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FY2017 Budget in Brief BUILDING A BETTER COMMUNITY CHESTERFIELD COUNTY, VIRGINIA FY2017 BUDGET-IN-BRIEF Issue 3 1 BUILDING A BETTER COMMUNITY FY2017 BUDGET-IN-BRIEF Table of Contents Chesterfi eld County 101..............................................................................Page 3 FY2017 General Fund Highlights, excerpts from the Transmittal Letter..............................................................Page 4 Key Performance Measures, Blue Book Highlights......................................................................................Page 5 Chesterfi eld’s Budget by the numbers, a closer look at the general fund..............................................................Pages 6-7 FY17 County and Schools Five-Year Plan............................................Pages 8-9 Blueprint Chesterfi eld.........................................................................Pages 10-15 Goal 1, Model for excellence in government Goal 2, Safety and Security Goal 3, Economic prosperity and educational excellence Goal 4, Healthy living and well-being Goal 5, Thriving communities and environmental stewardship Meadowville Industrial Park BUDGET CALENDAR Summer (June, July, August): February: Priority setting/strategic planning Tax rate advertised and revenue work session with Board of Supervisors December - February: March-April: Budget submissions reviewed internally Community meetings and public hearings January: Proposed CIP presented to the Board of Supervisors and land book value fi nalized April: Adoption of the budget March: Fall (September, October, November): Proposed budget presented to Board of Supervisors Development of Capital Improvements Program (CIP) and accompanying work sessions project requests and departmental budget submissions 2 CHESTERFIELD COUNTY, VA Chesterfield County 101 Early History Founded in 1749, Chesterfi eld County emerged as an important industrial hub as the fi rst place in the na- tion where coal was mined commercially. As a result of the commercialization of the Midlothian mines, oth- er “fi rsts” occurred: Midlothian Turnpike, then known as the Manchester or Buckingham Road, was built in 1807 as the fi rst toll road in Virginia. Moreover, in 1831, the fi rst railroad in the area, the Midlothian to Manchester Rail- road, was built from the mines to the James River so coal could be loaded on ships to be sent to New York, Phila- delphia and other northern cities. Coal mining operations continued through the Civil War, when coal was used in cannon casting at the Tredegar Iron Works in Richmond and the Bellona Arsenal on Old Gun Road. Government Services Chesterfi eld County is divided into fi ve magisterial districts, each of which is represented by one supervisor elected to serve a four-year term. The Board of Supervisors is responsible for establishing local public policy, raising local resources for the support of County programs and services, and overseeing the conduct of the County’s aff airs through its appointed administrative offi cials. Chesterfi eld County is a full-service locality comprised of about fi fty general fund departments; including, police, (professional) fi re, libraries, parks and sheriff services (jail and courtroom securities). In addition, the County supports an award-winning school division, which is governed by an elected school board. The County also provides water and sewer service to residents and businesses through its triple AAA rated utility division. The full range of programs and services provided by Chesterfi eld County are discussed in further detail throughout this document. Demograhpics The County is ideally located in the mid-Atlantic region of the United States. This strategic location on the east- ern seaboard is a valuable asset. Additionally, in 2015 The Boyd Co. ranked Chesterfi eld as the top location on the East Coast, and one of the best places in the nation, for logistics-related business. It puts area businesses halfway between the major east coast markets, within a one-day commute of 50% of the U.S. population, 65% of the nation’s manufacturing operations and 60% of the corporate headquarters in the country. Chesterfi eld County is part of the Richmond-Petersburg MSA and is bounded by the cities of Richmond, Petersburg, Hopewell and Colonial Heights. Situated between the James and Appomattox Rivers, Chesterfi eld’s land area totals 446 square miles and consists of a pleasant mix of suburban communities that are within a two-hour drive of Virginia beaches, the Blue Ridge Parkway and Washington, D.C. Chesterfield Quick Facts $344,389 Population, 4th most Average assessed 337,000 populated county in the value of new single 446 sq.mi. state family home Total land area Median household income, % of residents with a $75,514 compared to state avg. bachelor’s degree or higher, of $64,792 or the national 36.6% compared to the state at avg. of $53,482 35.8% or the US at 29.3% 3 BUILDING A BETTER COMMUNITY FY2017 BUDGET-IN-BRIEF FY2017 General Fund Budget Highlights growth in the County. Recognizing the important role small businesses play in our local economy, the Jumpstart Program provides a new, dedicated staff resource to Economic Development, additional resources for the County’s Business Expansion Incentive Fund, and business license tax relief accomplished through an update to the BPOL rate structure (the fi rst such revision since 2002). In addition, there is funding equivalent to a 0.5 percent salary adjustment built into this plan that will be used to shore up compensation challenges in high turnover areas and fund career development plans in Police, Fire and EMS, and the Sheriff ’s Department. That variable component is in addition to the two percent merit increase that is included FINANCIAL PLAN SUMMARY as part of the fi ve-year plan (for qualifying employees). This budget paves the way for continued success and is The balance of the plan’s amendments relate to various carefully crafted in the County’s longstanding tradition of workload and staffi ng issues throughout the organization. providing exemplary core services and a high quality of life at the lowest cost possible. This plan is built in accordance FURTHER BELT TIGHTENING with the fi ve-year plan; strengthens public safety and The initial forecast for FY2017 showed a projected general education; addresses cleaning up the Chesapeake fund defi cit of almost $6 million. As noted, staff has since Bay; accelerates the school referendum and promotes worked to identify more than $7 million in general fund revitalization; doubles down on our already successful expenditure reductions and other effi ciencies that — in economic development eff orts; provides needed funding conjunction with a dedicated stormwater resource — have for local roads and other bedrock infrastructure — and positioned this fi nancial plan to fully deliver the quality of life does it all at no increase in real, per capita cost of service. enhancements approved in the fi ve-year plan. The reductions in this plan are headlined by $3.6 million in pension plan THE FIVE-YEAR PLAN savings tied to the aforementioned benefi t reforms. There The FY2017 budget is on target with the fi ve-year plan; the are also notable contributions from lower debt service costs, general fund budget (in combination with the stormwater turnover savings, and a number of contract renegotiations. utility fund) is 0.05 percent below the prior year’s planned expenditure total. Programmatically, this budget focuses LOOKING AHEAD: FY2018 AND BEYOND on improving service quality by making measured Looking ahead into the out years (FY2018-2021) of the investments in front line areas. Per the fi ve-year plan, the revised fi ve-year plan, the early projections continue budget includes four additional police offi cer positions, to show cumulative (County and schools) defi cits in all staffi ng to provide 24-hour emergency medical service years when considering enhancements. The margins in the community served by the Manchester Fire Station over the next two years (FY2018-2019) are generally (Medic 2), funds to continue a multi-year eff ort to enhance manageable and not unlike forecasted defi cits shown in the library materials collection, and further investments recent plans. The fi nal two years of the plan show notably in protective equipment replacement for fi rst responders. larger spreads, which are largely the result of new capital facilities (two fi re stations and a library) that are scheduled Additionally, this plan includes a handful of other targeted to come online in FY2020-2021. As has been the case since investments aimed at addressing some emerging the fi ve-year plan’s inception, the framework is meant to challenges in the organization and bolstering service be used as a planning tool and not a fi rm commitment delivery — enhancements that have all been made possible to a particular set of spending choices, particularly in by reductions elsewhere in the budget. These amendments the furthest out years. Accordingly, the current outlook to the fi ve-year plan are headlined by the restoration of suggests that continuing to strengthen core services and Thursday library hours (as of September 2016), an item that invest in the workforce could become more challenging was cut during the height of the recent economic downturn. over the long-run, underscoring the importance of The list of amendments also includes a comprehensive maintaining our fi scal discipline and not making short- package to support and encourage small business term decisions with detrimental long-term impacts. While high profi le dysfunction at the top levels of government and the public’s understandable reaction dominate the news today, Chesterfi eld stands apart in proving that it is possible to get government right. The County subscribes to a simple doctrine that we exist to serve the needs of the community and that we should do so in an effi cient, eff ective, and transparent manner. 4 CHESTERFIELD COUNTY, VA Key Measures: The Blue Book The Blue Book: Blueprint Chesterfi eld relies on a robust measurement system in order to help indicate whether or not the organization is making progress on its stated goals. The FY2017 budget includes updated data in the current issue of The Blue Book.
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