Chesterfield County, Virginia

BIENNIAL FINANCIAL PLAN, FY2009 AND FY2010 CChesterfieldAPITAL IMPROVEMENT County, PROGRAM, FY2009 Virginia - FY2014 PROVIDING A FIRST CHOICE COMMUNITY THROUGH EXCELLENCE IN PUBLIC SERVICE CHESTERFIELD COUNTY Board of Supervisors Arthur S. Warren Daniel A. Gecker Chairman Vice Chairman Clover Hill District Midlothian District Dorothy Jaeckle James ‘Jim” M. Holland Marleen K. Durfee Bermuda District Dale District Matoaca District STRATEGIC GOALS To be exemplary stewards of the public trust and a model for excellence in government To provide world-class customer service To be known for extraordinary quality of life To be the safest and most secure community9 To be the employer of choice To be the FIRST CHOICE business community To be responsible protectors of the environment Chesterfield County, Virginia VISION Our vision is to be the recognized leader in local government across the Commonwealth and the nation - the standard by which others measure their progress and success. Every employee has a personal devotion to excellence in public service and embraces the highest standards of ethics and integrity. Every citizen takes pride in knowing that the County provides the best customer service and finest quality of life available in any American community. And working together, we are committed to sustaining Chesterfield County as the premier community of choice - First Choice. James J. L. Stegmaier County Administrator MISSION Providing a FIRST CHOICE Community through excellence in public service. GUIDING PRINCIPLES County employees and citizens are shareholders in our progress and serve as stewards for those beliefs held dear: fairness, integrity, diversity and teamwork, fiscal accountability, and steadfastness in long-range commitments. We also have great appreciation for lifelong learning and the rich history and culture of our county. Our employees remain committed to providing a safe and secure environment in which to live, work and raise a family. We are committed to all of our citizens. Our young people have boundless potential for positive contributions. Their education, development and social growth are vital to our progress. Similarly, we respect and value the contributions of our senior residents and are equally committed to helping them to continue to lead fruitful and rewarding lives. Business has a major role in providing positive growth and a superior quality of life. Chesterfield is a leader in shaping not only a vision, but a reality, of the greater Richmond area. Employees, businesses and citizens find Chesterfield a place where imagination can flourish, risks can be taken, innovation and freedom of expression are encouraged, and human initiative and potential are unleashed. VALUES Customer Focus Leadership Employee Involvement Ethical Behavior Continuous Improvement Progressive Thinking Teamwork Open Communication Data-Driven Decisions Chesterfield County, Virginia James J. L. Stegmaier, County Administrator 9901 Lori Road – P.O. Box 40 – Chesterfield, VA 23832-0040 Phone: (804) 748-1211 – Fax: (804) 717-6297 – Internet: chesterfield.gov BOARD OF SUPERVISORS ARTHUR S. WARREN Chairman Clover Hill District DANIEL A. GECKER Vice Chairman Midlothian District DOROTHY JAECKLE Bermuda District JAMES M. “Jim” HOLLAND Dale District MARLEEN K. DURFEE Matoaca District April 9, 2008 Dear Members of the Board of Supervisors: I am pleased to present to you and the residents of Chesterfield County the Adopted FY2009-FY2010 Biennial Financial Plan. This plan continues the proud tradition of fiscal prudence, in both planning and implementation, for which Chesterfield County is recognized throughout Virginia and nationally. I am proud that this plan adheres to the principals which have enabled Chesterfield County to be recognized for significant accomplishments such as "The 17th Best Place to Live in America;" "One of the 100 Best Communities in America for Young People;" and, for the recognition of our public safety departments for their professionalism and effectiveness. Providing the best possible quality of life is the main mission as a local government. For those who operate or are contemplating operating a business in the county, this plan continues support for a business friendly environment that was responsible for $219.8 million in new commercial investments in real property during 2007. Efforts to grow the commercial tax base, so as to ease the burden on residential property owners, will be elevated to new levels. Your creation of a Board of Supervisors committee focused on economic development is a key step for this initiative. These are challenging times. But, they are also exciting times of transition that include new leadership, energy and ideas. With your vision and leadership, I, along with our dedicated workforce, look forward to working together to ensure that residents continue to experience a quality of life that is second to none. In the coming year, I am confident that staff can implement your vision for the county’s strategic direction, the development of our community and economic development. Success in these areas will result in an improved quality of life for the residents. Under your leadership staff will update the countywide strategic plan. The planning process will involve residents to capture their valuable contributions. This plan establishes the overall direction for services provided by the county. It is used when making decisions on what services are offered and what level of resource commitments are necessary to reach very specific performance goals. Staff will bring forward a new approach for guiding development of the community as the Comprehensive Land Use Plan is updated. Taking a countywide approach will provide for the first time in 20 years a unified vision for the future of the county. It will provide the opportunity to direct residential growth to appropriate areas while facilitating economic development, revitalization, green infrastructure and service efficiencies through the strategic distribution of public facilities. Providing a FIRST CHOICE community through excellence in public service Members of the Board of Supervisors To ease the burden on residential property owners, efforts to grow the business and industrial tax base will be elevated to new levels. Your actions to advance such projects as the Meadowville Technology Park interchange will greatly impact the marketability of the county. Providing improved access to one of five Virginia mega-sites will open nearly 1,300 acres to new private investments totaling nearly $3 billion and 7,200 jobs at full build-out. The financing plan for this project includes local, state and federal funds and reflects support from the county’s business community for the use of local business license tax revenues. Work continues at the state and federal levels to promote the economic benefit of this project not only to the county, but the region and the commonwealth as well. Key Highlights During this time of exciting change, there are significant challenges on the financial front. This budget is based on a real estate tax rate of $0.95, reduced two cents from 2007, and responds to the collective needs of the community during the most challenging economic times in nearly 30 years. The decisions for allocating resources were guided by the strategic plan. The plan provides a means to link both individual and departmental performance to the county’s overall mission, vision and goals. The strategic plan focuses on seven goals: 1) to be exemplary stewards of the public trust and a model of excellence in government; 2) to provide world class customer service; 3) to be known for extraordinary quality of life; 4) to be the safest and most secure community; 5) to be the employer of choice; 6) to be the FIRST CHOICE business community and 7) to be responsible protectors of the environment. Faced with a general fund revenue growth rate of 2.2 percent, compromises were necessary to balance the budget. General fund expenditures are less than last year when stated on an inflation-adjusted per capita basis indicating that services will have to be delivered more efficiently than in the past. Even with such small growth in revenues, there is a continued emphasis on public safety and education, which make up 50 percent and 10 percent respectively of the $1.3 billion budget. More detailed information on revenues is included in the General Fund Revenue section of this letter. This plan also reflects efforts to improve the employee compensation plan so turnover rates can be reduced and recruitment efforts improved. The budget places a priority on moving employee compensation closer to the goal of 95 percent of public sector market pay rather than adding new positions. More information on the compensation recommendation can be found in the General Fund Expenditures section of this letter. Entering the budget cycle, the overall revenue outlook for the county and school system reflected disproportionate growth rates, with school revenue growth exceeding that of the county. As a result, traditional county/school revenue sharing practices were reevaluated and local school funding reflects a $2 million reduction to the normal, formula-driven increase. In addition, resources continue to be directed to services that produce the most value. One example of a change in delivered services includes the elimination of the curbside refuse collection program (except for participants of the tax relief program). The private sector can deliver this service more

Load more