,209

$166,644

Director of Public Works

144

$95,773

$131,209

$166,644

Director of Social Services

144

$95,773

$131,209

$166,644

Fire Chief

144

$95,773

$131,209

$166,644

Chief of Staff

145

$100,562

$137,769

$174,976

Deputy City Manager

146

$105,589

$144,656

$183,724

FINDING As a component of this study, Evergreen reviewed promotional practices at the City. Currently, the City provides a flat promotional rate of five percent regardless of the number of pay grades an employee is promoted. Typically, best practice calls for a promotional rate of five percent if an employee is promoted to a position one pay grade higher, and a ten percent promotion rate if an employee is being promoted to a position that is two pay grades or more above their current pay grade. This approach provides flexibility in ensuring that employeeâ&#x20AC;&#x2122;s being promoted can be slotted at a salary that is internally equitable to those of their peers. RECOMMENDATION 4: Review and revise the Cityâ&#x20AC;&#x2122;s promotion rate to be more in line with market and best practice.

296

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