Narratives
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52 of 574 Narrative | General Fund | FY 2021 Adopted
CITY ATTORNEY MISSION To advance the interests of the City through its Budget Summary laws and legal instruments, and to reduce the The FY 2021 budget for the City Attorney’s office represents a risk of legal liability through advance planning and prevention. 4.8% increase from the revised FY 2020 budget. WHAT WE DO Personnel in this function are subject to the 2%/3% pay reduction. The Office of the City Attorney provides legal advice and representation to the Mayor, City The 75% appropriation placed a hold on $100,818 of the Council, City Manager, and other city officials annual budget for this function, which is not shown in the and employees on a broad range of issues. This office helps develop ordinances, table below. The total appropriation is $302,452, and Council resolutions, contracts, and deeds; issues legal will determine whether to appropriate the remaining 25% as opinions; provides legal advice and review; planned or with revisions at a mid-year budget review. and represents the City in judicial, regulatory and legislative venues. The City Attorney is also Fredericksburg’s legislative liaison to the Commonwealth of Virginia.
FY 2021 Goals and Objectives Function Goals Objectives Document Draft and review legal Develop or review instruments for complex Preparation documents for transactions transactions, including contracts, real estate and Review the City undertakes. acquisitions, franchises, and leases. Create and periodically update clear, timely, and effective templates for routine transactions, to foster efficiency and uniformity. Draft clear and comprehensive City policies and procedures. Legislative Provide legislative services to Develop and support City Council initiatives through Services City Council and City staff. the General Assembly. Maintain and update the City Code.
53 of 574 Narrative | General Fund | FY 2021 Adopted | City Attorney
Function Goals Objectives Legal Advice Provide timely and effective Handle civil litigation and administrative legal advice on matters of proceedings in-house when appropriate while substance and process. coordinating effective representation by outside counsel as well. Achieve favorable outcomes for the City in civil litigation and administrative proceedings.
54 of 574 Narrative | General Fund | FY 2021 Adopted
CITY COUNCIL WHAT WE DO Budget Highlights The Fredericksburg City Council consists of a Mayor and six members, four of whom are In the current and upcoming fiscal year, the City Council will: elected by ward and two of whom are elected at-large. Elections are held in May in alternate • Adopt a Budget and Capital Improvements Plan years for either the ward Council members or the Mayor and the two at-large members. The • Make progress towards its 2036 Vision Statement, Council holds regular sessions on the second Desired Future States, and the City Council Three Year and fourth Tuesdays of each month at 7:30 Priorities p.m. in the Council Chambers, City Hall, 715 Princess Anne Street.
Budget Summary City Council also directs the activities of three The FY 2021 budget for the City Council represents a 7.4% Council employees; the Clerk of City Council, the City Manager, and the City Attorney. decrease from the revised FY 2020 budget. Individual members of Council also serve on a variety of Regional agencies including the R- The 75% appropriation placed a hold on $55,036 of the Board, VRE, FAMPO, Library Board and many annual budget for this function, which is not shown in the others. table below. The total appropriation is $165,106, and Council will determine whether to appropriate the remaining 25% as planned or with revisions at a mid-year budget review.
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56 of 574 Narrative | General Fund | FY 2021 Adopted
CITY MANAGER MISSION The City Manager is the chief administrative Budget Highlights officer of the City and is appointed by City In the current and upcoming fiscal year, the City Manager’s Council. office will: WHAT WE DO
• Manage department directors and other staff in daily The City Manager is responsible for work. implementing all ordinances and resolutions, as well as supervising the functions of most • Develop and complete programs and projects that City departments. The City Manager’s Office work to realize Fredericksburg City Council 2036 also serves to lead or assist management Vision Statement, Desired Future States, and the City teams on various major projects, and works to Council Three Year Priorities ensure an enhanced quality of life for residents and businesses alike. In FY 2021, the City Manager will continue to drive further efficiencies in City operations, provide overall management and support for City Departments, implement City Council direction, and facilitate a smooth final transition to the new city software system.
The Budget function within the City Manager’s office will continue to prepare the annual operating and capital budgets and advise the Council on the City’s financial condition and policy requirements.
Budget Summary The FY 2021 budget for the City Manager represents a 5.0% decrease from the revised FY 2020 budget.
Personnel in this function are subject to the 2%/3% pay reduction.
The 75% appropriation placed a hold on $240,506 of the annual budget for this function, which is not shown in the table below. The total appropriation is $721,519, pending Council’s mid-year budget review.
57 of 574 Narrative | General Fund | FY 2021 Adopted | City Manager
PERFORMANCE MEASURE Bond Rating FY16 Actual FY17 Actual FY18 Actual FY19 Actual FY20 Actual Fitch AA+ AA+ AA+ AA+ AA+ Moody’s Aa2 Aa2 Aa2 Aa2 Aa2 S&P AA AA AA AA AA
FY 2021 Goals and Objectives Function Goals Objectives Public Continue to improve City Monitor FY 2021 budget implementation to support budgeting budget processes and and assist City departments in meeting their goals practices. within available resource constraints. Continue to evolve the budget document towards full eligibility for GFOA’s Distinguished Budget Award. Revenue Continue to improve and Institute a biannual Revenue Roundtable convening forecasting expand the City’s mid- to long- key private sector City stakeholders alongside City range forecasting practices. and regional government leaders to facilitate revenue-relevant information sharing and encourage constructive policy dialogues around budget and tax issues.
58 of 574 Narrative | General Fund | FY 2021 Adopted
CLERK OF COUNCIL MISSION To prepare and distribute all City Council Budget Highlights agendas; attend and assist in conducting all In the current year, the Clerk of Council has: City Council meetings; take and prepare minutes for approval and adoption as the • Provided support and documentation of meetings and official record of all City Council meetings; and execute and archive all City ordinances and events to City Council and other boards and resolutions. commissions; and • Researched process improvements for documenting WHAT WE DO the Council Meeting Packet. The Clerk of Council serves as the initial point of contact for the general public, including In the upcoming fiscal year, the Clerk of Council anticipates requests for information and requests to working with the IT Department to ensure electronically speak at upcoming Council meetings. In scanned minutes and documents are searchable. addition, the Clerk serves as the City’s Freedom of Information Act (FOIA) officer. Budget Summary The FY 2021 budget for the Clerk of Council represents a 1.3% increase from the revised FY 2020 budget.
Personnel in this function are subject to the 2%/3% pay reduction.
The 75% appropriation placed a hold on $29,030 of the annual expenditures for this function, which is not shown in the table below. The total appropriation is $87,091, and Council will determine whether to appropriate the remaining 25% as planned or with revisions at a mid-year budget review.
Performance Measures Workload CY 2015 CY 2016 CY 2017 CY 2018 CY 2019
Resolutions 101 111 105 109 118 Ordinances 33 29 33 24 36 City Council Meetings 23 23 24 25 23 Work Session Meetings 21 22 30 35 31 FOIA Requests 12 18 26 53 65
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60 of 574 Narrative | General Fund | FY 2021 Adopted
CLERK OF THE CIRCUIT COURT MISSION Budget Summary The Circuit Court of the City of Fredericksburg is the City’s court of general jurisdiction, The FY 2021 budget for the Clerk of Circuit Court represents established by the General Assembly of Virginia. Its primary mission is to provide an 7.0 decrease from the revised FY 2020 budget. effective, efficient, fair and open forum for Personnel in this function are not subject to the 2%/3% pay adjudication, under the law, of every sort of civil and criminal controversy that can be reduction. decided in the courts of the City of Fredericksburg.
WHAT WE DO
The Clerk of the Circuit Court is one of five constitutional officers elected by citizens of Fredericksburg. In Virginia, the office dates from 1619. The Code of Virginia provides for over 800 responsibilities for the Clerk of the Circuit Court, but his or her chief responsibilities include serving as recorder of deeds, deciding certain issues of probate, issuing marriage licenses, creating court records, and certifying and archiving all records of the Circuit Courts and other records as provided by law.
The Clerk is responsible for probating wills, qualifying personal representatives of estate, and filing all paperwork associated with the estate. All transactions involving real estate located in the City are recorded with the Clerk and maintained as permanent records.
All felonies committed in the City are processed through the Circuit Court, as are misdemeanor and traffic cases appealed from the district courts. The Clerk is responsible for maintaining the files of these cases. Traditionally, the Clerk has been expected to prepare the appropriate court orders, although there is no statutory or constitutional mandate to do so. The Clerk is statutorily responsible for ensuring that the orders reach all necessary parties.
Suits for money and other actions, such as suits for divorce, are processed through the Clerk's Office. The Clerk's Office issues marriage licenses, qualifies notaries public and administers various oaths of office. The Circuit Court Clerk is also responsible for one of the largest locally held collections of “historic” records in the Commonwealth.
61 of 574 Narrative | General Fund | FY 2021 Adopted | Clerk of Circuit Court
Revenues
Expenditures The 75% appropriation placed a hold on $205,714 of the annual expenditures for this function, which is not shown in the table below. The total appropriation is $617,142, and Council will determine whether to appropriate the remaining 25% as planned or with revisions at a mid-year budget review.
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COMMISSIONER OF THE REVENUE MISSION Real Estate Re-Assessment To fairly and equitably assess taxes for the City As directed by state law, the City of Fredericksburg has been of Fredericksburg as mandated by the conducting a general property re-assessment. As of Commonwealth of Virginia and the City Code, and in doing so, serve the taxpayers with publication of this budget document, the field work has knowledge, courtesy, and respect in a manner largely been completed save for some properties where that exceeds their expectations. construction is in progress. However, the City extended the WHAT WE DO timeline for completion of the reassessment in Ord. 20-04 because the outlook for both the commercial and residential The Staff of the Commissioner of the Revenue real estate markets is uncertain due to the pandemic; and administer programs in two functional areas, Real Estate and Assessment. because the pandemic made it impossible for the Assessor to complete the last inspections and other tasks necessary to The Real Estate division is responsible for complete the effort by the initial required date of completion. maintaining the land book for the City. In order to have an accurate property value the Ord. 20-04 allows the Assessor additional time to complete real estate division performs interim assessments and makes adjustments based on the assessment, which will also allow for the consideration of building permits to account for environmental future real estate market data that will guide updated changes to the overall value. The division also valuations. oversees policy impacts such as the Tax Relief for the Elderly program, Rehabilitation • Notices for new assessed values will go out on or program, Public Service program, and the before November 1, 2020; disabled Veteran Tax Relief program. • Appeals to the assessor will begin two or three weeks The Assessments program performs the after the notices go out, and final decisions on discovery and assessment of personal appeals will be completed by late November or early property, business license, and various excise December, 2020; and taxes. Residents of the City are charged a personal property tax for items such as • The land book will be completed in December 2020 vehicles, trailers, motorcycles, and boats. for the January 1, 2021 effective date. Businesses must obtain a license to operate in the City and are assessed a tax based on their The Board of Equalization will be appointed and begin gross receipts each year. Excise taxes include meeting and hearing appeals in January and February, 2021. meals tax, lodging tax, admissions tax and The deadline for appeals is now April 15, 2021, or thirty days cigarette tax. Businesses that provide goods after the final appeal to the Assessor, whichever is later. Ord. and services that fall under these local option taxes must remit the tax to the 20-08 requires the Board of Equalization’s work on appeals to Commissioners’ Office monthly. be completed by June 30, 2021. U.S. Decennial Census and Real Estate Assessment Cycle City Council would have the option, for future cycles, to either order a special assessment or change cycles to a calendar year real estate basis. In FY 2021, it is possible that Fredericksburg may surpass an official population of 30,000 when the decennial U.S. Census announces initial counts in December 2020. If the City has grown past that mark, it will no longer be able to elect to perform 4-year real estate assessments as it currently is under §58.1-3251 and will have to convert to biannual real estate assessments per § 58.1-3250. Doing so would require the City to employ at least one full-time real estate appraiser or assessor (§ 58.1-3253). This change could constitute a mandatory new annual cost to the City as early as FY 2022.
63 of 574 Narrative | General Fund | FY 2021 Adopted | Commissioner of the Revenue
Budget Summary The FY 2021 budget for the Commissioner of the Revenue represents a 1.9% increase from the revised FY 2020 budget.
Personnel in this function are not subject to the 2%/3% pay reduction, but the Commissioner of the Revenue voluntarily accepted a 3% pay reduction.
Revenues
Expenditures The 75% appropriation placed a hold on $270,019 of the annual expenditures for this function, which is not shown in the table below. The total appropriation is $810,056, and Council will determine whether to appropriate the remaining 25% as planned or with revisions at a mid-year budget review.
FY 2021 Goals and Objectives Function Goals Objectives Real Estate Review building permits, sales Maintain and ensure the accuracy of real estate listing and transfers on a records to include ownership and assessment. monthly basis.
Assist taxpayers and others with questions, concerns, elderly tax relief applications, veteran’s exemption and surviving spouse exemption applications, and essential information.
64 of 574 Narrative | General Fund | FY 2021 Adopted | Commissioner of the Revenue
Function Goals Objectives Assessment Perform accurate assessments Process multiple weekly DMV tapes for address and and accounting on the garage jurisdiction accuracy in order to bill and/or property, goods and services abate personal property taxes appropriately. that fall under these local Register new accounts, including event vendors. As option taxes. part of the collection process, issue delinquent Assist taxpayers and others notices, summonses, and grand jury indictments as with questions, concerns, and necessary, making phone calls and establishing essential information. payment plans. Assess and collect all local option taxes. Apply delinquent collections procedures.
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66 of 574 Narrative | General Fund | FY 2021 Adopted
COMMONWEALTH’S ATTORNEY MISSION The primary mission of the Office of the Budget Highlights Commonwealth's Attorney is to review and In FY 2021, the Commonwealth’s Attorney will continue to prosecute all felony cases, domestic violence and certain other misdemeanor cases (where increase efficiency for review of body camera footage and required by law) and to provide legal training compliance with new discovery rules; review and adjust policy and advice to police officers, magistrates, and related to bail for individuals charged with non-violent other local officials. offenses; review and redefine roles to continue the aggressive WHAT WE DO prosecution of domestic violence cases through coordinated efforts of the prosecutor, domestic violence paralegal, and The Office of the Commonwealth’s Attorney is responsible for the prosecution of all criminal police department advocate and detective; operate the and serious traffic offenses in the courts of the Rappahannock Regional Drug Treatment Courts; continue City of Fredericksburg including the General aggressive prosecution of white-collar crime and retail larceny District Court, the Juvenile and Domestic rings; and expand the use of available technology to assist Relations Court, and the Circuit Court. In with the efficient handling of cases. addition, all criminal cases appealed to the Virginia Court of Appeals and Supreme Court are briefed by this office if a Petition for Budget Summary Appeal is filed by a defendant. Ancillary functions of this office include advising City The FY 2021 budget for the Commonwealth’s Attorney code compliance officials who are involved in represents a 0.8% increase from the revised FY 2020 budget. prosecuting building code safety and tax violations, advising and assisting law- Personnel in this function are not subject to the 2%/3% pay enforcement agencies, serving as liaison reduction. between the courts and various agencies or departments, providing advice for the regular and special Grand Juries, educating the officers of the police department, providing advice and information to City citizens, rendering conflict of interest opinions pursuant to the Virginia Conflict of Interest Act, and seeking official advisory opinions from the Virginia Attorney General. Revenues
67 of 574 Narrative | General Fund | FY 2021 Adopted | Commonwealth’s Attorney
Expenditures The 75% appropriation placed a hold on $384,509 of the annual expenditures for this function, which is not shown in the table below. The total appropriation is $1,153,527, and Council will determine whether to appropriate the remaining 25% as planned or with revisions at a mid-year budget review.
In addition to prosecuting all felonies and misdemeanors in City courts, the Office of the Commonwealth’s Attorney also administers the following special programs and services:
• Juvenile Drug Court & Adult Drug Court • Domestic Violence Prosecution Program • Child Advocacy Center • Special Grand Jury • Special Prosecution (as requested for other jurisdictions) • Asset Forfeiture Programs • Intern/Fellowship Recruitment
The office also houses the Victim Witness Program and the Virginia Domestic Violence Victim Program which are funded through the City Grants Fund.
68 of 574 Narrative | General Fund | FY 2021 Adopted
COURTS MISSION The mission of Virginia's Judicial System is to Budget Highlights assure that disputes are resolved justly, The City of Fredericksburg’s support for the 15th Judicial promptly, and economically. The components necessary to discharge this function are a court District includes one full-time Circuit Court Judge; one full- system unified in its structure and time Judicial Assistant, who is a City of Fredericksburg administration; competent, honest judges and employee; one part-time Circuit Court Judge; and one part- court personnel; and uniform rules of practice time Judicial Assistant, who is a Caroline County employee. and procedure. The City of Fredericksburg contributes to this part-time WHAT WE DO employee’s salary in the form of a payment to Caroline The City of Fredericksburg provides County. operational support for three separate courts: The Courts anticipate that the assignment of Judges within the Circuit Court, the Juvenile and Domestic th Relations Court (J&DR), and the General the 15 Judicial Circuit will remain the same in FY 2021. District Court. Budget Summary The Circuit Court is the trial court of general jurisdiction, and hears all types of cases, The FY 2021 budget for the Courts represents a 4.6% increase including all felony criminal cases, civil cases from the revised FY 2020 budget. with large claims, family law cases including divorces, and appeals from the General All Courts District Court and the Juvenile and Domestic Relations Courts. The table below shows the combined total City support for the following: The General District Court hears most traffic cases, misdemeanor cases, preliminary • Circuit Court hearings for felony cases, and civil cases • General District Court involving claims for amounts under a certain threshold. • Special Magistrate Court • Juvenile and Domestic Relations (J&DR) Court The Fredericksburg J&DR Court handles cases involving juvenile delinquents, juvenile traffic • Juvenile and Domestic Relations (J&DR) Services violations, child abuse and neglect cases, • Juries domestic violence cases, custody, visitation • Court-Appointed Attorney and support cases, juvenile mental • Drug Court commitment hearings, and Juvenile Drug Treatment Court. Personnel in this function are not subject to the 2%/3% pay reduction.
69 of 574 Narrative | General Fund | FY 2021 Adopted | Courts
Courts, Expenditure Summary A summary of all departments and functions presented in the Courts narrative is presented below.
Circuit Court The 75% appropriation placed a hold on $26,555 of the annual expenditures for this function, which is not shown in the table below. The total appropriation is $79,666, and Council will determine whether to appropriate the remaining 25% as planned or with revisions at a mid-year budget review.
General District Court The General District Court requested a local salary supplement for J&DR and General District Court employees of $3,000 per employee, for a total of $45,000 (see Purchased Services line under FY 2021 Rec.). Due to the COVID-19 pandemic, this request was not included in the adopted budget.
The 75% appropriation placed a hold on $6,575 of the annual expenditures for this function, which is not shown in the table below. The total appropriation is $19,725, and Council will determine whether to appropriate the remaining 25% as planned or with revisions at a mid-year budget review.
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Special Magistrate Court The 75% appropriation placed a hold on $750 of the annual expenditures for this function, which is not shown in the table below. The total appropriation is $2,250, and Council will determine whether to appropriate the remaining 25% as planned or with revisions at a mid-year budget review.
Juvenile and Domestic Relations (J&DR) Court The 75% appropriation placed a hold on $5,190 of the annual expenditures for this function, which is not shown in the table below. The total appropriation is $15,570, and Council will determine whether to appropriate the remaining 25% as planned or with revisions at a mid-year budget review.
Juvenile and Domestic Relations (J&DR) Services The 75% appropriation placed a hold on $29,569 of the annual expenditures for this function, which is not shown in the table below. The total appropriation is $88,705, and Council will determine whether to appropriate the remaining 25% as planned or with revisions at a mid-year budget review.
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Juries The 75% appropriation placed a hold on $7,500 of the annual expenditures for this function, which is not shown in the table below. The total appropriation is $22,500, and Council will determine whether to appropriate the remaining 25% as planned or with revisions at a mid-year budget review.
Court-Appointed Attorney The 75% appropriation placed a hold on $2,500 of the annual expenditures for this function, which is not shown in the table below. The total appropriation is $7,500, and Council will determine whether to appropriate the remaining 25% as planned or with revisions at a mid-year budget review.
Drug Court The 75% appropriation placed a hold on $7,500 of the annual expenditures for this function, which is not shown in the table below. The total appropriation is $22,500, and Council will determine whether to appropriate the remaining 25% as planned or with revisions at a mid-year budget review.
72 of 574 Narrative | General Fund | FY 2021 Adopted | Courts
Performance Measures Filings CY 2016 CY 2017 CY 2018 CY 2019 Circuit Court Civil 1,068 1,000 977 871 Criminal 2,223 2,337 2,313 2,278 Misc. & Other 299 564 919 824 Total 3,704 3,877 4,353 3,973 General District Court Criminal 2,636 3,111 2,781 2,701 Traffic 3,920 4,844 6,141 8,211 Civil 18,608 22,820 18,106 14,143 Total 25,164 30,775 27,028 25,255 Juvenile and Domestic Relations (J&DR) Court Juvenile 1,423 1,388 1,306 1,568 Adult 1,056 1,629 1,560 1,418 Total 2,479 3,017 2,866 2,986 Source: Virginia’s Judicial System Caseload Statistical Information, Monthly Case Filings YTD by Case Category. Available at http://www.courts.state.va.us/courtadmin/aoc/judpln/csi/home.html
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74 of 574 Narrative | General Fund | FY 2021 Adopted
COMMUNITY PLANNING & BUILDING: MISSION BUILDING DIVISION To promote the health, safety and general welfare of the public, and to ensure safety of Budget Highlights life and property from all hazards related to the design, construction, maintenance, use, Major new construction projects completed in FY 2020 repair, removal or demolition of buildings. included Premiere Eye Center; a 5,000 square foot dental WHAT WE DO office adjacent to Primary Urgent Care at 2306 Plank Road; the Club House and 3 out of 6 planned apartment buildings at The Building Division inspects new construction and alterations to ensure The Silver Collection at Celebrate Virginia South; the club compliance all applicable building codes and house and all 5 apartment buildings at Hampton’s Phase II, to ensure compliance with the Virginia the Valor’s; reconstruction of The Beanery on Frederick Uniform Statewide Building Code, and Street; the Washington Capital’s skating rink at Dixon Park; a enforces the Virginia Property Maintenance Code and City of Fredericksburg’s ordinances. new bathroom at Kenmore Park; and numerous tenant Each year, the Building Services Division issues buildouts at Mary Washington Hospital. Also in FY 2020, approximately 1,600 construction permits and numerous tenant buildouts and alterations have been conducts over 10,000 building and site permitted and inspected in Central Park; foundation permits inspections. Programs of the Building division have issued and construction has started for the Baseball include Building Code Enforcement, Site Plan Review, and Building Maintenance. Park; permits have been issued and construction has begun on Liberty Place; and a foundation permit for the Winchester Street Parking garage and demolition permits to raze the old Free Lance Star building have been issued.
Numerous large building projects commenced construction in FY 2020 and will continue through FY 2021, including:
• Completion of three remaining planned Silver Collection apartment buildings; • The Boutique Hotel at the corner of Carl D Silver Pkwy and Gordon Shelton; • A 20,000 sq. ft. addition to the Indiana Flooring warehouse building on Summit Street; • Silver’s Active Adult at Celebrate South • Stanley Martin Town Homes; • Completion of the Fredericksburg National Baseball Stadium at Celebrate South; and • Telegraph Hill.
Budget Summary The FY 2021 budget for the Building Division represents a 14.8% decrease from the revised FY 2020 budget.
Personnel in this function are subject to the 2%/3% pay reduction. Revenues
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Expenditures The 75% appropriation placed a hold on $178,084 of the annual expenditures for this function, which is not shown in the table below. The total appropriation is $534,254, and Council will determine whether to appropriate the remaining 25% as planned or with revisions at a mid-year budget review.
Performance Measures Permitting and Inspections FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Projected Projected Construction Inspections 7,959 7,718 8,902 8,300 8,300 Performed Construction Plans Reviewed 1,023 975 975 1,100 1,100 Construction Permits Issued 1,732 1,565 1,685 2,100 2,100 Value of Construction (in millions) $67.8 $75.6 $51.9 $85.0 $90.0
Property Maintenance FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Projected Projected Inoperative Vehicle Complaints 42 31 53 50 50 Building Maintenance 567 873 464 500 550 Code/Nuisance Ordinance* *Includes weeds grass, trash, blight, graffiti, and abandoned buildings.
76 of 574 Narrative | General Fund | FY 2021 Adopted | CP&B: Building Division
FY 2021 Goals and Objectives Function Goals Objectives Building Inspection To promote the health, safety Inspect new construction and and general welfare of the alterations to ensure public and to ensure safety to compliance all applicable life and property from all building codes and to ensure hazards incident to building compliance with the Virginia design, construction, Uniform Statewide Building maintenance, use, repair, Code. removal or demolition. Enforce the Virginia Property Maintenance Code and City of Fredericksburg’s ordinances.
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MISSION
COMMUNITY PLANNING & BUILDING: To oversee and implement the goals of the PLANNING DIVISION City’s Comprehensive Plan and enforce the City’s Unified Development Ordinance (UDO) which covers zoning, site plan, and subdivision regulations; and to ensure that the land use of the City is in accordance with the wishes of the community and the rights of property owners as prescribed by law.
WHAT WE DO
The Planning Division’s programmatic functions include Planning, Regulatory Processing, Historic Resources, Environmental Protection, and Community Development. This division:
Guides and ensures orderly development in the City by overseeing and implementing the goals of the City’s Comprehensive Plan and by reviewing all new development proposals to ensure they reflect this vision.
Assists citizens and developers through the land use and development process by providing expertise and technical assistance. Provide staff support to the Planning Commission, Architectural Review Board, Board of Zoning Appeals, and Wetlands Board. In FY 2021, the Planning Division anticipates: Preserves and protects the City’s unique • Proposing Area 7 Small Area Plan, beginning historic character by managing change to exploration of ordinance and zoning map ensure the value, both economic and cultural, of historic resources is not compromised. amendments, and issuing a Request for Proposal for engineering to evaluate proposed Capital Reduces pollution of the City’s environment by Improvements in Area 7 (Downtown); effectively applying all applicable city, state, and federal environmental laws and • Completing request for proposal for area planning regulations. The major focus is to coordinate services and signing a contract for project consultant and implement the City’s stormwater for Area 10 (Lafayette Boulevard / Route 1), Area 8 management programs to ensure proper (Dixon Street/Mayfield), and Area 5 (College Heights) control of the quantity of water runoff and late in FY 2021 to begin work in the first quarter of FY improve its quality. 2022. Administers the City’s Community • Completing ordinance and zoning map amendments, Development Block Grant (CDBG) program funding to provide qualifying City residents completing engineering to evaluate capital with housing assistance and public services to improvements in Area 7 (Downtown), with promote homeownership, maintain affordable implementation of first round of capital Improvements housing stock, and reduce and prevent cases in FY 2022; of homelessness. CDBG Funding is located in • Proposing Comprehensive Plan Amendments and the City Grants Fund. Required local matching support is funded through a transfer from the Zoning Changes and completing planning for capital General Fund into the City Grants Fund.
79 of 574 Narrative | General Fund | FY 2021 Adopted | CP&B: Planning Division
improvements in Areas 1 (Central Park / Celebrate Virginia) & 2 (Fall Hill); and • Initiating and completing plan process, and proposing Comprehensive Plan and Zoning Map Amendments.
Through FY 2022, the Planning Division anticipates initiating and completing the plan process for Area 10 (Lafayette Boulevard / Route 1), Area 8 (Dixon Street/Mayfield) and Area 5 (College Heights).
Budget Summary The FY 2021 budget for the Planning Division represents a 1.2% decrease from the revised FY 2020 budget.
Personnel in this function are subject to the 2%/3% pay reduction. Revenues
Expenditures
The 75% appropriation placed a hold on $178,715 of the annual expenditures for this function, which is not shown in the table below. The total appropriation is $536,146, and Council will determine whether to appropriate the remaining 25% as planned or with revisions at a mid-year budget review.
80 of 574 Narrative | General Fund | FY 2021 Adopted | CP&B: Planning Division
FY 2021 Boards & Commissions Board of Zoning Appeals The 75% appropriation placed a hold on $275 of the annual expenditures for this function, which is not shown in the table below. The total appropriation is $825, and Council will determine whether to appropriate the remaining 25% as planned or with revisions at a mid-year budget review.
Architectural Review Board Detail on the Architectural Review Board is now presented in the Historic Resources narrative. Clean & Green Commission The 75% appropriation placed a hold on $1,600 of the annual expenditures for this function, which is not shown in the table below. The total appropriation is $4,800, and Council will determine whether to appropriate the remaining 25% as planned or with revisions at a mid-year budget review.
81 of 574 Narrative | General Fund | FY 2021 Adopted | CP&B: Planning Division
Performance Measures Actual FY FY FY FY FY FY 2021 Application/Permit Type FY 2014 2015 2016 2017 2018 2019 Projection
DESIGN REVIEW (ARB / Corridor Overlay)
Certificate of Appropriateness 56 61 64 71 94 90 90 Corridor Design Review 1 5 3 4 2 0 3 DEVELOPMENT REVIEW
TRC Pre-Submission Applications 45 53 51 50 57 30 52 Preliminary Subdivision Plat 2 2 0 1 1 2 1 Final Subdivision Plat 13 25 16 16 20 22 21 Residential Lot Grading Plan 50 88 38 83 50 62 68 Major Site Plan 9 13 7 9 12 14 12 Minor Site Plan 1 7 10 12 13 11 10 LAND USE APPLICATIONS (BZA / PC / Council)
BZA Appeal / Variance 1 1 5 1 3 4 4 Comprehensive Plan Compliance Review 4 3 5 5 0 3 4 Right-of-Way Vacation 1 1 0 2 0 0 3 Special Exception 2 0 3 7** 3 2 5 Special Use Permit 14 8 5 1** 4 4 7 UDO Text Amendment 11 9 5 6 4 7 8 Zoning Map Amendment (Rezoning and Proffer Amendment) 7 2 3 3 2 4 5
82 of 574 Narrative | General Fund | FY 2021 Adopted | CP&B: Planning Division
ZONING
Accessory Structure Permits 0* 0* 16 29 17 20 23 Administrative Modification 1 2 1 1 0 0 2 Antenna Structure 0* 0* 3 6 1 0 3 Certificate of Zoning Use 250 216 186 225 182 237 238 Determination / Verification 36 Letters 30 37 31 16 38 46 Enforcement / Notices of Violation 85 100 120 117 137 123 125 Fences 52 84 69 88 112 92 91 Home Occupation 59 63 61 70 65 54 68 Non-Conforming Use, Change 2 0 2 1 1 0 2 Non-Conforming Use, Expansion 0 0 0 0 0 2 2 Sidewalk Café 9 19 12 8 6 3 10 Signs 110 103 105 136 121 107 125 Temporary Activity 19 20 25 29 22 22 25
FY 2021 Goals and Objectives Function Goals Objectives City Planning Implement the goals, policies, Provide high quality professional staff support on and initiatives of the City’s land use to the City Council, Planning Commission, Comprehensive Plan. Architectural Review Board, Board of Zoning Appeals, and Wetlands Board. Continue work on small area plans as funded through the City’s capital budget Regulatory Enforce the Unified Protect the character of the City and the quality of Enforcement Development Ordinance life for residential and commercial neighborhoods (zoning and subdivision by fairly enforcing the provisions of the Unified regulations) to ensure that Development, Historic District, and Nuisance the land use of the City is in Ordinances as well as other applicable statutes. accordance with the wishes of the community and the rights of property owners as prescribed by law. Historic See Historic Resources Resources narrative. Environmental Protection Community Provide qualifying City residents with housing Development assistance and public services to promote homeownership, maintain affordable housing stock, and reduce and prevent cases of homelessness.
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84 of 574 Narrative | General Fund | FY 2021 Adopted
ECONOMIC DEVELOPMENT & TOURISM MISSION To increase tax revenues to the City through Budget Highlights business expansion and retention, new The COVID-19 pandemic severely impacted planned Economic development and increased visitation. Development & Tourism (ED&T) operations at the end of FY WHAT WE DO 2020 through early FY 2021, and has negatively impacted The Office of Economic Development and tourism-driven revenue expectations as well. Tourism recognizes tourism development and marketing as an essential revenue generator In FY 2021, ED&T anticipates: for the City. For this reason, tourism and economic development activities receive • The continued reopening of Fredericksburg emphasis beyond a traditional economic businesses and tourism amenities amid COVID-related development program in the City. safety precautions; Business recruitment and retention, increased • The successful opening of the multi-purpose stadium, and improved employment, new business and the recruitment of significant events to this establishments, earned media generation, and facility; increased revenue to the City are the primary • The beginnings of the William Square construction functions of economic development. This is project along with several other downtown projects; achieved through marketing and recruitment efforts, increased communication and • The successful recruitment of the VA clinic to the City advocacy, and utilizing local, state and federal of Fredericksburg; and business programs to the benefit of new or • The continued implementation of the tourism existing city businesses. strategic plan. Marketing to various travel segments to generate customers for City businesses The ED&T Division intends to continue to drive progress on including historic sites, restaurants, lodging, City Council priorities and Economic Development Strategic meeting and conference facilities, retail Plan through the upcoming fiscal year, increasing the number establishments, entertainment venues, and of businesses that choose Fredericksburg as their location; outdoor recreation businesses. assisting in the development and redevelopment of business Beginning in FY 2018, the City has made an locations in the City; improving website and social media annual transfer of $75,000 to the presence in partnership with the Public Information Officer; Fredericksburg Opportunity Fund. These resources are used to enable the City to take increasing lodging tax revenue through tourism outreach; advantage of economic development influencing travel purchase decisions to the benefit of city opportunities that arise during the fiscal year. businesses; and promoting Fredericksburg to groups, meetings and conventions, as well as consumers.
Budget Summary The FY 2021 budget for Economic Development & Tourism represents an 8.6% decrease from the revised FY 2020 budget. Curtailed Tourism Center operations, pay reductions, and other efficiencies constitute the difference from FY 2020.
Personnel in this function are subject to the 2%/3% pay reduction.
85 of 574 Narrative | General Fund | FY 2021 Adopted | Economic Development & Tourism
Revenues A tremendous drop in travel and tourism consumption nationwide prompted reductions in revenue expectations for FY 2021.
Expenditures The 75% appropriation placed a hold on $237,688 of the annual expenditures for this function, which is not shown in the table below. The total appropriation is $713,064, and Council will determine whether to appropriate the remaining 25% as planned or with revisions at a mid-year budget review.
Budget Personnel Highlights The FY 2021 Recommended Budget for Economic Development & Tourism recommended creation of one full-time Assistant Director position and one part-time Tourism Assistant position. Due to the COVID-19 pandemic, these positions were not created in the adopted budget.
The Tourism Center was closed for several months at the end of FY 2020 into the beginning of FY 2021 due to the pandemic. Tourism Center staff were furloughed during that time, but the Adopted Budget restored funds to bring back most staff in FY 2021.
86 of 574 Narrative | General Fund | FY 2021 Adopted | Economic Development & Tourism
FY 2021 Goals and Objectives Function Goals Objectives Business Recruitment Continue to proactively bring Be the employment destination new businesses to the City, and of choice in Central Virginia by encourage retention and improving upon an already expansion for existing ones great sense of place, proactively reaching out to leaders in targeted clusters and facilitating new Class A office spaces Increased and Improved Keep unemployment rate low, Keep unemployment rate below Employment and drive increases in at-place 5 percent and help drive at- employment and average place employment to record salaries highs, particularly in targeted industries. Facilitate workforce development opportunities with key area partners New Business Establishment Increase the number of Bring the business businesses in the City establishment number – as measured by the Virginia Employment Commission – to a new high Increased City Revenue Help drive increases in meals, Help the City generate $100 sales, business license, million in annual tax revenue. admissions and real estate tax revenue
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88 of 574 Narrative | General Fund | FY 2021 Adopted
FINANCE MISSION The Department of Finance has worked tirelessly to In a spirit of excellence, integrity, and implement the Tyler Munis enterprise resource management dedication, the Department of Finance is software. The FY 2021 budget is the first City budget prepared committed to providing timely, accurate, clear and complete information and support to using this system. Finance anticipates continuing to fully other City departments, citizens, and the implement this new system across Payroll, Utility Billing, and Fredericksburg community at large. all other planned City functions throughout FY 2021. WHAT WE DO
Budget Summary The Department of Finance (formerly Fiscal Affairs) manages the accounting and auditing The Finance budget represents a 2.6% decrease from the functions for the City of Fredericksburg. This revised FY 2020 budget. includes the centralized accounting, the centralized processing of payroll, the Personnel in this function are subject to the 2%/3% pay processing of the City’s accounts payable reduction. transactions, and management of the City’s utility billing function. The Department of The 75% appropriation placed a hold on $203,055 of the Finance is responsible for keeping accurate annual expenditures for this function, which is not shown in accounting records for all City financial transactions and preparing financial reports the table below. The total appropriation is $609,165, and for the City, including the reports necessary Council will determine whether to appropriate the remaining for the annual audit and the production of the 25% as planned or with revisions at a mid-year budget review. City’s Comprehensive Annual Financial Report (CAFR). As of FY 2020, the City’s Procurement function also resides within the Finance Department.
The Department of Finance houses the City’s Utility Billing function, which is financed by the Water and Wastewater Operating Funds. Utility Billing prepares bills and maintains utility accounts while field work, such as meter reading, is handled by Public Works employees, and the sending and collecting of bills is conducted by the City Treasurer. The Finance Department also prepares bills for monthly parking contract customers using the Parking Garage.
Budgetary information for Utility Billing is reflected in the Water and Wastewater Operating Fund summary tables. The City’s Utility Billing functions are also coordinated by the Department of Finance; however, the funding for the Utility Billing function is located in the Water and Sewer Funds.
89 of 574 Narrative | General Fund | FY 2021 Adopted | Finance
FY 2021 Goals and Objectives Function Goals Objectives Financial Account and record all City Produce a Comprehensive Annual Financial Report Management financial transactions that wins a Government Finance Officer accurately and efficiently. Association Award. Revise financial policies related to grants. Assist Treasurer’s office with financial reporting. Financial Implement all GASB updates Compliance in a timely manner. Utility Billing Manage the billing, customer Continue to improve tracking and data collection service and account for utilities services. management aspects for
water, sewer and trash services. ERP Successfully collaborate in Work with IT, Budget, Human Resources, Implementation the transition to a new ERP Treasurer, and other City departments in the system. transition to the new ERP system.
90 of 574 Narrative | General Fund | FY 2021 Adopted
MISSION
FIRE DEPARTMENT To protect and serve those who live, work, or The Fredericksburg Fire Department protects an estimated $5 visit the City of Fredericksburg by providing billion dollars in real and personal property. The department’s highly trained, courteous professional budget submission is comprised of Fire, EMS, Hazardous personnel for rapid response to their needs. Materials and the Public Safety Radio System. WHAT WE DO
The City’s mix of historical districts, new construction, The Fire Administration program manages the numerous new multi-family apartment complexes and daily operations of the Fire Department, support services staff, training, grant assisted living facilities all require different methods of fire processes and Emergency Management. The suppression due to varied construction materials and training aspect provides in-service training for occupants. The historic district’s older frame and brick-and- our emergency providers as well as CPR and joist multi-story structures nestled closely together lends the AED training for all City staff. ability for fire to spread rapidly. Conflagration conditions The Fire Prevention program is responsible for could exist and are a very real threat. In order to protect the all of the inspections and re-inspections City, it is imperative for the Fire Department to employ a required per the Statewide Fire Prevention concentration of firefighters and continually upgrade fire Code, inspection of vendors at special events, the issuance of Fire Permits (yearly and special apparatus in addition to the use of mutual aid resources from events), Fire Lane violations and the Smoke surrounding localities. In recent years, the Fire Department Detector Program which provides and installs has been awarded several grants, including LEMPG, SHSP – smoke detectors for any City resident.
Hazmat, SHSP – Hazardous Materials Response Team The Fire Suppression Division provides the Equipment and Tier II Reporting and the Department of Fire basic line of defense for the City by responding Programs Aid to Localities. to alarms, public service calls, motor vehicle accidents, gas leaks, structure fires; and Budget Summary providing emergency service lift assists, tours and public education. This division consists of The FY 2021 budget for the Fire Department represents a three 24-hours shifts providing fire 2.7% increase from the revised FY 2020 budget. This budget suppression and medic assistance to City residents. Each shift consists of one Battalion includes an increase in the VRS multiplier for Hazardous Duty Chief, one Lieutenant, two Sergeants and nine personnel to 1.85 from 1.7, consistent with the proposal in Firefighters/EMTs/Paramedics. the Recommended Budget.
Public safety personnel are not subject to the 2%/3% pay reduction.
91 of 574 Narrative | General Fund | FY 2021 Adopted | Fire
Fire Department Revenues
Expenditures The 75% appropriation placed a hold on $1,357,904 of the annual expenditures for this function, which is not shown in the table below. The total appropriation is $4,073,711, and Council will determine whether to appropriate the remaining 25% as planned or with revisions at a mid-year budget review.
Budget Personnel Highlights The Fire Department requested two positions for FY 2021: a Firefighter/Medic II and an Administrative Support Specialist III.
Fire suppression staffing has not increased since 1987 when the City’s population was 17,174. The City’s population is now 29,144 (2,326 people per square mile), which does not factor the transient population of the commuters, workforce and the enrollment population at the University of Mary Washington and the healthcare complex at the Mary Washington Healthcare epicenter. Continued City growth and new higher-density residential developments present firefighting challenges to the current level of staffing even with the installation of built-in fire protection such as sprinklers. As outlined in the 2017 Manitou Study, needs for an additional station and staffing will need to be addressed sooner rather than later.
92 of 574 Narrative | General Fund | FY 2021 Adopted | Fire
Rescue The adopted budget for Rescue Services represents a 48.0% decrease from the revised FY 2020 budget.
The 75% appropriation placed a hold on $27,104 of the annual expenditures for this function, which is not shown in the table below. The total appropriation is $81,312, and Council will determine whether to appropriate the remaining 25% as planned or with revisions at a mid-year budget review.
Emergency Medical Services (EMS) Revenues
Expenditures The adopted budget for Emergency Medical Services represents a 0.9% decrease from the revised FY 2020 budget.
The 75% appropriation placed a hold on $460,217 of the annual expenditures for this function, which is not shown in the table below. The total appropriation is $1,380,653, and Council will determine whether to appropriate the remaining 25% as planned or with revisions at a mid-year budget review.
Hazardous Materials The adopted budget for Hazardous Materials represents a 101.8% increase from the revised FY 2020 budget.
The 75% appropriation placed a hold on $15,637 of the annual expenditures for this function, which is not shown in the table below. The total appropriation is $46,911, and Council will determine whether to appropriate the remaining 25% as planned or with revisions at a mid-year budget review.
93 of 574 Narrative | General Fund | FY 2021 Adopted | Fire
Public Safety Radios This budget includes $540,295 in funding necessary to operate and maintain the radio system, which is level funding from FY 2020. The 75% appropriation placed a hold on $135,074 of the annual expenditures for this function, which is not shown in the table below. The total appropriation is $405,221, and Council will determine whether to appropriate the remaining 25% as planned or with revisions at a mid-year budget review.
94 of 574 Narrative | General Fund | FY 2021 Adopted
HISTORIC RESOURCES WHAT WE DO Budget Highlights The Historic Resources function within the Department of Community Planning & The Historic Resources function was initially funded as an Building staffs the Architectural Review Board and oversees implementation of the Historic independent function within the Community Planning & District and Archaeological regulations. Building department in FY 2020, and this year will represent Additionally, Historic Resources is engaged in its first full year of operations. The Historic Resources function long-term planning for historic and cultural includes one staff member, the Historic Resources Planner, as resources citywide. well as training and education for the Architectural Review Board and staff, grant-funded planning projects, and the archaeological program.
Historic Resources has engaged in processes to develop long-term planning strategies for Fredericksburg’s historic buildings, sites, and neighborhoods as well as ensuring the ongoing operation of the Architectural Review Board and management of the Historic District. Specific efforts include:
• Revising the Historic District Handbook and Historic Preservation Plan; • Adopting a citywide Archaeological Ordinance and preparing for its implementation; and • Holding a regional training workshop for Architectural Review Board and Historic Commission members.
In the upcoming fiscal year, the Historic Resources function anticipates:
• Creating a GIS story map for the updated Historic District Handbook; and • Updating the Fredericksburg Historic District National Register nomination and expanding opportunities for adaptive reuse in the district.
Implementation of the City’s new Archaeological Ordinance has been postponed due to the COVID-19 pandemic.
95 of 574 Narrative | General Fund | FY 2021 Adopted | Historic Resources
Public Information and Resources In partnership with the Information Technology department and the Public Information Officer, the Planning department has created several online resources for public information about significant City programs and initiatives. Accessible via the City’s Open Data portal, these resources currently include two GIS story maps: Wayside Panels in Fredericksburg, VA
This site includes digitized versions of every wayside exhibit panel installed in the City, organized by broad topics. This provides visitors and residents with another tool for accessing this information and allows them to design their own walking tours. Archaeological Resources in Fredericksburg, VA
This site provides a rich, interactive tour of some of the City’s archaeological sites and excavations. Through the City’s Archaeology program, the City seeks to ensure that Fredericksburg’s rich and unique
96 of 574 Narrative | General Fund | FY 2021 Adopted | Historic Resources archaeological record is not lost. The knowledge gained will contribute to Fredericksburg’s sense of place and continue to define the city as a historical and cultural destination.
Budget Summary Personnel in this function are subject to the 2%/3% pay reduction.
The 75% appropriation placed a hold on $21,849 of the annual expenditures for this function, which is not shown in the table below. The total appropriation is $65,546, and Council will determine whether to appropriate the remaining 25% as planned or with revisions at a mid-year budget review.
* Comparison to FY 2020 funding is not meaningful because it was the startup year of the program and only partially funded.
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98 of 574 Narrative | General Fund | FY 2021 Adopted
HUMAN RESOURCES MISSION To further the city's overall mission and to be Budget Highlights the employer of choice by attracting and In FY 2021, Human Resources will: selecting the best talent available for our vacant positions; providing opportunities for • Participate in Job Fairs at local military facilities continuous improvement by ensuring quality • service the first time; providing the most cost Continue to review and update policies, procedures effective, yet competitive menu of available and job descriptions; benefit programs for our employees; and • Continue to expand professional development providing a wage and classification system opportunities for employees via the Tuition that is competitive with the surrounding jurisdictions as well as other cities of Assistance Program; comparable size to the City of Fredericksburg, • Assist with implementation of performance while ensuring that it remains internally evaluations and/or employee recognition programs; equitable. and WHAT WE DO • Continue to contribute towards go-live with Human Resources and Payroll ERP in Tyler Munis. The Human Resources Department provides support services to all City departments, Constitutional offices, the Rappahannock Budget Summary Office on Youth and the Rappahannock Regional Criminal Justice Academy. Primary The FY 2021 budget for Human Resources represents a 5.7% responsibilities include recruitment and decrease from the revised FY 2020 budget. selection, employee learning and development, classification and Personnel in this function are subject to the 2%/3% pay compensation, employee relations, reduction. consultation, and general policy formulation and administration. Human Resources serves The 75% appropriation placed a hold on $115,555 of the as the coordinating office to ensure fair and annual expenditures for this function, which is not shown in consistent application of City Human the table below. The total appropriation is $346,665, and Resources policies in conformance with federal, state and local laws and regulations. Council will determine whether to appropriate the remaining 25% as planned or with revisions at a mid-year budget review.
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100 of 574 Narrative | General Fund | FY 2021 Adopted
MISSION
INFORMATION TECHNOLOGY To provide secure, efficient and effective information technology systems and services Budget Highlights to support City departments in accomplishing The Information Technology department played a pivotal role their missions and goals. in transitioning and maintaining systems for NUMBER City WHAT WE DO staff to telework status at the onset of the COVID-19 The Information Technology (IT) pandemic in March 2020. Department affects the quality of work in all departments, and every employee in their In FY 2021, the IT department anticipates an increase in service to the citizens, businesses and visitors cybersecurity threats and a growing number of devices, data, of the City of Fredericksburg. IT provides systems and IT Help Calls. comprehensive services in the research, evaluation and deployment of new application The IT department’s responsibilities have expanded – notably systems, support and enhancement of existing for Police support, though for other functions as well – similar business systems, process improvement/re- staffing increases have not been made as the number of engineering, systems acquisition support, project management, and day to day problem systems and devices IT supports have grown over time. IT identification and resolution. Department staff have worked significant overtime to address demand for their services, and the FY 2021 budget has IT offers e-Government support for all City departments and agencies, and provides significantly increased the overtime line item for the methods of communication with the public department in response. which have been expanded to include on-line fillable form submission. Citizens can pay City Public Information and Data Resources bills on-line and use other eServices. In partnership with the Public Information Officer and various IT supports Geographical Information Systems for citizens and staff. GIS is used for the City departments, the Information Technology department enhancement of public safety, land has created an Open Data portal on the City’s website to development, and business systems by provide citizens and visitors with a wide array of information providing seamless access and easy about City services and initiatives. methodologies to spatially view data according to geographical location.
IT provides Network Security for City systems/ the departments designs, administers, maintains, supports and optimizes the City’s local and wide area network systems (including the new Citywide Fiber Network), servers and firewall, and ensures the stability, security and integrity of all systems through the appropriate application of anti-virus and content filtering.
IT also supports a wide range of City Daily Operations including 24/7 support for E-911 Dispatch & Police Officers and the day to day operation of enterprise computer systems, which includes the City’s central financial systems (Budget, Revenue, Assessment, Billing and Collections and Accounts Payable) as well as Personnel, Building Permitting and Inspections.
101 of 574 Narrative | General Fund | FY 2021 Adopted | Information Technology
Currently, the Open Data portal links to information and resources about Public Notices; Public Information and Media; Agendas & Minutes; the Freedom of Information Act (FOIA); the City’s Budget; City Code; Organizational Charts; and Live and Recorded Meetings.
Budget Summary The FY 2021 budget for the IT Department represents a 6.0% increase from the revised FY 2020 budget.
Personnel in this function are subject to the 2%/3% pay reduction.
The 75% appropriation placed a hold on $491,321 of the annual expenditures for this function, which is not shown in the table below. The total appropriation is $1,473,963, and Council will determine whether to appropriate the remaining 25% as planned or with revisions at a mid-year budget review.
102 of 574 Narrative | General Fund | FY 2021 Adopted | Information Technology
Budget Personnel Highlights The Recommended Budget proposed the addition of two new positions (Information Security Manager and IT Support Technician) at a total cost of $201,066. Due to the COVID-19 pandemic, this proposal was not included in the adopted budget.
Performance Measures FY 2018 FY2019 FY 2020 FY 2021 Actual Actual Estimated Projected APPLICATIONS
Number of Projects Completed (output) 25* 31 30 30 Percent Completed On-Time 90% 100% 90% 90% Percent Completed within Budget 95% 100% 95% 95% E-GOVERNMENT Number of Website Visits (output) 655,788 448,749 736,924 773,770 Citizen Outreach (Notifications) (input) 8,615 11,266 12,800 13,700 Number of Website Visits (output) 655,788 448,749 736,924 773,770 GEOGRAPHIC INFORMATION SYSTEMS Percentage of departments using GIS 86% 86% 86% 86% GIS Website Pageviews (output) 154,899 157,720 158,000 158,300 Pictometry Views – (output) 24,069* 5,145 5,500 5,900 NETWORK SECURITY PCI compliance quarterly reviews/scans 83% passed 83% passed 93% passed 100% (outcome)* passed % of staff trained (output) 99% 99% 99% 99% System uptime (outcome) 99.6% 99.9% 98.6% 99.0% DAILY OPERATIONS Maintain 4 years replacement cycle 19% of 26% of (input) 35% of 20% current current Help Calls (input) 99% 96% 99% 99%
* Pictometry transitioned from self-hosted software to a new, browser-based platform (CONNECT) in 2018. FY18 views reflect a dramatic increase due to training hits. Not everyone who attended training continues to utilize Pictometry at this intensity.
FY 2021 Goals and Objectives
Function Goals Objectives Applications Research, evaluate and deploy Implement the projects to replace the City’s new application systems. Enterprise Resource Platform (ERP) system.
103 of 574 Narrative | General Fund | FY 2021 Adopted | Information Technology
Function Goals Objectives Support and enhance existing Complete at least 15 non-ERP projects per year for business systems through City stakeholders systems acquisition support, Work with stakeholders to manage the vendor project management, and day selection process, subsequent contracts, project to day problem identification schedule, and deliverables. and resolution. Budget for the effective and efficient implementation and maintenance of systems at the agreed upon due date and established budget at least 85% of the time. Coordinate implementation with impacted Departments. e- Maintain and continuously Enable individual departments to update citizens Government enhance the City’s website by and other website visitors with important and keeping it up-to-date and current City information by providing ongoing optimized, enabling citizens to training and support, maintaining a user-friendly communicate with the City content management system, and providing anytime, anywhere. automated notification functionality. Geographic Provide geographical Maintain parcel information, build new data layers Information information to citizens and and access paths to aid departments in leveraging Systems staff through various mediums the City’s GIS in service to our citizens. for the enhancement of public safety, land development, and business systems. Network Ensure the stability, security Prevent security breaches and meet PCI compliance, Security and integrity of all systems which requires all staff be trained annually on IT through the appropriate security. application of encryption, Maintain adequate data backups, and ensure system access control, redundancy, availability at least 98% of the time through critical and network security systems. security updates and policy application. Daily Provide effective and Provide system support and training for City offices Operations professional support for IT Assist users in determining hardware and software requests for service and to needs maintain a current technology platform. Monitor inventory levels of equipment, targeting replacement of computers at 4 years of age, initiate requisitions for new/replacement items, and obtain competitive price quotes as well as manage the appropriate disposal of aged technology.
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PARKS, RECREATION & EVENTS (PRE): MISSION ADMINISTRATION To enhance the lives of our citizens by providing a diverse package of recreation and Budget Highlights park opportunities. Parks, Recreation, & Events has been significantly impacted by WHAT WE DO the COVID-19 pandemic. While some regular programs and The Administration Division of the PRE events have had to be cancelled or postponed, City staff have provides the administrative basis for the worked to adapt scheduled programs and events for overall department, with offices located in the Dorothy Hart Community Center. The compliance with public health guidelines whenever possible. Administration Division also provides staff These changes will impact both revenues and expenditures support to the City’s Recreation Commission within PRE. and Art Commission.
In FY 2020, PRE Administration launched a new, user-friendly online registration system for PRE classes, camps, and other events. PRE anticipates increased online registration, greater user satisfaction, and potentially higher overall participation in events as a result of this upgrade. FY 2021 will be the first full year for this new system.
Budget Summary The FY 2021 budget for PRE Administration represents a 2.9% decrease from the revised FY 2020 budget.
Personnel in this function are subject to the 2%/3% pay reduction.
The 75% appropriation placed a hold on $158,553 of the annual expenditures for this function, which is not shown in the table below. The total appropriation is $475,661, and Council will determine whether to appropriate the remaining 25% as planned or with revisions at a mid-year budget review.
105 of 574 Narrative | General Fund | FY 2021 Adopted | Parks, Recreation, and Events: Administration
FY 2021 Goals and Objectives Function Goals Objectives Administration Evaluate the City’s park and Begin implementation of the findings and recreation assets with a goal recommendations that resulted from the FY2020 of prioritizing investments Strategic Plan for PRE which evaluated the City’s and capitalizing on park assets and operations and addressed how best opportunities for increased to meet the desire for recreational programming. efficiency moving forward. Continue to provide program information and
updates to the community and program Work with the Recreation participants through the use of the City’s website, Commission, the Art the alert system, social media, traditional catalogs Commission, City Council, and and flyers, and other methods. the City Manager’s Office to continue to manage the Continue to provide overall management to PRE affairs of the Parks, Special Events and Special Programs, including but Recreation, and Events not limited to the Christmas Parade, Farmer’s Department, in a way that Market, Earth Day, and Midnight Madness. provides quality recreational Facilitate other third party hosted events held opportunities at affordable within the City including, but not limited to the fees to the community. Marine Corps Half Marathon, Oktoberfest, and the Heritage Festival. Work with the Recreation Commission, the City Council, the City Manager’s Office and others to administer the operations and maintenance of the City’s parks system Maintenance Maintain the standards, as set Administer the newly created preventative forth by the National maintenance and equipment replacement schedule Recreation & Park Society for all inventoried equipment. (NRPA) for grounds To right-size the division again in the post-recession maintenance in a park setting environment back to the 2005 staffing levels, to include both structured adjusted for additions of park land that have been and non-structured program added since that time. activities. Purchase/begin using playground safety Clearly and consistently management software that will track inspection identify those parks, trails, paperwork that accompanies every playground in and green spaces that are the inventory. maintained by the Department and to present To have the Park Maintenance Supervisor attend those in the most appealing the National Recreation & Park Association’s condition to both citizens and Maintenance Management School (year one of visitors. two) in an effort to keep current in maintenance management trends and efficiencies. Supervision Plan and provide both Continue to evaluate program offerings on an creative and in-demand ongoing basis to introduce new programs and
106 of 574 Narrative | General Fund | FY 2021 Adopted | Parks, Recreation, and Events: Administration
Function Goals Objectives programming for all ages in continue successful programs, while at the same the areas of leisure, nature, time eliminating unsuccessful offerings for the athletic, fitness, and aquatics general public. programming. Administer the youth and adult sports programs, leisure programs, nature and other educational programs, and similar recreation programs. Enhance the Nature Play Space at Motts Run Reservoir which was built with a donation six years ago. To work with the Arts Commission to continue to bring art, in its many forms, to the City through the Public Sculpture initiative, as well as through event programming. To expand on the current Parks, Recreation & Events catalog to include a City-wide newsletter section for all residents, which coincides with the City Manager’s vision for open communication with residents and businesses. Continue the Summer Food Truck program in cooperation with Fredericksburg City Schools to serve all city children and their families
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108 of 574 Narrative | General Fund | FY 2021 Adopted
PARKS, RECREATION & EVENTS (PRE): MISSION AQUATICS To enhance the lives of our citizens by providing a diverse package of recreation and Budget Highlights park opportunities. In FY 2020, PRE Aquatics provided a safe and fun environment WHAT WE DO for aquatic patrons, continued the preventative maintenance The PRE Aquatics Division oversees operations of the pool and facilities, and enhanced water safety and and maintenance of the Doris E. Buffet Pool in awareness by enhancing City residents’ swimming skills and Dixon Park, which includes a pool with a zero- depth entry area, lap pool, waterslide, bath knowledge. house, concession area, and sunbathing area. The facility is available for open recreational swim, water safety trainings, water fitness programs, swimming lessons, special events and rentals for private events. City Council declared that City residents were to be admitted to the facility free of charge, which creates a unique community service in the region. Non-city residents are still required to pay an admission fee.
For FY 2021, PRE Aquatics made the difficult decision to close Dixon Park’s Doris E. Buffett pool for the summer 2020 season due to the COVID-19 pandemic. The FY 2021 budget for PRE Aquatics assumes closure of the facility for the summer FY 2020 season, and anticipates reopening for the 2021 season.
The adopted budget includes funding for a new ADA lift for entrance into the pool, and during its closure various deferred maintenance projects for the pool have been completed, including contracted maintenance as well as a request for repainting of the entire facility.
Budget Summary The FY 2021 budget for PRE Aquatics represents a 12.2% decrease from the revised FY 2020 budget.
Personnel in this function are subject to the 2%/3% pay reduction.
109 of 574 Narrative | General Fund | FY 2021 Adopted | Parks, Recreation, and Events: Aquatics
Revenues All pool-related revenue expectations have been downward-adjusted to reflect anticipation of only a partial pool season in FY 2021.
Expenditures The 75% appropriation placed a hold on $38,999 of the annual expenditures for this function, which is not shown in the table below. The total appropriation is $116,999, and Council will determine whether to appropriate the remaining 25% as planned or with revisions at a mid-year budget review.
Performance Measures Aquatics Metrics FY 17 FY 18 FY 19 FY 20 FY 21* Actual Actual Actual Projected Projected City Attendees 12,812 14,516 14,000 14,200 9,000 Non-City Attendees 3,064 3,262 3,200 3,300 1,700 Swimmers in Swim Lessons 327 157 300 310 200 *FY 21 estimates assume one partial pool season, not two as in other years.
FY 2021 Goals and Objectives See Parks, Recreation, and Events: Administration for Department-wide goals and objectives.
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PARKS, RECREATION & EVENTS (PRE): MISSION MAINTENANCE To enhance the lives of our citizens by providing a diverse package of recreation and Budget Highlights park opportunities. PRE Maintenance will continue to meet or exceed National WHAT WE DO Recreation & Park Society (NRPA) standards for grounds The PRE Division of Park Maintenance maintenance and clearly and consistently identify those parks, supports parks and greenspaces throughout trails, and green spaces that are maintained by the the City. The duties of Park Maintenance include all logistical and operational support Department and to present those in the most appealing for park operations; maintenance, landscaping condition to both citizens and visitors. In FY 2021, PRE of parks and City facilities; event support; and Maintenance will: marina operations. These efforts are supported by 9 full-time and 23 part-time • Take on maintenance of the City’s new Riverfront employees within two programs: Park Park Maintenance and Motts Run Reservoir. • Maintain 1,169 acres of parks; Staff in the Park Maintenance program are • Mow 200 acres of turf; responsible for park maintenance, landscaping • Maintain a network of 25.2 miles of trails; and and gardening at 108 beautification and green space locations throughout the City. Other • Continue to adapt programs and events to comply duties include opening, closing and routine with public health guidelines. maintenance of the Dixon Park Pool; athletic field and sports turf management; and calibration of irrigation systems at Dixon Park and Pool, the Dog Park, and Snowden Park.
Staff in the Motts Run Reservoir program operate and maintain a marina and nature center. Marina operations include fishing docks as well as boat, canoe and kayak rentals. The nature center program includes a nature center building and play space; a small amphitheater; and a wide variety of hiking trails and mountain biking trails. In addition to City employees, a significant number of volunteers contribute to the success of the Motts Run Reservoir program.
Since FY 2018, the Motts Run Reservoir operations and maintenance have been tracked separately from general Parks Maintenance within the City budget. • Increase contracted services to complete preventative maintenance on many park assets.
Budget Summary The FY 2021 budget for PRE Maintenance represents a 7.7% decrease from the revised FY 2020 budget.
Personnel in this function are subject to the 2%/3% pay reduction.
111 of 574 Narrative | General Fund | FY 2021 Adopted | Parks, Recreation, and Events: Maintenance
PRE Maintenance requested equipment specifically for the newly developed Riverfront Park, including (3) trailers for housing barricades essential to any event utilizing the park; (1) enclosed storage trailer for housing tables, chairs, tents, and cones; and (1) RTV with snow plow attachment. The adopted budget also provides $10,000 specifically for replacement of the roof at the W.L. Harris playground pavilion and several other necessary projects to keep park facilities in good condition.
PRE Maintenance also requested the replacement of (2) pickup trucks and (1) dump truck. The adopted budget includes $40,000 to replace one (1) pickup truck that cannot pass State inspection, but due to the COVID-19 pandemic, the second pickup truck and the dump truck were not included. PRE Maintenance The 75% appropriation placed a hold on $327,029 of the annual expenditures for this function, which is not shown in the table below. The total appropriation is $981,087, and Council will determine whether to appropriate the remaining 25% as planned or with revisions at a mid-year budget review.
Motts Run Maintenance Revenues PRE Maintenance started a concession operation at Motts Reservoir in FY 2020. Due to COVID-19 restrictions, concession revenue expectations have been reduced.
Expenditures The 75% appropriation placed a hold on $25,884 of the annual expenditures for this function, which is not shown in the table below. The total appropriation is $77,653, and Council will determine whether to appropriate the remaining 25% as planned or with revisions at a mid-year budget review.
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Budget Personnel Highlights PRE Maintenance requested one new full-time, one part-time, and one seasonal position in anticipation of the completion of Riverfront Park, and the Recommended Budget proposed the addition of one new full-time Parks Maintenance employee to support the opening and maintenance of the new park. The cost of the position, including both salary and benefits, was $50,485. Due to the COVID-19 pandemic, this request was not included in the adopted budget.
Performance Measures FY 18 FY 19 FY 20 FY 21 Actual Actual Projected Projected Parks Maintenance Metrics Acres of Parks 1168 1,168 1,168 1,169 Acres of Turf Mowed 198 198 200 200 Hours of Support for Special Events 1,010 1,020 1,210 * Miles of Trails 23.2 23.2 23.2 25.2 *Uncertainty due to the COVID-19 pandemic has made accurate estimation of the number of hours of support for events difficult at this time, since estimates are typically based on prior years’ experience.
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Motts Run Reservoir Metrics
Boat Rentals 2,420 2,439 2,500 2,500
Fishing Passes Sold 2,751 2,759 2,800 2,800
Volunteer Hours in the Nature Center 310 320 350 *
*Uncertainty due to the COVID-19 pandemic has made accurate estimation of the number of volunteer hours difficult at this time, since estimates are typically based on prior years’ experience.
FY 2021 Goals and Objectives See Parks, Recreation, and Events: Administration for Department-wide goals and objectives.
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PARKS, RECREATION & EVENTS (PRE): MISSION SUPERVISION To enhance the lives of our citizens by providing a diverse package of recreation and Budget Highlights park opportunities. PRE Supervision has been significantly impacted by the WHAT WE DO COVID-19 pandemic. The health crisis prompted cancellation The PRE Supervision Division includes leisure of 2020 summer sports programs, and is likely to curtail 2020 and nature programming, sports and wellness fall sports programs as well. City staff have worked to adapt programming, as well as event management and support. The Dorothy Hart Community numerous programs and events for all ages in the areas of Center is the primary location for indoor leisure, nature, athletic, fitness, and aquatics programming to programs, but programs are also held at 22 be available in compliance with public health guidelines. additional locations throughout the community, including Alum Spring Park, the In FY 2020, PRE Supervision: Motts Nature Center, area schools, local parks and private facilities. In addition, the • Provided 490 programs; Department administers grant funded • Served 10,000 program participants; and programs, which may vary from year to year, • Supported 285 special events. but typically include the Clean & Green Commission; The Fredericksburg Arts Commission; The Farmers’ Market; Hurkamp Park – Picnic in the Park; and Midnight Madness.
Program supervisors are augmented by part- time personnel and contracted services. Volunteers are also a major resource, especially as coaches in our youth sports programs and at the Motts Reservoir Nature Center.
PRE Supervision continues its core operations, including continuous evaluation of program offerings alongside administration of youth and adult sports, leisure, educational, nature, and recreational programs. PRE Supervision will also continue to work with the Arts Commission on the Public Sculpture Initiative and other event programming, and will expand the PRE Catalog to include a City-wide newsletter section. The division has also continued the Summer Food Truck program in cooperation with Fredericksburg City Schools to serve all city children and their families, with some interruptions due to COVID-19 and evolving public health directives.
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Budget Summary The FY 2021 budget for PRE Supervision represents a 27.8% decrease from the revised FY 2020 budget. The difficulty or impossibility of adapting many sports programs and events to be safe given public health restrictions and guidance necessitated many cancellations through the summer and fall of 2020. The PRE Supervision budget reflects the most dramatic spending reductions in the overall department for this reason. Several staff were furloughed near the close of FY 2020, and this budget assumes continuation of those furloughs until public health conditions improve and programs and events can recommence. These furloughs constitute a large share of the spending reductions in this budget.
Personnel in this function are subject to the 2%/3% pay reduction. Revenues
Expenditures The 75% appropriation placed a hold on $205,714 of the annual expenditures for this function, which is not shown in the table below. The total appropriation is $617,142, and Council will determine whether to appropriate the remaining 25% as planned or with revisions at a mid-year budget review.
Budget Personnel Highlights PRE Supervision requested one new part-time Sports Program Assistant position to develop and manage hockey programming, which was not included in the Adopted Budget.
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Performance Measures Supervision Metrics FY 18 FY 19 FY 20 FY 21 Actual Actual Projected Projected Number of Programs 386 458 495 * Number of Program Participants 8,556 8,896 9,234 * Special Events Supported 274 270 232 * *Uncertainty due to the COVID-19 pandemic has made accurate estimation of the number of hours of support for events difficult at this time, since estimates are typically based on prior years’ experience.
FY 2021 Goals and Objectives See Parks, Recreation, and Events: Administration for Department-wide goals and objectives.
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118 of 574 Narrative | General Fund | FY 2021 Adopted
POLICE MISSION Budget Highlights To provide outstanding service through innovative policing techniques and community In FY 2020, the Police Department received an Advanced partnerships to improve the quality of life for Accreditation Award in November 2019 from the Commission everyone. We embrace the City’s Values that inspire us to take pride and ownership in our on Accreditation for Law Enforcement Agencies (CALEA). Department by promoting leadership at all There were no issues of concern identified for the entire four- levels. year review period. The Police Department has also: WHAT WE DO
• Enforced 2,615 driving offenses including high-risk The City of Fredericksburg Police Department offenses such as speeding, running red lights, and is a full-service law enforcement organization reckless and impaired driving; and is subdivided into three divisions: Patrol, • Responded to335 driving accidents; Detective and Support Services. Each division is commanded by a captain who reports • Conducted 35 crime prevention and 30 personal directly to the Chief of Police. The Office of safety classes; Professional Standards is commanded by a • Received and responded to 621 citizen-generated lieutenant who also reports directly to the quality of life complaints; Chief of Police. This office is responsible for administrative investigations and compliance • Exceeded national average investigative clearance with national accreditation standards. rates for all major offense types; • Received and responded to 150 Freedom of The Patrol Division is comprised of Virginia Department of Criminal Justice Services (DCJS) Information Act (FOIA) requests. certified police officers, supervisors and specialists. The Patrol Division has overall law In FY 2021, the Police Department anticipates continuing to enforcement jurisdiction within the City limits, provide outstanding service and protection to City residents. which encompasses criminal and traffic This section provides detail on Police Patrol, Detective, and jurisprudence outlined in the Code of Virginia Support functions; E911 is presented separately, except for and the Ordinances of the City of inclusion of its FY 2021 Goals & Objectives as part of the Fredericksburg. overall Police Department within this section. The Detective Division supports patrol officers by providing follow-up investigations on major Budget Summary and specialized crime incidents. Examples of some of the crimes that are investigated by The FY 2021 budget for Police represents a 0.3% decrease the Detective Division are homicides and from the revised FY 2020 budget. suspicious deaths, sex crimes, serial assaults, burglaries, arsons, frauds, domestic violence, Public safety personnel are not subject to the 2%/3% pay forgeries, worthless checks and white collar crimes. The Detective Division Commander is reduction. responsible for receiving and responding to all This budget includes funding to increase the VRS multiplier for Freedom of Information Act requests. Hazardous Duty personnel to 1.85 from 1.7. This public safety The Support Services Division supports the pay plan is intended to continue progress towards funding working functions of the Patrol Division, Public Safety compensation at a competitive level with Detective Division and Emergency 911 Center. It is primarily comprised of non-sworn surrounding jurisdictions. personnel responsible for payroll, supply, evidence storage, training, records retention, data entry, crime analysis and applicant processing.
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Revenues
Expenditures The 75% appropriation placed a hold on $2,163,262 of the annual expenditures for this function, which is not shown in the table below. The total appropriation is $6,489,784, and Council will determine whether to appropriate the remaining 25% as planned or with revisions at a mid-year budget review.
Budget Personnel Highlights The Police Department requested three new full-time positions; two full-time, permanent police officers and one part-time school resource officer to be based at Lafayette Upper Elementary School and Walker Grant Middle School. The Recommended Budget proposed the creation of one full-time School Resource Officer within the Police Department fully funded by the City, with a minor adjustment made to the school transfer to effectively cost-share with FCPS in lieu of a series of ongoing transfers. The cost of the position, including both salary and benefits, was $88,590. Due to the COVID-19 pandemic, this request was not included in the adopted budget.
Current and Anticipated Grant Awards The Police Department anticipates a total of $164,298 in support from grant awards spanning both the 2020 and 2021 fiscal years.
Grant Date Range Grant Funds City Match Total Award DOJ Byrne (CARES Act) Oct 2019 – Sept 2020 $16,740 In Kind $93,658 DMV-Speed (Current) Oct 2019 – Sept 2020 $16,740 In Kind $16,740 DMV-Alcohol (Current) Oct 2019 – Sept 2020 $2,400 In Kind $2,400 DMV-Speed Oct 2020 – Sept 2021 $19,000 In Kind $19,000 DMV-Alcohol Oct 2020 – Sept 2021 $4,000 In Kind $4,000 Justice Administration Oct 2019 – Sept 2020 $18,500 $0 $18,500
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Grant Date Range Grant Funds City Match Total Award ICAC July 2020 – June 2021 $7,000 $0 $7,000 E911 Education July 2020 – June 2021 $3,000 $0 $3,000 Total $70,640 $0 $70,640
Animal Control The City of Fredericksburg contracts with Spotsylvania County for Animal Control services. The Adopted Budget includes an increase of $2,501 for Services from Other Government based on the projected actual expense will be to Spotsylvania County for use of their Animal Shelter.
Performance Measures Patrol Division FY2018 FY2019 FY2020 FY2021 Actual Actual Estimated Projected HIGHWAY SAFETY Speeding 2,026 1,894 1,900 2,000 Red Light 369 365 370 380 Reckless Driving (Other than Speed) 62 65 65 70 DUI 176 157 160 165 All Accidents with Injury or Possible Injury 277 316 320 300 Impaired Driving Accidents 46 39 40 35 PERSONAL SAFETY Crime Prevention Classes & Events 20 30 35 40 Personal Safety Classes 20 21 30 20 Citizen-Generated Quality of Life Complaints 662 605 621 600
Additional officers assigned to the Patrol Division include Community Policing, Parking Enforcement, Auxiliary, K9 and School Resource. The ancillary functions of Crisis Negotiation Team (CNT) and Special Equipment Tactical Team (SETT) are also under the command of the Patrol Division.
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Detective Division FY2018 FY2019 FY2020 FY2021 Actual Actual Estimated Projected INVESTIGATIVE TECHNOLOGY DNA Submissions 67 21 20 25 LInX Usages (Number of logins) 3,320 3,202 3,300 3,300 Field Contact Entries 230 240 250 260
CITY OFFENSE CLEARANCE RATES (National average listed with each offense category) Robbery (30%) 35% 33% 35% 35% Aggravated Assault (53%) 63% 71% 73% 73% Burglary (13%) 28% 20% 22% 22% Larceny (19%) 32% 34% 36% 36% Motor Vehicle Theft (14%) 31% 28% 30% 30% TRANSPARENCY Number of FOIA Requests Received 118 135 150 170 Number of FOIA Requests Responded 118 135 150 170
Professional Standards The purpose of the Professional Standards section is to inform all employees and the public of procedures for accepting, processing and investigating complaints concerning allegations of employee misconduct. It is the policy of the Fredericksburg Police Department that all personnel will be held accountable for, and shall follow, procedures and policies. Employees are aware of the important responsibilities and duties they have as public servants. The Fredericksburg Police Department is committed to the prompt and fair resolution of complaints.
LEGITIMACY FY2018 FY2019 FY2020 FY2021 Actual Actual Estimated Projected Sustained Complaints Against Employees 19 10 14 15 Non-Compliant Events with Use of Force 1 0 0 0 The majority of sustained complaints against employees are internally-generated. They are not citizen complaints.
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FY 2021 Goals and Objectives Function Goals Objectives Patrol Division Increase Highway Safety Enforce high-risk driving offenses (speeding, red lights, Reduce Fear and Enhance reckless and impaired driving) Personal Safety Engage in crime prevention and safety education and reduce complaints Detective Division Hold Offenders to Account Use investigative technology to Enhance Transparency meet or exceed the national clearance rate Utilize best practices in domestic violence response Respond to all Freedom of Information Act (FOIA) inquiries from the public in a timely manner E911 Effectively and efficiently Process calls as outlined in process calls in the E-911 national standards Communications/Public Safety Answering Point (PSAP)
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MISSION
POLICE: E911 To provide outstanding service through Budget Summary innovative policing techniques and community partnerships to improve the quality of life for The budget for E911 represents a 1.5% increase from the everyone. We embrace the City’s Values that revised FY 2020 budget. inspire us to take pride and ownership in our Department by promoting leadership at all Public safety personnel are not subject to the 2%/3% pay levels. reduction. WHAT WE DO The Adopted Budget funded a proposed $15,000 increase for The City of Fredericksburg provides an Telecommunications due to cost increases identified in FY emergency communications center that serves as the initial point of contact for public safety 2020, and an increase of $4,316 for Maintenance Service calls for the City, including police, fire and Contracts due to increasing costs for Verizon and Carousel emergency medical services. The Police maintenance as it relates to the E-911 system. Department operates and maintains a modern state-of-the-art public safety communications The 75% appropriation placed a hold on $366,669 of the system, appropriately identified as the annual expenditures for this function, which is not shown in “Fredericksburg Emergency Communications the table below. The total appropriation is $1,100,006, and Center”. The communications center is a consolidated environment that coordinates Council will determine whether to appropriate the remaining the response efforts for Police, Fire, and 25% as planned or with revisions at a mid-year budget review. Emergency Medical Services within the City limits, as well as to areas surrounding the City through mutual aid agreements. High quality equipment and personnel serve to enhance the ability of the center to maximize the response of public safety personnel and equipment in meeting the needs of the service area.
The Emergency Communications Center is staffed by state-certified communications personnel and provides twenty-four (24) hour telephone access for emergency and non- emergency requests for service.
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Performance Measures FY2018 FY2019 FY2020 FY2021 Actual Actual Estimated Projected LEGITIMACY Answer 95% Calls within 15 seconds 99.6% 99.6% 99.6% 99.6% Answer 99% Calls within 40 seconds 99.9% 100% 100% 100%
Answer 90% Calls within 10 seconds (busy day/hour) 97.9% 98% 98% 98% Forward 80% to Dispatch within 60 seconds* 90.2% 85.7% 86% 86% Forward 90% to Dispatch within 90 seconds^ 89.7% 76.4% 77% 90% Forward 95% to Dispatch within 106 seconds* 97.9% 97.6% 97% 97% Forward 99% to Dispatch within 120 seconds^ 95.9% 82.3% 85% 99% Dispatch 90% Calls within 60 seconds+ 89.7% 87.6% 88% 90%
Emergency calls include all police events *Excludes the following types of calls: HAZMAT, Suicide, Shooting Injury, Stabbing, Confined Space, Vertical Rescue, Water Rescue, Trench Rescue, Aircraft Standby, Standby and Mental Subject. ^Includes only the following types of calls: HAZMAT, Suicide, Shooting Injury, Stabbing, Confined Space, Vertical Rescue, Water Rescue, Trench Rescue, Aircraft Standby, Standby and Mental Subject. + Excludes cancelled calls
Budget Personnel Highlights Over the past year, the north-central Virginia region has seen a major increase in wage competition for public safety personnel, which includes Police, Fire, E-911, Emergency Medical, and Sheriff personnel. As an initial response, the City Council amended the budget to provide for a 5% salary increase and adopted an increase in multiplier for the Virginia Retirement System in FY 2020. The increased multiplier serves as an enhancement to the retirement benefit for public safety personnel.
The FY 2021 Recommended Budget included proposed measures to maintain a path towards these goals. Due to the COVID-19 pandemic, this proposal was not included in the adopted budget. The Adopted Budget contains a smaller $100,000 set-aside for a performance pay plan, and the City is working with a human resources consultant to analyze the regional public safety labor market and make recommendations concerning increasing compensation to stay competitive.
FY 2021 Goals and Objectives See Police for Department-wide goals and objectives.
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PUBLIC INFORMATION OFFICER MISSION To create and manage public relations Budget Highlights campaigns for the City, manage the City’s The Public Information Officer (PIO) role was initially funded social media accounts, and create interactive and engaging content for each platform. in FY 2020, and FY 2021 represents the first full year of this function. In 2020, the City was awarded the Virginia Municipal WHAT WE DO League Innovation Award for Environmental Quality for the The Public Information Officer works to Clean & Green Initiatives. The PIO has created and facilitate the communication of information implemented several highly visible public information internally and externally for the City of campaigns to engage and inform Fredericksburg citizens Fredericksburg. Works with all city departments to help deliver accurate and about important City matters: timely information to the public. Produces • Facilitated development of new City branding printed and video material about the City organization for distribution to media outlets incorporating multi-stakeholder input; and responds to requests for information from • Supported citywide messaging campaign during the media outlets. first three months of the COVID-19 pandemic; • Launched new employee edition of weekly “Burg Buzz” e-newsletter; • Launched “Be a Road Scholar” campaign (FxbgBridge.com) and raised community awareness of upcoming Downtown Fredericksburg bridge closure.
In FY 2021, the PIO anticipates:
• Implementation of the City’s new brand, including but not limited to web redesign, signage design & production, and the production of various marketing collateral;
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• Working closely with the Baseball Stadium Coordinator to roll out the City’s brand in partnership with FredNats Baseball; • Seeking award recognition for the City’s efforts for community safety during the pandemic; • Supporting citywide messaging and promotional campaign supporting recovery from the pandemic; • Review and implementation of new marketing tool kit for the City’s events division; and • Assisting the City’s Racial Equity Plan communications team.
Public Information and Data Resources In partnership with the Information Technology department and various City departments, the Public Information Officer has assisted with an Open Data portal on the City’s website to provide citizens and visitors with a wide array of information about City services and initiatives.
Budget Summary The FY 2021 budget for the PIO represents a 1.7% decrease from the revised FY 2020 budget.
Personnel in this function are subject to the 2%/3% pay reduction.
The 75% appropriation placed a hold on $22,896 of the annual expenditures for this function, which is not shown in the table below. The total appropriation is $68,686, and Council will determine whether to appropriate the remaining 25% as planned or with revisions at a mid-year budget review.
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PUBLIC WORKS: ENGINEERING & MISSION ADMINISTRATION The mission of Public Works is to provide project design, contract administration, and Budget Highlights construction supervision and inspection for various public works projects, including but not In FY 2020, Public Works: Engineering and Administration: limited to street lighting, sidewalk maintenance, tree trimming, street • Completed numerous projects in the FY20 Asphalt- maintenance, and the Public Works Capital Concrete Rehabilitation Program; Improvements Program. • Completed pedestrian bump-outs at various WHAT WE DO intersections; and Engineering & Administration handles the • Performed Rappahannock Canal debris and tree management of the day to day operations of cleanup, repair of aeration system and water quality the Public Works Department, as well as monitoring activities. project engineering and design; contract administration; and construction supervision In FY 2021, Public Works: Engineering & Administration and inspection for Public Works projects anticipates: including but not limited to: • Bridge maintenance • ITEM • Street maintenance • ITEM • Sidewalk maintenance • ITEM • Street lighting • Water and sewer utilities Budget Summary • Operation of the wastewater treatment plant The FY 2021 budget for Public Works: Engineering & • Storm water maintenance and Administration represents a 2.8% decrease from the revised improvements FY 2020 budget. • Solid waste management • Landfill post-closure maintenance and Personnel in this function are subject to the 2%/3% pay monitoring reduction. • Tree maintenance • Watershed property management • Railroad spur maintenance
Engineering and Administration reviews requests for special use of public streets including placement of dumpsters, handicap parking spaces, utility permits, reserved parking for special events and maintenance related activities. The division also provides support for events and responds to citizen concerns regarding public works services.
The City maintains a rail spur on City-owned property in the Battlefield Industrial Park that provides dependable rail service to the businesses in the Industrial Park. The funds in this budget are used to maintain and repair the spur.
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Revenues
Expenditures The 75% appropriation placed a hold on $237,310 of the annual expenditures for this function, which is not shown in the table below. The total appropriation is $711,929, and Council will determine whether to appropriate the remaining 25% as planned or with revisions at a mid-year budget review.
FY 2021 Goals and Objectives Function Goals Objectives Engineering & To manage and oversee all Administration aspects of the public works operations with a specific focus on engineering and capital project management. Public Maintain standards for Ensure that the proper equipment for maintenance Facilities building maintenance in a is either in inventory or can be contracted. municipal setting as set forth Evaluate the forecasted work to see which by the International Facility approach would be most efficient – contracted Management Association service or staff performance. (IFMA). Identify repairs as they arise in order to maintain Plan and provide the routine the City’s buildings and other facilities in good cleaning of City buildings to condition. achieve the standard of care and to make City buildings Coordinate with the Central Rappahannock clean and accessible for Regional Library the maintenance of the City- citizens as well as staff. owned downtown library. Oversee Public Facilities projects, including the Executive Center, Bass Ellison, the downtown Library and City Hall.
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Function Goals Objectives Refuse Assist as necessary in the Continue efforts of accurately tracking material and Disposal operation and oversight of tipping weights with R-Board. the R-Board landfill to restore
the financial balance sheet of the R-Board landfill. Perform maintenance of the Continue monitoring of gas levels and performing Cool Springs Landfill. groundwater inspections as required by Department of Environmental Quality. Continue to make improvements to minimize leachate problems and perform maintenance to landfill site and burner unit. Refuse Continue to serve the City of Continue to provide city residents and businesses Collection Fredericksburg using curbside with holiday refuse collection. and roll-out cart collection Evaluate alternative methods for providing refuse methods. service to townhome and apartment complexes. Continue to implement programs to reduce the amount of construction and commercial waste taken to the landfill as a result of City projects. Shop & Garage Continue to manage the daily Continue to provide the highest level of public works operations in all vehicle/equipment maintenance and repair service divisions including the safe, to all Departments and agencies served by the efficient, and environmentally Public Works Shop and Garage. sound repair and Continue to provide more technical training maintenance of the City’s (schooling) for auto mechanic personnel. automotive and equipment fleet. Continue to work with employees to promote high morale, leadership, and teamwork. Continue to work with the residents of the City to resolve challenges and promote a positive working relationship. Continue and improve safe workplace practices amongst all staff. Snow Removal Provide safe travel on primary Provide snow removal operations for the City of and secondary roads during Fredericksburg. hazardous winter conditions. Complete construction of a replacement salt Continue to strengthen and storage building; restock salt supply. improve our snow removal Add additional mobile radios. plan with trained employees and reliable equipment. Continue to provide training for staff. Pursue construction of Develop a comprehensive snow and ice control replacement salt storage plan for the City. building.
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Function Goals Objectives Increase productivity by minimizing vehicle/equipment breakdowns. Apply chemical and traction products specific to storm types while considering environmental impacts. Street Lights Provide consistent and Coordinate with developers for design and efficient lighting services installation of new street lights associated with including both traffic lights new developments. and street lights in order to Complete a comprehensive condition assessment maintain safety for those who and study of downtown colonial street lights, and travel around the City. develop a plan for replacement of old lights with new lights and underground circuits. Street Improve recycling efforts of Continue researching alternative methods of Maintenance construction debris. improving road integrity in effort to extend the life of aging streets. Increase productivity by minimizing Decrease the amount of cold patch used in the vehicle/equipment right-of-way during cold season by recycling hot breakdowns. asphalt waste. Improve condition of city Improve quality of asphalt repairs with training. sidewalks, curb and gutter, Continue to rehabilitate tree wells in the and driveway aprons by downtown historic district with new trees and developing a balance rubber mulch material. between inquiry response and preventative maintenance. Street Manage right of way Continue to improve personnel management, Sanitation vegetation, assist with weed particularly in the fall and spring seasons to most and litter code compliance, effectively manage leaf collection and vegetation assist with special events, and management. collect leaves during the fall Improve street cleaning operations and continue to season in order to make the provide personnel and improved cleaning efforts in City of Fredericksburg a safe the downtown area. and eye appealing place to work, live and visit. Integrate the additional acreage created from the Fall Hill Avenue widening project into the grass Provide street sanitation maintenance crew’s right-of-way schedule and levels of service that meet routine. Prior to the widening project, Fall Hill and exceed the expectations Avenue required little grass maintenance. The of the community. Enhance widening project created a considerable amount of the appeal of City streets, additional green space including: medians, lengthy sidewalks and the downtown sections of utility strip in both travel directions, business district. pedestrian path and the new section of Mary Washington Boulevard.
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Function Goals Objectives Traffic Continue efforts to operate The State Route signs throughout the City must be and maintain City traffic replaced to comply with FHWA regulations. The signals so that they operate existing signs are faded and constructed of safely, efficiently, and cost- outdated and unapproved materials that are no effectively. longer compliant. The new signs will be constructed with high intensity grade materials and Continue to monitor and installed by City forces as staffing levels and budget repair or replace City street allocations permit. signs, guardrails, and pavement markings as Continue manageable replacement of highway necessary to ensure the signs by Traffic staff, throughout the City to comply safety of the traveling public. with mandatory MUTCD requirements. Fund a project to provide for blanket replacement of highway signs to achieve FHWA/MUTCD compliance for retro reflectivity. Maintain our commitment to the structured and dedicated traffic signal operations preventive maintenance program. Replace UPS system batteries reaching end of life in older UPS systems. Install new Rectangular Rapid Flashing Beacons (RRFBs) at four locations (TBD) to enhance pedestrian safety. Continue to coordinate with Safety & Risk Management to arrange work zone safety certification training for Public Works field crews. Continue to provide support of work zone installations for the safety of City Public Works personnel as well as the traveling public and pedestrians. Continue technical training and safety enhancement measures of traffic personnel, including IMSA certification programs. Continue to maintain exceptional level of service, with regard to signs, traffic signals, and pavement markings, with increased emphasis on safety and regulatory compliance. Water Systems Continue evaluating water Continue updating GIS water layer with (Wastewater infrastructure in effort to information collected in field. and Storm improve water service and Continue valve exercising and identification Water) fire protection throughout the program City. Collect field information
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Function Goals Objectives to strengthen GIS water Enhance inventory of repair items to provide system data accuracy. assurance of prompt repairs. Continue performing internal Continue necessary water testing of the assessment of water distribution system to meet citizen’s and Health distribution system in effort Department’s needs for safe drinking water and to provide highest water adequate fire protection. quality to customers. Collect Perform localized valve turning exercises field information to strengthen GIS water data Continue to gather data from the field and improve records. the accuracy of our water distribution system records. Enhance City fire hydrant maintenance program to ensure all City fire hydrants are operating properly.
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PUBLIC WORKS: PUBLIC FACILITIES MISSION The mission of Public Works is to provide Budget Summary project design, contract administration, and The FY 2021 budget for Public Facilities represents a 10.8% construction supervision and inspection for various public works projects, including but not decrease from the revised FY 2020 budget. limited to street lighting, sidewalk Personnel in this function are subject to the 2%/3% pay maintenance, tree trimming, street maintenance, and the Public Works Capital reduction. Improvements Program.
WHAT WE DO
Public Facilities manages both City-owned and leased properties including City Hall, General District Court, Juvenile and Domestic Relations Court, Parking Garage, Executive Plaza, Dorothy Hart Community Center, and numerous other properties.
Public Facilities also oversees construction and renovation projects, day-to-day repairs and maintenance, and housekeeping services. Revenues
Expenditures The 75% appropriation placed a hold on $531,912 of the annual expenditures for this function, which is not shown in the table below. The total appropriation is $1,595,737, and Council will determine whether to appropriate the remaining 25% as planned or with revisions at a mid-year budget review.
FY 2021 Goals and Objectives See Public Works: Engineering & Administration for Department-wide goals and objectives.
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PUBLIC WORKS: RECYCLING COLLECTION MISSION The mission of Public Works is to provide Budget Highlights project design, contract administration, and Recycling Collection collected 950 tons of single-stream construction supervision and inspection for various public works projects, including but not recyclable materials from City residents and businesses in FY limited to street lighting, sidewalk 2020. maintenance, tree trimming, street maintenance, and the Public Works Capital Budget Summary Improvements Program. The FY 2021 budget for Recycling Collection represents a 2.5% WHAT WE DO decrease from the FY 2021 Recommended Budget, and a 37% Recycling Collection provides weekly curbside increase from the revised FY 2020 budget. The increase from service for approximately 5,500 customers. FY 2020 is due to the cost of recycling solid waste, which has Currently, collected recyclable materials are increased dramatically over the past several years. In January delivered to the Rappahannock Regional Landfill in Stafford County. Refuse customers 2018, China sharply curtailed the amount of recycled waste it are issued wheeled recycling carts. Residents accepts from around the world, which reduced demand for who do not subscribe to the City’s refuse recycled materials. In the past, the R-Board landfill (the program have the option to participate in landfill jointly owned by the City and Stafford County) recycling by using City issued bins or the Belman Road facility. received revenue from processors for the recycling that was collected. Since the changes in the marketplace, the R-Board now has to pay processors to accept the materials. In July 2020, the R-Board began to charge the City a fee of $50 per ton for recycling to offset the costs that the R-Board pays to handle the material. The City estimates this change will add $54,000 per year to its cost for the recycling program.
Personnel in this function are subject to the 2%/3% pay reduction. Revenues Staff recommends that the City add a fee to utility customers of $3 / bill ($18 per year) to help defray the costs of the R-Board charges along with the costs to the City to collect the recycling and deliver it to the R-Board. This charge would apply to all utility customers, as the entire community benefits from the recycling program and the extension of the useful life of the landfill facility. The additional fee is projected to increase the City’s General Fund revenue by $125,000 on an annual basis; the proposed start date is January 2021, which is projected to raise $62,500.
Expenditures The 75% appropriation placed a hold on $46,850 of the annual expenditures for this function, which is not shown in the table below. The total appropriation is $140,550, and Council will determine whether to appropriate the remaining 25% as planned or with revisions at a mid-year budget review.
137 of 574 Narrative | General Fund | FY 2021 Adopted | Public Works: Recycling Collection
Performance Measures FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 Actual Actual Actual Estimated Projected Single Stream Recycling (tons) 824 979 937 950 950
FY 2021 Goals and Objectives See Public Works: Engineering & Administration for Department-wide goals and objectives.
138 of 574 Narrative | General Fund | FY 2021 Adopted
PUBLIC WORKS: REFUSE COLLECTION MISSION Budget Highlights The mission of Public Works is to provide project design, contract administration, and Refuse Collection disposed of 9,000 tons of waste from 4,300 construction supervision and inspection for various public works projects, including but not customer accounts across the City in FY 2020. Continued limited to street lighting, sidewalk operation of the recycling program continues to reduce the maintenance, tree trimming, street volume of refuse collected and delivered to the landfill for maintenance, and the Public Works Capital disposal. Improvements Program. WHAT WE DO Budget Summary The Refuse Collection crew provides weekly The FY 2021 budget for Refuse Collection represents a 9.9% sanitation service to 4,300 refuse customers. increase from the revised FY 2020 budget. Collected refuse is taken to the Rappahannock Regional Landfill in Stafford County for Personnel in this function are subject to the 2%/3% pay disposal. reduction.
The 75% appropriation placed a hold on $163,975 of the annual expenditures for this function, which is not shown in the table below. The total appropriation is $491,925, and Council will determine whether to appropriate the remaining 25% as planned or with revisions at a mid-year budget review.
Performance Measures FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 Actual Actual Actual Estimated Projected Total tons disposed (tons) 8,840 8,080 8,452 9,000 9,000 Customer accounts 3,864 4,195 4,300 4,300
FY 2021 Goals and Objectives See Public Works: Engineering & Administration for Department-wide goals and objectives.
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140 of 574 Narrative | General Fund | FY 2021 Adopted
PUBLIC WORKS: REFUSE DISPOSAL MISSION The mission of Public Works is to provide Budget Highlights project design, contract administration, and The budget for Refuse Disposal includes tipping fees to the construction supervision and inspection for various public works projects, including but not Rappahannock Regional Solid Waste Management Board (R- limited to street lighting, sidewalk Board), which runs a landfill in Stafford County, and maintenance, tree trimming, street monitoring costs for a closed City owned landfill. The City’s maintenance, and the Public Works Capital overall refuse collection and disposal operations are Improvements Program. represented between this section and the Refuse Collection WHAT WE DO budget. The R-Board is a joint operation of the City and Stafford County. Stafford County serves as the Budget Summary fiscal agent for R-Board operations. The City The FY 2021 budget for Refuse Disposal represents a 5.0% issued bonds on behalf of the R-Board in FY 2016 to build a new cell at the landfill. Debt decrease from the revised FY 2020 budget. service is supported by R-Board revenues. Additional bonds are included in the FY2020 Personnel in this function are subject to the 2%/3% pay budget for a new cell. Recently enacted flow reduction. control ordinances in the City and Stafford County are expected to positively impact R- Staff does not include any changes to the solid waste fee Board operations. schedule in FY 2021 besides the recycling charge. The City owns a closed landfill on Cool Springs Road in Stafford County. Although no waste is received at this facility, the City must maintain the facility to federal and state environmental standards. This primarily takes the form of operation and maintenance of the methane gas monitoring and extraction system and performing groundwater inspections as required by the Virginia Department of Environmental Quality. Revenues
141 of 574 Narrative | General Fund | FY 2021 Adopted | Public Works: Refuse Disposal
Expenditures The 75% appropriation placed a hold on $91,038 of the annual expenditures for this function, which is not shown in the table below. The total appropriation is $273,112, and Council will determine whether to appropriate the remaining 25% as planned or with revisions at a mid-year budget review.
FY 2021 Goals and Objectives See Public Works: Engineering & Administration for Department-wide goals and objectives.
142 of 574 Narrative | General Fund | FY 2021 Adopted
PUBLIC WORKS: SHOP & GARAGE MISSION The mission of Public Works is to provide Budget Highlights project design, contract administration, and Shop & Garage maintains approximately 220 vehicles across construction supervision and inspection for various public works projects, including but not eleven City departments as well as approximately 140 pieces limited to street lighting, sidewalk of non-propelled equipment, such as weed eaters, chain saws, maintenance, tree trimming, street trash pumps, air compressors, stump grinders, etc. maintenance, and the Public Works Capital Improvements Program.
Budget Summary WHAT WE DO
The FY 2021 budget for Shop & Garage represents a 5.2% The Shop and Garage Division of the Public decrease from the revised FY 2020 budget. Works Department is responsible for the maintenance of the vehicle and equipment Personnel in this function are subject to the 2%/3% pay fleet for the City, with the exception of transit reduction. and school board vehicles. Automotive and equipment maintenance is performed on The 75% appropriation placed a hold on $312,348 of the approximately 220 self-propelled units for the annual expenditures for this function, which is not shown in Department of Public Works and other city departments, and approximately 140 pieces of the table below. The total appropriation is $937,043, and non-propelled equipment. The Division also Council will determine whether to appropriate the remaining provides administrative support including 25% as planned or with revisions at a mid-year budget review. purchasing, inventory control, payroll, utility drafting and graphics development, and management for the City Shop staff.
Budget Personnel Highlights The Division requested creation of a new full-time mechanic position in both its FY 2020 and FY 2021 budget requests citing increased workload. Although not included in this adopted budget, it may be presented for consideration in future budget requests.
143 of 574 Narrative | General Fund | FY 2021 Adopted | Public Works: Shop & Garage
Performance Measures Vehicles Maintained by Shop & Garage Public Works 87 Police Department 64 Parks & Rec 17 Public Facilities 9 Building & Development 5 I.T. 5 Sheriff 22 Social Services 6 Courts 2 Planning 2 Commonwealth Attorney 1 Total 220
FY 2021 Goals and Objectives See Public Works: Engineering & Administration for Department-wide goals and objectives.
144 of 574 Narrative | General Fund | FY 2021 Adopted
PUBLIC WORKS: SNOW REMOVAL MISSION The mission of Public Works is to provide Budget Highlights project design, contract administration, and In FY 2020, the Snow Removal function within Public Works construction supervision and inspection for various public works projects, including but not completed construction of a replacement salt storage limited to street lighting, sidewalk building; restocked salt supply; added additional mobile maintenance, tree trimming, street radios; and developed a comprehensive snow and ice control maintenance, and the Public Works Capital plan for the City. Improvements Program. WHAT WE DO Budget Summary As part of the effort to better manage the City’s snow removal efforts, funds for this The Snow Removal budget represents an 8.1% decrease from purpose have been included in a separate the revised FY 2020 budget. funding unit. Costs for snow removal may vary significantly from year to year. Personnel in this function are subject to the 2%/3% pay reduction.
The 75% appropriation placed a hold on $30,632 of the annual expenditures for this function, which is not shown in the table below. The total appropriation is $91,898, and Council will determine whether to appropriate the remaining 25% as planned or with revisions at a mid-year budget review.
FY 2021 Goals and Objectives See Public Works: Engineering & Administration for Department-wide goals and objectives.
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146 of 574 Narrative | General Fund | FY 2021 Adopted
MISSION
PUBLIC WORKS: STREET MAINTENANCE The mission of Public Works is to provide project design, contract administration, and Budget Highlights construction supervision and inspection for In FY 2020, the Street Maintenance division within Public various public works projects, including but not limited to street lighting, sidewalk Works: maintenance, tree trimming, street maintenance, and the Public Works Capital • Repaired approximately 358 pot holes representing Improvements Program. 8,700 square feet; • Repaired excavation locations due to water and sewer WHAT WE DO utility maintenance, representing 8,200 square feet; The Street Maintenance Division of the Public and Works Department has three crews: the tree • Graded and stoned alleyways to improve condition crew, the concrete crew, and the patch and asphalt crew. and travel; and • Received Tree City Designee for the 33rd consecutive The tree crew maintains trees within the City’s year from Tree City USA. right-of-way. The concrete crew repairs and replaces the The Street Maintenance division has also worked to improve City’s concrete sidewalks, curbs, gutters, the recycling of construction debris; increase productivity by driveways, handicap ramps, and drainage minimizing vehicle/equipment breakdowns; and improve the structures. In addition, this crew is condition of city sidewalks, curb and gutter, and driveway responsible for the repair and installation of brick sidewalks. aprons by developing a balance between inquiry response and preventative maintenance. The patch and asphalt crew performs pothole patching and limited paving for the City’s In FY 2021, Street Maintenance will: asphalt streets and roadways.
• Continue researching alternative methods of All three crews will also perform duties as necessary to assist with flood recovery and improving road integrity in effort to extend the life of snow removal. aging streets. • Decrease the amount of cold patch used in the right- The Urban Forestry Program is administered through the Street Maintenance division. The of-way during cold season by recycling hot asphalt Department of Public Works is responsible for waste. maintaining the City’s Urban Forest. The Tree • Improve quality of asphalt repairs with training. Program is primarily designated for purchasing • Continue to rehabilitate tree wells in the downtown new trees and related materials (mulch, stakes, watering bags, etc.) and paying for historic district with new trees and rubber mulch contracted labor and services for installing and material. maintaining new trees . Budget Summary The City maintains a separate set of accounts to assist in the tracking of the street tree planting efforts of the City. City employees in the Street Maintenance division work on street trees as part of their duties. The program is managed by the Engineering and Administration Division of the Public Works Department.
147 of 574 Narrative | General Fund | FY 2021 Adopted | Public Works: Street Maintenance
The FY 2021 budget for Street Maintenance represents a 2.1% decrease from the revised FY 2020 budget.
Personnel in this function are subject to the 2%/3% pay reduction.
The 75% appropriation placed a hold on $309,701 of the annual expenditures for this function, which is not shown in the table below. The total appropriation is $929,104, and Council will determine whether to appropriate the remaining 25% as planned or with revisions at a mid-year budget review.
Performance Measures FY 16 ACTUAL FY 17 ACTUAL FY 18 ACTUAL FY 19 ACTUAL TONS OF ASPHALT PLACED 377 360 324 358
FY 2021 Goals and Objectives See Public Works: Engineering & Administration for Department-wide goals and objectives.
148 of 574 Narrative | General Fund | FY 2021 Adopted
PUBLIC WORKS: STREET SANITATION MISSION The mission of Public Works is to provide Budget Highlights project design, contract administration, and In FY 2020, the Street Sanitation division within Public Works: construction supervision and inspection for various public works projects, including but not • Continued to improve personnel management, limited to street lighting, sidewalk maintenance, tree trimming, street particularly in the fall and spring seasons to most maintenance, and the Public Works Capital effectively manage leaf collection and vegetation Improvements Program. management; and WHAT WE DO • Improved street cleaning operations with a special emphasis on cleaning efforts in the downtown area; The Street Sanitation crew provides weed and and grass cutting, leaf collection, litter control, special collections, maintenance of In FY 2021, Street Sanitation aims to provide street sanitation approximately 135 public trash receptacles levels of service that meet and exceed the expectations of the (serviced 3 times per week), and assistance to other City departments and non-profit groups community, enhancing the appeal of City streets, sidewalks, for activities and events annually. The and downtown business district. The division welcomes members of the Street Sanitation crews also suggestions for improvement from residents and council perform duties, when needed, related to regarding more frequent litter collection and placing more storm/flooding recovery and snow/ice removal. emphasis on weed control downtown and in neighborhood settings.
Budget Summary The FY 2021 budget for Street Sanitation represents a 1.4% decrease from the revised FY 2020 budget.
Personnel in this function are subject to the 2%/3% pay reduction.
The 75% appropriation placed a hold on $257,731 of the annual expenditures for this function, which is not shown in the table below. The total appropriation is $773,193, and Council will determine whether to appropriate the remaining 25% as planned or with revisions at a mid-year budget review.
FY 2021 Goals and Objectives See Public Works: Engineering & Administration for Department-wide goals and objectives.
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150 of 574 Narrative | General Fund | FY 2021 Adopted
MISSION
PUBLIC WORKS: TRAFFIC MANAGEMENT & The mission of Public Works is to provide OPERATIONS project design, contract administration, and construction supervision and inspection for Budget Highlights various public works projects, including but not limited to street lighting, sidewalk In FY 2020, the Traffic Management and Operations maintenance, tree trimming, street Department within Public Works: maintenance, and the Public Works Capital Improvements Program.
• Applied more than 47,000 linear feet of pavement WHAT WE DO markings throughout the City; The Traffic Management and Operations • Continued a dedicate traffic signal maintenance Department within Public Works is responsible program and performed more than 200 traffic signal for the management, installation, repair and preventative maintenance visits; maintenance, and repair of traffic signals, • Repaired or replaced damaged/faulty conductor signs, and pavement markings within the City cabling at signalized intersections; limits. The department manages more than 180 downtown and public landmark lighting • Installed new communications devices at 13 traffic fixtures; maintains 55 signalized intersections, signals with connected vehicle technology 6,500 signs, 10,000 linear feet of guardrail, capabilities; and over 750,000 linear feet of traffic • Completed Centracs traffic signal central system pavement markings. The division is responsible for traffic count data collection, communications project; surveys, studies, accident investigations, • Responded to approximately 23 calls for repairs to weekly installation of event banners and a signals during non-regular work hours; Work Zone Safety Program. The work unit • Fabricated 500 signs, installed 100 new signs, and supports traffic work zones for Public Works field crews as non-routine support is required, removed 35 signs; as well as supporting contractor work zone • Performed 80 repairs to the City’s more than 150 activities. colonial lamp post lighting fixtures in the Downtown The Traffic Division supports efforts such as area, which represents a 30% increase over the prior Christmas lighting and other special event or year’s activity. This is attributable to the progressive holiday decorations in the downtown area. failure of this aging light infrastructure; Public Works Traffic activities are generally • Installed new emergency vehicle preemption systems governed by the Federal Highway at 13 signalized intersections; and Administration (FHWA) regulations: “Manual • Performed many other traffic infrastructure repairs on Uniform Traffic Control Devices” (MUTCD), and upgrades. Virginia Department of Transportation regulations or other regulations of the Budget Summary Commonwealth of Virginia, and City Code. The FY 2021 budget for Traffic represents a 10.4% decrease Traffic Department staff also assist in from the revised FY 2020 budget. storm/flooding and snow/ice removal as well as emergency responses for traffic signals and Personnel in this function are subject to the 2%/3% pay signage. reduction.
The 75% appropriation placed a hold on $214,415 of the annual expenditures for this function, which is not shown in the table below. The total appropriation is $643,246, and Council will determine whether to appropriate the remaining 25% as planned or with revisions at a mid-year budget review.
151 of 574 Narrative | General Fund | FY 2021 Adopted | Public Works: Traffic Management & Operations
FY 2021 Goals and Objectives See Public Works: Engineering & Administration for Department-wide goals and objectives.
152 of 574 Narrative | General Fund | FY 2021 Adopted
REGIONAL CORRECTIONAL INSTITUTIONS RAPPAHANNOCK REGIONAL JAIL The Rappahannock Regional Jail serves the Budget Highlights adult corrections needs of the counties of The City of Fredericksburg participates with several regional Stafford, Spotsylvania, King George, and the City of Fredericksburg. partners and the State to fund the operations of the Rappahannock Regional Jail and the Rappahannock Juvenile RAPPAHANNOCK JUVENILE CENTER Detention Center. The City’s partners for the Rappahannock The Rappahannock Juvenile Center (RJC) Regional Jail include Stafford County, Spotsylvania County, provides secure incarceration for court- and King George County. The Juvenile Center includes those ordered youth, crisis intervention, substance jurisdictions, plus the Counties of Orange, Madison, and abuse, and counseling services serving the 15th District Court Unit comprising of the City Louisa. of Fredericksburg, King George County, Spotsylvania County and Stafford County. Budget Summary
The Regional Correctional Institutions budget represents a 9.9% decrease from the revised FY 2020 budget.
The 75% appropriation placed a hold on $998,988 of the annual expenditures for this function, which is not shown in the table below. The total appropriation is $2,996,994, and Council will determine whether to appropriate the remaining 25% as planned or with revisions at a mid-year budget review.
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154 of 574 Narrative | General Fund | FY 2021 Adopted
SAFETY & RISK MANAGEMENT MISSION To promote the safety and health of the City’s Budget Highlights workforce through targeted safety programs, The Safety & Risk Management program continues to improve reviews of incidents with follow up corrective actions, and additional job safety training. the culture of safety established through training, assessments, inspections, and safety guidance. A new Safety WHAT WE DO & Risk Manager was hired in February 2020. In FY 2021, Safety The Safety & Risk Management program & Risk Management will: works to ethically protect the City’s human, physical, and financial assets by fostering a • Continue to cultivate active management involvement proactive culture of occupational safety and through a holistic commitment to safety, as well as risk reduction for all City employees. Program active employee participation and responsibility; staff ensure that training and professional development activities are provided to ensure • Conduct annual specific departmental training and compliance with local, state, and federal matrix reviews ensure that employees comply with regulations; provide leadership for the City the City’s policies; and Safety and Accident Review Committees; and • Develop, promote, and collaborate with all employees serve as the primary contact with the City’s to strive for a healthy and safe work environment for insurer for workers’ compensation and property and general liability claims. all employees through essential engagement and positive customer service.
Budget Summary The FY 2021 budget for Safety & Risk Management represents a 6.0% increase from the revised FY 2020 budget.
Personnel in this function are subject to the 2%/3% pay reduction.
The 75% appropriation placed a hold on $30,707 of the annual expenditures for this function, which is not shown in the table below. The total appropriation is $92,119, and Council will determine whether to appropriate the remaining 25% as planned or with revisions at a mid-year budget review.
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156 of 574 Narrative | General Fund | FY 2021 Adopted
SHERIFF MISSION To enhance the lives of our citizens by Budget Highlights providing a diverse package of recreation and In FY 2021, the Sheriff anticipates continued increases to the park opportunities. amount of civil process, and warrant in debt or distress orders WHAT WE DO from the Treasurer’s Office. The office also anticipates The Fredericksburg City Sheriff is an continuation of mandatory training for all deputies, NIMS independent Constitutional Officer elected to Training, and continued work with the area-wide Counter a four-year term by the citizens of Terrorism Task Force. The Sheriff estimates 63,500 civil Fredericksburg. The Sheriff and their staff process papers were served in FY 2020, and Sheriff staff provide court security and facilitate the civil process by serving a variety of legal notices. provided court security to the Circuit Court for 544 court days; to the General District Court for 275 court days; and to the The Sheriff’s office upholds the purpose of Juvenile and Domestic Relations (J&DR) Court for 395 court Civil Process by providing timely notice to a person or legal entity of pending legal action. days. The notice may be in the form of various legal documents and must be served in accordance Budget Summary with the law as it pertains to that particular document. Civil process includes subpoenas, The FY 2021 budget for Sheriff represents a 0.2% increase writs, show causes, garnishments, summons, from the revised FY 2020 budget. and warrants-in-debt.
Public safety personnel are not subject to the 2%/3% pay Sheriff’s deputies are also responsible for the reduction. security of the Courthouse. Their duties include the protection of life and property for judges, court personnel, attorneys, citizens and prisoners.
The Sheriff’s Office also provides law enforcement assistance on an as-needed basis, transports of prisoners and others in custody, and other tasks in accordance with the Code of Virginia. Revenues
157 of 574 Narrative | General Fund | FY 2021 Adopted | Sheriff
Expenditures The 75% appropriation placed a hold on $605,770 of the annual expenditures for this function, which is not shown in the table below. The total appropriation is $1,817,310, and Council will determine whether to appropriate the remaining 25% as planned or with revisions at a mid-year budget review.
Budget Personnel Highlights Over the past year, the north-central Virginia region has seen a major increase in wage competition for public safety personnel, which includes Police, Fire, E-911, Emergency Medical, and Sheriff personnel. As an initial response, the City Council amended the budget to provide for a 5% salary increase and adopted an increase in multiplier for the Virginia Retirement System in FY 2020. The increased multiplier serves as an enhancement to the retirement benefit for public safety personnel.
The FY 2021 Recommended Budget included proposed measures to maintain a path towards these goals. Due to the COVID-19 pandemic, this proposal was not included in the adopted budget. The Adopted Budget contains a smaller $100,000 set-aside for a performance pay plan, and the City is working with a human resources consultant to analyze the regional public safety labor market and make recommendations concerning increasing compensation to stay competitive.
FY 2021 Goals and Objectives Function Goals Objectives Civil Process Continue to promptly serve Continue to look for ways to streamline the process Civil Process papers sent to of delivering civil papers throughout the City. the Fredericksburg Sheriff’s Office. Court Continue to provide adequate Continue to train staff on current and emerging Security security for all of the Courts. security measures and practices.
158 of 574 Narrative | General Fund | FY 2021 Adopted
TRANSPORTATION MISSION To enhance coordination with regional and Budget Highlights state transportation authorities and to In FY 2020, Transportation helped secure over $33 million in improve the City’s ability to compete for a variety of federal and state transportation project funding and assisted VDOT to refine the Gateway Blvd. grants. project. This department administers City projects, works with VDOT to administer others, and provides Records WHAT WE DO Management services to city departments. The Transportation Division actively pursues funding for the City’s transportation network In FY 2021, Transportation anticipates developing and which includes roads, bridges, trails and submitting the next round of funding applications sidewalks. The Division is staffed by a Senior representing $50 million in new infrastructure investments, Planner, who reports directly to the Assistant and continuing implementation of funded projects. City Manager. The Planner currently serves on the FAMPO Technical Committee. Historic markers, record archiving, and the City’s Budget Summary shredding program are also included in the Transportation program budget. The FY 2021 budget for Transportation represents a 3.3% decrease from the revised FY 2020 budget.
Personnel in this function are subject to the 2%/3% pay reduction.
The 75% appropriation placed a hold on $40,697 of the annual expenditures for this function, which is not shown in the table below. The total appropriation is $122,092, and Council will determine whether to appropriate the remaining 25% as planned or with revisions at a mid-year budget review.
Budget Personnel Highlights Transportation requested a new full-time Transportation Project Manager for FY 2021, which was not included in the Adopted Budget.
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160 of 574 Narrative | General Fund | FY 2021 Adopted
TREASURER MISSION The Treasurer provides Cash Management and Investment The Treasurer’s mission is two-fold: first, to bill Services to City government. The cash management cycle and collect all taxes, fees, and state funds, originates in the Treasurer’s Office, where daily funds are assuring they are processed and maintained with proper security and accounting controls in processed through the revenue system and maintained with place; and second, to provide exemplary proper security and accounting controls in place. Funds are customer service to the citizens of then deposited electronically into a qualified bank. The Fredericksburg with respect, courtesy, and Treasurer is responsible for reconciling all cash balances with fairness. the City's financial institutions within 15 days of month end. WHAT WE DO The Treasurer is also responsible for overseeing the The Treasurer’s responsibilities include, but investment of City funds. are not limited to: the collection and The Collections program includes collection of current and disbursement of all city funds; banking and investment transactions; billing and collection delinquent taxes and fees. The Treasurer bills for collection of of taxes, parking violations, utility bills; and real estate taxes, personal property taxes, business license the collection enforcement of delinquent taxes and utility use fees. If compliance is not achieved accounts. through the billings process, then the Treasurer initiates additional collection methods including delinquent notices, tax liens, booting of vehicles, DMV Registration Withholding, Debt Set Off, warrants in debt, judicial tax sale and other court actions.
Budget Summary The FY 2021 budget for Treasurer represents 0.3% decrease from the revised FY 2020 budget.
Personnel in this function are not subject to the 2%/3% pay reduction, but the Treasurer voluntarily accepted a 3% pay reduction. Revenues
161 of 574 Narrative | General Fund | FY 2021 Adopted | Treasurer
Expenditures The 75% appropriation placed a hold on $219,570 of the annual expenditures for this function, which is not shown in the table below. The total appropriation is $658,711, and Council will determine whether to appropriate the remaining 25% as planned or with revisions at a mid-year budget review.
FY 2021 Goals and Objectives Function Goals Objectives Cash Maintain accurate and up-to- Ensure that all bank accounts will be reconciled Management date reconciliations of bank within the first week of the following month and the & accounts and the Treasurer’s general ledger Treasurer’s Fund no later than the Investment Fund in the general ledger. second week. Services Continue to mail billings in a Ensure that office scheduling permits sufficient time timely manner. to create bill files, check for accuracy and transmit to the printer for production and mailing in ample Successfully collaborate in the time to give the taxpayer 30 days to pay the bill. transition to a new ERP system. Work with IT, Finance and other City departments in the transition to the new ERP system. Collections Maintain accurate and up-to- Increase technology based services, including date reconciliation of bank electronic vendor payments. accounts with the City’s Continue the use of mass collection tools such as accounting system. DMV Registration Withholding, State Debt Set Off, Increase technology based Seizure by Booting, and the judicial process. services provided to Participate and pass examinations in the required customers. course curriculums as Treasurer and uphold the Maintain high collection rates. Treasurer’s Association of Virginia Code of Ethics. Maintain a high quality of customer service.
162 of 574 Narrative | General Fund | FY 2021 Adopted
VOTER REGISTRAR MISSION The Voter Registrar serves the citizens of the Budget Highlights City of Fredericksburg and the Commonwealth The Voter Registrar is currently implementing significant new of Virginia to provide fair and honest elections in accordance with the Code of Virginia by requirements in response to State legislation that took effect providing easy and readily available access to July 1, 2020. State law now mandates 45 days no-excuses registration and casting of votes within early voting by mail or in-person, locality postage paid ballot election laws and guidelines. returned envelopes, same day voter registration, extended WHAT WE DO ballot by mail processing for the 4 days after each election day, and expanded Election Day polling hours. The Voter The office of Voter Registration and Elections administers a comprehensive program of Registrar will comply with all requirements while practicing uniform statewide voter registration for CDC & Virginia workplace COVID-19 safety requirements. qualified citizens to vote in federal, state, and local elections. The General Registrar is The COVID-19 pandemic has driven a large increase in voting appointed by and serves at the pleasure of the by mail, which requires significantly more labor for processing three member Fredericksburg Electoral Board. applications, preparing ballot mail, and processing returned The Registrar provides all registration services by mail ballots. The Voter Registrar will be required to have and those election services delegated by the local electoral board in conformity with the staff and/or Officers of Election available daily to process by federal and state constitutions, state and local mail applications, ballots, and in-person voters, as well as, election laws and the policies and regulations preparing for Election Day while answering the public’s established by the General Assembly, State questions in-person, by email, and phone. It is anticipated Board of Elections and City Council. The that this will require Saturday and Sunday working shifts up to Electoral Board is responsible for ensuring uniformity, fairness, accuracy and purity in all the November 3, 2020 presidential election. The Voter elections in the City of Fredericksburg. Registrar has experienced a noticeable uptick in concerned voters reaching out to the office with questions and concerns about voting by mail, COVID-19, and Election Day processes.
The Voter Registrar encourages all citizens to promptly register to vote, update registration, request a ballot be mailed to you, and not to wait to return ballots once received. City residents can request a ballot by mail at the Virginia Department of Elections Citizen Portal.
Budget Summary The FY 2021 budget for Voter Registrar represents a 39.0% increase from the revised FY 2020 budget. There is significant new grant support for this department’s activities in support of 2020 elections.
Personnel in this function are not subject to the 2%/3% pay reduction, but the Voter Registrar voluntarily accepted a pay cut and the office accepted cuts in other operational areas in lieu of pay reductions.
163 of 574 Narrative | General Fund | FY 2021 Adopted | Voter Registrar
Revenues
Expenditures The 75% appropriation placed a hold on $117,383 of the annual expenditures for this function, which is not shown in the table below. The total appropriation is $352,150, and Council will determine whether to appropriate the remaining 25% as planned or with revisions at a mid-year budget review.
Current and Anticipated Grant Awards The Voter Registrar anticipates a total of $55,919 in support from grant awards spanning both FY 2020 and FY 2021.
Grant Date Range Grant Funds City Match Total Award HAVA CARES Act Jan 2020 – Dec 2020 $55,919 $0 $55,919 Total $55,919 $0 $55,919
Budget Personnel Highlights At a February 11, 2020 meeting, the City of Fredericksburg Electoral Board approved the conversion of the existing part-time position to a full-time Assistant Voter Registrar, and also approved the addition of two additional full-time positions in February 2020. The Voter Registrar has indicated that, should the City of Fredericksburg local governing body continues to desire the prosecution of local general elections, their office will likely request the addition of two additional full-time staff in FY 2022. This budget recommends conversion of one part-time employee to a full-time employee. Should additional new positions above and beyond what is recommended in this budget ultimately be required, City staff will bring forth a proposal for City Council in FY 2021.
Consistent with the Voter Registrar’s request, this budget recommends conversion of an existing part- time position to a full-time Assistant Voter Registrar effective July 1, 2020.
The cost of the position, including both salary and benefits, is $61,838. This total cost is partially offset by a reduction in part-time personnel costs for the Voter Registrar.
164 of 574 Narrative | General Fund | FY 2021 Adopted | Voter Registrar
Key Voter Registrar Statistics • 18,048 registered voters in the City of Fredericksburg as of 8/4/2020. Increase of 1.5% since the June 23, 2020 Primary Elections. 17,785 registered voters in the City of Fredericksburg as of February 11, 2020, up from 17,351 registered voters in May 1, 2018 City Election (2.5% increase). • 1,774 total votes cast in the June 23, 2020 Democratic Primary. 422 total votes cast in the June 23, 2020 Republican Primary. Combined=2,196 votes cast. 1,420 total votes cast in the 2018 City of Fredericksburg Elections for Ward-specific City Council and School Board members.
FY 2021 Goals and Objectives Function Goals Objectives Voter Registration Continue initiatives to engage Continue to successfully run all voters in the electoral local, general, primaries and process in the City of special elections. Fredericksburg. Assist potential candidates in providing the correct election and campaign forms.
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166 of 574 Narrative | Non‐General Fund | FY 2021 Adopted
MULTIPURPOSE STADIUM FUND PURPOSE OF FUND Potomac Baseball, LLC, built a multi‐purpose Budget Summary stadium in Celebrate Virginia South. The new The FY 2021 budget recommends a payment of $1,050,000 to stadium is the new home of the Fredericksburg Nationals, formerly the the Multipurpose Stadium Fund established in FY 2020, and it Potomac Nationals, minor league baseball will be the first full year of payments to Potomac Baseball, LLC team. The stadium will also be available for a that were negotiated as part of the City’s overall agreement variety of other public and private uses with the team. The City will use revenues generated from throughout the year. stadium activities to fund these payments. Per the agreement with Potomac Baseball, LLC, the City will offset this payment by recording tax revenues related to the stadium and team operations in the Baseball Stadium Fund. Affected revenues would include real estate taxes, personal property taxes, business license taxes, meals taxes, admissions taxes, and sales taxes.
The City’s revenue from the license for outdoor concerts is also part of this fund. The Fund also includes a small amount for payments to the team for parks and recreation programming, as allowed under the agreement for special services or operations.
The Baseball Stadium is forecast to be a balanced fund, with revenues equal to expenditures. Any balance forward would be available to help meet the City’s future obligations under the agreement.
The Fredericksburg Nationals were scheduled to play their first home game in the new stadium on April 23, 2020, but that has been delayed due to the pandemic.
Revenues
Expenditures
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168 of 574 Narrative | Non-General Fund | FY 2021 Adopted
BLIGHT ABATEMENT FUND PURPOSE OF FUND The Blight Abatement program addresses Budget Summary dilapidated or deteriorated structures that The FY 2021 Adopted Budget makes no new transfers to the endanger or are detrimental to the public health, safety, or welfare. When the City’s Blight Abatement Fund from the General Fund. The $95,000 Property Maintenance Official becomes aware in total funding for FY 2021 assumes $20,000 in local revenue of a structure in poor condition, she contacts in the form of reimbursements from property owners for the owners and works with them to bring the blight abatement activities, and $75,000 taken from the structure into compliance with the state balance of the fund. building code. If the property owner cannot or will not repair the structure, Blight Abatement At close of FY 2019, the Blight Abatement fund held a balance funds are available to repair or demolish the structure. This process requires review by the of $219,341. Existing balances in this fund will be rolled over City Manager and the City Council. to provide continued support for code compliance activities as needed, in accordance with City policy. The Department of Community Planning and Building administers activities within the Blight Abatement Fund. Unspent fund balances are rolled over from year to year to ensure resources are available for this program. Revenues
Expenditures
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170 of 574 Narrative | Non-General Fund | FY 2021 Adopted
CHILDREN’S SERVICES ACT FUND ABOUT THIS FUND The City’s General Fund transfer for CSA will decrease to The Fredericksburg Children’s Services Act $1,175,000 in FY 2020 from $1,400,000 in FY 2020. Program (CSA) has been assisting at-risk youth and their families navigate the The Fredericksburg CSA program uses a formal utilization review complex array of services offered in our process to assist with better assessment methods, such as the community and around the state since Child and Adolescent Needs and Strengths assessment (CANS) 1993. CSA is structured in a way to offer comprehensive services meant to and the Virginia Enhanced Maintenance Assessment Tool improve and strengthen outcomes for (VEMAT), which is essential to matching services with the child’s children and their families. level of need. The consistently high number of children in foster The CSA Program oversees a collaborative care and Special Education Day (SPED) schooling are being system of child-centered, family focused, highlighted because these two factors are the most significant, and community-based services and measurable indicators affecting the CSA budget. funding that addresses the strengths and needs of troubled and at-risk youths and Fredericksburg Children in Foster Care their families in the City. It ensures that services and funding are consistent with The high number of children in foster care has remained the Commonwealth’s policies of preserving families and providing consistent over the past year. Fredericksburg Department of appropriate services in the least Social Services currently has 41 children in foster care. Of the restrictive environment, while protecting 4lchildren in foster care, 22 children (54%) did not meet Title IV-E the welfare of children, and maintaining requirements and are funded completely through the CSA the safety of the public. program. The Fredericksburg CSA program provides agency collaboration through the Expenditures to serve children in foster care and their families Community Policy Management Team has increased from 29% in FY20 19 to 45% in FY2020. This (CPMT) and Family Assessment Planning increase is largely due to the number of children that did not Team (FAPT), which oversees access to qualify for IV-E funding. Historically, an average of 70% of services and manages the funding for these services. children in foster care were eligible for IV-E funding. However, this number has decreased to the current rate of 46%, leaving The program has consistently accessed 54% of children in foster care fully funded by CSA. Title IV E alternate funding sources such as Medicaid, Title IV-E, PSSF, and PD-16 in an determination is dependent the income, resources and familial attempt to contain local funding relations in the removal home. requirements.
The General Fund transfers funding to the CSA Fund to meet the City’s obligation to provide local funding for CSA.
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Number of Fredericksburg Children in Foster Care
Children in foster care and their families utilize CSA funding for numerous community-based services. In severe cases, CSA funds are utilized for therapeutic foster care or residential placements, for youth who require extreme levels of support and supervision.
Special Education (SPED) and Private Day Placements Some children, for a variety of reasons, are not able to be educated in the public school setting. When public school education is not possible, access to Special Education (SPED) schooling provides these children with a less restrictive option to day or residential treatment centers. Private Day placements offer smaller class sizes and a therapeutic component during the school day, addressing the children’s needs as a whole. These services are mandated through a child’s Individualized Education Plan (IEP) and are utilized only when every other option has been exhausted, as a SPED placement is reserved for only the most severe cases. The schools are solely responsible for the evaluation and services listed in each child’s IEP.
SPED placements are costly, averaging $335 per child each day. SPED expenditures constitute a rising portion of the total expenditures under CSA- both locally and state-wide. The table below shows Fredericksburg CSA’s SPED expenditures.
FY 2021 SPED expenditure projections were calculated based on a three-year historical increase of children receiving CSA funded SPED placements of 35%. The average annual cost of services of $48,000 per year per child.
Family First Prevention Services Act (FFPSA) The CSA program will also be experiencing change when the Family First Prevention Services Act (FFPSA) goes into effect. This Act allocates Title IV-E funding for prevention services. The CSA program may experience a decrease in some areas because prevention services previously funded through CSA may qualify for reimbursement under the FFPSA. While some families may qualify for Title IV-E funds for select community-based services, the FFPSA restricts Medicaid funding for Level B facilities (Group Homes). The FFPSA was scheduled to go into effect on April 1, 2020; but this date is expected to be delayed.
172 of 574 Narrative | Non-General Fund | FY 2021 Adopted
Revenues
Expenditures Major expenditures in Children’s Services included within the All Other Charges category but not displayed in detail below are primarily contracted social services for eligible children such as therapies, special placements, counseling, and other special programs. These expenditures are approved by the City’s Community Policy Management Team (CPMT).
The 75% appropriation placed a hold on $974,478 of the annual budget for this function, which is not shown in the table below. The total appropriation is $2,923,436, and Council will determine whether to appropriate the remaining 25% as planned or with revisions at a mid-year budget review.
FY 2021 Goals and Objectives Function Goals Objectives Reduce Special Education Day Collaborate with community partners to develop a costs by decreasing the length service to assist families with the transition of their of stay for Private Day child from Private Day placement to public school. Placements. Improve outcomes for To have 75% parent/guardian participation in the children and their families in FAPT process through the use of the CSA program by increasing telecommunication, surveys, and caseworker parent/guardian participation. contact prior to as well as during FAPT meetings. Track student performance in Review statistical data from the schools to compare Private Day school settings to behavior and achievement of students in Private Day
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Function Goals Objectives ensure needs are met and School versus the Public School from which they progress is made. were removed.
CSA Strategic Planning On October 17, 2019, twelve representatives from FAPT and CPMT participated in a Strategic Planning Meeting facilitated by Jerry Tracy, from Stillmeadow-Benchmark Associates. The objective of the meeting was to establish a set of action items for the CSA program that conform to the SMART criteria (Specific, Measurable, Achievable, Realistic and Timely); and which align with the priorities of the Fredericksburg CPMT.
Several members of FAPT and CPMT have volunteered to participate in an ongoing Strategic Planning Implementation Team that started meeting regularly in January 2020. The team will use the information, ideas and actions steps identified at the Strategic Planning Meeting to drive decision making aimed at serving children and families in the most efficient way while achieving the best outcomes. The following are objectives that have already been identified as priorities:
• Program Outcomes: Evaluate and streamline the FAPT referral and meeting process to better support case managers and families. Implement family-specific goal tracking to measure and track service planning goals and outcomes. • Role of CSA: Provide more extensive and ongoing CSA-specific training to CPMT and FAPT members, as well as FAPT case managers. Implement a review team, composed of FAPT members to audit monthly reports provided by vendors to evaluate service efficiency and promote accountability. • Provider Contacting: Develop contract requirements specific to engagement and termination. Identify tasks involved in contract administration and responsible parties for the implementation and maintenance of vendor contracting.
174 of 574 Narrative | Non-General Fund | FY 2021 Adopted
CITY GRANTS FUND PURPOSE OF FUND Budget Summary The City Grants Fund is a special revenue fund that accounts for a variety of grant-funded and This budget recommends a General Fund transfer of $308,000 other special revenue related programs. It includes ongoing programs as well as one-time to the City Grants Fund. grants. Fund Overview For detail on individual grants and special revenue programs, please see the Line Item Detail section of this budget document for Fund 210, City Grants Fund. Revenues
Expenditures The 75% appropriation placed a hold on $370,105 of the annual budget for City Grants accounts, which is not shown in the table below. The total appropriation is $1,110,314, and Council will determine whether to appropriate the remaining 25% as planned or with revisions at a mid-year budget review.
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176 of 574 Narrative | Non-General Fund | FY 2021 Adopted
PARKING FUND ABOUT THIS FUND The FY 2021 Adopted Budget funds the Parking Fund at $711,543, The Parking Fund is an enterprise fund which is a 32.9% decrease from the FY 2020 revised funding level originally established to account for the of $1,060,166. The Parking Fund includes the operations of the operation, debt service, and maintenance of the Sophia Street Parking Garage. The Sophia Street Parking Garage as well as several expenditures for Sophia Street Parking Garage provides downtown parking lots currently leased by the City. In addition to 297 parking spaces to the southern end of centralizing the financial operations of the City parking garage on downtown Fredericksburg. Sophia Street, the Parking Fund also accounts for the operation of DEBT SERVICE several parking lots that have been leased, purchased or expanded by the City. These lots include: The City utilizes surplus motor fuels taxes to pay a portion of the debt service • 1016 Charles Street (corner of Charles Street and Amelia incurred to build the Sophia Street Street) provides 46 public parking spaces available at parking garage. Debt service payments for the Parking Garage are scheduled to nights and weekends continue through FY 2026. • 904 Princess Anne Street provides 46 public parking spaces available on nights and weekends
Pandemic Impact on Parking As the COVID-19 crisis has unfolded, remote working and social distancing have led to far fewer cars on the road. Many cities across the world currently face significant revenue losses due to reduced parking revenues, and Fredericksburg is not exempt from this trend. This is consistent with national trends in parking, with real-time data from over 2,000 U.S. parking facilities monitored by data analytics & consulting firm SMARKING showing massive decreases in the year-over-year use of commuter parking facilities, which is the category of parking most comparable to the Sophia Street parking deck.1
1 https://www.smarking.com/post/real-time-market-observation-covid-19-impact-on-the-us-parking-industry
177 of 574 Narrative | Non-General Fund | FY 2021 Adopted: Parking Fund
Revenues & Fund Balance Revenue expectations for the Parking Fund have been revised significantly downwards due to lower utilization of the Sophia Street parking deck as a result of the pandemic.
Expenditures The 75% appropriation placed a hold on $117,886 of the annual budget for this function, which is not shown in the table below. The debt service paid from this fund is exempt from the partial appropriation and was appropriated at 100%. The total appropriation is $533,657, and Council will determine whether to appropriate the remaining 25% as planned or with revisions at a mid-year budget review.
The Capital Outlay category includes a charge of $191,500 for depreciation, which accounting rules require to be recognized in a governmental enterprise fund.
The Purchased Services category has been decreased in anticipation of lower anticipated expenditures on maintenance service contracts.
178 of 574 Narrative | Non-General Fund | FY 2021 Adopted
RIPARIAN LANDS STEWARDSHIP FUND ABOUT THIS FUND The Riparian Lands Stewardship Fund is a permanently protected endowment fund.
The City owns approximately 4,800 acres of riparian land along the Rappahannock and Rapidan Rivers, situated in five counties. Approximately 4,200 acres are protected under a conservation easement.
The Watershed Property Management Program provides for management and stewardship of the City’s watershed property. The program provides for a Watershed Property Manager who is Budget Summary responsible for overseeing and protecting the watershed property by conducting This budget recommends a $55,000 transfer from the General routine monitoring and inspections. The Fund to support the Watershed Property Management Program Watershed Property Manager also since interest earnings alone are not sufficient to cover its costs. corresponds with local, state and federal officials; adjacent land owners; The level of General Fund support for this program has environmental groups, and conservation stabilized in recent years, as expected. easement stakeholders. The program manager coordinates with planning staff of The City is grateful for the support of Spotsylvania and Stafford neighboring localities and attends public County for this ongoing program. hearings and other meetings where the condition of the watershed property is at stake. The individual in this position also oversees various uses of the property including, but not limited to canoeing, hunting, fishing, camping, hiking and biking and also coordinates with law enforcement officials to provide enforcement related to unauthorized and/or illegal activities upon Revenues the property.
179 of 574 Narrative | Non-General Fund | FY 2021 Adopted: Riparian Lands Stewardship Fund
Expenditures The 75% appropriation placed a hold on $24,845 of the annual budget for this function, which is not shown in the table below. The total appropriation is $74,537, and Council will determine whether to appropriate the remaining 25% as planned or with revisions at a mid-year budget review.
180 of 574 Narrative | Non-General Fund | FY 2021 Adopted
SCHOOL OPERATING FUND FREDERICKSBURG CITY PUBLIC SCHOOLS The Fredericksburg City Public Schools Budget Summary (FCPS) are a component unit of the City of Fredericksburg. They are legally separate The FY 2021 Adopted Budget transfers $29,199,266 to the from the City, governed by their elected Fredericksburg City Public Schools, a decrease of $1,260,944 school board, and present separate audited (1.5%) over the FY 2020 budgeted transfer of $30,460,210. The financial statements. Information on the school budget is available at City Manager’s Recommended Operating Budget for FY 2021 http://www.cityschools.com/finance/categ had proposed a transfer to the Fredericksburg City Public ory/budget-information/. Schools of $30,907,628, which would have been an increase of ABOUT THIS FUND $447,418 (1.5%) over the previous year. The City’s General Fund transfer to the School Operating Fund represents approximately This fund is used to account for FCPS’ 30% of the City’s total General Fund expenditures in any given operating revenue and expenditures. The year. City makes a large annual transfer from its General Fund to the School Operating Fund Financial and economic uncertainty due to the pandemic to support FCPS; the other major source of revenue and school operating support necessitated a reduction in the City transfer to the schools. comes from the Commonwealth. Additional pandemic-related federal funding for education has partially offset some of the net impact of this reduction in FY COMMONWEALTH REVENUE 2021, and FCPS has made significant changes to its operations as Revenue from the Commonwealth will vary well, shifting to 100% remote learning for at least the first few depending upon the overall state funding months of fall 2020. At the time of this publication, It is still for education and the City’s Local Composite Index score. The Local unclear what additional changes the state will make to Composite Index is the state’s method of education funding. apportioning education funding between localities to provide more aid to localities State Funding: Local Composite Index that need more aid and less to those that The City of Fredericksburg’s Local Composite Index (“LCI”) score need it less. Generally speaking, the higher from the Commonwealth has declined to 0.5840 for the FY the Local Composite Index score, the less 2021-22 biennium, which means increased state funding for City state aid is received by a locality for education, and the maximum score for any schools. locality is 0.8. Fiscal Years Fredericksburg’s LCI Y/Y Change in LCI FY 2011-12 0.7763 - FY 2013-14 0.6511 (0.1252) FY 2015-16 0.6135 (0.0376) FY 2017-18 0.6071 (0.0064) FY 2019-20 0.6210 0.0139 FY 2020-21 0.5840 (0.0370)
181 of 574 Narrative | Non-General Fund | FY 2021 Adopted: School Operating Fund
FY 2021 School Operating Fund Transfer FY 2018 FY 2019 FY 2020 FY 2021 FY 2021 Actual Actual Budgeted Recommend. Adopted City Transfer $28,305,210 $30,239,892 $30,460,210 $30,907,628 $29,199,266
Change from $545,000 $580,682 $1,574,318 $447,418 ($1,260,944) prior budget year NOTE: Actual transfers are taken from the corresponding CAFR; budgeted and recommended amounts are as stated.
Walker-Grant Center Debt Service FY 2021 will represent the fourth year of debt service for renovations to the Walker-Grant Center and the fourth year for the City to retain $300,000 of the fund balance of Fund 205 to assist with the Walker- Grant Center reconstruction. The City has planned to receive a total of $1.5 million from the school operating fund balance over five years to help offset the debt service for the first five years for the project. The table below shows the impact of the transfer from the City Schools on the total debt service for the project. 2016 General Obligation Bond Issue Partial Schedule (WGC School Portion)
Fiscal Principal Interest Total School FB 2016 Debt Service Net Year Credit of Fund Balance Credit 2017 - - - - - 2018 345,000 485,141 830,141 (300,000) 530,141 2019 360,000 469,325 829,325 (300,000) 529,329 2020 380,000 452,113 832,113 (300,000) 532,113 2021 400,000 432,725 832,725 (300,000) 532,725 2022 420,000 411,713 831,712 (300,000) 531,712 2023 440,000 391,484 829,675 - 829,675 2024 465,000 367,013 831,484 - 831,484
182 of 574 Narrative | Non-General Fund | FY 2021 Adopted
SOCIAL SERVICES FUND ABOUT THIS FUND The Fredericksburg Department of Social Budget Summary Services’ Mission, “Helping People Triumph over Hardships to Promote The Social Services Fund accounts for the operations of the City’s Healthier Futures within Our Community” Department of Social Services, which receives the majority of its is part of every employee’s daily work. funding from the federal government and the Commonwealth. The Department provides, financial, medical, food, heating and cooling The City’s share of operations includes a transfer from the assistance, family services, protects the General Fund, which is recommended to be $920,976 in FY 2021. safety of children and adults, provides This represents a 7.9% reduction from $1,000,000 in FY 2020. safe foster homes for children and provides adoption services to the The FY 2021 budget for Social Services represents a 0.5% decrease neediest children in our community from the revised FY 2020 budget. The General Fund transfers funding to the Personnel in this function are subject to the 2%/3% pay reduction. Social Services Operating Fund to meet the City’s obligations for funding for Social The budget also recommends the use of $138,388 in Social Services. The majority of funding for the Services fund balance in FY 2021. The FY 2020 adopted budget Social Services Fund is received from the federal and state government on a recommended use of $258,682, and the Fund’s committed reimbursement basis. balance at the close of FY 2019 was $590,504.1
Current Socioeconomic Conditions The impact of the pandemic on demand for human services – as evidenced by unemployment and poverty rates – has not yet become clear, since the infusion of individual assistance via the CARES Act appears to have temporarily kept many American households from falling into poverty. However, with the expiration of these temporary cash benefits conditions will likely deteriorate for many households. Research by the American Public Human Services Association found that the national poverty rate decreased from 11.8% in 2018 to 11.0% in 2020 due in large part to the CARES act, and they predict the poverty rate will increase to 14.0% between August and December 2020 once the CARES Act supports expire.
• DSS anticipates that the loss of additional economic support provided under the CARES Act will result in an increase in the number of residents who are now income eligible for social service programs. • Predictions for the increase in TANF (Temporary Assistance to Needy Families) benefits range from a low of $690,000 additional benefit dollars to a high of $1,100,000 nationally. • Most waivers for DSS program eligibility expired at the end of July 2020. The only waiver that remains in force is for Medicaid, and DSS cannot close any Medicaid case unless a client makes a request, dies, or moves out of state. • The availability of in-person classes for children impacts a parent’s ability to work, and therefore, the economic stability of their households.
1 2019 Comprehensive Annual Financial Report for Fredericksburg, Virginia, page 59.
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• DSS continues to see level, or lower than average, child protective services referrals, but referrals seen by DSS are more severe than prior to the pandemic, which suggests prevalence of family stress.
One early indicator of increasing demand for human services can be seen in DSS data on applications for food assistance during the 2020 calendar year. Applications spiked at the onset of pandemic-related business closures in March and April, and decreased in May and June. The decrease may be attributable to households receiving cash payments via the CARES Act in this timeframe. Starting in July application has begun to increase as those cash benefits have been exhausted, and applications currently suggest a small but steady upward trend.
SNAP (Food Assistance) Applications by Month, 2020 300 264 250 206 200 168 160 145 137 150 128 126
100
50
0 January February March April May June July August
New Data on Household Economic Hardship With the publication of the Rappahannock Area United Way's report, "ALICE, A Study of Financial Hardships", there is a greater understanding of the true cost of living. ALICE, an acronym for “Asset Limited, Income Constrained, Employed”, is a new way of defining and understanding the struggles of households that earn above the Federal Poverty Level, but not enough to afford a bare-bones household budget. For many families in the City, the cost of living outpaces what they earn. These households struggle to manage even their most basic needs- housing, food, transportation, child care, health care, and necessary technology. When funds run short, cash-strapped households are forced to make impossible choices, such as deciding between quality child care or paying the rent, filling a prescription or fixing the car. These short-term decisions have long-term consequences not only for ALICE families, but for the entire community. ALICE data provides a broader and more realistic picture of the individuals and families served by the Department of Social Services.
184 of 574 Narrative | Non-General Fund | FY 2021 Adopted: Social Services
FXBG Caroline King Spotsylvania Stafford Virginia George Population 28,360 30,461 26,337 133,033 146,649 8,518,000 Percent poverty 14% 10% 7% 7% 5% 11% Percent child 20% 15% 8% 10% 6% 14% poverty Percent ALICE 39% 26% 23% 41% 30% 28% Affordable housing 331 188,477 gap1 983 647 4,029 3,438 Unemployment 4.3% 4.3% 4.0% 3.7% 3.6% 3.8% Median household $ 43,558 $ 57,690 $ 76,241 $ 76,574 $93,065 $61,406 Income Household survival $ 80,088 $ 61,620 $ 68,364 $ 75,720 $81,288 $61,068 budget (family of 4)2 NOTES: 1) The number of additional rental units needed that are affordable for all households below the ALICE threshold; 2) Household survival budget· the bare-minimum budget that does not allow for any savings, leaving a household vulnerable to unexpected expenses. Sources: United Way ALICE report • Virginia, Spring 2017 VOSS, Locolity Profile Report FY2018. Key Socioeconomic Indicators for Fredericksburg Indicators 2016 2017 2018 2019 Unemployment Rate 6.0% 5.3% 4.7% 4.3% Median Income $51,195 $51,762 $53,980 $57,258 Poverty Rate, all ages 17% 16% 15% 14% Poverty Rate, children 23% 23% 20% 20%
In November 2019, City Council approved a mid-year request for 2 positions as a result of the sustained increase in the number and complexity of children in foster care.2 The salary and benefit expenses for these two positions are included in this budget.
Family First Prevention Services Act The Family First Prevention Services Act is groundbreaking legislation that will allow the use of Federal IV-E funds for certain foster care prevention services. The implementation date has been postponed (original implementation date was October 2019). The impact on staffing levels will be assessed following implementation.
2 In FY 2017, the average number of children in care was 20.
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Revenues
Expenditures The 75% appropriation placed a hold on $x of the annual budget for this function, which is not shown in the table below. The total appropriation is $x, and Council will determine whether to appropriate the remaining 25% as planned or with revisions at a mid-year budget review.
Major FY 2021 Adopted Budget expenditures in Social Services included within the All Other Charges category but not displayed in detail above include:
• $1,740,000 for subsidized adoption (16% increase from FY 2020); • $671,000 in aid to dependent children in foster care (level funding from FY 2020); and • $450,000 for special needs adoption (level funding from FY 2020).
This detail can be seen in the Line Item Detail section for Fund 201, Social Services.
186 of 574 Narrative | Non-General Fund | FY 2021 Adopted: Social Services
Programs Administered by the Department of Social Services Financial Assistance Service Programs Supportive Services Supplemental Nutrition IV-E Foster Care Resource Parent Training Assistance Program (SNAP) Program (Training for Foster & Adoptive Parents) Temporary Assistance to Needy Virginia Initiative for Energy Share (with the Salvation Families (TANF) Employment no Welfare (VIEW) Army) Energy Assistance Program Child and Adult Protective Holiday Assistance Services
Child Care Assistance Adoption Lions Club (Eye Glasses and Hearing Aid Assistance)
Medicaid Adult Services, Companion Promoting Safe and Stable Services, Uniform Assessment Families Grant and Safe Sleep Instrument Screening Program
FY 2021 Goals and Objectives Function Goals Objectives Family Support Work with families and Collaborate with community individuals to ensure partners to develop services to independence, safety, and assist families. preservation. Foster Care Serve families to ensure that Establish permanent children are raised in a safe, connections for children in stable, and nurturing foster care. environment. Benefits & Eligibility Assist community members in Provide benefit determination need by determining eligibility in a timely manner: 97% for benefits programs and processed on time. making community resource
referrals. Income and Work Provide a safety net for Because employment is the individuals in need by increasing foundation for self-sufficiency, access to those benefits and assist customers to secure and services to promote self- maintain employment. sufficiency.
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188 of 574 Narrative | Non-General Fund | FY 2021 Adopted
STORMWATER MANAGEMENT FUND ABOUT THIS FUND The City established the Stormwater Budget Summary Management Fund in 2016 to address the increasing focus on stormwater management The FY 2021 Adopted Budget funds the Stormwater issues by the United States Environmental Management Fund at $863,505, an 11.1% decrease from the Protection Agency (EPA) and the Virginia FY 2020 revised budget. This fund supports the City’s Department of Environmental Quality (DEQ). activities to regulate stormwater runoff and manage the The City’s Stormwater Management program is intended to control the quantity of City’s stormwater collection system. The Stormwater stormwater run-off and well as enhance the Management Fund also transfers funds to the Public Works quality of such run-off through erosion and Capital Fund to help pay for new major capital stormwater sediment control and by treating pollutant projects. and nutrient run-off. Two cents of the City’s property tax rate is Stormwater Management Program used to support the City’s stormwater The Department of Community Planning and Building management efforts. The City collects various administers the Stormwater Management Program, which fines and fees associated with land disturbing reviews subdivisions and land development site plans; activities including the Virginia Stormwater Management Program (VSMP) permit fees. manages the Municipal Separate Storm Sewer System (MS4) The Commonwealth of Virginia sets these permit mandated by the Commonwealth of Virginia, and the fees and requires that 28% be returned to Action Plan to address the City’s Total Maximum Daily Load the State. (TMDL) standard for pollution levels in the Rappahannock The fund is comprised of two programs: River and Chesapeake Bay. Stormwater Management and the Drainage Division of Public Works. Drainage Division The four-person Drainage crew is part of Public Works Department. Staff performs all phases of storm drainage work, including repair and cleaning of catch basins, drain ditches and storm drain lines. The crew installs new design catch basins to minimize personal and property damage claims. Funds are requested for contract maintenance of approximately 20 City owned storm water retention facilities. The City must meet stormwater facility maintenance and inspection requirements regulated by the Department of Environmental Quality.
During FY 2020, the City Council amended the budget and added a position in Public Works specifically to work on stormwater management capital projects and the management of that infrastructure. This position is included in the FY 2021 Recommended Budget for funding for the full year.
The members of the Drainage crew also perform duties as necessary for snow removal or storm response.
189 of 574 Narrative | Non-General Fund | FY 2021 Adopted: Stormwater Management Fund
Revenues
Expenditures The 75% appropriation placed a hold on $215,876 of the annual budget for this function, which is not shown in the table below. The total appropriation is $647,629, and Council will determine whether to appropriate the remaining 25% as planned or with revisions at a mid-year budget review.
190 of 574 Narrative | Non-General Fund | FY 2021 Adopted: Stormwater Management Fund
FY 2021 Goals and Objectives Function Goals Objectives Stormwater Management Complete the second phase of Develop new best management the Chesapeake Bay Total practices and retrofits for Maximum Daily Load (TMDL) existing stormwater Action Plan. management facilities. Drainage Support the operation and Perform storm water system inspection requirements of the assessment with assistance City’s MS4 permit, while from third party consultant as maintaining and improving the required by MS4 permit. local storm water infrastructure Continue to maintain and and easements. inspect storm water retention ponds as required by the MS4 permit with the assistance of contractors. Continue to place emphasis on preventive maintenance to existing drainage system. Implement Phase II of the storm water GIS database development process by outsourcing file conversion and in-field data collection
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TRANSIT FUND ABOUT THIS FUND Fredericksburg Regional Transit (FRED) Budget Summary provides accessible, affordable, dependable, efficient, environmentally The City’s Transit Fund is an Enterprise Fund that accounts for sound, and safe and secure transportation the operations of the City’s FREDericksburg Regional Transit for people who reside, work or visit within system. Funding comes from a variety of sources, including the Fredericksburg, Virginia region (i.e., the City of Fredericksburg and the counties of federal and state grants, partner contributions, farebox Spotsylvania and Stafford). revenue, neighboring governments, and the City’s share of funding. FRED provides three categories of service: • The pandemic and related federal legislation have significantly Regular weekday service (with pre- arranged route deviations) in the City and changed both the operational and funding landscape for public Counties transit. The FY 2021 Adopted Budget reflects numerous • Weekday dedicated Virginia Railway changes from the Recommended Budget due to this and other Express (VRE) feeder service. factors. • Thursday and Friday evening and Saturday and Sunday service centered on the University of Mary Washington CARES Act Section 5307 Funding during the academic year.
Via the CARES Act, FRED Transit has been awarded a total of The Transit Fund is an enterprise fund. $7,535,930 through Section 5307 to be used to operate, maintain and manage the public transit system. This award can be applied to expenses normally eligible under 49 USC 5307, and includes funding to prevent, prepare for, and respond to COVID-19. Funds are applied less net revenue and will remain available until expended. By law, 1% of CARES Act funding must be used for security projects.
Due to the availability of these and other CARES Act-related funds, the FY 2021 adopted budget has reduced the motor fuels tax transfer to FRED Transit to $131,553 from $420,000, a decrease of 72.6% from FY 2020. Similarly, funding commitments from Stafford and Spotsylvania counties have been reduced by 60% from FY 2020 levels, to $153,387 and $188,012, respectively. Section 5307 funding is available to the City on a reimbursement basis for eligible expenditures.
RouteShout 2.0 On July 20, 2020, FRED Transit launched RouteShout 2.0, a mobile app that allows Fredericksburg Regional Transit (FRED) customers the ability to track the arrival and departure of their bus in real time. With RouteShout 2.0, riders can view the real-time location of the bus on a map as well as the exact distance of the bus from their bus stop. The app keeps riders up-to-date on any service changes that may affect their travel, allowing riders to plan trips more effectively with reduced wait times.
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Riders can download the mobile app on their iPhones or Android device through Google Play or the Apple Store. Additionally, riders can subscribe to notifications which will alert them of any changes to routes or schedules due to weather conditions, construction or other incidents. Riders can also save their favorite routes for quick access. By enabling the “Locate Me” feature, riders can view the nearest bus stops from their location through a live map street view.
The City continues to monitor changes at the state level that may impact transit funding going forward.
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Revenues
Expenditures The 75% appropriation placed a hold on $1,806,208 of the annual budget for this function, which is not shown in the table below. The total appropriation is $5,418,623, and Council will determine whether to appropriate the remaining 25% as planned or with revisions at a mid-year budget review.
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WASTEWATER FUND ABOUT THIS FUND The function of the wastewater treatment Budget Summary program is to provide the City with efficient sanitary sewage treatment that complies The City’s Wastewater Operating Fund is an Enterprise Fund with state and federal effluent standards. that accounts for the operations and maintenance of the Sewage treatment includes receiving, wastewater collection, conveyance, and treatment system. The treating, disinfecting, and disposing of treatment-generated solids for City sewage. Fund includes operating costs, and debt service costs related to In addition, the wastewater collection past wastewater main or wastewater plant construction or system transfers to Spotsylvania County replacement projects. Funds are transferred to the Wastewater 375,000 gallons per day of City-generated Capital Projects Fund for new major capital projects. sewage and all Spotsylvania sewage that enters the City’s sewage transmission The FY 2021 Adopted Budget for the Wastewater Operating system. includes a rate increase of 10% for the City’s wastewater The Wastewater Administration function customers. This increase is the second year of a multi-year rate covers the activities of the City’s increase strategy necessary to prepare for capital improvements Wastewater Treatment Plant. in the system – in particular, the City’s share of the major The Water and Sewer Crew (Sewer) is a six- wastewater treatment plant consolidation project that is being person crew, funded in both the Water worked on in conjunction with Spotsylvania County. Fund and the Sewer Fund, responsible for maintaining both the City’s water and the City’s sewer transmission systems.
The Pumping and Transmission crew is a four-person crew responsible for the maintenance and operation of the City’s six sewer lift stations, as well as approximately 76 miles of sewer lines. The City tracks expenses related to the Master Sewer Meters separately.
Personnel in the Utility Billing Office assist sewer customers.
Revenues More detail on the Wastewater Fund’s revenue sources can be found in the Line Items section of this document.
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Expenditures The 75% appropriation placed a hold on $2,175,646 of the annual budget for this function, which is not shown in the table below. The total appropriation is $6,526,539, and Council will determine whether to appropriate the remaining 25% as planned or with revisions at a mid-year budget review.
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WATER FUND ABOUT THIS FUND The City of Fredericksburg provides drinking Budget Summary water to over 8,000 service locations. The City contracts with Spotsylvania County for The City’s Water Operating Fund is an Enterprise Fund that the purchase of treated water, and accounts for the operations and maintenance of the water operates the distribution system within City distribution system. The Fund includes operating costs, and debt limits to City customers. The operations and maintenance of the Water system is a service costs related to past water main construction or responsibility of the City’s Public Works replacement projects. Funds are transferred to the Water Department. Capital Projects Fund for new major capital projects. The City’s seven-member Water The Water Operating Fund for FY 2021 includes a Administration crew and the six-member recommendation for a rate increase of 9% for the City’s water Water and Sewer crew operate the water distribution system, including reading customers. This increase is the second year of a multi-year rate meters, answering service calls, and repairs increase strategy necessary to prepare for capital improvements and maintenance to the system. The two- in the system and the City’s share of capital upgrades at the person Utility Billing office (split between Motts Run Water Treatment Plant, which serves the City and the Water and Sewer Fund) helps set up accounts and answer customer questions. portions of Spotsylvania County. Revenues
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Expenditures The 75% appropriation placed a hold on $1,632,934 of the annual budget for this function, which is not shown in the table below. The total appropriation is $4,898,801, and Council will determine whether to appropriate the remaining 25% as planned or with revisions at a mid-year budget review.
FY 2021 Goals and Objectives Function Goals Objectives Water Continue work on the City’s Provide adequate fire protection. Infrastructure CIP, which includes upgrades Enhance fire hydrant maintenance program to Safety & to outdated water lines to ensure hydrants are operating properly. Access improve water service and fire protection throughout the Perform localized valve turning exercises. City.
Customer Provide the highest water Continue necessary water testing of the distribution Service quality to customers. system to meet citizen’s demands. Meet all Health Department requirements for safe drinking water. Water Data Strengthen GIS water data Continue to gather data from the field and improve accuracy. the accuracy of the water distribution system records.
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