CHESTERFIELD COUNTY
Biennial Financial Plan, FY2011 and FY2012 FY2012 Amendments Capital Improvement Program, FY2012-FY2016
Providing a FIRST CHOICE community through excellence in public service
The Government Finance Officers Association of the United States and Canada (GFOA) presented a Distinguished Budget Presentation Award to Chesterfield County for its biennial budget for the biennium beginning July 1, 2010.
In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, as an operations guide, as a financial plan and as a communication device.
The award is valid for a period of two years only. We believe our current budget continues to conform to program requirements, and we are submitting it to GFOA to determine its eligibility for another award.
CHESTERFIELD COUNTY Board of Supervisors
Arthur S. Warren Dorothy Jaeckle Chairman Vice Chairman Clover Hill District Bermuda District
James “Jim” M. Holland Marleen K. Durfee Daniel A. Gecker Dale District Matoaca District Midlothian District
STRATEGIC GOALS
To be exemplary stewards of the public trust and a model for excellence in government To provide consistently excellent customer service To be known for an extraordinary quality of life To be the safest and most secure community of its size To be the employer of choice To be the FIRST CHOICE business community To be responsible protectors of the environment
Chesterfield County, Virginia
VISION
Our vision is to be the recognized leader in government, the standard by which others measure their progress and success. Every employee has a personal devotion to excellence in public service and embraces the highest standards of ethics and integrity. Every resident takes pride in knowing that the county provides the finest quality of life available in any American community.
James J. L. Stegmaier County Administrator
MISSION
Providing a FIRST CHOICE community through excellence in public service.
GUIDING PRINCIPLES AND VALUES
County employees and residents are shareholders in the county’s future and share a commitment to fairness, integrity, diversity and fiscal accountability.
As models for excellence, county leaders and employees uphold the following values in the operation of the local government:
Customer Focus
Ethical Behavior
Teamwork
Leadership
Continuous Improvement
Open Communications
Employee Involvement
Progressive Thinking
Data-Driven Decisions
READER’S GUIDE TO THE BIENNIAL FINANCIAL PLAN FY2011 and FY2012 FY2012 Amendments
The purpose of this document is to provide useful, concise information about Chesterfield County financial plans and operations to community members, elected officials and interested parties. The FY2012 amendments to the Biennial Financial Plan are organized along functional lines and include a brief narrative discussion of each department’s major objectives, operating plans (including accomplishments and issues), and any significant changes in operations since the first year Biennial document. Each narrative provides a breakdown of expenditures by personnel, operating, and capital allocations, and includes the number of full-time positions in each department. Each narrative includes performance measurement information for selected department goals and objectives. In most cases, historical data is included along with a stated performance target, benchmarks, and supporting initiatives.
Index to Items of Interest Page County Administrator’s Letter...... i County Debt...... 50 County Revenue Analysis...... 21 General Fund Balance Analysis...... 48 General Fund Revenues & Expenditures Summaries...... 34 Schools...... 233 Financial Policies...... 8
For a complete listing of budget topics, please refer to the Table of Contents. For an alphabetical listing, by department or program, please see the Index.
THE BIENNIAL FINANCIAL PLAN AND RELATED DOCUMENTS
Biennial Financial Plan - Chesterfield’s biennial financial plan encompasses a two-year period. The fiscal year begins July 1 and ends June 30. While the Board of Supervisors approves a biennial budget, the adopted appropriations resolution covers only one year of the biennium as provided by the county code. The second year is approved at that time, then amended and adopted by appropriations resolution the second year.
In addition to the Biennial Financial Plan, the County prepares several other documents that relate to county operations and finances. These include:
County’s Strategic Plan Performance Report - This report consolidates and communicates the results of the County’s efforts to accomplish its strategic goals and objectives. The County’s performance system is centered on the customer and the employee as well as process and financial perspectives. The results are presented in easy-to- read graphs so trends can be readily visualized. Each performance measurement also has an established target or stretch goal, to encourage continuous improvement.
School Budget - This document details the School Board operations and financial plan.
Comprehensive Annual Financial Report - This document presents the County’s financial statements at June 30 of each year. This report is prepared by the Accounting Department in accordance with Governmental Accounting Standards Board (GASB), Financial Accounting Standards Board (FASB), and the Auditor of Public Accounts of the Commonwealth of Virginia standards. This report is subject to an annual audit by an independent accounting firm.
READER’S GUIDE TO THE BIENNIAL FINANCIAL PLAN FY2011 and FY2012 FY2012 Amendments
Classification and Compensation Plan - This document provides information on personnel related transactions, and includes a salary schedule for authorized positions.
TABLE OF CONTENTS
INTRODUCTION County Administrator's Transmittal Letter ...... i Geography/Demographics of Chesterfield County...... 1 Early History of Chesterfield County ...... 2 County Organizational Chart ...... 3 Budget Process...... 5 Budget Calendar...... 6 Financial Policies...... 8 Basis of Accounting, Structure of County Funds, Basis of Budgeting...... 16
REVENUE AND EXPENDITURE SUMMARIES...... 21 Revenue Analysis...... 21 Consolidated Revenue and Expenditure Summaries ...... 34 Revenue and Expenditure Summaries by Fund ...... 38 General Fund Balance Analysis...... 48 Multi-Year Projections...... 49 Debt...... 50
GENERAL GOVERNMENT ...... 53 Board of Supervisors...... 55 Budget and Management ...... 57 Community Development Block Grant ...... 59 Center for Organizational Excellence...... 63 Clerk to the Board...... 65 County Administration...... 67 County Attorney ...... 69 Human Resource Management ...... 70 Chesterfield Employee Medical Center ...... 72 Intergovernmental Relations...... 74 Public Affairs...... 76
MANAGEMENT SERVICES ...... 79 Administration ...... 81 Accounting...... 83 General Services: Administration ...... 85 Airport ...... 87 Buildings and Grounds ...... 89 Capital Projects Management ...... 91 Document Services...... 93 Fleet Management...... 95 Radio Shop...... 97 Waste and Resource Recovery...... 99 Litter Program...... 101 Information Systems Technology ...... 103 Internal Audit...... 106 Purchasing...... 109 Registrar...... 112 Risk Management ...... 114
ASSESSMENT AND COLLECTION OF TAXES...... 117 Commissioner of the Revenue ...... 119 License Inspector ...... 121 Real Estate Assessments ...... 123 Treasurer ...... 125
ADMINISTRATION OF JUSTICE...... 129 Circuit Court Clerk ...... 131 Technology Trust Fund...... 131 Commonwealth’s Attorney...... 134 Domestic Violence Prosecutor ...... 134 Courts...... 136 Circuit Court...... 136 General District Court...... 136 Juvenile and Domestic Relations Court...... 137 Magistrate ...... 138
PUBLIC SAFETY...... 139 Animal Control ...... 141 Emergency Communications Center...... 144 Fire and Emergency Medical Services...... 146 Fire and EMS Revenue Recovery ...... 150 Police ...... 152 Police Grants...... 155 Sheriff ...... 156 Riverside Regional Jail ...... 156
HUMAN SERVICES ...... 159 Administration ...... 161 Access Transportation Program...... 162 Senior Advocate...... 163 Adult Drug Court ...... 165 Community Corrections Services ...... 168 Domestic Violence (V-Stop) Grant...... 170 Comprehensive Services...... 171 Cooperative Extension ...... 173 Health...... 176 Juvenile Detention Home...... 179 Juvenile Detention Grant (USDA)...... 181 Juvenile Drug Court...... 182 Juvenile Probation...... 184 Library ...... 187 Law Library...... 190 Mental Health Support Services ...... 191 Mental Health Grants...... 193 Families First...... 195 Part C Program...... 193 Parks and Recreation...... 197 Social Services...... 200 Victim/Witness Grant ...... 203 Virginia Juvenile Community Crime Control Act...... 205 Court Service Unit ...... 205 Juvenile Detention Home...... 205 Adolescent Reporting Program...... 206 Youth Planning and Development ...... 209 Youth Group Home Grant (USDA)...... 212
COMMUNITY DEVELOPMENT...... 213 Administration ...... 215 Building Inspection...... 217 Economic Development...... 219 Environmental Engineering ...... 221 Planning ...... 224 Transportation...... 226 Utilities...... 228
SCHOOLS ...... 233 Schools...... 233 Transfer to School Fund...... 239
OTHER ...... 241 Miscellaneous ...... 242 District Improvement Funds ...... 245 Transfer to Capital Improvements ...... 247
CAPITAL IMPROVEMENT PROGRAM
Reader’s Guide...... 249 Composition of the Capital Improvement Plan...... 250 County Capital Improvement Program Summary...... 251 County Capital Improvement Program Highlights and New Projects ...... 255 Environmental Engineering ...... 255 General Services...... 259 Health and Social Services...... 265 Libraries ...... 269 Parks and Recreation...... 273 Public Safety ...... 285 Technology Improvements...... 291 Transportation ...... 297 School Capital Improvement Program Summary ...... 301 School Capital Program Highlights and Amendments ...... 304 Utilities Capital Improvement Program Summary...... 305 Utilities Capital Program Highlights and Amendments...... 310
APPENDICES...... 313 Appendix A - Authorized Positions...... 313 Appendix B - Vehicles ...... 319 Appendix C - Other Capital...... 320 Appendix D - General Fund Revenue Estimates ...... 321 Appendix E - General Fund Revenue Projections...... 327 Appendix F - 2010 Survey of Cash Proffers...... 333 Appendix G - Transportation—Unfunded CIP Project Requests ...... 334
Appropriations Resolution...... 343 Statistics ...... 351 Glossary ...... 361 Index ...... 371
Chesterfield County, Virginia James J. L. Stegmaier, County Administrator 9901 Lori Road – P.O. Box 40 – Chesterfield, VA 23832-0040 Phone: (804) 748-1211 – Fax: (804) 717-6297 – Internet: chesterfield.gov
BOARD OF SUPERVISORS ART S. WARREN Chairman Clover Hill District DOROTHY JAECKLE Vice Chairman Bermuda District JAMES “JIM” M. HOLLAND Dale District MARLEEN K. DURFEE Matoaca District DANIEL A. GECKER Midlothian District
April 13, 2011
Dear Honorable Members of the Board of Supervisors:
As this financial plan clearly demonstrates, Chesterfield County has successfully weathered the worst of the economic downturn and now stands poised to flourish as the recovery effort begins to take hold. The county’s opportune position is not the product of mere happenstance, however. No matter the backdrop, Chesterfield has remained committed to a time-tested set of principles that have helped to shape the county into one of the nation’s most sought after destinations for residents and businesses alike. The county relies on an unmatched tradition of exemplary financial discipline, a workforce that openly embraces and promotes a culture of innovation, the courageous vision of the Board of Supervisors, and an open dialogue with the county’s diverse set of stakeholders in order to chart the course for this community. In that spirit, I am pleased to present to you the FY2011-FY2012 Biennial Financial Plan with FY2012 amendments – a document that is not simply a compilation of budgetary facts and figures, but rather an embodiment of Chesterfield’s proud tradition and an action plan to provide an even brighter future.
As we are all aware, recent recessionary pressures have necessitated some significant changes to the size and shape of local government in Chesterfield County. In total, general fund revenues have declined by $48.3 million, or 6.5 percent, since FY2009, presenting this community with some difficult issues to resolve. In the end, the Board of Supervisors stayed true to the longstanding priorities of this county, choosing to preserve funding for public safety and local education, while aggressively trimming administrative and support costs and reducing the tax burden on an average household by more than five percent. The FY2011 budget included no change in funding for public safety operations and only a modest 1.1 percent decline in local support for education, whereas resource levels for other general government functions were reduced by 3.3 percent in FY2011 and by 8.4 percent over the two-year window.
i That said there have been some adjustments for certain constituencies as recent budget deliberations yielded changes to a handful of front-line programs such as the modification in library hours. Nearly a year later, however, the tough choices made over the course of the last two budgets have produced a trimmer, even more efficient organization that is still providing the same high quality services that have become the county’s hallmark. Recently released data from the Commonwealth of Virginia’s Auditor of Public Accounts (APA) reveals that Chesterfield is the lowest cost, large full-service locality in the state with the second lowest local tax burden, while, at the same time, the county received its highest marks to date on the 2010 Citizen Satisfaction Survey, highlighted by a 93.5 percent favorable rating for overall quality of life.
No discussion of Chesterfield’s recent budget history would be complete, however, without some mention of fiscal stability. Faced with a daunting revenue outlook that extends for several years to come, the Board has committed itself to a philosophy of making structural reductions that generate savings on an ongoing basis. And while the Board provided the overarching guidance, it has been the passion and creativity of the county workforce, in tandem with numerous community partners, which have turned that vision into a reality. Since FY2009, county staff have implemented cost saving strategies, ranging from the consolidation of nine county departments to extensive job sharing and cross-training in the Community Development division, that have generated approximately $7.3 million in efficiency savings and helped to limit changes to front-line programs and services. Moreover, despite a nearly eight percent decline in full-time, non-public safety staffing levels, county employees have continued to redefine excellence in local government, garnering numerous national awards including recognition for the best website and top internal training program among all localities in the U.S.
Heavily colored by the nature of the process itself, budgets are all too often viewed as standalone documents, instead of successive chapters of an ongoing narrative. Chesterfield’s recent experience certainly reflects the later as the last several budgets have been carefully dovetailed together and the FY2012 financial plan is the next link in that chain. Accordingly, development of the FY2012 financial plan began with a very similar set of goals: maintain core services such as public safety and education, bolster commercial development in the county, and invest in the workforce, all the while remaining mindful of the economic constraints still facing many residents and businesses. On the other hand, development of the FY2012 financial plan also began with a very similar set of challenges, namely, a weak revenue environment coupled with rising benefit, energy and contract costs.
The economy, both locally and nationally, has begun to stabilize and green shoots are beginning to emerge in a number of key sectors. Nonetheless, the assumptions underpinning the development of the FY2012 budget remain quite conservative as several, significant downside risks continue to linger. Fueled by a moderation in unemployment, consumer spending has rebounded nicely during recent months, though the lack of more widespread improvement in the pace of hiring has quelled any signs of life in the housing market. As a result, the FY2012 general fund budget is proposed at $705.4 million (see table below) – an increase of only 0.6 percent from the FY2011 total – as consumer fueled revenues are projected to help counterbalance a further decrease in local real estate values. Moreover, any modest gains on the revenue side are more than offset by increases in health care and other recurring, operating expenses.
ii Despite that challenging backdrop, I am extremely proud to report that we have crafted a budget that, not only maintains the momentum created in recent years, but accelerates the rate of progress on many key county initiatives. First and foremost, this financial plan provides an additional $3.7 million to help advance a number of vital public safety priorities, including resources to fund career development efforts in police (benefiting approximately 350 sworn personnel) and fire as well as funding for four additional police and two additional emergency communication officer positions. Furthermore, through a combination of general fund and Capital Improvement Program dollars, the FY2012 plan includes resources for four new fire engines and annual replacement funding for two additional units, bringing the percentage of the fire apparatus that is 15 years or older from 26 percent in FY2009 down to approximately two percent. In addition, the FY2012 budget includes locally-funded disability, health insurance and other related coverage to public safety personnel injured or killed in the line of duty – a benefit that was previously funded by the state, but that was eliminated with the adoption of the Commonwealth’s FY2012 financial plan.
FY2012 Amended Budget General Fund Expenditures $705,433,000
Debt Service Other 3.7% 5.3% Transfer to Schools Reserves & Fund 41.0% Balance 7.7%
General Government Community 1.3% Development Management Services 2.4% 4.6% Assessment and Collection of Taxes Human Services 1.4% 12.5% Administration of Public Safety Justice 18.9% 1.2%
On the education front, this plan continues the county’s commitment to maintaining a FIRST CHOICE school system. The FY2012 budget preserves the share of property taxes dedicated for education at 65 percent, continues to provide funding for the School Resource Officer (SRO) program and reduces the annual charges for services rendered by general government departments, such as grounds maintenance at all school sites. As a result of those efforts and an increase in state support, the FY2012 school operating budget is projected to increase by $4,319,800, or 0.8 percent, and includes a one-time, two percent payment to all eligible school employees.
In addition to the focus on those longstanding priorities, the FY2012 budget also makes numerous investments aimed at promoting the Board of Supervisor’s long-term vision of the county. In spite of the recent economic pressures, the Board has remained committed to addressing the challenges of the day, while also laying the groundwork for tomorrow and
iii FY2012 is no exception. This plan was developed with a particular emphasis on technology as the county continues to harness the power of automation to improve efficiency. To that end, the FY2012 budget includes an increase in replacement funding for critical information technology infrastructure, resources to implement the next phase of the countywide financial system, and numerous enhancements to customer service systems such as the Public One-Stop Service system (POSSE) in Building Inspections, which will enable the department to migrate payment and scheduling functions to the web.
Another crucial component of the Board’s long-range vision is expanding the county’s non- residential tax base. Despite the economic downturn, Chesterfield has made notable progress on that front in recent years, adding to its resume in 2010 with a groundbreaking for the Meadowville Interchange, final preparations for the redevelopment of Cloverleaf Mall, the opening of the Small Business Resource Center, and the announcement of notable expansions by DuPont and Bon Secours, among others. The FY2012 financial plan builds off of that success, highlighted by an expansion of resources for sports and history-based tourism-related efforts, on the eve of major commemorations for the Civil War and the founding of Henricus, and support for the final phase of the Comprehensive Plan revision, which will provide the roadmap for all future commercial development in the county. This budget also addresses similar planning goals on the finance side. Chesterfield had its vaunted triple AAA bond rating reaffirmed last fall and in an effort to help maintain that elite status moving forward, the FY2012 budget included a comprehensive review of the county’s key financial policies, resulting in an increase in the unassigned fund balance requirement from 7.5 to 8.0 percent.
As detailed, the FY2012 budget includes a very ambitious list of goals that will only further strengthen this community. However, in order to fund those efforts in the face of flat revenues and increasing operating costs meant making offsetting reductions elsewhere in the budget – an exercise that would not have been possible without the continued dedication of our talented workforce. In total, staff was tasked with producing approximately $6.6 million in expenditure reductions in order to accommodate the previously described enhancements. Closing the gap required contributions from a wide variety of sources, including, once again, the ingenuity of the workforce. Examples of their ongoing pursuit of efficiencies in this budget include the continued renegotiation of contracts, lower energy costs from recent building improvements and conservation practices, wider implementation of telecommuting, and revised overtime staffing procedures. Significant savings were also generated from an increasing number of staff paying the employee portion of the Virginia Retirement System (VRS) pension benefit, recalibrating departmental budgets to reflect recent rehire and retirement savings, and through implementing a more uniform policy regarding budgeting for turnover savings.
In summary, this well-developed financial plan makes measurable progress on a diverse collection of fronts, not only over the next year, but for decades to come. And, thanks, in large part, to the creativity of this workforce, this budget compiles that lengthy list of accomplishments without impacting any front-line program or service and without requiring any further reduction in force. Moreover, I am pleased to note that this budget has been developed and balanced within the existing tax structure as the county remains cognizant of financial realities that are still saddling a sizable portion of this community. In fact, the Board’s commitment to limiting the
iv economic burden on taxpayers over the last several years has resulted in cumulative tax relief for the average household of nearly $400.
In recognition of those successes, this budget was adopted with resources equivalent to two percent of general fund salaries in order to fund a merit increase for all eligible county employees beginning July 1st. I am very pleased that we were able to acknowledge the tremendous hard work expended by employees in recent years that has helped Chesterfield County endure one of the worst economic periods in decades and emerge stronger than ever.
Chesterfield County, Virginia – Total Budget for FY2012 Difference FY2011 FY2012 FY2012 FY2011 vs. Adopted Approved Amended FY2012 General Fund $701,025,100 $703,396,200 $705,433,000 $4,407,900 School Funds 569,528,300 554,409,000 566,866,500 (2,661,800) Appx. Governor’s 3,632,000 3,632,000 3,435,300 (196,700) School Comprehensive 8,849,100 8,849,100 7,709,100 (1,140,000) Services Grants 14,969,700 13,704,000 11,323,800 (3,645,900) Enterprise Funds 88,405,300 96,166,300 86,444,200 (1,961,100) Internal Service Funds 30,974,100 30,158,400 33,279,700 2,305,600
Interfund Transfers (299,581,500) (294,757,000) (294,910,800) 4,670,700 TOTAL BUDGET $1,117,802,100 $1,115,558,000 $1,119,580,800 $1,778,700
As reflected in the table above, the county’s FY2012 consolidated budget totals $1.119 billion, a very modest 0.16 percent increase from the adopted FY2011 total. The following sections of this document highlight many of the specific funding decisions that will help to shape each of the various components of the consolidated budget over the next year and provide a more detailed discussion of the revenue outlook that underpins this plan.
The cumulative process of the last three budget cycles has been a difficult journey that none of us expected to embark upon. That said when I look around at the widespread financial unrest still plaguing many localities and statehouses around this country, and compare that to the enviable position we find ourselves in today, I could not possibly be any prouder than I am to be associated with this great county. Undoubtedly, many challenges still lie before us, but I am confident that together with the continued support of the community, the workforce, and your leadership we are prepared to lead this county towards an even more promising tomorrow.
Sincerely,
James J. L. Stegmaier County Administrator
v
GEOGRAPHY/DEMOGRAPHICS OF CHESTERFIELD COUNTY
Chesterfield County
As of January 1, 2011
Population: 318,000 Households: 122,500 Average Persons per Household: 2.59 Square Miles: 437 Average Persons per Square Mile: 727 Source: Chesterfield County Planning Department
1
EARLY HISTORY OF CHESTERFIELD COUNTY
In 1870, the first action of the first Chesterfield County Board of Supervisors was to direct a seal to be created,
“to wit: a coal miner leaning on his pick under a pine tree with a flowing river at his feet.”
This seal of Chesterfield County pays tribute to the French Huguenot settlers who accidentally discovered very rich coal outcroppings on the banks of the James River near Manakin Town in the early 1700s.
While the first coal mined in Chesterfield County was for home or local use, there is a record of coal being mined in 1709 in Midlothian and sent elsewhere in the United States for use. This is the first record of any commercial mining in America. The will of Hannah Brumall Tulitt records that she left land at the coal pit on the headwaters of Falling Creek to the children of her brother, John Brumall. Other families began discovering coal on their land, and the search for coal quickly expanded to the underground mining of coal.
As a result of the commercialization of the Midlothian coal mines, other “firsts” occurred: Midlothian Turnpike, then known as the Manchester or Buckingham Road, was built in 1807 as the first toll road in Virginia. In 1831, the first railroad in the area, the Midlothian to Manchester Railroad, was built from the mines to the James River so coal could be loaded on ships to be sent to New York, Philadelphia and other northern cities.
Coal mining operations continued through the Civil War, when coal was used in cannon casting at the Tredegar Iron Works in Richmond and the Bellona Arsenal on Old Gun Road. Thomas Jefferson, while he was President of the United States, ordered coal from the Black Heath Pits for use at the White House, and surely was Chesterfield’s most prestigious customer.
2 CHESTERFIELD COUNTY ORGANIZATIONAL STRUCTURE Legislative Executive Judicial*
Chesterfield Board of County Administrator Circuit Court County Voters Supervisors General District Court Magistrate County Clerk to the School Planning Attorney Board Board of Board Constitutional Commission J&DR Court Officers Zoning Appeals Social Services Emergency Board of Superintendent Commonwealth's Board Admin/Gov't Public Budget & Fire & HRM Police Communications Real Estate of Schools Attorney Relations Affairs Management EMS Center Equalization
Community Circuit Court Services Board Electoral Clerk Board
Commissioner Disability of the Revenue Services Board Registrar Management Community Human Sheriff Services Development Services Preservation *Members of the judiciary Committee appointed by the Virginia General Treasurer 1. Accounting 1. Building Inspections 1. Adult/Juvenile Drug Court Assembly 2. General Services 2. Economic Development 2. Community Corrections Building Code – Airport 3. Environmental Engineering 3. Comprehensive Services Appeals Board 3. Internal Audit** 4. Planning 4. Cooperative Extension 4. IST 5. Transportation 5. Health Personnel 5. License Inspector 6. Utilities 6. Juvenile Detention Home Appeals Board 6. Purchasing 7. Library/Law Library 7. Real Estate Assessment 8. Mental Health Support Services 8. Risk Management 9. Parks & Recreation Committee 10. Senior Advocate on the Future 11. Social Services 12. Adolescent Reporting Program 13. Youth Planning & Development Parks & Recreation **The Director of Internal Audit has a Advisory reporting responsibility to the Governing Commission Body through the Board of Supervisors’ Budget and Audit Committee. Health Center
Commission
Lucy Corr Village
3 CHESTERFIELD COUNTY ORGANIZATIONAL STRUCTURE
Executive
Board of Supervisors
County Administrator
County Clerk to the Attorney Board
Emergency HRM Admin / Gov’t. Relations Public Budget & Fire & Police Animal 1. Employee Medical Center 1. Intergovernmental Relations Communications Affairs Management EMS Control 2. Center for Organizational 1. Community Dev. Center Excellence Block Grant
Management Community Human Services Development Services
1. Accounting 1. Adult/Juvenile Drug Court 1. Building Inspections 2. General Services 2. Community Corrections 2. Economic Development – Airport 3. Comprehensive Services 3. Environmental Engineering 3. Internal Audit** 4. Cooperative Extension 4. Planning 4. IST 5. Health 5. Transportation 5. License Inspector 6. Juvenile Detention Home 6. Utilities 6. Purchasing 7. Library/Law Library 7. Revitalization 7. Real Estate Assessment 8. Mental Health Support Services 8. Risk Management 9. Parks & Recreation 10. Senior Advocate Planning Preservation Board of 11. Social Services Commission Committee Zoning 12. Adolescent Reporting Program Appeals 13. Youth Planning & Development
Sheriff Circuit Commissioner Board of Treasurer Electoral Commonwealth's Court of the Revenue Real Estate Board Attorney Equalization
Registrar Social Disability Parks & Community Health Center Services Services Recreation Services Commission **The Director of Internal Audit has a Board Board Advisory Board Board reporting responsibility to the Governing Body through the Board of Supervisors’ Lucy Corr Budget and Audit Committee. Village
4 CHESTERFIELD COUNTY BUDGET PROCESS
The development of Chesterfield County’s budget begins each year in October and continues through the final budget adoption in April (see Budget Calendar). The process is designed to incorporate a rigorous internal review of each department’s budget and to allocate resources across departmental programs based on a thorough examination of program alternatives and justifications. Each activity funded is reviewed by the county’s budget staff, the county administrator, and the Board of Supervisors.
By March 15, the county administrator submits a proposed operating budget for the fiscal year commencing July 1st to the Board of Supervisors. This operating budget includes proposed expenditures and the revenue sources needed to finance them. A public hearing and Board of Supervisor constituent meetings are conducted in March and April to inform residents about the proposed budget and to gather taxpayer input to guide spending decisions.
Prior to May 1, the Board of Supervisors makes its final revisions to the proposed budget and adopts the budget by resolution. Funds are appropriated generally by category through the Board of Supervisor’s passage of an appropriations resolution. Budgets for all funds are adopted on a basis consistent with generally accepted accounting principles applicable to governmental units. Budgeted amounts reflected in the financial statements are as originally adopted, unless amended by the county administrator or Board of Supervisors.
Appropriations for the general fund, school fund, internal service funds, and enterprise funds lapse at fiscal year end. Appropriations for capital project funds and grant funds are continued until the completion of the applicable project or grant, even when the project or grant extends beyond the end of the fiscal year.
The county administrator is authorized to amend appropriations by transferring unencumbered amounts within appropriation categories, and by transferring up to $50,000 between categories. The county administrator is also authorized to appropriate any unanticipated revenues that are received from insurance recoveries or from reimbursements made to the county for property damage. The county administrator has authority to transfer prior year end carry forward assignments from one appropriation category to another appropriation category. The county administrator may appropriate revenues and increase expenditures for funds received by the county from asset forfeitures for operating expenses directly related to drug enforcement. During the fiscal year, the county administrator may increase the general fund transfer to the school operating fund, contingent upon availability of funding, up to the $9 million which is withheld from the adopted appropriation. Otherwise, amendments that alter the total appropriation of any fund must be approved by the Board of Supervisors.
During the year, the Board of Supervisors may approve amendments to original appropriations, primarily as a result of various federal and state grant awards. Any appropriation during the year that would increase the county’s currently adopted total budget by more than one percent can be approved only after holding a public hearing on the proposed amendment. The county administrator is authorized to reallocate funding sources for capital projects, including bond interest earnings to minimize arbitrage rebates and penalties. The county administrator is also authorized to transfer among appropriation categories funds associated with implementation of the Comprehensive Services Act for at risk youth and families, as well as transfer funds necessary for compliance with the Americans with Disabilities Act, and for any compensation related costs.
5 CHESTERFIELD COUNTY BUDGET CALENDAR
Budget Calendar - Overview
Oct. Nov. Dec. Jan. Feb. March April
Department Directors develop strategic plans.
Departments prepare budgets based on expenditure targets.
Revenue forecasts are developed and revised.
Departments’ budgets are reviewed for inclusion in the county administrator’s proposed budget.
Board of Supervisors’ work sessions are held on proposed budget and revenue forecasts.
Public hearings are held to obtain taxpayer input.
The Board of Supervisors adopts the budget.
6 CHESTERFIELD COUNTY BUDGET CALENDAR
Budget Calendar - Monthly Detail
October/November: • Department directors develop strategic plans, and goals and objectives. • Budget and Management Department staff formulates preliminary revenue estimates. • Budget and Management Department staff distributes expenditure targets to departments.
November/December: • Budget and Management Department staff reviews department budget submissions. • Budget and Management Department staff revises revenue estimates.
December/January: • The county administrator reviews department budget submissions to be included in the proposed budget. • Budget and Management Department staff refines revenue estimates.
February: • The Board of Supervisors holds a work session to review revenue estimates. • The Board of Supervisors approves the newspaper advertisements for public hearings on the proposed budget, capital improvement program, and tax rate ordinances.
March: • A public hearing is held to solicit taxpayer input on the proposed budget. • Tax rates and all public hearings are advertised in the newspaper. • The Board of Supervisors holds work sessions to review the county administrator’s proposed budget.
April: • The Board of Supervisors holds its final work session. • The Board of Supervisors officially adopts the operating and capital budgets, fixes tax rates, and adopts the appropriations resolution. • The Board of Supervisors appropriates School funds.
July: • The new fiscal year commences on July 1st.
7 FINANCIAL POLICIES
PURPOSE
Promoting financial integrity is a priority in Chesterfield County. The following financial policies and guidelines establish the framework for the county’s overall fiscal planning and management. These broad policies set forth guidelines against which current budgetary performance can be measured and proposals for future programs can be evaluated. The policies support the county’s strategic goal number one; to be “exemplary stewards of the public trust.”
POLICY UPDATES DURING FY2012 BUDGET CYCLE
The last time the county’s financial policies were reviewed by the Board of Supervisors occurred in February 2008. Based on a current review, the Board approved a few minor changes to the policies as a part of the adoption of the FY2012 Financial Plan.
New requirements, recently adopted by the Governmental Accounting Standard Board (GASB), have made significant changes to the way fund balance must be defined and reported. As a result, the county’s financial polices have been updated to reflect these changes. In addition, based on a review of other triple-AAA bond rated localities, the county’s financial policies were revised to increase unassigned fund balance (portion not classified as nonspendable, restricted, committed, or assigned) to 8.0 percent from 7.5 percent. The following policies reflect the revisions discussed above as adopted by the Board of Supervisors.
BALANCED BUDGET
The provisions of the Code of Virginia shall control the preparation, consideration, adoption and execution of the budget of the county. In addition, the County Charter requires the budget to be balanced. The county’s budget is considered balanced if estimated revenues meet planned expenditures.
The county shall prepare and approve a biennial budget. The county will annually adopt and execute a budget for such funds as may be required by law or by sound financial practices and generally accepted accounting principles. The budget shall control the levy of taxes and the expenditure of money for all county purposes during the ensuing fiscal year.
REVENUE POLICIES
The county will strive to maintain a diversified and stable revenue system to shelter the government from fluctuations in any one, single revenue source and ensure its ability to provide ongoing service.
8 FINANCIAL POLICIES
Fund Balance The county does not intend to use unassigned fund balance to finance current operations. The county’s unassigned fund balance has been built over the years to provide the county with sufficient working capital to enable it to finance unforeseen emergencies without borrowing. To conserve and avoid reliance on this balance, the county will not finance operations from the unassigned fund balance. If such financing becomes necessary, it will be for a period of no longer than two years.
Status: The county has not used unassigned fund balance to finance current operations.
Revenue or Tax Anticipation Notes The county does not intend to issue tax or revenue anticipation notes to fund government operations. Chesterfield County intends to manage cash in a fashion that will prevent any borrowing to meet working capital needs.
Status: No Revenue or Tax Anticipation Notes have been issued to fund government operations.
Bond Anticipation Notes The county does not intend to issue Bond Anticipation Notes (BANS) for a period of longer than two years. If the county issues a bond anticipation note for a capital project, the BAN will be converted to a long-term bond or redeemed at its expiration.
Status: No Bond Anticipation Notes have been issued for longer than two years or are currently outstanding.
Fees and Charges All fees established by Chesterfield County for licenses, permits, fines, services, applications and other miscellaneous charges shall be set to recover all or a portion of the county’s expense in providing the attendant service. These fees shall be reviewed annually.
Status: Fees for services are reviewed annually. Please refer to the Revenue Analysis section of this document for details on fee adjustments.
Restricted Revenue Restricted revenue (such as Medicaid funds or Asset Forfeiture funds) shall only be used for the purpose intended and in a fiscally responsible manner.
Status: Categorical or restricted revenue is only used for the explicit purpose for which it is received or for which it was implemented.
Revenue Diversification Current revenues will fund current expenditures and a diversified and stable revenue system will be maintained to protect programs from short-term fluctuations in any single revenue source.
Status: The county’s revenue base is diversified and stable. Please refer to the Revenue section of this document for details regarding the county’s revenue sources.
Revenue Collection The county shall strive to achieve an overall property tax collection rate of 100 percent.
Status: The property tax collection rate for FY2010 was 95.5 percent of the total tax levy and is expected to remain at least at this level for the biennium.
9 FINANCIAL POLICIES
Use of One-time Revenue / One-time Expenditure Savings The use of one-time revenues and one-time expenditure savings will be used for non-recurring expenditures.
Status: One-time revenues and one-time expenditure savings are only used for non-recurring expenditures and can be appropriated for this use in either the current fiscal year or subsequent fiscal years. The use of one-time revenues in FY2012 has been reduced $2.8 million from FY2011 adopted levels.
OPERATING BUDGET POLICIES
Fund Balance
Unassigned General Fund Balance as a Percentage of General Fund Expenditures This ratio indicates the ability of the county to cope with unexpected financial problems or emergencies. The larger the unassigned General Fund balance, the greater the county’s ability to cope with financial emergencies and fluctuations in revenue cycles. The county has established a budgeted target rate of 8.0 percent with a floor of 6.0 percent.
Status: The actual percentage for June 30, 2010 was 8.1 percent, which exceeded the then target of 7.5%. Percentages at June 30, 2008 and June 30, 2009 were 10.3 percent and 7.6 percent respectively. FY2012 is budgeted at 8.2%.
Fund Balance Levels The unassigned fund balance requirement of 8.0 percent is funded for the upcoming fiscal year from prior year surpluses and budgeted additions, if necessary, before any other needs are addressed. Both county and schools share in maintaining the county’s fund balance.
Status: Unassigned fund balance requirements for FY2012 have been addressed using prior year surpluses. Budgeted additions to fund balance have been used to augment prior year surpluses when necessary.
Current General Fund Revenues Supporting Current Expenditures Ongoing operating costs should be supported by ongoing, stable revenues. Cash balances should be used only for one-time expenditures, such as unanticipated emergencies and projects.
Status: Estimated revenues for the biennium will be equal to actual operating expenditures, less expenditures carried forward from the prior year. Cash balances have not been used to support ongoing operations.
Revenue and Expenditure Projections In order to improve financial planning and decisions, the county will prepare a biennial budget and annually prepare three-year projections of General Fund revenues and expenditures beyond the two-year biennial cycle, for a total of five years of information. The projections will assume that the percentage of capital improvements financed with current revenues is maintained at the county’s goal of approximately 20 percent over the multi-year Capital Improvement Program (CIP).
Status: FY2012 is the second year of the biennial budget. Consequently, budget data will be shown for FY2011, FY 2012 (amended), and FY2013 - FY2015 (projected). The percentage of the county’s FY2012–FY2016 CIP financed with current revenues is 43.4 percent.
10 FINANCIAL POLICIES
Budget Performance Monitoring The Budget and Management Department maintains ongoing contact with department fiscal officers in the process of implementation and execution of the budget. Expenditure and revenue projections are developed quarterly by the Budget and Management Department and reviewed by Department Directors and the Leadership Group of the county (see Glossary for definition of county’s Leadership Group). The County Administrator, through the Budget and Management Department, exercises appropriate fiscal management as necessary to live within the limits of the adopted budget.
Status: Expenditure and revenue projections are developed and reviewed quarterly. This practice has been in place for many years. Any necessary adjustments are brought before the Board of Supervisors at fiscal year end.
School Board Preliminary Funding Formula Each fall, the county provides the School Board with a preliminary estimate of local funding for the upcoming fiscal year. The School Board uses this preliminary estimate to formulate its budget. In FY2010, the traditional formula was replaced with an approach that proportions any revenue declines between schools and core government services based on established priorities.
Status: The estimate of local resources for the biennium results in schools receiving approximately 64.8 percent of total property taxes in FY2012.
Maintenance of Capital Assets The budget should provide sufficient funds for regular repair and maintenance of capital assets.
Status: Maintenance funds for capital assets are primarily designated and identified in the Capital Improvement Programs for both county and schools. Consistent, annual appropriations are made for maintenance of county and school facilities. A stronger emphasis has been placed on maintaining existing facilities in FY2011 and FY2012.
Assumption of Program Costs The county’s general policy is to eliminate programs when federal, state or other grant funding is terminated. In recent years, limited exceptions to this policy have been made, specifically in the areas of policing, domestic violence, Commonwealth’s Attorney, and court agencies.
Status: Upon termination of federal, state or other grant funding, a decision is made by the Board of Supervisors on a case-by-case basis regarding local assumption of the program by the county.
Departmental Carry Forwards As an incentive to return unspent appropriations, departments are granted the option of requesting a carry forward of unspent funds from one fiscal year to the next.
Status: Departmental carry forward requests are made in May of each fiscal year and are reviewed on a case-by- case basis. Requests must be specific and for needs identified by the department.
11 FINANCIAL POLICIES
CAPITAL IMPROVEMENT PROGRAM
Capital Improvement Program Preparation In accordance with the County Charter and in order to meet the debt ratio targets, to schedule debt issuance, and to systematically improve the county’s capital infrastructure, each year the county will prepare and adopt a minimum five-year Capital Improvement Program.
Status: Each year the county prepares and the Board of Supervisors adopts a five-year Capital Improvement Program. The first year of the Capital Improvement Program becomes the capital budget, and years beyond the first year are utilized as planning years.
Pay-As-You-Go Capital Improvement Funding The county is committed to funding a significant portion of capital improvements with current revenues and now funds at least 20 percent of general government improvement projects and 10 percent of school projects with current revenue over the term of the plan. In support of this, the Board of Supervisors has established and adheres to a policy of annually allocating an amount equal to 5 percent of General Fund departmental expenditures (excluding transfers, grants, unassigned fund balance, debt service, and respective flow-through expenditures) and the School Board has established and adheres to a policy of annually allocating an amount equal to 5 percent of the General Fund transfer to Schools, to pay-as-you-go capital improvements.
Status: The FY2012 pay-as-you-go funding level in the county’s Capital Improvement Program is $13.6 million, or 4.3 percent of projected general fund departmental expenditures. The allocation is less than policy level, and while considered unusual, is a deliberate decision, given current economic conditions and an unallocated year end balance in the FY2011 pay-as-you-go capital project reserve projected to be $4.0 million. This amount is deemed adequate to provide adequate coverage for unforeseen capital project.
Capital Improvement Assignment The county’s policy of funding a large portion of capital expenditures “as we go” by consistently setting aside 5 percent of operating expenditures for capital investments further enhances debt management. Annually, some portion of the assignment is not allocated to specific projects and remains available to deal with unforeseen circumstances for future capital projects.
Status: The county’s FY2012-FY2016 CIP allocates $13.6 million or 4.3 percent of operating expenditures to capital investments in FY2012. Of this amount, $200,000 remains unallocated to specific projects and will be added to the assignment for future capital projects.
12 FINANCIAL POLICIES
DEBT POLICIES
The Board of Supervisors generally follows the guidelines listed below in making financial decisions on debt issuance. Adherence to these guidelines allows the county to plan for the necessary financing of capital projects while maintaining credit worthiness. In addition, continued adherence to these policies will ensure Chesterfield's strong financial position.
Debt Ratio Policies As part of its debt policy, Chesterfield has established planning caps and ceiling numbers for certain ratios. These key debt ratios are shown below: Actual Planning June 30, 2010 Cap Ceiling
Debt as a Percentage of Assessed Value 1.5% 3.0% 3.5% This ratio indicates the relationship between the county’s tax supported debt and the taxable value of property in the county. It is an important indicator of the county’s ability to repay debt, because property taxes are the source of the county’s revenues used to repay debt. A small ratio is an indication that the county will be better able to withstand possible future economic downturns and continue to meet its debt obligations.
Debt Per Capita $1,726 $1,698 $1,910 This ratio indicates the county’s per capita tax supported debt burden and is a general indicator of the county’s debt burden. A smaller ratio indicates a lighter burden. The target and ceiling values for the debt per capital ratio will increase by two percent at the beginning of each biennium. The above planning cap and ceiling were in place at June 30, 2010.
Debt Service as a Percentage of General Governmental Expenditures 9.1% 10% 11% This ratio is a measure of the county’s ability to repay debt without hampering other county services. A small ratio indicates a lesser burden on the county’s operating budget.
13 FINANCIAL POLICIES
Long Term Debt Policy The county will use debt financing for capital improvement projects and unusual equipment purchases under the following circumstances:
A. When the project is included in the county’s capital improvement program and/or is generally in conformance with the County’s Comprehensive Plan. B. When the project is not included in the county’s Capital Improvement Program, but it is an emerging critical need whose timing was not anticipated in the Capital Improvement Program, or it is a project mandated immediately by state or federal requirements. C. When the project's useful life, or the projected service life of the equipment, will be equal to or exceed the term of the financing. D. When there are designated revenues sufficient to service the debt, whether from project revenues, other specified and reserved resources, or infrastructure cost sharing revenues.
The following criteria will be used to evaluate funding options for capital improvements:
A. Factors that favor pay-as-you-go: 1. Current revenues and adequate assigned fund balances are available. 2. Project phasing is feasible. 3. Debt levels would adversely affect the county’s credit rating. 4. Financial market conditions are unstable or present difficulties in marketing the sale of long-term financing investments.
B. Factors that favor long-term financing: 1. Revenues available for debt service are considered sufficient and reliable so that long-term financing can be marketed with the highest possible credit rating. 2. The project for which financing is being considered is of the type that will allow the county to maintain the highest possible credit rating. 3. Market conditions present favorable interest rates and demand for municipal financings. 4. A project is mandated by state or federal requirements and current revenues and fund balances are insufficient to pay project costs. 5. A project is immediately required to meet or relieve capacity needs.
There are many different types of long-term debt instruments available. Depending on the specific circumstances, the county will consider using the following types of financing instruments:
• General Obligation Bonds (referendum approved) • General Obligation Bonds sold to Virginia Public School Authority for school capital projects (no referendum requirement) • Revenue Bonds • Certificates of Participation • Lease Revenue Bonds
It is important to be clear in defining “debt” as it relates to the ratios described above. The calculation that is used most frequently among municipal rating agencies is the one that takes into account all debt supported by tax revenues. This debt position shows the amount of indebtedness serviced from the General Fund; that is, it reflects the debt service payments made directly from the County’s tax revenues. This is net tax-supported debt. Debt, as it is referred to in the ratios above, is net tax-supported debt.
14 FINANCIAL POLICIES
REVIEW AND REVISION
Financial policies will be reviewed of appropriateness and comparability with other AAA rated jurisdictions every five years or more frequently if a need for review is identified.
INVESTMENT POLICIES (excerpts from the County Treasurer’s Investment Policy)
Cash and investment programs will be maintained in accordance with the county investment policy and will ensure that proper controls and safeguards are maintained. County funds will be managed in a prudent and diligent manner with an emphasis on safety of principal, liquidity, and financial return on principal.
The Investment Policy has been established to ensure effective management of the day-to-day investment activity for the county, and is designed to increase non-tax revenues by investing funds when not needed for current obligations. The objective is to obtain the highest possible yield on available financial assets, consistent with constraints imposed by safety objectives, cash flow considerations and the laws of the Commonwealth of Virginia that restrict the placement of public funds.
The county’s investment portfolios shall be managed in a manner to attain a market rate of return throughout budgetary and economic cycles while preserving and protecting capital in the overall portfolio. Investment Policy goals have been established with a priority emphasis on safety, liquidity and yield. Investment in derivatives is prohibited by county policy and procedures.
Maturities Maturity scheduling shall be timed according to anticipated need. Investment maturities for operating funds shall be scheduled to coincide with projected cash flow needs, taking into account large routine expenditures as well as considering sizable blocks of anticipated revenues. Investment of capital project funds shall be timed to meet contractor payments. Current certificate of deposit maturities in governmental funds shall not exceed twelve months.
Diversified Investing The county will diversify use of the investment instruments to avoid incurring unreasonable risk inherent in over- investing in specific instruments, individual financial securities or maturities while attaining market average rates of return.
Investment of Bond Proceeds Bond proceeds are invested exclusively through the State Non-Arbitrage Program (SNAP). The program consists of a professionally managed money market investment pool that provides local governments with a convenient method of pooling proceeds of bonds and notes for temporary investment accounts within the program.
15 BASIS OF ACCOUNTING, STRUCTURE OF COUNTY FUNDS, AND BASIS OF BUDGETING
FUND ACCOUNTING
The accounts of the county and its component units (Chesterfield County Public School System and Chesterfield Health Center Commission) are organized on the basis of funds. The operations of each fund are accounted for with a separate set of self-balancing accounts that comprise its assets, liabilities, fund equity, revenues and expenditures or expenses, as appropriate. For government-wide reporting, the activities of the county are reported as governmental activities or business-type activities with component unit information being reported in separate rows/columns.
BASIS OF ACCOUNTING
Chesterfield County uses either the accrual or the modified accrual basis of accounting, as appropriate for each funding type or activity, in accordance with the U.S. generally accepted accounting principles (GAAP) applicable to governmental units.
In general, under the modified accrual basis of accounting, revenues are recorded as received in cash or if both measurable and available within 45 days to finance current year appropriations. Expenditures are recorded in the period in which the liability is incurred. Generally, revenues are considered available only if the monies will be received within 45 days after the end of the accounting period and are due on or before the last day of the accounting period. Expenditures are generally recognized under the modified accrual basis of accounting when the related fund liability is incurred. An exception to this general rule is principal and interest on general long- term debt which is recorded when due.
In applying the accrual concept to revenues, the legal and contractual requirements of the individual programs are used as guidance. Certain revenues must be expended for a specific purpose and others are virtually unrestricted as to purpose of expenditure.
Under the accrual basis of accounting, revenues are recorded when earned and expenses are recorded when liabilities are incurred without regard to receipts or disbursements of cash. Unbilled accounts receivable are accrued when earned in the Enterprise Funds.
GOVERNMENTAL FUND TYPES
Governmental Funds are those through which most governmental functions of the county and school board are financed. All expendable financial resources and the related liabilities are accounted for through governmental funds. Such information is useful in assessing the county’s financing requirements. The following five governmental funds are maintained by the county:
General Fund The General Fund is the general operating fund and is used to account for all financial resources except those required to be accounted for in another fund. As a measure of the general fund’s liquidity, it may be useful to compare both unassigned fund balance and total fund balance to total fund expenditure. The general fund includes most traditional local government programs such as Police, Fire, Libraries, and Parks.
16 BASIS OF ACCOUNTING, STRUCTURE OF COUNTY FUNDS, AND BASIS OF BUDGETING
Special Revenue Funds Special Revenue funds are used to account for the proceeds of specific revenue sources (other than capital projects) that are legally restricted or committed to expenditures for specified purposes. These funds include comprehensive services, schools, and grants.
Comprehensive Services Fund: This fund reflects revenues and expenditures associated with providing child- centered, family-focused, and locally-based services for at-risk youth. The revenue sources are transfers from Schools, Social Services, and the General Fund; reimbursements from the City of Colonial Heights; and state aid. Major expenditures are for the purchase of services for clients.
School Fund: This fund reflects revenues and expenditures related to the operations of the county’s public school system. The primary sources of revenue, exclusive of transfers from the General Fund, are basic school aid payments from the state and educational program grants. Major expenditures include instructional costs, fixed charges, and debt service requirements for school’s long-term indebtedness. The county is fiscal agent for the Appomattox Governor’s School and all revenues and expenditures are recorded within the county records.
Grants Fund: This fund reflects revenues and expenditures related principally to the federal government’s Community Development Block Grant, the Virginia Juvenile Community Crime Control Act, and other federal and state grant programs.
Capital Projects Fund Capital Projects Funds are used to account for financial resources that are restricted, committed, or assigned to expenditures for capital outlay, including the acquisition or construction of capital facilities and other capital assets (other than those financed by Proprietary Funds) (as well as oversight of school capital projects).
PROPRIETARY FUND TYPES
Proprietary Funds are used to account for the county’s on-going organizations and activities, which are similar to those often found in the private sector. The services provided in these funds are intended to recover all or a significant portion of their costs through user fees. The following are the county’s proprietary fund types.
Internal Service Funds Internal Service funds are used to account for the costs of operations for services provided to other county departments. Revenue is derived from charges on a cost-reimbursement basis.
Fleet Management and Radio Shop Fund: This fund reflects operations of the county’s garage and radio shop that maintain the vehicles and communications equipment. Revenues are derived from inter-fund charges and charges to the school board on a cost-reimbursement basis. The major expenditures consist primarily of salaries and wages, materials and supplies, software maintenance, and the purchase of replacement vehicles.
Risk Management Fund: This fund reflects the operations of the county’s risk management function. The fund provides protection from losses of property, casualty, and liability claims for the county and school board. Charges for services of providing risk financing and recoveries are the major source of revenue for this fund. Major expenditures consist of re-insurance costs and claims.
17 BASIS OF ACCOUNTING, STRUCTURE OF COUNTY FUNDS, AND BASIS OF BUDGETING
Capital Projects Management Fund: This fund reflects the operations of the county’s construction management function. The fund’s major source of revenue is charges for services provided in coordinating and supervising all county building construction projects. Major expenses consist primarily of salaries, wages, supplies, and materials.
Enterprise Funds Enterprise Funds are used to account for operations (a) that are financed and operated in a manner similar to private business enterprises where the intent of the governing body is that the costs (expenses including depreciation) of providing services to the general public, on a continuing basis, be financed or recovered primarily through user charges; or (b) where the governing body has decided that periodic determination of revenues earned, expenses incurred, and/or net income is appropriate for capital maintenance, public policy, management control, accountability, or other purposes. The county does not budget depreciation expense in enterprise funds although it is recorded and reported in the annual financial report. Enterprise funds include Utilities and the Airport.
Utilities: The county’s Utility function is accounted for in two funds, the water fund and the wastewater fund. The water fund accounts for the operation, maintenance and construction of the county’s water system. Charges for service represent the major source of operating revenue. Salaries and wages, contractual services, and depreciation are the major expenditures of the fund.
The wastewater fund accounts for the operation, maintenance and construction of the county’s sewer system. The fund’s major source of operating revenue is charges for service. The major expenses consist of salaries and wages, and interest.
Airport: This fund accounts for the operations of the County Airport. A fixed base operator (FBO) handles the daily service functions of the Airport. The FBO maintains a contract with the county for rental of building and hangar space, which in turn provides a significant portion of the Airport’s revenues. The county retains responsibility for all federally and state funded improvement projects. The Airport’s major expenditures consist of salaries and wages, maintenance, and debt service. Debt service on certificates of participation issued to construct facilities is accounted for through the Airport Fund.
OTHER FUNDS
The county’s Comprehensive Annual Financial Report (CAFR) reports on several funds that are not included in the county’s budget. Examples of these funds are the Inmate Trust Fund, the Police Safekeeping Fund, the Greater Richmond Convention Center Authority Fund, and the Special Welfare Fund. These are fiduciary funds for which Chesterfield County is the fiscal agent, where the county holds monies for county inmates, or the county is a pass through for the receipt and disbursement of monies from federal programs or police department seizures.
FIXED ASSETS, CAPITALIZATION AND DEPRECIATION
The standard for capitalization of tangible property is $5,000 or more per unit with an expected useful life greater than two years. Fixed assets consisting of certain improvements other than buildings (including roads, bridges, curbs, lighting systems, etc.) are not capitalized because the county is not responsible for maintenance of these assets.
18 BASIS OF ACCOUNTING, STRUCTURE OF COUNTY FUNDS, AND BASIS OF BUDGETING
Depreciation is provided over estimated useful lives of assets using the straight-line method. When assets are sold or retired, their cost and related accumulated depreciation are removed from the accounts and the gains or losses are reflected on the income statement currently. Depreciation of all exhaustible fixed assets used by Proprietary Funds is charged as an expense against their operations and accumulated depreciation is reported in Proprietary Fund balance sheets.
BASIS OF BUDGETING
Chesterfield County’s budget is presented on a different basis than the GAAP basis of accounting used for financial statement reporting purposes. The budgetary basis presents the use of restricted, committed, and assigned fund balance as another financing source. Budgetary expenditures may include items classified as other financing uses under the GAAP basis of accounting. Budgetary other financing uses may include items classified as expenditures under the GAAP basis of accounting. Under the GAAP basis of accounting used in proprietary funds, the receipt of long-term debt proceeds, capital outlays and debt service principal payments are not reported in operations, but allocations for depreciation and amortization expense are recorded. While depreciation expense is not budgeted, the planned purchase price of equipment and capital improvements is budgeted. For Chesterfield County’s budgetary presentation, the opposite is true. For some proprietary fund transactions, revenue recognition under the budgetary basis is deferred until amounts are actually received as cash, whereas these transactions are recorded as revenue when measurable and available under the GAAP basis of accounting. Budgeted amounts reflected in the financial statement are as originally adopted or as amended by the Board of Supervisors or county administrator.
Prior to May 1, according to county charter, the County Board of Supervisors adopts the budget by resolution and funds are appropriated generally at the functional level for the General Fund, at the fund level for the Comprehensive Services Fund, and at the major category of expenditures for the School Operating Fund, through the passage of an appropriations resolution. In addition, a budget is adopted for each grant or project in the Grants and County Capital Projects Fund and School Capital Projects Fund projects are appropriated in total for each fiscal year. The budget resolution specifies that the budget and appropriation for each grant or project continue until the expiration of the grant or completion of the project. All other appropriations lapse at year-end. Budgets for some individual grants and projects are not included herein and are only appropriated during the year as funding sources become available.
Formal budgetary integration is employed as a management control device during the year for all funds except Trust and Agency Funds. The level of control at which expenditures may not legally exceed appropriations is specified in the appropriations resolution, as explained above.
19 BASIS OF ACCOUNTING, STRUCTURE OF COUNTY FUNDS, AND BASIS OF BUDGETING
The following chart illustrates the structure of county funds:
Government Fund Types Proprietary Fund Types Internal Service Funds Enterprise Funds
General Fund Fleet Management Utility Funds: and Radio Shop Wate r Fund Revenue Sources: Fund Wastewater Fund Taxes, Fines, Fees, Interest, Services Charges, State, Risk Management Fund Federal, Other Airport Fund Capital Projects Management Special Revenue Funds Fund
Compre he nsive Se rvices Fund
Revenue Sources: Transfer from General Fund, Schools, Social Services, State
School Fund
Revenue Sources: Transfer from General Fund, Fees, State, Federal
Grants Fund
Revenue Sources: Transfer from General Fund, Donations, State, Federal
KEY: ...... Internal User Fees Capital Projects Fund ____ Transfers
Revenue Sources: Transfer from General Fund, Bonds, Lease Purchase, State, Federal
20 REVENUE ANALYSIS
Chesterfield County relies on revenues from three revenues, followed by contributions from state primary sources in order to provide high quality (17.7 percent) and Federal (1.4 percent) sources. programs and services to local businesses and Accordingly, the following section provides a brief residents. As shown in the chart below, local assessment of the conditions and trends affecting sources, such as property taxes, local-option sales each of those tiers of the economy before delving taxes, and building permit fees, account for the into the specifics of the county’s FY2012 and overwhelming majority (70.7 percent) of county FY2013 revenue outlook.
FY2012 General Fund Revenue Sources
State Revenue, 17.7% Local Revenue, 70.5% Car Tax Relief Property Taxes State Sales Tax Other Taxes Compensation Board Permits and Fees Reimbursements Service Charges Fines and Forfeitures Use of Property and Money
Federal Revenue, 1.4% Unassigned Fund Balance and Other, 10.4%
ECONOMIC BACKDROP
National Conditions years for the job market to normalize fully” – and a After years of widespread volatility, the U.S. quick review of the numbers provides credence to economy began to regain its footing in 2010. The his claim. At the current pace of hiring, the U.S. national jobless rate has begun a bumpy descent unemployment rate would trim less than 0.5 from its nearly thirty-year high of 10.1 percent percentage points during the next five years, ending reached in late 2009, retail sales posted their largest 2015 at somewhere just under 9.0 percent. If the gain in more than a decade, and in equity markets, economy regains its velocity from the heat of the the major indices (Standard and Poor’s, Dow Jones, 2004-2006 expansion, unemployment would drop to and the New York Stock Exchange composite) have an estimated 6.5 percent by the mid-point of the all nearly doubled from their respective recessionary decade – a full two percentage points higher than the troughs. Nonetheless, the scars of the ‘Great pre-recession level. Regardless of the exact path, it is Recession’ are quite deep and it will take some time clear that progress is likely to be gradual and to come for them to fully heal. Even with the recent somewhat uneven at times as the economy attempts moderation in unemployment, the economy has shed to rebuild from a ‘lost decade’ of job growth. approximately 7.7 million jobs since late 2007. And, while the S&P has doubled over the last year, it Though the pace of improvement in the labor market remains some 200 points below its high water mark. is certainly too slow for those still out of work, the transition from mass layoffs to tepid hiring has The consensus among top economists is that the marked a real sea change for the American worst is over, but there is also wide agreement consumer. As noted, retailers had a very solid year among that group that the journey ahead is likely a in 2010, culminating with their best holiday season winding and rather lengthy one. Ben Bernanke, since 2006. Sales volumes grew during every month current Chairman of the Federal Reserve, is on except May and June and merchants finally began to record saying that it “could take four to five more see some movement in big-ticket categories such as
21 REVENUE ANALYSIS furniture and electronics, which is a signal that many the corresponding private sector structure that households see a relatively brighter future and are huddles closely around Washington, D.C. to support willing to commit to more costly expenditures. A it, Northern Virginia has distanced itself from the rebound in consumer spending is certainly crucial to rest of the Commonwealth. At the end of 2010, the success in the broader economy as it represents jobless rate in the Virginia portion of the roughly two-thirds of U.S. economic activity. That Washington metro area was 4.7 percent, while said this recent, consumer-provided spark is likely to comparable marks for the Richmond and Virginia be short-lived, unless firms continue to expand Beach areas stood at 7.3 and 7.0 percent, payrolls. respectively. Nonetheless, the relative strength of northern Virginia has pared the overall state A majority of U.S. sectors have seen some signs of unemployment rate to one of the lowest in the nation life sometime during the last several quarters. at just 6.7 percent. Based on the developments in Housing, on the other hand, cannot seem to find the those northern localities and more broad-based gains bottom and the outlook for 2011 does not offer much in retail sales across the state (as seen nationally), hope. As has been well documented, housing the state budget picture has improved dramatically. markets got significantly overheated during the State revenues have been revised upward since middle part of the last decade as the pool of potential adoption of the FY2011 budget, while the revenue homeowners was artificially inflated due to a forecast underpinning the FY2012 budget looks for combination of government mandates and an additional increase of more than 5.0 percent for questionable lending practices. As a result, home the coming fiscal year. The comparative health of prices soared and construction boomed without a the Commonwealth is expected to translate into true offsetting increase in the number of qualified generally level state funding for localities, which is buyers, creating a fundamental imbalance between particularly welcome news for Chesterfield County, supply and demand. Subsequently, those who were which lost $45.1 million in state funding for schools shoehorned into mortgages they could never pay in FY2011. have quietly walked away, helping trigger the breathtaking plunge in prices. Overall, U.S. home Closer to home, conditions in Chesterfield continue values have fallen by just over ten percent from their to reflect national headlines. The local jobless rate peak level in early 2007, though results by metro has leveled off at just under 7.0 percent in late 2010 area vary wildly including a nearly 60.0 percent and is currently meandering its way closer toward freefall in Las Vegas. Currently, a majority of the county’s long-run average. That stabilization has homeowners are choosing to simply stay put and try resulted in a solid rebound in local sales tax receipts, to recoup some of the losses they have incurred in which have posted year-over-year increases in eight recent years. Unfortunately, that approach is only out of the last ten months including a nine percent introducing further complications as it greatly jump during December. But, as was the case for the reduces the total pool of home sales and, in turn, U.S., that rising tide has not yet penetrated the local amplifies the pricing power that foreclosures and housing market as the decline in home values short sales are having on the market. Accordingly, intensified during calendar year 2010 and is most forecasts call for continued price deterioration expected to continue into 2011. in 2011, followed by some tepid improvement in 2012 after the job market has an extended window to Outlook steady itself, injecting a reliable new crop of buyers Moving forward, the story is generally unchanged: to help break the current gridlock. very measured gains in employment eventually infiltrate the rest of the economy, including the State and Local Conditions housing sector. However, the young recovery Economic conditions at the state and local level remains quite vulnerable and looming threats of a generally track closely to the national narrative, sharp uptick in inflation coupled with unchecked though that pattern has been altered a bit during the Federal deficits pose serious risks to the fledgling recovery effort. Fueled, by an unfettered sustainability of the effort. expansion in the size of the Federal government and
22 REVENUE ANALYSIS
LOCAL REVENUES
The FY2012 general fund revenue budget is fair market value." The county’s median assessment proposed at $705,433,000, an increase of to sales ratio for 2010 is 97.1 percent. $4,407,900, or 0.6 percent, from the FY2011 adopted total. The FY2013 budget is projected at The county is projecting $296,347,400 in real estate $710,165,100, an increase of $4,732,100, or 0.7 tax collections for FY2012. That figure represents a percent, over FY2012. decrease of $7,076,200, or 2.3 percent, from the FY2011 adopted budget. The FY2013 real estate tax Property Taxes budget is $295,537,100, an additional decrease of Property taxes are the county’s largest source of $810,300, or 0.3 percent, from the FY2012 budget. locally generated revenues, comprising 49.7 percent The FY2012 and FY2013 estimates take into of the proposed FY2012 general fund budget. The account existing and projected property values along major sources of property taxes are real estate and with trends in new residential and commercial personal property revenues. Other sources of construction. That said, the FY2012 real estate tax property taxes include the machinery and tools tax, projections assume a 2.2 percent decline in the mobile home tax, and penalties and interest on county’s total taxable assessed value for tax year property taxes. Real estate and personal property, 2012 (netting expected losses in existing property including vehicles, trucks, boats, trailers, and values against gains in new construction), following aircraft, are taxed on the assessed value of the a 3.4 percent decline in 2011. Real property tax property, which approximates fair market value. revenue projections assume the county will collect approximately 99.0 percent of the December levy Real Estate Taxes and 96.8 percent of the June levy. Real estate taxes are the largest source of property tax revenue and the largest single source of revenue The real estate tax relief for the elderly and disabled for Chesterfield County. The real estate tax rate is program provides relief from real estate taxes for set and taxes are levied on a calendar year basis. The elderly or disabled individuals who satisfy certain Board of Supervisors adopts the tax rate in April of income and net worth criteria. In FY2012, the each year and that rate is then applied to two program is budgeted at $4,600,000, an increase of subsequent billings – one due on June 5th and one nearly 20.0 percent from FY2011. Staff has seen a due on December 5th. In 2008, the county’s Board of steady increase in program participation in recent Supervisors voted to reduce the real estate tax rate years as the economic downturn has impacted labor from $0.97 to $0.95 per $100, and the FY2012 was and equity markets, expanding the pool of eligible developed and balanced using that rate. The FY2013 residents. Moreover, the program is projected to budget also employs a rate of $0.95. experience even stronger growth in FY2012 due to recent state legislation that grants tax relief to In January of each year, the county establishes the veterans that are 100 percent disabled as the result of real estate assessments for that calendar year. a service-related injury or condition. Historically, property assessments have been based on two-year old sales data. For example, tax year Personal Property Taxes 2008’s assessments were calculated using sales data Personal property taxes are assessed on various from 2006. However, beginning with tax year 2009 classes of personal property. Tax year 2011 rates (i.e. calendar year 2009), in an effort to be more vary from $0.01 to $3.60 per $100 of assessed value responsive to market conditions, county assessments depending on the property. The Office of the are determined using sales data through November Commissioner of the Revenue administers personal of the previous year such that the assessments for tax property taxes and keeps record of a property’s year 2011 were developed from data as recent as assessed value. A table of the various personal November of 2010. The State Code mandates that property tax rates is located in the statistical section "annual assessments shall be made at 100 percent of of this document. The largest class of personal property is passenger automobiles and trucks, which
23 REVENUE ANALYSIS
are taxed at the general $3.60 property tax rate. The budget in FY2013. Major revenue sources within the tax rate is set for the calendar year in April. other local tax category include the local sales tax, Personal property tax payments are due annually on the business professional and occupational license June 5th. tax (BPOL), consumer utility taxes, telecommunications sales taxes, vehicle registration The FY2012 budget for personal property taxes is fees, and the local recordation tax. $46,734,000, a decrease of $1,627,500 or 3.4 percent, from the FY2011 budget. This forecast is Local Sales Tax reflective of the sustained increase in crude oil prices The local option sales tax is a one percent tax on the and associated geopolitical unrest that staff believes sale of most goods within the county. The could place significant downward pressure on Commonwealth of Virginia collects a four percent vehicle, particularly trucks and SUVs, during tax tax for a total sales tax of five percent. Both the year 2012. local option and the state sales taxes are collected at the point of sale. The Virginia Department of The personal property total includes public service Taxation remits the local option sales tax back to the personal property taxes of $300,000, but does not county on a monthly basis. include personal property tax relief (PPTRA) reimbursement funding from the state (which is detailed in the state revenue narrative). Under Local Sales Tax Revenue ($Millions) PPTRA, the state has reduced the percentage of $50 personal property tax residents pay on a vehicle’s $40 value up to $20,000. In 2001, residents were billed $30 for 30 percent of their personal property tax on qualifying vehicles, and this reimbursement $20 continued through 2005. Beginning with tax year $10 2006, as a result of legislation passed during the $0 2004 General Assembly session, the state no longer FY06 FY07 FY08 FY09 FY10 FY11 FY12 reimburses localities at the rate of 70 percent. Bud Bud Instead, the Commonwealth capped statewide reimbursements at $950 million. Each locality receives a percentage of the $950 million based on The FY2012 budget projects local-option sales tax tax year 2005 reimbursements. The state’s decision receipts of $40,268,700, representing a 13.2 percent to cap the reimbursement means taxpayers will jump from the adopted FY2011 total, but only a 2.5 receive less and less relief over time. The relief percent increase from the revised FY2011 total. percentage for tax year 2010 was set at 65.0 percent After the adoption of the FY2011 budget in April of and will remain unchanged for 2011. 2010, sales tax receipts at local merchants have risen steadily and the FY2012 figure is reflective of that Other Property Taxes and Penalties and Interest rebound in consumer spending. The FY2013 local Mobile home tax, machinery and tools tax, and sales tax budget is $41,074,100, a modest 2.0 penalties and interest on all property taxes are percent increase from the FY2012 budget. budgeted at $7,600,000 in FY2012, an increase of $200,000, or 2.7 percent, from the FY2011 adopted Business Professional and Occupational License total. There is no growth projected in any of the (BPOL) Tax three categories for FY2013. The BPOL tax is a tax on the gross receipts of businesses which operate in Chesterfield County. Other Local Taxes The tax is due annually on March 1st and must be The ‘other local tax’ category includes all locally paid before a business can receive a business license. assessed taxes other than property taxes. Other local taxes represent 13.7 percent of the general fund Businesses with gross receipts less than $10,000 do budget in FY2012 and 13.9 percent of the total not pay a BPOL tax or fee. Businesses with gross
24 REVENUE ANALYSIS
receipts of $10,000 up to $200,000 pay a $10 license Consumer Utility Taxes fee, but no BPOL tax. Businesses with gross receipts Consumer utility taxes are collected on gas and of $200,000 or more pay a tax on their gross receipts electric services provided to Chesterfield residents based on their type of business, or a flat $10 fee, and businesses, though the rate structure differs for whichever is greater. residential and commercial/industrial consumers. Residential rates for these utilities are capped at $2 The Chesterfield County Board of Supervisors has per month. Non-residential rates for electric and gas made a commitment to “capping” BPOL tax are not capped. revenues at $15.7 million per year, which was the amount collected in FY1999. Beginning in 2000, Consumer utility taxes generally exhibit steady growth in this revenue source was used to create growth on a year-to-year basis. Housing growth, exemptions for businesses with gross receipts over dramatic temperature fluctuations, and rate changes $100,000. In 2002, the exemption level was impact the revenue from these sources, but these increased from $100,000 to $200,000 and tax rates factors are difficult to predict. The FY2012 budget for various categories of businesses paying the includes $7,870,500 in consumer utility tax revenue, BPOL tax were reduced, thus “capping” the BPOL which represents an increase of $365,600, or 4.9 revenue at its FY1999 level. Beginning in FY2007, percent, from the FY2011 adopted total. In FY2013, the Board lifted the cap on BPOL revenue. Going the budget includes $8,028,000 in utility taxes, a 2.0 forward, all revenue collected above $15.7 million percent, increase from the FY2012 budget. will be used for transportation projects and economic development incentives. Telecommunications Sales Tax In FY2007, revenue from the telephone and cellular phone utility taxes, as well as revenue from the BPOL Revenue ($Millions) Emergency 911 land line tax, the state’s Emergency $18 911 wireless fee, and the cable franchise fee were $17 impacted by legislative action at the state level. Legislation enacted during the 2006 General $16 Assembly session repealed state and local taxes $15 associated with the telecommunications industry. $14 These taxes have been replaced with a uniform 5.0 $13 percent tax on telecommunications services, a FY06 FY07 FY08 FY09 FY10 FY11 FY12 standard 911 land line tax and a wireless 911 fee of Bud Bud $0.75 per line per month. Satellite television and radio as well as voice over internet telephone service are also subject to the 5.0 percent tax – previously, The amount of BPOL revenue the county receives in those industries were not subject to local taxes. The any given fiscal year is dependent on the gross new telecommunications tax went into effect in receipts of businesses in the prior calendar year. For January 2007. The conversion to the telecom sales example, FY2011’s BPOL revenue will be based on tax also signaled the end of the cable franchise fee. gross receipts from calendar year 2010. Previous budgets have continued to report an associated line item, but all of those franchise For FY2012, Business Professional and agreements have now expired and, therefore, Occupational License revenue is budgeted at telecommunications and cable franchise have now $15,765,200, an increase of $401,100, or 2.6 fully merged into one revenue category. percent, from the FY2011 adopted budget. For FY2013, BPOL revenue is budgeted at $16,256,200, Accordingly, for FY2012, telecommunications sales an increase of 3.1 percent, from the FY2012 budget. tax revenue is budgeted at $16,011,900, a $1,052,700, or 7.0 percent, increase from the FY2011 adopted budget. The expected increase is primarily the result of a rebound in consumer
25 REVENUE ANALYSIS
spending coupled with the increasing scope and cost the market, leading to additional declines in of telecommunications services. The FY2013 budget recordation tax revenue during FY2011. is projected to increase 2.5 percent, from the Accordingly, the FY2012 budget for local FY2012 budget. recordation taxes is $3,620,300, a sizable decrease of $901,600, or 20.0 percent, from the FY2011 budget Vehicle Registration Fees – though, that figure represents a very modest All Chesterfield County residents must register their increase from the FY2011 revised total. The FY2013 vehicles, boats, motorcycles, and trailers in the budget is $3,692,700, an increase of 2.0 percent county for taxation. Prior to 2006, residents had to from the FY2012 budget. purchase a motor vehicle decal to display as proof of registration. Beginning in 2006, citizens no longer Local Recordation Tax Revenue ($Millions) receive a decal, but are still required to register their property and must pay a registration fee. The annual $10 registration fee for most vehicles, including vehicles $8 weighing more than 4,000 pounds, is $20. Other $6 annual registration fees include $6.50 for trailers and $10 for motorcycles. $4 $2 Vehicle Registration Revenue ($Millions) $0 FY06 FY07 FY08 FY09 FY10 FY11 FY12 $7.5 Bud Bud $7.0 $6.5 Other $6.0 Taxes in the other local tax category include the $5.5 bank stock tax, the transient occupancy (hotel) tax, $5.0 and the short-term rental tax. The taxes in this FY06 FY07 FY08 FY09 FY10 FY11 FY12 category are budgeted at $5,641,200 in FY2012 and Bud Bud $5,754,100 in FY2013. The FY2012 total represents an increase of $702,300, spurred by a pick-up in business and tourism-related travel activity. Motor vehicle registration revenue is projected to be $7,174,000 in FY2012, a 1.2 percent increase from Other Local Revenue the level budgeted for FY2011, as consumers begin Chesterfield receives other local, non-tax revenue to warm back up to big-ticket items such as from a variety of sources. ‘Other’ categories include automobiles. In FY2013, registration fee revenues permits and fees, fines and forfeitures, use of money are expected to increase 2.0 percent from the and property, and charges for services. All together, FY2012 budget. these sources of other local revenue are budgeted at $49,968,100 in FY2012 and comprise 7.1 percent of Local Recordation Tax the overall general fund budget. The FY2013 budget The county collects a tax on the recordation of deeds for these revenue categories is $51,553,800, which and other instruments of property. There are two represents 7.3 percent of the total general fund components to this tax. The grantee’s (buyer) tax is budget. assessed at $0.083 of every $100 in value and the grantor’s (seller) tax is assessed at $0.05 of every Permits and Fees $100 in value. Fluctuations in this revenue source The county generates local revenue from charges for are driven by home sales and mortgage re-financing building permits, planning permits, and several other activity. Staff had anticipated a resurgence in sales miscellaneous licenses and fees, such as fire permits activity when developing the previous budget, but and dog licenses. The permits and fees budget for continued deterioration in home values has crippled FY2012 is $3,834,100, or 0.5 percent, of total
26 REVENUE ANALYSIS
general fund revenue. The FY2013 budget is primarily the result of a continued run of historically projected to be up slightly over FY2012 as low interest rates. In FY2013, fines and forfeitures development activity continues to firm. are projected to be flat, while use of money and property is expected to nearly double as interest rates The largest component of this category is building begin their inevitable climb towards a more normal permit fees, which support the functions of the range. Building Inspections department. Total building permit-related revenue is budgeted at $2,755,600 in Service Charges FY2012, a very mild increase of $22,100 or 0.8 The service charges category includes revenue percent, from the FY2011 budgeted amount, in received by the county for services provided to response to further weakness in home building offset citizens. The majority of service charge revenue is by an uptick in commercial construction activity. from Mental Health Support Services. Most of these Medicaid-related charges are paid by the state for The Planning Department also charges various fees state mental health clients. Mental Health Support to help cover the costs of reviewing development Services-related revenue totals $18,689,100 in the plans such as rezoning requests, site plans, FY2012 budget. This is a slight increase of $38,300, subdivisions, variances, and conditional uses. or 0.2 percent, from the FY2011 budget. The Similar to Building Inspections, Planning revenues FY2013 budget for mental health-related revenue is are tied closely to development activity in the unchanged. county. Accordingly, FY2012 planning permit and fee revenue is projected to be $439,000, a $13,000, Solid waste fees cover a variety of services provided or 3.1 percent, increase from the FY2011 budget. As by the Waste and Resource Recovery (WARR) detailed in the ‘Fee Changes’ section of this letter, division of General Services. The majority of the the Board of Supervisors adopted a revised fees are collected at the county’s two convenience commercial fee schedule for FY2012, though staff centers for the dumping of solid waste. Solid waste- does not expect that the revised fees will have a related revenue is budgeted at $3,405,400 in negative impact on planning revenues as their losses FY2012, an increase of $510,100, or roughly 17.6 will be offset by the expiration of the planning fee percent, from the FY2011 budget. That relatively holiday. sizable increase is due to the fact that there has been broader than expected support for the curbside Fines and Forfeitures and Use of Money and recycling program. With the adoption of the FY2011 Property budget, the county implemented a $25 annual fee to These two revenue categories are expected to help cover the costs associated with the program. A generate $3,294,200 in FY2012, a decrease of year later, the percentage of those choosing to opt- $67,700, or 2.0 percent, from the combined FY2011 out of the service has been minimal and it has budget of $3,361,900. The combined FY2013 resulted in additional fee revenue, which is then used budget is $4,794,200, an increase of nearly 50.0 to pay the contractor who administers the service for percent from FY2012 funding levels. Chesterfield. Looking ahead, solid waste revenues are projected to be generally flat in FY2013 and Individually, fines and forfeitures are budgeted at beyond. $1,517,500 in FY2012, while use of money and property is estimated at $1,776,700. Fines and Other revenues in the service charge category forfeitures, which are largely comprised of court include parks and recreation fees, delinquent fines (98.8 percent), are projected to increase 10.9 payment fees, library fines, false alarm charges, and percent from the FY2011 budget, behind a off-duty police officer charges. These revenues are corresponding increase in court fine revenue. On the budgeted at $8,675,500 in FY2012, a decrease of other hand, use of money and property, which $1,113,900, or 11.4 percent, from the FY2011 includes interest earned on invested county funds, is budget. The sizable change in other service charge expected to decrease 10.9 percent from the FY2011 revenue is product of two factors, namely, the budget. The sharp decline in money and property is elimination of the $5 youth sports fee that was
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introduced last year and elimination of intra-county Recovered costs and miscellaneous revenues include charges for computer and network support costs. reimbursements from enterprise funds, other Total service charge revenue is budgeted at localities, and separate authorities for services $30,885,600 in FY2012 and $30,887,000 in provided by general fund departments. Recovered FY2013, which represents approximately 4.4 percent Costs and Miscellaneous revenues are budgeted at of the general fund budget in both years. $11,954,200 in FY2012 and $11,973,000 in FY2013, which accounts for approximately 1.7 Recovered Costs and Miscellaneous Revenues percent of total general fund revenues in both fiscal years.
Local Revenues FY2010 FY2011 FY2012 FY2013 Revenue Category Actual Adopted Amended Projected Real Estate Tax $316,973,003 $303,423,600 $296,347,400 $295,537,100 % of General Fund 45.1% 43.3% 42.0% 41.6% Personal Property Tax 45,864,344 48,361,500 46,734,000 48,699,400 % of General Fund 6.5% 6.9% 6.6% 6.9% Other Property Tax 7,521,199 7,400,000 7,600,000 7,600,000 % of General Fund 1.1% 1.1% 1.1% 1.1% Other Local Tax 91,988,303 89,962,400 96,351,800 98,534,800 % of General Fund 13.1% 12.8% 13.7% 13.9% Permits and Fees 4,364,953 3,664,200 3,834,100 3,899,600 % of General Fund 0.6% 0.5% 0.5% 0.5% Fines & Forfeit./Use of Money & Prop. 3,420,375 3,361,900 3,294,200 4,794,200 % of General Fund 0.5% 0.5% 0.5% 0.7% Service Charges 29,549,988 31,542,900 30,885,600 30,887,000 % of General Fund 4.2% 4.5% 4.4% 4.3% Recovered Costs & Miscellaneous 15,258,327 11,465,300 11,954,200 11,973,000 % of General Fund 2.2% 1.6% 1.7% 1.7% TOTAL LOCAL REVENUES $514,940,492 $499,181,800 $497,001,300 $501,925,100 % of General Fund 73.2% 71.2% 70.5% 70.7%
FEE CHANGES
One of Chesterfield County’s financial policies is to users, fee increases are necessary to offset costs of set fees and charges to recover the cost of all or a capital projects required to comply with the nutrient portion of the specific service. Fees and charges are regulations for the Chesapeake Bay, pump station reviewed annually. The FY2012 and FY2013 rehabilitation, new and replacement water tanks, budgets include the following changes to new and replacement water lines, the county’s departmental revenues: contractual share of Richmond water plant projects, as well as maintaining the integrity of the county’s Utilities water and wastewater facilities. The adopted fee The Utilities Department’s analysis of the FY2012 increases are also due in part to smaller growth rates budget, capital replacement projects, and demand in demand for water/wastewater services as well as projections over the next ten years indicate that new connections. current revenues, without fee increases, will not be sufficient to cover operating expenses. As an Accordingly, the department’s wastewater enterprise fund fully supported by payments from commodity charge will increase by $0.08 per one
28 REVENUE ANALYSIS hundred cubic feet (CCF) and is anticipated to wastewater connection fee from $3,455 to $3,730 generate $1,353,000 in additional revenue. (generating an additional $286,000). The capital Similarly, the water and wastewater bi-monthly base cost recovery charge fees for larger meters will charges for a typical 5/8” residential size meter will increase proportionately based on meter size. increase by an average of $2.72, generating an additional $1,733,000 in annual utility revenue. Planning These increases are needed to cover the projected With the adoption of the FY2012 budget, the Board cost of rendering water and wastewater utility of Supervisors approved a revised planning fee services and funding capital replacement projects schedule for office, commercial and industrial uses. and will increase a typical bi-monthly bill to $94.76. These adjustments were made to align certain fees The base charges for larger meters increases with those of other jurisdictions in the Richmond proportionately based on meter size. region similar in size to Chesterfield County. Most
notably, the Chesterfield County Planning In addition, the department’s analysis of costs for Department base fee for rezoning an office, expansion projects over the next ten years reflect the need to adjust the capital cost recovery charge commercial or industrial use was adjusted from portion of connection fees. An adjustment to the $4,100 to $1,500. No Planning Department fees for capital component of the connection fee for a residential-related applications were adjusted. The standard 5/8” residential size meter will increase the revised fee structure for commercial uses will go water connection fee from $4,400 to $4,795 into effect on September 22, 2011 with the (generating an additional $543,000) and increase the expiration of the planning fee holiday.
STATE REVENUES
Following back-to-back years of sharp declines, the operations (HB599) are also major sources of state state budget is expected to grow by more than five revenue. percent, spurred by brisk hiring and associated housing market gains in northern Virginia. As a Personal Property Tax Relief Reimbursement result, state support for localities is expected to In 1998, the Commonwealth of Virginia began its stabilize or in some cases possibly increase. That Personal Property Tax Relief program, under which said the county was very conservative in budgeting Virginia residents would pay a decreasing its state funding for FY2011. However, the state’s percentage of the personal property tax on their financial position has improved markedly during qualifying personal vehicles. The original intent of FY2011, resulting in better than expected funding PPTR was to provide 100 percent reimbursements of for localities. Accordingly, the adopted totals in the personal property taxes beginning in 2002. However, FY2012 county financial plan appear to be stronger fiscal constraints at the state level prevented the full than they actually are because they are based off of implementation of the reimbursement and state revised FY2011 figures, not the conservatively lawmakers froze the reimbursement percentage at 70 crafted adopted numbers. Total state revenues for percent through 2005. Subsequently, the state has Chesterfield County are budgeted at $124,760,800 in capped the amount available for personal property FY2012, an increase of $9,098,000, or 7.8 percent, tax relief at $950 million. Chesterfield’s share of the from the FY2011 budget. But, as noted, nearly two- $950 million in both years of the upcoming thirds of that increase actually occurred via revisions biennium is expected to be $41,092,000. in FY2011, reducing the effective change embedded in the FY2012 budget to just over two percent. State Sales Tax Chesterfield’s public school system receives a Chesterfield receives funding from the portion of the state’s 4.0 percent sales tax to support Commonwealth in several areas. The largest state local education. An amount equivalent to 1.25 revenue in the general fund is the state sales tax for percent of total statewide sales is distributed among education. The personal property tax relief Virginia localities based upon the number of school- reimbursement and state aid for local police aged children residing within each locality. Because
29 REVENUE ANALYSIS
the funds are earmarked specifically for education, particular concern during the development of the this revenue “flows through” the county’s general FY2011 financial plan, reflected by the fact that fund and is included in the transfer to schools. Two HB599 funding was only budgeted at $4 million. factors influence the performance of this revenue Fortunately, HB599 funding has fared better than source: the level of retail sales statewide and the expected and is currently projected to total $7.7 proportion of the state’s school children residing in million in FY2011. That said it has once again Chesterfield County. The pullback in housing become a reduction target in the General Assembly activity in the county has muted enrollment growth and is budgeted at $7,421,000 in FY2012, a decrease in county schools, though the broad rebound in of approximately 3.5 percent from the revised consumer spending has more than offset the FY2011 total. enrollment pressures, yielding a sizable increase in state sales tax for Chesterfield. Accordingly, the FY2012 budget includes $49,998,100 in state sales House Bill 599 Revenue ($Millions) tax revenue, which is an increase of $3,598,100, or $9.0 7.8 percent, from the FY2011 budget. The FY2013 $8.5 budget for state sales tax is unchanged. $8.0 $7.5 State Sales Tax Revenue ($Millions) $7.0 $6.5 $54 FY06 FY07 FY08 FY09 FY10 FY11 FY12 $52 Rev Bud $50 $48 $46 Compensation Board Shared Expenses $44 Historically, the Commonwealth of Virginia has $42 supported a sizable portion of the expenses of local FY06 FY07 FY08 FY09 FY10 FY11 FY12 constitutional officers across the state, including the Bud Bud offices of the Sheriff, Commonwealth Attorney, Clerk of Circuit Court, Treasurer, and Commissioner of the Revenue in Chesterfield County. More Aid to Localities with Police Departments (House recently, Constitutional Officer funding has been a Bill 599) target of state budget reductions, though the FY2012 Commonly referred to as House Bill 599 (HB599) financial plan marks a rebound in state support for funding, after the legislation that created it, HB599 those local offices. Compensation Board funding is is state aid for local police departments. As budgeted to increase by nearly 12.0 percent in displayed in the chart, HB599 funds have generally FY2012; however, levels remain approximately 10.0 been a steady source of funding for Chesterfield’s percent below their pre-recession marks. The police department. More recently, however, HB599 FY2013 budget for Constitutional Officer revenue is has become a target for reductions as the state’s flat to the FY2012 budget. financial woes have intensified. This was of
FEDERAL REVENUES
Federal revenue for local operations is budgeted at to individuals in the Temporary Assistance to Needy $9,977,400 in FY2012 and FY2013. Federal Families (TANF) Program. The FY2012 budget revenues comprise approximately 1.4 percent of the includes $8,960,400 for welfare pass through total general fund budget in both years. Chesterfield funding, a decrease of 0.3 percent, from the County’s single largest source of revenue from the FY2011 budget. federal government is welfare pass through funding. This money is provided to the county for payments
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OTHER FUNDS
Special Revenue Funds programs. Each of these grants is described in detail In addition to the general fund, the county has four in the related section of this document. The CDBG special revenue funds used to account for the narrative is located in the General Government proceeds of specific revenue sources that are legally section of this document. The VJCCCA narrative is restricted to expenditures for specified purposes. located in the Human Services section. Special revenue funds include Comprehensive Services, Schools, Grants, and Capital Projects. Proprietary Fund Types Proprietary funds are used to account for the Comprehensive Services county’s on-going organizations and activities that This fund includes revenues related to the operations are similar to those often found in the private sector. of the county’s Comprehensive Services Act (CSA) The following section discusses the county’s Program. The revenue sources are transfers from proprietary fund types. schools, Social Services, the county’s general fund, reimbursements from Colonial Heights, and state Enterprise Funds aid. In FY2012, the CSA program is anticipating Enterprise funds are used to account for operations $7,709,100 in revenue from these sources. This is a (a) that are financed and operated in a manner net decrease of $1,140,000, or 12.9 percent, from the similar to private business enterprises where the FY2011 adopted budget due to reductions in state intent of the governing body is that the costs funding and in the transfers from the general fund (expenses including depreciation) of providing and schools. The FY2013 budget is unchanged at services to the general public, on a continuing basis, $7,709,100. For more information see the be financed or recovered primarily through user Comprehensive Services description in the Human charges; or (b) where the governing body has Services section of this document. decided that periodic determination of revenues earned, expenses incurred, and/or net income is Schools Fund appropriate for capital maintenance, public policy, This fund reflects revenues related to the operations management control, accountability, or other of the county’s public school system. The primary purposes. The county does not budget depreciation sources of revenue, exclusive of transfers from the expenses in enterprise funds although it is recorded general fund, are basic school aid payments from the and reported in the annual financial report. state and educational program grants. The schools Enterprise funds include the airport and utilities. fund budget (including funding for the Appomattox Governor’s School) is $570,301,800 in FY2012. Airport This is a decrease of $2,858,500, or 0.5 percent, This fund accounts for the operations of the County from the FY2011 budget. Airport. A fixed based operator (FBO) handles the daily service functions of the airport. The FBO The revenue received by the Schools Construction maintains a contract with the county for rental of Management Division is included in the schools building and hangar space. The county retains fund. This division is reimbursed for coordinating responsibility for all federal and state funded and supervising all school building construction improvement projects. The County Airport’s major projects. For more information about schools, see expenditures consist of salaries and wages, the schools section of this document. maintenance, debt, and depreciation. Debt service on Certificate of Participation (COPS) issued to Grants Fund construct facilities is also accounted for through the This fund reflects revenues and expenditures related airport fund. principally to the federal government’s Community Development Block Grant (CDBG) program, the Virginia Juvenile Community Crime Control Act (VJCCCA) and other federal and state grant
31 REVENUE ANALYSIS
Water Fund Capital Projects Management This fund accounts for the operation, maintenance This fund reflects the operations of the county’s and, construction of the county’s water system. Capital Projects Management Office. The fund’s Charges for service represent the major source of only source of revenue is charges for services operating revenue. provided in coordinating and supervising all county building construction projects. The expenses related Wastewater Fund to project management services are funded primarily This fund accounts for the operation, maintenance in capital project budgets. and, construction of the county’s wastewater system. The fund’s major source of operating revenue is Fleet Management and Radio Shop charges for service. This fund reflects the operations of the garage and radio shop that maintain the county’s vehicles and Internal Service Funds communication equipment. Revenues are derived Internal service funds are used to account for the from charges to other departments and funds on a costs of operations for services provided to other cost-reimbursement basis. county departments. Revenue is derived from charges on a cost reimbursement basis. The internal Risk Management Fund service funds include Capital Projects Management, This fund reflects the operations of the county’s Fleet Management, Radio Shop, and Risk Risk Management department. Charges for services Management. of providing risk financing and recoveries are the major source of revenue for this fund. Major expenditures consist of re-insurance costs and claims.
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33 CONSOLIDATED REVENUE AND EXPENDITURE SUMMARY FY2012 AMENDED FOR ALL FUNDS
Revenue Sources:
General School Comprehensive Fleet and Fund Fund Services Grants Radio Shop Real Estate Taxes $296,347,400 $0 $0 $0 $0 Personal Property 46,734,000 0 0 0 0 Other Property 7,600,000 0 0 0 0 Utility & Other Local Taxes 96,351,800 0 0 0 0 Permits, Fees, etc. 5,351,600 0 0 0 0 Charges for Services 30,885,600 20,352,200 0 0 19,062,400 Miscellaneous and Recovered Costs 11,954,200 7,086,400 124,200 5,719,000 0 State Funding 124,760,800 213,507,800 3,465,600 1,442,100 0 Federal Funding 9,977,400 10,552,000 0 2,957,300 0 Other Financing Sources 18,383,300 1,000,000 1,042,300 184,900 0 Use of Money and Property 1,776,700 27,805,300 0 0 0
REVENUE GENERATED WITHIN FUND $650,122,800 $280,303,700 $4,632,100 $10,303,300 $19,062,400 Transfers from Other funds 1,815,200 288,998,100 3,077,000 1,020,500 0 Unassigned Fund Balance 53,495,000 1,000,000 0 0 500,000 AVAILABLE SOURCES $705,433,000 $570,301,800 $7,709,100 $11,323,800 $19,562,400
1 Use of Restricted and Unrestricted Net Assets
Expenditures:
General School Comprehensive Fleet and Fund Fund Services Grants Radio Shop General Government $8,867,100 $0 $0 $1,881,800 $0 Management Services 32,450,900 0 0 26,000 19,518,700 Assessment and Collection of Taxes 10,055,400 0 0 0 0 Administration of Justice 8,295,600 0 0 253,800 0 Public Safety 133,673,900 0 0 5,250,300 0 Human Services 88,426,300 0 7,709,100 3,911,900 0 Community Development 16,668,600 0 0 0 0 Education 288,998,100 515,136,700 0 0 0 Debt Service 26,262,200 47,760,000 0 0 0 Miscellaneous 21,620,800 0 0 0 0 Use of Reserves 700,000 6,484,000 0 0 0 Transfer to Other Funds 15,919,100 921,100 0 0 0
TOTAL EXPENDITURES $651,938,000 $570,301,800 $7,709,100 $11,323,800 $19,518,700 Unassigned Fund Balance 53,495,000 0 0 0 43,700 TOTAL BUDGET $705,433,000 $570,301,800 $7,709,100 $11,323,800 $19,562,400
2 Unrestricted Net Assets and Forecasted Payments of Liabilities
34 CONSOLIDATED REVENUE AND EXPENDITURE SUMMARY FY2012 AMENDED FOR ALL FUNDS
Capital Risk Projects Transfers from Management Management Airport Utilities Other Funds Total Percent $0 $0 $0 $0 $0 $296,347,400 26.5% 0 0 0 0 0 46,734,000 4.2% 0 0 0 0 0 7,600,000 0.7% 0 0 0 0 0 96,351,800 8.6% 0 0 0 0 0 5,351,600 0.5% 6,976,700 837,300 709,200 85,735,000 0 164,558,400 14.7%
0 0 0 0 0 24,883,800 2.2% 0 0 0 0 0 343,176,300 30.7% 0 0 0 0 0 23,486,700 2.1% 0 0 0 0 0 20,610,500 1.8% 0 0 0 0 0 29,582,000 2.6%
$6,976,700 $837,300 $709,200 $85,735,000 $0 $1,058,682,500 94.6% 0 0 0 0 (294,910,800) 0 0.0% 5,903,300 1 0 0 0 0 60,898,300 5.4% $12,880,000 $837,300 $709,200 $85,735,000 ($294,910,800) $1,119,580,800 100.0%
Capital Risk Projects Transfers from Management Management Airport Utilities Other Funds Total Percent $0 $0 $0 $0 $0 $10,748,900 1.0% 7,674,900 837,300 709,200 0 (12,300) 61,204,700 5.5%
0 0 0 0 0 10,055,400 0.9% 0 0 0 0 (43,900) 8,505,500 0.8% 0 0 0 0 (1,116,400) 137,807,800 12.3% 0 0 0 0 (4,038,500) 96,008,800 8.6% 0 0 0 85,735,000 (595,000) 101,808,600 9.1% 0 0 0 0 (288,998,100) 515,136,700 46.0% 0 0 0 0 (106,600) 73,915,600 6.6% 0 0 0 0 0 21,620,800 1.9% 0 0 0 0 0 7,184,000 0.6% 0 0 0 0 0 16,840,200 1.5%
$7,674,900 $837,300 $709,200 $85,735,000 ($294,910,800) $1,060,837,000 94.8% 5,205,100 2 0 0 0 0 58,743,800 5.2% $12,880,000 $837,300 $709,200 $85,735,000 ($294,910,800) $1,119,580,800 100.0%
35 CONSOLIDATED REVENUE AND EXPENDITURE ANALYSIS FY2012 AMENDED FOR ALL FUNDS
The county's FY2012 Amended Budget net of transfers between funds is $1,119,580,800. The charts below detail consolidated revenues and expenditures by category.
FY2012 Amended $1,119,580,800 Consolidated Revenue Analysis
Other Financing Use of Money and Sources Property Real Estate Taxes 7.3% 2.6% 26.5% Federal Funding 2.1% Personal Property 4.2%
State Funding Other Property 30.7% 0.7%
Utility Tax/ Other Miscellaneous Local Tax 2.2% 8.6% Charges for Permits, Fines, etc. Services 0.8% 13.0%
FY2012 Amended $1,119,580,800 Consolidated Expenditures by Category
Debt 7.3%
Capital 2.1%
Operating 28.6%
Personnel 62.0%
36 CONSOLIDATED REVENUE AND EXPENDITURE ANALYSIS FY2012 AMENDED FOR ALL FUNDS
The following chart illustrates expenditures for each of the county's funds. The chart includes FY2012 expenditures.
FY2012 Amended $1,119,580,800 Consolidated Expenditure Analysis
Risk Management Schools 1.2% 50.9%
Utilities 11.9% Grants 0.9%
Airport 0.1%
Comprehensive Services General Fund 0.7% 36.9% Capital Projects Fleet Mgmt. and Mgmt. Radio Shop 0.1% 1.7%
37 GENERAL FUND REVENUES
Change FY2010 FY2011 FY2012 FY2012 FY2011 to FY2013 FY2014 FY2015 Actual Adopted Approved Amended FY2012 Projected Projected Projected Estimated Revenues: From Local Sources Real Estate Taxes $316,973,003 $303,423,600 $302,231,900 $296,347,400 -2.3% $295,537,100 $302,503,600 $315,372,800 Other Property Taxes 53,385,543 55,761,500 56,773,700 54,334,000 -2.6% 56,299,400 58,343,400 60,469,100 Other Local Taxes 91,988,303 89,962,400 92,535,400 96,351,800 7.1% 98,534,800 100,686,100 102,969,200 Permits and Fees 4,364,953 3,664,200 3,664,200 3,834,100 4.6% 3,899,600 3,967,900 4,037,700 Fines and Forfeitures 2,119,362 1,368,000 1,368,000 1,517,500 10.9% 1,517,500 1,517,500 1,517,500 Other Local Revenue 46,109,327 45,002,100 45,890,600 44,616,500 -0.9% 46,136,700 47,657,300 48,678,300 Subtotal Local Sources $514,940,491 $499,181,800 $502,463,800 $497,001,300 -0.4% $501,925,100 $514,675,800 $533,044,600
Other Agencies State Revenue $120,175,339 $115,662,800 $116,678,500 $124,760,800 7.9% $124,778,800 $125,797,000 $126,835,300 Federal Revenue 10,569,964 10,035,300 10,167,800 9,977,400 -0.6% 9,977,400 9,977,400 9,977,400 Subtotal Other Agencies $130,745,303 $125,698,100 $126,846,300 $134,738,200 7.2% $134,756,200 $135,774,400 $136,812,700
Other Sources Transfers and Use of Reserves* $3,893,505 $22,650,200 $20,591,100 $20,198,500 -10.8% $19,988,800 $19,985,800 $19,982,400
Unassigned Fund Balance, Beginning $53,495,000 $53,495,000 $53,495,000 $53,495,000 0.0% $53,495,000 $53,495,000 $53,750,000
Total Transfers, Use of Reserves, and Unassigned Fund Balance* $57,388,505 $76,145,200 $74,086,100 $73,693,500 -3.2% $73,483,800 $73,480,800 $73,732,400
Total General Fund Revenues $703,074,299 $701,025,100 $703,396,200 $705,433,000 0.6% $710,165,100 $723,931,000 $743,589,700
* Reserves equal Committed, Restricted or Assigned
38 GENERAL FUND EXPENDITURES
Change FY2010 FY2011 FY2012 FY2012 FY2011 to FY2013 FY2014 FY2015 Actual Adopted Approved Amended FY2012 Projected Projected Projected
Estimated Expenditures: General Government $8,889,613 $8,898,800 $8,999,100 $8,867,100 -0.4% $8,867,100 $8,867,100 $8,867,100 Management Services 32,185,256 32,163,900 32,540,300 32,450,900 0.9% 32,705,300 32,705,300 32,705,300 Assessment and Collection of Taxes 9,958,280 9,905,900 10,088,100 10,055,400 1.5% 10,055,400 10,055,400 10,055,400 Administration of Justice 8,022,582 8,197,300 8,239,100 8,295,600 1.2% 8,295,600 8,295,600 8,295,600 Public Safety 130,831,126 129,925,300 131,504,600 133,673,900 2.9% 134,556,200 136,302,600 136,153,700 Human Services 82,609,367 84,970,000 85,940,300 88,426,300 4.1% 88,532,800 88,533,500 88,543,600 Community Development 17,023,140 16,833,100 17,070,900 16,668,600 -1.0% 16,668,600 16,668,600 16,668,600 Total Estimated Expenditures $289,519,363 $290,894,300 $294,382,400 $298,437,800 2.6% $299,681,000 $301,428,100 $301,289,300
Miscellaneous: Non-Departmental $991,878 $1,028,700 $1,028,700 $1,088,700 5.8% $1,088,700 $1,088,700 $1,088,700 Community Contracts 1,244,124 538,000 538,000 635,200 18.1% 635,200 635,200 635,200 Convention Center 3,503,222 3,534,600 3,605,300 3,770,300 6.7% 3,845,700 3,922,600 4,001,100 Debt Service 21,540,673 26,549,100 27,104,600 26,262,200 -1.1% 25,874,200 26,419,800 26,726,300 Employee Benefits 3,482,360 7,537,600 7,628,700 7,384,400 -2.0% 10,423,100 13,455,700 20,121,900 Intracounty Hydrant Protection 2,452,600 589,600 589,600 589,600 0.0% 589,600 589,600 589,600 Interest Paid on Taxes 75,224 61,000 61,000 61,000 0.0% 61,000 61,000 61,000 Community Development Authorities 685,179 1,662,000 2,461,600 2,461,600 48.1% 2,461,600 2,461,600 2,461,600 Tax Relief for Elderly 3,367,278 3,864,400 3,922,400 4,600,000 19.0% 4,800,000 5,000,000 5,200,000 Other Miscellaneous Expenditures 6,751 107,000 107,000 107,000 0.0% 107,000 107,000 107,000 Total Miscellaneous $37,349,289 $45,472,000 $47,046,900 $46,960,000 3.3% $49,886,100 $53,741,200 $60,992,400
District Improvement Funds $4,440 $0 $242,500 $167,500 N/A $167,500 $167,500 $167,500 Streetlight Electrical Costs 702,484 763,200 801,500 $755,500 -1.0% 755,500 755,500 755,500
Transfers: Grants 1 $2,436,911 $2,099,400 $2,200,500 $855,900 -59.2% $855,900 $855,900 $855,900 Schools Operating 2 286,461,993 291,581,900 286,328,000 288,998,100 -0.9% 289,390,300 296,573,700 301,484,700 Other Funds 57,000 0 0 0 0.0% 0 0 0 Comprehensive Services 1,806,100 2,294,900 2,294,900 1,710,700 -25.5% 1,710,700 1,710,700 1,710,700 Transfer to Capital Projects 15,720,721 12,902,600 13,741,800 13,352,500 3.5% 13,973,100 14,698,400 11,838,300 Transfer to Airport Fund 255,263 60,000 0 0 -100.0% 0 0 0 Total Transfers $306,737,989 $308,938,800 $304,565,200 $304,917,200 -1.3% $305,930,000 $313,838,700 $315,889,600
Use of Reserves: Pay-As-You-Go Capital Projects 3 $0 $206,600 $1,526,800 $200,000 N/A $0 $0 $2,860,100 Net Increase in Use of Reserves 3 15,265,735 0 0 0 0.0% 0 0 0 Program Enhancements 3 0 839,400 857,000 500,000 -40.4% 250,000 250,000 6,640,300 Contingencies 3 0 415,800 478,900 0 -100.0% 0 0 0 Unassigned Fund Bal., Ending 53,495,000 53,495,000 53,495,000 53,495,000 0.0% 53,495,000 53,750,000 54,995,000 Total Reserves $68,760,735 $54,956,800 $56,357,700 $54,195,000 -1.4% $53,745,000 $54,000,000 $64,495,400
Total General Fund Expenditures $703,074,299 $701,025,100 $703,396,200 $705,433,000 0.6% $710,165,100 $723,931,000 $743,589,700
1 Does not include transfers to grants that are reflected in individual departments and noted on divisional header sheets. 2 Transfer to the Schools CIP reserve is included in the FY2010 actuals for transfer to School Operating Fund. 3 Includes restricted, committed, and assigned fund balance.
39 SCHOOL OPERATING FUND
FY2010 FY2011 FY2012 FY2012 FY2013 FY2014 FY2015 Actual Adopted Approved Amended Projected Projected Projected
Revenues: Local Sources $6,380,866 $7,685,800 $7,685,800 $7,086,400 $7,086,400 $7,086,400 $7,086,400 State 220,526,863 209,441,000 210,141,600 213,507,800 213,507,800 214,575,300 217,793,900 Federal 32,335,355 4,043,000 4,009,400 10,552,000 430,000 430,000 430,000 Food Services 35,227,314 20,228,000 20,228,000 20,352,200 20,352,200 20,352,200 20,352,200 Grants 30,334,378 31,475,800 23,539,200 24,370,000 24,370,000 24,370,000 24,370,000 Transfer from School CIP 0 1,300,000 00000 Transfer from Food Services 960,042 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 Use of Reserves 1 0 1,772,800 477,000 0000 Transfer from General Fund State Sales Tax 46,045,027 46,400,000 $47,328,000 $49,998,100 $49,998,100 $50,998,100 $52,018,100 Local Taxes 240,089,410 233,181,900 227,000,000 227,392,200 227,392,200 233,575,600 237,466,600 Prior Year Revenue 0 12,000,000 12,000,000 11,607,800 12,000,000 12,000,000 12,000,000 Total General Fund: $286,134,437 $291,581,900 $286,328,000 $288,998,100 $289,390,300 $296,573,700 $301,484,700 Use of Reserves 1 0 0 0 0 0 0 0 SubTotal Revenue $611,899,255 $568,528,300 $553,409,000 $565,866,500 $556,136,700 $564,387,600 $572,517,200 Assigned Fund Balance $54,001,775 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000
Total Revenues, Transfers, $665,901,030 $569,528,300 $554,409,000 $566,866,500 $557,136,700 $565,387,600 $573,517,200 & Reserves
Expenditures: Instruction $381,411,263 $347,432,700 $340,044,200 $353,850,200 $347,476,500 $354,446,400 $362,181,000 Administration / A. & H. 16,699,515 17,518,100 17,553,600 18,518,900 16,566,300 16,862,600 17,333,500 Pupil Transportation 27,068,563 28,128,300 28,233,600 27,769,100 26,036,100 26,501,900 27,241,900 Operations & Maintenance 52,049,871 57,962,900 57,914,100 55,169,900 55,169,900 55,169,900 55,169,900 Technology 10,796,672 9,665,300 9,678,500 9,799,400 10,464,200 10,651,400 10,948,800 Debt Service 46,462,183 47,694,500 47,758,700 47,760,000 47,206,000 47,501,300 46,351,600 Grants 30,334,378 31,475,800 23,539,200 24,370,000 24,370,000 24,370,000 24,370,000 Food Service 35,227,314 20,228,000 20,228,000 20,352,200 20,352,200 20,352,200 20,352,200 Grounds Maintenance 2,161,000 1,938,700 1,975,100 1,792,800 2,011,500 2,047,900 2,084,300 Reserves and Assigned Fund Balance 55,913,788 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 Reserve for Capital Projects 7,776,483 6,484,000 6,484,000 6,484,000 6,484,000 6,484,000 6,484,000
Total Expenditures $665,901,030 $569,528,300 $554,409,000 $566,866,500 $557,136,700 $565,387,600 $573,517,200
Appomattox Governor's School $3,686,600 $3,632,000 $3,632,000 $3,435,300 $3,632,000 $3,632,000 $3,632,000
1 Reserves equal Committed, Restricted or Assigned
40 COMPREHENSIVE SERVICES
Change FY2010 FY2011 FY2012 FY2012 FY2011 to FY2013 FY2014 FY2015 Actual Adopted Approved Amended FY2012 Projected Projected Projected
Revenues:
Reimbursement, Colonial Heights $132,249 $150,000 $150,000 $124,200 -17.2% $124,200 $124,200 $124,200 State Aid, Comp.Services 3,350,567 4,404,800 4,404,800 3,315,600 -24.7% 3,315,600 3,315,600 3,315,600 State Aid, Comp. Svcs.-Medicaid 137,018 150,000 150,000 150,000 0.0% 150,000 150,000 150,000 Transfer from Social Services 445,200 445,200 445,200 445,200 0.0% 445,200 445,200 445,200 Transfer from Schools 1,042,600 1,197,100 1,197,100 921,100 -23.1% 921,100 921,100 921,100 Transfer from General Fund 1,806,100 2,294,900 2,294,900 1,710,700 -25.5% 1,710,700 1,710,700 1,710,700 To (From) Use of Reserves1 0 207,100 207,100 1,042,300 403.3% 1,042,300 1,042,300 1,042,300
Total Revenues $6,913,734 $8,849,100 $8,849,100 $7,709,100 -12.9% $7,709,100 $7,709,100 $7,709,100
Expenditures:
Operating Expenditures $6,577,352 $8,849,100 $8,849,100 $7,709,100 -12.9% $7,709,100 $7,709,100 $7,709,100 To (From) Use of Reserves1 336,382 0 0 0 0.0% 0 0 0
Total Expenditures $6,913,734 $8,849,100 $8,849,100 $7,709,100 -12.9% $7,709,100 $7,709,100 $7,709,100 1 Use of Reserves equals Committed, Restricted, or Assigned.
41 GRANTS
Change FY2010 FY2011 FY2012 FY2012 FY2011 to FY2013 FY2014 FY2015 Actual Adopted Approved Amended FY2012 Projected Projected Projected
Revenues:
From Other Governments $11,227,153 $11,258,500 $11,195,100 $10,118,400 -10.1% $10,118,400 $10,118,400 $10,118,400 Operating Transfers from Other Funds 2,455,302 2,287,900 2,408,900 1,060,500 -53.6% 1,060,500 1,060,500 1,060,500 Use of Restricted, Committed, or Assigned Fund Balance 0 1,423,300.00 100,000.00 144,900.00 -89.8% 144,900.00 144,900.00 144,900.00
Total Revenues and $13,682,456 $14,969,700 $13,704,000 $11,323,800 -24.4% $11,323,800 $11,323,800 $11,323,800 Other Financing Sources
Expenditures:
Adult Drug Court $668,304 $665,200 $637,400 $642,400 -3.4% $642,400 $642,400 $642,400 Clerk of the Circuit Court Technology Trust Fund 152,952 154,900 154,900 154,900 0.0% 154,900 154,900 154,900 Community Corrections Services: Domestic Violence Resource Center1 96,499 99,800 101,200 0 -100.0% 0 0 0 Domestic Violence Victim Advocate (V-STOP) 55,429 54,700 54,700 52,900 -3.3% 52,900 52,900 52,900 Options1 78,739 75,300 77,000 0 -100.0% 0 0 0 Post-Trial1 1,809,401 1,888,200 1,926,500 0 -100.0% 0 0 0 Pretrial1 457,127 547,800 556,700 0 -100.0% 0 0 0 Dual Treatment Track1 191,482 25,000 25,000 0 -100.0% 0 0 0 Community Development Block Grant 2,093,473 1,781,700 1,781,700 1,881,800 5.6% 1,881,800 1,881,800 1,881,800 Community Services Board Part C 714,165 859,700 713,000 831,500 -3.3% 831,500 831,500 831,500 Domestic Violence Prosecutor 85,275 98,900 98,900 98,900 0.0% 98,900 98,900 98,900 Families First 423,352 504,100 515,000 517,300 2.6% 517,300 517,300 517,300 Fire and EMS Revenue Recovery 4,466,011 6,110,200 4,940,100 5,202,200 -14.9% 5,202,200 5,202,200 5,202,200 Juvenile Drug Court 402,767 343,500 343,500 340,000 -1.0% 340,000 340,000 340,000 Litter Grant 34,753 26,000 26,000 26,000 0.0% 26,000 26,000 26,000 Police Grants: Domestic Violence Coordinator 48,879 45,000 45,000 48,100 6.9% 48,100 48,100 48,100 USDA Grant - Juvenile Detention 76,815 75,000 75,000 75,000 0.0% 75,000 75,000 75,000 USDA Grant - Youth Group Home 2,669 8,200 8,200 8,200 0.0% 8,200 8,200 8,200 Victim/Witness Assistance 455,796 485,600 495,900 477,400 -1.7% 477,400 477,400 477,400 Virginia Juvenile Community Crime Control Act (VJCCCA) 1,368,567 1,120,900 1,128,300 967,200 -13.7% 967,200 967,200 967,200
Total Expenditures $13,682,456 $14,969,700 $13,704,000 $11,323,800 -24.4% $11,323,800 $11,323,800 $11,323,800 1 Beginning with the adoption of the FY2012 budget, Community Corrections Services is moving from Grants fund to the general fund.
42 FLEET MANAGEMENT AND RADIO SHOP
Change FY2010 FY2011 FY2012 FY2012 FY2011 to FY2013 FY2014 FY2015 Actual Adopted Approved Amended FY2012 Projected Projected Projected
Revenues:
Fleet Management Charges $16,912,192 $15,763,000 $15,763,000 $16,793,500 6.5% $16,793,500 $16,793,500 $17,686,900 Radio Shop 2,152,726 2,106,900 1,993,300 2,268,900 7.7% 2,268,900 2,268,900 2,268,900 To (From) Unrestricted Net Assets 0 500,000 0 500,000 0.0% 1,215,600 0 0
Total Revenues $19,064,918 $18,369,900 $17,756,300 $19,562,400 6.5% $20,278,000 $19,062,400 $19,955,800
Expenditures:
Fleet Management $16,817,028 $15,763,000 $15,763,000 $17,293,500 9.7% $17,996,500 $16,780,600 $17,674,000 Radio Shop 1,900,458 2,606,900 2,204,200 2,225,200 -14.6% 2,225,200 2,225,200 2,225,200 Total Expenditures $18,717,486 $18,369,900 $17,967,200 $19,518,700 6.3% $20,221,700 $19,005,800 $19,899,200
To (From) Unrestricted Net Assets 347,432 0 (210,900) 43,700 N/A 56,300 56,600 56,600
Total Expenditures $19,064,918 $18,369,900 $17,756,300 $19,562,400 6.5% $20,278,000 $19,062,400 $19,955,800
43 RISK MANAGEMENT
Change FY2010 FY2011 FY2012 FY2012 FY2011 to FY2013 FY2014 FY2015 Actual Adopted Approved Amended FY2012 Projected Projected Projected Revenues:
Operating $7,798,831 $6,845,000 $6,861,700 $6,976,700 1.9% $7,676,700 $7,676,700 $7,676,700 Non-operating 19,688 0 0 0 0.0% 0 0 0 Insurance Recovery 602,006 0 0 0 0.0% 0 0 0 Other Misc Revenue 1,542 0 0 0 0.0% 0 0 0 Transfers in 00000.0% 0 0 0
Total Revenues $8,422,067 $6,845,000 $6,861,700 $6,976,700 1.9% $7,676,700 $7,676,700 $7,676,700
Use of Committed/ Restricted Net Assets 275,334 0 0 2,151,800 0.0% 2,079,000 1,829,000 1,829,000 Use of Unrestricted Net Assets 4,342,731 4,900,000 4,450,000 3,751,500 -23.4% 3,124,300 3,374,300 3,374,300
Total Revenues $13,040,132 $11,745,000 $11,311,700 $12,880,000 9.7% $12,880,000 $12,880,000 $12,880,000
Expenditures:
Personnel $1,239,181 $1,560,300 $1,577,000 $945,500 -39.4% $909,600 $909,600 $909,600 Operating 5,497,609 5,734,700 5,734,700 6,729,400 17.3% 6,767,100 6,767,100 6,767,100 Capital 00000.0% 0 0 0
Total Expenditures $6,736,790 $7,295,000 $7,311,700 $7,674,900 5.2% $7,676,700 $7,676,700 $7,676,700
Forecasted Payments of Liabilities 2,101,867 0 0 2,080,800 0.0% 1,829,000 1,829,000 1,829,000 Unrestricted Net Assets 4,201,475 4,450,000 4,000,000 3,124,300 -29.8% 3,374,300 3,374,300 3,374,300
Total Expenditures and $13,040,132 $11,745,000 $11,311,700 $12,880,000 9.7% $12,880,000 $12,880,000 $12,880,000 Unrestricted Net Assets
44 CAPITAL PROJECTS MANAGEMENT
Change FY2010 FY2011 FY2012 FY2012 FY2011 to FY2013 FY2014 FY2015 Actual Adopted Approved Amended FY2012 Projected Projected Projected
Revenues:
Service Charges $837,750 $859,200 $879,500 $837,300 -2.5% $825,200 $825,200 $825,200 Misc. Revenue 00000.0% 0 0 0 To (From) Unrestricted Net Assets 00000.0% 0 0 0
Total Revenues $837,750 $859,200 $879,500 $837,300 -2.5% $825,200 $825,200 $825,200
Expenditures:
Personnel $705,279 $714,500 $731,700 $730,000 2.2% $730,000 $730,000 $730,000 Operating Expenses 111,087 144,700 147,800 107,300 -25.8% 95,200 95,200 95,200 Capital 0 0 0 0 0.0% 0 0 0 Total Expenditures $816,366 $859,200 $879,500 $837,300 -2.5% $825,200 $825,200 $825,200
To (From) Unrestricted Net Assets 21,3840000.0% 0 0 0
Total Expenditures $837,750 $859,200 $879,500 $837,300 -2.5% $825,200 $825,200 $825,200
45 AIRPORT
F Y Change FY2010 FY2011 FY20122 FY2012 FY2011 to FY2013 FY2014 FY2015 Actual Adopted Approved0 Amended FY2012 Projected Projected Projected
Revenues:
Sales of Supplies $62,675 $85,000 $81,000 $79,000 -7.1% $79,000 $79,000 $79,000 Rental Fees 545,279 619,200 626,400 626,400 1.2% 631,600 636,900 642,300 Misc. Revenue 6,139 5,000 5,000 3,800 -24.0% 3,800 3,800 3,800 VA State Grant Aid 11,675 240,000 0 0 -100.0% 0 0 0 Transfer From General Fund 164,892 60,000 0 0 -100.0% 0 0 0
Total Revenues $790,660 $1,009,200 $712,400 $709,200 -29.7% $714,400 $719,700 $725,100
Expenditures:
Personnel $325,079 $298,300 $304,700 $292,600 -1.9% $292,600 $292,600 $292,600 Operating 291,516 410,900 407,700 416,600 1.4% 421,800 427,100 432,500 Capital 0 0 0 0 0.0% 0 0 0 CIP - Airport 0 300,000 0 0 -100.0% 0 0 0 Total Expenditures $616,595 $1,009,200 $712,400 $709,200 -29.7% $714,400 $719,700 $725,100
To (From) Unrestricted Net Assets 174,064 0 0 0 0.0% 0 0 0
Total Expenditures $790,660 $1,009,200 $712,400 $709,200 -29.7% $714,400 $719,700 $725,100
46 UTILITIES
Change FY2010 FY2011 FY2012 FY2012 FY2011 FY2013 FY2014 FY2015 Actual Adopted Approved Amended to FY2012 Projected Projected Projected Revenues: Water $40,696,406 $44,836,400 $49,159,400 $44,007,600 -1.8% $46,612,800 $49,374,200 $52,301,500 Wastewater 37,125,249 42,559,700 46,092,700 41,727,400 -2.0% 44,231,000 46,884,800 49,697,900 Use of Unrestricted Net Assets 36,715,582 0 201,800 0 0.0% 1,153,900 10,629,800 3,383,600
Total Revenues $114,537,237 $87,396,100 $95,453,900 $85,735,000 -1.9% $91,997,700 $106,888,800 $105,383,000
Expenditures: Water $36,077,956 $36,218,900 $36,523,300 $36,343,200 0.3% $37,238,400 $39,106,700 $41,057,800 Wastewater 29,017,382 29,273,200 27,280,600 27,172,800 -7.2% 28,054,300 29,459,100 30,930,200 CIP-Water 9,409,729 14,823,000 15,450,000 6,550,000 -55.8% 15,435,000 27,053,000 22,125,000 CIP-Wastewater 40,032,170 5,948,000 16,200,000 11,300,000 90.0% 11,270,000 11,270,000 11,270,000 Transfer to Unrestricted Net Assets 0 1,133,000 0 4,369,000 285.6% 0 0 0
Total Expenditures $114,537,237 $87,396,100 $95,453,900 $85,735,000 -1.9% $91,997,700 $106,888,800 $105,383,000
47 GENERAL FUND BALANCE ANALYSIS
The schedule below indicates the allocation of the general fund unassigned balance at June 30, 2010 through June 30, 2012. Maintaining an adequate general fund balance is an essential element of financial strength and stability. The need for this balance or working capital reserve includes:
• A cash reserve to help stabilize monthly cash flow requirements
• Funding for emergencies
• A strong credit rating
• A cash reserve to be combined with other temporary cash balances to promote higher returns for all short term investments.
• A cushion to help provide long term financial stability
The Board of Supervisors adopted a change to the financial policy ratio of unassigned general fund balance as a percentage of general fund expenditures from the current 7.5 percent to 8.0 percent. At June 30, 2010 this ratio was 8.1 percent.
FY2011
Beginning Unassigned Fund Balance $ 53,495,000
Budgeted Addition to Unassigned Fund Balance 0
Ending Unassigned Fund Balance, June 30, 2011 $ 53,495,000
FY2012
Projected Beginning Unassigned Fund Balance $ 53,495,000
Budgeted Addition to Unassigned Fund Balance 0
Ending Unassigned Fund Balance, June 30, 2012 $ 53,495,000
48 MULTI-YEAR PROJECTIONS
DESCRIPTION
General fund projections for FY2013, FY2014 and which include funding projections for debt service, FY2015 are based on projected economic trends in unassigned fund balance at 8.0 percent of the county. Past trends, as well as changes in state expenditures, the transfer to schools, the reserve for and federal regulations, are taken into account when capital projects, and various general operating cost projecting revenues and expenditures for these commitments for county departments. The years. projections for FY2013-FY2015 are conservative due to continued uncertainty in the national and In addition, projections conform to the county’s regional economy. established financial policies and commitments,
HIGHLIGHTS
• The county’s currently established policy for increases to unassigned fund balance is currently set at 7.5 percent of general fund expenditures and indicates the ability of the county to cope with unexpected financial problems or emergencies. Unassigned general fund balance was $53.5 million or 8.1 percent of general fund expenditures at June 30, 2010. Projections for FY2013 through FY2015 maintain unassigned fund balance at 8.1, 8.0, and 8.0 percent, respectively, for each year, in keeping with the proposed financial policy revision included in this document, increasing the percentage from 7.5 to 8.0 percent. • The FY2013, FY2014, and FY2015 transfer to Schools has been formulated based on a methodology that proportions projected revenues between schools and core government services. The general fund transfer to Schools for FY2013 is $289.4 million, an increase of $392,300 over FY2012; for FY2014 the transfer is $296.6 million or 2.5 percent above FY2013, and for FY2015, the transfer is $301.5 million or 1.7 percent above FY2014. While the increase in the FY2013 transfer to schools is fairly small, it is based on conservative projections of minimal to flat revenue growth, particularly in state sales tax revenues, due to continued uncertain economic conditions. It is anticipated that by FY2014 and FY2015, revenue growth will begin to return. • The assigned reserve for future capital projects is based on a policy established by the Board of Supervisors. The assigned reserve for future capital projects is budgeted each fiscal year through current revenues, with a goal of reaching five percent of general fund expenditures (excluding transfers, grants, unassigned fund balance, debt service, and respective flow-through expenditures having no direct benefit to the general fund). Specific projects are identified for funding from this reserve. Any balance in the reserve remains there until a need is identified. Total current revenue projected for transfer to county capital projects is $14.0 million in FY2013, $14.7 million in FY2014, and $14.7 million in FY2015. • General increases for new positions and additional operating costs are included for projection purposes where warranted. Minimal funds are set aside in the employee benefits area to address future projected compensation/benefit increases or decreases in planned benefits for departments.
49 DEBT
DESCRIPTION
The Constitution of Virginia and the Virginia Public which the bonds were issued may be issued in any Finance Act provide the county with authority to amount without a public referendum. issue general obligation debt secured solely by the pledge of its full faith and credit, as well as debt The county’s commitment to established debt and secured by the fee revenues generated by the system financial management policies has enabled the for which the bonds are issued and, if necessary, by county to achieve the highest bond ratings attainable general obligation tax revenues. There is no from all three rating agencies (Fitch Ratings, limitation imposed by state law or local ordinance Standard & Poor's, and Moody’s Investors Services) on the amount of general obligation debt a county for the county’s general obligation bonds. may issue; however, with certain exceptions, debt, Chesterfield County ranks in the top one percent of which either directly or indirectly is secured by the counties nationwide to hold the distinct honor of general obligation of a county, must be approved at having a AAA bond rating from all three agencies. public referendum prior to issuance. Debt secured The county continues to benefit from this credit solely by the revenues generated by the system for rating both economically and financially.
FINANCIAL ACTIVITY Change FY2010 FY2011 FY2012 FY2012 FY2011 to FY2013 FY2014 FY2015 Actual Adopted Approved Amended FY2012 Projected Projected Projected
Principal $14,041,017 $15,617,300 $15,820,300 $15,539,700 -0.5% $15,342,100 $15,504,000 $16,081,800 Interest 7,412,601 10,200,700 10,554,800 9,993,000 -2.0% 9,632,300 10,116,000 9,744,700 Other Debt
Service 87,055 731,100 729,500 729,500 -0.2% 899,800 799,800 899,800 Total $21,540,673 $26,549,100 $27,104,600 $26,262,200 -1.1% $25,874,200 $26,419,800 $26,726,300
HIGHLIGHTS
• Debt Service represents payments of principal and interest on all county indebtedness. Debt service for schools is budgeted in the School Fund. • Adherence to county debt management policies determine the amount of debt the county can afford to issue each year. The county’s Capital Improvement Program (CIP) plans for debt issuances that result in debt ratios even lower than the targets shown in the table on the next page. The CIP was developed to maintain the debt service to expenditure ratio closer to 8.5 percent. • Planned debt issuances and retirements during FY2011 for Recovery Zone Economic Development Bonds (RZEDBs), 2004 bond referendum bonds, and various certificates of participation account for the change in FY2012 debt service compared to FY2011 adopted levels. • During FY2011 the county issued $8.3 million in RZEDBs through the Chesterfield County Economic Development Authority to construct a highway interchange at I-295 and Meadowville Road. In conjunction with this sale, $7.2 million in 1999 public facility lease revenue bonds originally issued for construction of the Juvenile and Domestic Relations Court building were refinanced. Due to the refinancing and the issuance of fewer RZEDBs than originally planned, debt service expense in FY2012 is projected to be less than the FY2012 approved budget.
50 DEBT
FUTURE OUTLOOK
• The FY2012 – FY2016 CIP reflects county debt financed projects totaling $78.1 million. Planned county projects consist of new facilities, expansions, renovations, and improvements in areas of public safety, libraries, parks and recreation, and transportation. Projects will be financed with a combination of general obligation bonds and certificates of participation. The county’s CIP document further details planned county debt funded projects. • Over the final three years (FY2013 - FY2015) of the operating budget’s planning period, annual debt service increases average a modest $155,000. However, the county plans to replace the 800MHz public safety radio system beginning in FY2015 which will substantially increase planned debt service expense beginning in FY2016. • Debt service as a percentage of general governmental expenditures, a measure of the county’s ability to retire debt without negatively impacting other county services, is projected to remain below policy target values throughout the FY2012 - 2016 CIP planning period.
Actual June 30, 2010 Planning Cap Ceiling Debt as a Percentage of Assessed Value 1.5% 3.0% 3.5% Debt Per Capita $1,726 $1,698 $1,910 Debt Service as a Percentage of General Governmental Expenditures 9.1% 10.0% 11.0% Unassigned General Fund Balance as a Percentage of General Fund Expenditures 8.1% 7.5% 5.0% (floor)
Note: Along with the adoption of the FY2012 budget, the Board of Supervisors approved an increase in the unassigned general fund balance as a percentage of general fund expenditures to 8% and the floor to 6%.
Goal: Ensure fiscal integrity in resource allocation. Supports countywide Strategic Goal 1 Objective: Maintain Board of Supervisors’ approved planning cap of 10 percent or less; strive to maintain County Administrator’s revised target of 8.5 percent throughout the 2012-2016 CIP planning period Measure: Debt service to general fund expenditure ratio
Debt Service to General Fund Initiatives Expenditure Ratio
12.0% • Capital Improvement Program 10.0% • Contributions to Reserve for Future 8.0% Capital Improvements 6.0% • Debt affordability model 4.0% • Biennial Financial Plan 2.0% • Board of Supervisors' approved debt 0.0% management policies FY08 FY09 FY10 FY11 FY12 FY13 • Triple AAA bond rating resulting in reduced interest rates on bond sales and ACTUALS PROJECTIONS reduction in debt service Results Target
51 DEBT
Goal: Promote financial integrity. Supports countywide Strategic Goal 1 Objective: Maintain highest possible General Obligation Bond rating from all three rating agencies Measure: Annual general obligation bond ratings
RESULTS: Chesterfield County General Obligation Bond Ratings
Rating Agency FY08 FY09 FY10
Standard & Poor's AAA AAA AAA
Moody’s Investors Service Aaa Aaa Aaa
Fitch Ratings AAA AAA AAA
Initiatives
• Biennial Financial Plan • Well-diversified management planning tools and policies in such areas as financials, land use, economic development, and capital facilities • Debt affordability model • Three year projections in Biennial Financial Plan • Rapid retirement of principal
52 GENERAL GOVERNMENT
Citizens Elect
Board of Supervisors
County County Clerk to Attorney Administration the Board
Intergovernmental Budget & Relations Management
Community Public Development Affairs Block Grant
Center for Human Organizational Resource Excellence Management
Employee Medical Center
53 GENERAL GOVERNMENT
Change FY2010 FY2011 FY2012 FY2012 FY2011 to FY2013 FY2014 FY2015 Actual Adopted Approved Amended FY2012 Projected Projected Projected
GENERAL FUND
Board of Supervisors $330,676 $318,500 $319,900 $318,400 0.0% $318,400 $318,400 $318,400 Budget and Management 1,139,975 1,090,500 1,090,500 1,006,400 -7.7% 1,006,400 1,006,400 1,006,400 Center for Organizational Excellence 1,115,872 1,264,900 1,281,800 1,222,300 -3.4% 1,222,300 1,222,300 1,222,300 Clerk to the Board $204,378 261,100 272,700 252,900 -3.1% 252,900 252,900 252,900 County Administration 918,589 971,000 962,400 976,400 0.6% 976,400 976,400 976,400 James River Advisory Council 16,457 25,000 25,000 27,000 8.0% 27,000 27,000 27,000 County Attorney 1,504,953 1,486,700 1,510,200 1,470,700 -1.1% 1,470,700 1,470,700 1,470,700 Human Resource Mgmt 1,859,328 1,901,500 1,934,500 1,878,500 -1.2% 1,878,500 1,878,500 1,878,500 Employee Medical Center 858,510 757,400 766,600 808,800 6.8% 808,800 808,800 808,800 Intergovernmental Relations 229,604 172,800 175,000 173,000 0.1% 173,000 173,000 173,000 Public Affairs 711,273 649,400 660,500 732,700 12.8% 732,700 732,700 732,700
TOTAL GENERAL FUND $8,889,613 $8,898,800 $8,999,100 $8,867,100 -0.4% $8,867,100 $8,867,100 $8,867,100
SPECIAL REVENUE FUND
Community Development Block Grant* $0 $1,781,700 $1,781,700 $1,881,800 5.6% $1,881,800 $1,881,800 $1,881,800
TOTAL SPECIAL REVENUE FUND $0 $1,781,700 $1,781,700 $1,881,800 5.6% $1,881,800 $1,881,800 $1,881,800 *Beginning with the FY11 Budget, Community Development Block Grant has moved from Community Development.
54 BOARD OF SUPERVISORS
DESCRIPTION
The Board of Supervisors is an elected body of five county. Public hearings held by the Board afford members representing Chesterfield County’s five citizens the opportunity to participate in the policy magisterial districts. The Board enacts ordinances making process. Additionally, the Board has public and establishes policies in accordance with the comment sessions at both the afternoon and evening desires of county residents as well as with applicable board meetings to accommodate citizens. Meeting state and federal laws to improve the quality of life schedules, agendas, minutes, and other information in the most cost-effective manner. for the Board of Supervisors are available on the county’s Website at www.chesterfield.gov. The Board holds regularly scheduled meetings throughout the year to formulate policy for the
FINANCIAL ACTIVITY
Change FY2010 FY2011 FY2012 FY2012 FY2011 to FY2013 FY2014 FY2015 Actual Adopted Approved Amended FY2012 Projected Projected Projected
Personnel $217,919 $206,300 $207,700 $206,800 0.2% $206,800 $206,800 $206,800 Operating 112,757 112,200 112,200 111,600 -0.5% 111,600 111,600 111,600
Capital 0 0 0 0 0.0% 0 0 0 Total $330,676 $318,500 $319,900 $318,400 0.0% $318,400 $318,400 $318,400
Revenue 16 0 0 0 0.0% 0 0 0 Net Cost $330,660 $318,500 $319,900 $318,400 0.0% $318,400 $318,400 $318,400
FT Pos. 0 0 0 0 0 0 0 0
HIGHLIGHTS
• The Board of Supervisors is committed to ensuring the highest quality of life to Chesterfield County residents at the lowest practical costs. The budget for the Board of Supervisors includes part-time salaries for five members of the Board and dues for membership in the Virginia Association of Counties (VACo) and the National Association of Counties (NACo). • In addition to education and public safety, the Board has made economic development a priority. Business growth and the creation of jobs are essential to the future vitality of the county. The Board made progress on a number of critical initiatives during the course of this year. Major economic and community development successes included the groundbreaking for the interchange at Interstate 295 and Meadowville Road, the opening of Sabra Dipping Company, the development of the SportsQuest field complex, the redevelopment of Cloverleaf Mall, the widening of Route 10, and the launching of new small business initiatives. • The Board is committed to developing a new countywide comprehensive plan which will guide the county into the future. As the comprehensive planning process enters into its final stage, community feedback is essential for incorporation into the plan prior to its approval by the Board. • The Board continues its emphasis on enhanced openness in governmental processes through the Citizens’ Budget Advisory Committee, various community feedback mechanisms and the creation of an e- newsletter titled “Currents”.
55 BOARD OF SUPERVISORS
FUTURE OUTLOOK
• County finances will continue to be a priority for the Board in future years. The Board will closely monitor the impact of the economy and state budget cuts on county resources and promote sound fiscal policies that will provide an extraordinary quality of life to its residents. • With the Board of Supervisors emphasis on economic development in Chesterfield, efforts to attract new businesses into the county will persist, while efforts to assist existing businesses in expanding and prospering will continue.
Goal: To be known for an extraordinary quality of life. Supports countywide Strategic Goal 3 Objective: To provide for an overall outstanding quality of life Measure: Citizens Satisfaction Survey: Quality of Life Rating
Citizens Satisfaction Survey: Quality of Life Rating 100.0%
98.0% 96.0%
94.0% 92.0%
90.0% FY06 FY08 FY10 FY12 FY14 FY16
ACTUALS PROJECTIONS
Results Target
56 BUDGET AND MANAGEMENT
DESCRIPTION
The primary functions of the Department of Budget impact analyses on state legislative issues and and Management are to provide financial and administers the county's cash proffer program. In management information and guidance for the addition, the department is responsible for managing county administrator, Board of Supervisors, and the county’s debt program which includes planning county departments. The department manages the the county’s ability to issue debt, recommending development and execution of the Biennial Financial projects for debt financing, and coordinating all Plan and multi-year Capital Improvement Program financings and bond referenda activities. (CIP), performs special projects, including research Additionally, the Community Development Block and analyses, and oversees the budgets of all county Grant is administered by the Budget and capital projects. The department provides fiscal Management Department.
FINANCIAL ACTIVITY
Change FY2010 FY2011 FY2012 FY2012 FY2011 to FY2013 FY2014 FY2015 Actual Adopted Approved Amended FY2012 Projected Projected Projected
Personnel $1,106,603 $1,055,800 $1,055,800 $985,700 -6.6% $985,700 $985,700 $985,700 Operating 33,372 34,700 34,700 20,700 -40.3% 20,700 20,700 20,700
Capital 0 0 0 0 0.0% 0 0 0 Total $1,139,975 $1,090,500 $1,090,500 $1,006,400 -7.7% $1,006,400 $1,006,400 $1,006,400
Revenue 3 0 0 0 0.0% 0 0 0 Net Cost $1,139,972 $1,090,500 $1,090,500 $1,006,400 -7.7% $1,006,400 $1,006,400 $1,006,400
FT Pos. 13 11 11 11 0 11 11 11
HIGHLIGHTS
• In FY2011, the department received the award for Distinguished Budget Presentation from the Government Finance Officers Association (GFOA) for the 25th consecutive year. This is the highest form of recognition for excellence in local government budgeting. • Staff successfully negotiated a resolution with all involved parties to the zip codes change effort and participated in the final round of citizen input meetings in order to implement this change (which is anticipated to net the county an additional $1.5 to $2.0 million in additional sales taxes over the next several years). • Staff assisted in the restructure of the sale of the Cloverleaf Mall property to the developer. Infrastructure improvements are planned to begin during the spring of 2011. • Staff continues to identify ways for streamlining the workflow and consolidating activities. • The department continued the process of assessing debt affordability and market conditions in preparation for the sale of general obligation bonds for projects approved in the 2004 referendum. Chesterfield is one of few counties in the nation to hold a “AAA” bond rating from all three of the major bond rating agencies: Moody’s, Standard and Poor’s, and Fitch Ratings.
FUTURE OUTLOOK
• Staff will continue to monitor local economic conditions and their potential financial impact to the county, and make appropriate recommendations.
57 BUDGET AND MANAGEMENT
• Staff will assist with identifying projects for a future bond referendum; such work will be necessary as project priorities, funding needs, and debt capacities for the next CIP submission are determined. • The department’s staff will implement budget document preparation software as recommended for funding through the TIP for FY2012.
Goal: Ensure fiscal integrity in resource allocation. Supports countywide Strategic Goal 1 Objective: Provide accurate estimate of resources Measure: Percent of general fund revenue variance between adopted revenues and actual revenues
Percent of Major Revenue Variance Between Adopted Revenues and
3.5% Actual Revenues
3.0% Initiatives 2.5% 2.0% • Biennial Financial Plan 1.5% • Three-year projections of revenues 1.0% • Monthly revenue analysis 0.5% • Revenue modeling: trends, regression 0.0%
FY08 FY09 FY010 FY11 FY12 FY13
ACTUALS PROJECTIONS
Res ults Target
Goal: Ensure fiscal integrity in resource allocation. Supports countywide Strategic Goal 1 Objective: Develop and administer operating and capital budgets Measure: Debt service to expenditure ratio
Debt Service to General Fund Expenditure Ratio Initiatives 12.0% 10.0% • Multi-year Capital Improvement 8.0% Program • Debt affordability model 6.0% • Biennial Financial Plan 4.0% • Board of Supervisors approved debt 2.0% management policies 0.0% FY08 FY09 FY10 FY11 FY12 FY13
ACTUALS PROJECTIONS
Results Target
58 COMMUNITY DEVELOPMENT BLOCK GRANT
DESCRIPTION
The Department of Budget and Management environments, and expanded economic opportunities administers the Community Development Block primarily for low and moderate-income persons. Grant (CDBG), the American Dream Down Payment Initiative (ADDI), and the Home The HOME Program’s primary purpose is to Investment Partnership (HOME) program. These increase the supply of decent, affordable housing for programs are funded through grants that are awarded low and very low-income families and individuals. annually from the United States Department of Program funds may be used for new housing Housing and Urban Development (HUD). construction, housing rehabilitation, rental rehabilitation, and first time home ownership CDBG program funds may be used for housing, opportunities. The county has demonstrated a need public service, public administration, public for these activities and has been extremely improvements, and for economic development successful in creating innovative ways to utilize activities. The overall objective of the CDBG these and other available resources. program is to develop viable urban communities by providing decent housing, suitable living
FINANCIAL ACTIVITY Change FY2010 FY2011 FY2012 FY2012 FY2011 to FY2013 FY2014 FY2015 Actual Adopted Approved Amended FY2012 Projected Projected Projected Expenditures: Administration 303,800 324,280 Code Enforcement 130,000 130,000 Economic Development 214,000 213,500 Housing 515,900 488,720 Public Facilities/Improv. 588,200 750,000 Public Service 188,300 172,800 Unallocated 5,500 6,500 Total $2,093,473 $1,945,700 $1,781,700 $2,085,800 7.2% $1,881,800 $1,881,800 $1,881,800 Revenue: CDBG Grant 1,255,800 1,255,800 1,361,000 1,361,000 1,361,000 1,361,000 HOME Grant 525,900 525,900 520,800 520,800 520,800 520,800 Program Income 0 0 28,900 0 0 0 Reprogrammed Funds 164,000 0 175,100 0 0 0 Total $2,093,473 $1,945,700 $1,781,700 $2,085,800 7.2% $1,881,800 $1,881,800 $1,881,800
FT Pos. 44 43-1333 Allocation of funds among categories will be determined during future budget deliberations for FY2013 through FY2015 . Reprogrammed funds, while previously appropriated, are shown to reflect the total funding level available for the projects listed on the following page.
59 COMMUNITY DEVELOPMENT BLOCK GRANT
FY2012 Activity Amended
Bensley Elementary Extended Day Program $12,500
Better Housing Coalition-Chesterfield Senior Services 23,500
CDBG Program Administration 272,200
Chesterfield Avenue Enhancement Project 150,000
Chesterfield Default and Foreclosure 50,000
Communities In Schools-At Risk Youth Program 20,000
Harrowgate Road Sidewalk and Cougar Trail Paved Shoulder 225,000
Huntington Hills Drainage Improvements 200,000
Jefferson Davis Association Streetscape Improvement 175,000
Jefferson Davis Business Incubator-Biz Works 150,000
Metropolitan Boys & Girls Club-Falling Creek 19,300
Mill House 35,000
Phoenix Achievers Plus 12,500
Pro-Active Code Compliance 130,000
RAMPS 20,000
Small, Women, and Minority Business Technical Assistance 63,500
Unallocated 6,500
Subtotal CDBG $1,565,000
Elder Homes Corp-Housing Rehabilitation 180,000
CDBG Housing Rehabilitation 125,000
HOME Program Administration 52,080
H.O.M.E Down Payment Assistance 85,593
Southside CDHC -CHDO 78,127
Subtotal HOME $520,800
TOTAL $2,085,800 *County Administrator's recommendations pending receipt of FY2012 HUD grant amount.
60 COMMUNITY DEVELOPMENT BLOCK GRANT
HIGHLIGHTS
• In FY2011, the CDBG and HOME programs transformed as part of the consolidation into the Department of Budget & Management – authorized staffing levels and administration costs have been reduced and the make-up of the citizen review committee has been restructured. On-going improvements include working with the committee to redefine their role and the prioritization of funding. • The citizen review committee was restructured to achieve broader countywide representation - each of the county’s five magisterial districts is represented on the committee. To ensure some continuity in the committee activities, the make-up of the committee blends past participants with new members. • FY2012 CDBG funding recommendations reflect the county’s priority to support more public facility/improvement activities as stated in the approved consolidated plan. • As a first step in meeting the goals of the consolidated plan, and to further reduce grant administrative efforts and costs in Budget & Management and other county departments, FY2012 CDBG funding recommendations include the redirection of Parks and Recreation CDBG-funded activities to the general fund. This change does not negatively impact the delivered services. • Awaiting word on the county’s FY2012 grant allocations, early indications at the federal level reflect reductions in the U.S. Department of Housing and Urban Development budget of 7 percent and 11 percent respectively for the CDBG and HOME grants.
FUTURE OUTLOOK
• Staff will continue working with the citizen committee in defining its role in strategic planning efforts, establishing funding priorities and evaluating the performance of CDBG and HOME funded activities – these are all critical components of the county’s required grants administration responsibilities. • With expected declines in HOME funding, it is becoming more difficult to fulfill the federal requirement for housing development activities (minimum of 15 percent of allocation) while maintaining existing service levels for down payment assistance, housing rehabilitation, and counseling services.
61 COMMUNITY DEVELOPMENT BLOCK GRANT
Goal: Improve community development conditions in low and moderate-income communities. Supports countywide Strategic Goals 1 and 3 Objective: Provide public facilities improvements and equipment for low to moderate-income communities Measure: Number of public facility improvements or equipment purchases completed
Number of public facility
improvements or equipment
6 purchases completed Initiatives
5 • Small business assistance program 4 • Infrastructure improvements 3 • Purchase of public safety equipment 2 • Creation of public facilities 1 • Citizen Review Committee 0 FY08 FY09 FY10 FY11 FY12 FY13
ACTUALS PROJECTIONS
Results Target
Goal: Provide affordable housing and affordable housing conditions for low and moderate-income families. Supports countywide Strategic Goals 1 and 3 Objective: Provide opportunities and assistance for affordable purchase and rehabilitation of housing Measure: Housing activities completed
Housing Activities Completed
60 50 Initiatives 40 30 • Counseling Services 20 • Down-payment assistance program 10 • Housing rehabilitation 0 • New construction FY08 FY09 FY10 FY11 FY12 FY13 • Citizen Review Committee ACTUALS PROJECTIONS
Results Target
62 CENTER FOR ORGANIZATIONAL EXCELLENCE
DESCRIPTION
The Center for Organizational Excellence (COE) is the Quality System, COE is governed by the County the result of the FY2010 consolidation of Administrator’s Performance Council which leads Chesterfield University and the Quality Office. organizational efforts to ensure that employees and While both business entities remain, this single departments are capable of applying principles and department consults and advises leaders of the processes to efficiently deliver county services. organization on strategic planning, performance COE strives to meet specific departmental business outcomes, talent development, process management, needs while assisting in the county’s mission and customer service with all elements being “providing a FIRST CHOICE community through supported through organizational learning. Within excellence in public service”.
FINANCIAL ACTIVITY
Change FY2010 FY2011 FY2012 FY2012 FY2011 to FY2013 FY2014 FY2015 Actual Adopted Approved Amended FY2012 Projected Projected Projected
Personnel $981,329 $1,046,200 $1,063,100 $1,022,200 -2.3% $1,022,200 $1,022,200 $1,022,200 Operating 134,543 218,700 218,700 200,100 -8.5% 200,100 200,100 200,100
Capital 0 0 0 0 0.0% 0 0 0 Total $1,115,872 $1,264,900 $1,281,800 $1,222,300 -3.4% $1,222,300 $1,222,300 $1,222,300
Revenue 264,436 268,100 268,100 260,700 -2.8% 260,700 260,700 260,700 Net Cost $851,436 $996,800 $1,013,700 $961,600 -3.5% $961,600 $961,600 $961,600
FT Pos. 10 10 10 10 0 10 10 10
HIGHLIGHTS
• For the fourth consecutive year, Chesterfield County was named to Training Magazine’s 2010 Top 125 listing of organizations leading the way in employee training and development, remaining the only local government to make this list. Chesterfield County placed #12 in 2010 up from #38 in 2009. • Chesterfield County developed a new strategic plan in FY2010 and deployed it in early FY2011 with efforts underway to assist departments in aligning county resources to the new strategic plan. • In FY2011, the county successfully completed a Citizen Satisfaction Survey identifying areas where county residents feel the county is doing well and areas that need improvement. Results on how citizens rate overall customer service demonstrated an all time high with the favorable rating at 87 percent. • In FY2011, the county deployed a Business Climate Survey to assess areas in which businesses feel the county is doing well, as well as opportunities for improvement. Results are pending at this time. • County employees received an average of 38 hours of learning in FY2010 with continued focus on compliance, technology and soft skill training classes. • In FY2012, total expenditures declined due to a decrease in personnel expenses from the replacement of vacated positions with entry level personnel, an anticipated four percent turnover rate, and minor reductions in various operating expenses. • COE employee satisfaction remains high with a 9.1/10 on the 2010 Organizational Climate Assessment. • COE professionals authored three selected learning activities for inclusion in The Leadership Challenge Activities Book by James Kouzes and Barry Posner.
63 CENTER FOR ORGANIZATIONAL EXCELLENCE
FUTURE OUTLOOK
• Three of staff’s major efforts in FY2012 and beyond will be to better align COE resources with the needs of county departments, identifying opportunities for performance improvements through consultative services, and learning to better align county resources to the new strategic plan. • The staff will re-establish the development of CQS Central and Learning Management System projects.
Goal: To consistently sustain, support and promote excellent customer service. Supports countywide Strategic Goal 2 Objective: Coordinate with the Customer Focus Subgroup to regularly monitor the county’s customer service results identifying areas for continuous improvement Measure: Citizens Rating of Customer Service
Citizen Rating of Customer Service
90% Initiatives
88% • Conduct and report results of the citizen 86% satisfaction survey and business climate 84% survey • Identify learning opportunities and 82% process improvements to support 80% customer services standards and FY06 FY08 FY10 FY12 FY14 FY16 initiatives ACTUALS PROJECTIONS
Results Target
Goal: Support departmental business needs through organizational learning. Supports countywide Strategic Goal 5 Objective: Introduce information, tools, and models to our customers that will assist them in meeting departmental business requirements Measure: Average number of learning hours attended per employee (countywide)
Average Learning Hours per Employee
70 Initiatives 60 50 • Blended curriculum development 40 • Internal “special requests” learning 30 • Departmental career development 20 programs 10 • Continual focus on individual 0 development plans of employee FY08 FY09 FY10 FY11 FY12 FY13 development program ACTUALS PROJECTIONS
Results Target
64 CLERK TO THE BOARD
DESCRIPTION
The Office of the Clerk to the Board of Supervisors the Board’s agenda, including assembling, printing, is responsible for coordinating the official meetings and distributing the agenda packets. Other duties of the Board of Supervisors and for preserving the include handling inquiries from the public and minutes and records of the Board. Official meetings managing Board members’ calendars. The Clerk’s include regular Board meetings, Board committees, Office maintains a database of board and committee and all other meetings where three or more Board appointees and their terms and regularly updates the members are present. The Clerk to the Board Board’s Website with appointment vacancies and ensures that all meetings and public hearings are terms expirations. properly advertised and publicized and that the agendas, packets, and minutes are readily available The office of the Clerk to the Board plays an for public viewing. important role in providing quality customer service and communications on behalf of the Board of The Clerk’s Office prepares summary minutes of all Supervisors and county government. Board meetings and is responsible for preparation of
FINANCIAL ACTIVITY
Change FY2011 FY2010 FY2011 FY2012 FY2012 to FY2013 FY2014 FY2015 Actual Adopted Approved Amended FY2012 Projected Projected Projected
Personnel $136,125 $145,100 $156,700 $138,100 -4.8% $138,100 $138,100 $137,700 Operating 68,253 116,000 116,000 114,800 -1.0% 114,800 114,800 114,800
Capital 0 0 0 0 0.0% 0 0 0 Total $204,378 $261,100 $272,700 $252,900 -3.1% $252,900 $252,900 $252,500
Revenue 0 0 0 0 0.0% 0 0 0 Net Cost $204,378 $261,100 $272,700 $252,900 -3.1% $252,900 $252,900 $252,500
FT Pos. 2 2 2 2 0 2 2 2
HIGHLIGHTS
• The Clerk to the Board’s office coordinated with staff and community leaders to schedule increased number of meetings/briefings, and speaking engagements. • The Clerk’s Office continued to process applications through the appointment process implemented by the current Board of Supervisors, resulting in a number of new appointments.
FUTURE OUTLOOK
• As an increased number of staff and residents are becoming familiar with video streaming, requests for information regarding Board of Supervisors actions and documents are decreasing. • The Clerk's Office will continue to coordinate scheduling the increasing number of requests for meetings, speaking engagements, and attendance of Board members at county-related and community events.
65 CLERK TO THE BOARD
Goal: To facilitate Board of Supervisors’ and the county administrator’s decision making. Supports countywide Strategic Goal 2 Objective: To facilitate effective Board of Supervisors meetings Measure: Percent of agenda items approved by the Board of Supervisors upon initial submission
Percentage of Agenda Items Approved by the Board of Supervisors Upon Initial Submission 96% 95% Initiatives 94%
93% • The Clerk’s Office will continue to work 92% with staff on the preparation of 91% comprehensive agenda items for the 90% Board of Supervisors’ approval FY08 FY09 FY10 FY11 FY12 FY13
ACTUALS PROJECTIONS Results Target
66 COUNTY ADMINISTRATION
DESCRIPTION
In a continuous improvement environment, County County Administration ensures compliance with Administration leads the operations of the county federal, state, and local laws and ordinances, and government to meet the needs of the citizens of maintains open communication with various sectors Chesterfield County. This office advises members of of the community, such as the legislative delegation, the Board of Supervisors, recommends policies, and business community, area governments, and county sets priorities for consideration by the Board residents. concerning the provision of programs and services that provide the highest quality of life to county citizens.
FINANCIAL ACTIVITY COUNTY ADMINISTRATION
Change FY2010 FY2011 FY2012 FY2012 FY2011 to FY2013 FY2014 FY2015 Actual Adopted Approved Amended FY2012 Projected Projected Projected
Personnel $848,065 $884,400 $875,800 $865,200 -2.2% $865,200 $865,200 $865,200 Operating 70,524 86,600 86,600 111,200 28.4% 111,200 111,200 111,200
Capital 0 0 0 0 0.0% 0 0 0 Total $918,589 $971,000 $962,400 $976,400 0.6% $976,400 $976,400 $976,400
Revenue 30,461 1,000 1,000 1,000 0.0% 1,000 1,000 1,000 Net Cost $888,127 $970,000 $961,400 $975,400 0.6% $975,400 $975,400 $975,400
FT Pos. 7 6 6 6 0 6 6 6
JAMES RIVER ADVISORY COUNCIL Change FY2010 FY2011 FY2012 FY2012 FY2011 to FY2013 FY2014 FY2015 Actual Adopted Approved Amended FY2012 Projected Projected Projected Personnel $50 $200 $200 $500 150.0% $500 $500 $500 Operating 16,407 24,800 24,800 26,500 6.9% 26,500 26,500 26,500 Capital 0 0 0 0 0.0% 0 0 0 Total $16,457 $25,000 $25,000 $27,000 8.0% $27,000 $27,000 $27,000
Revenue 0 0 0 0 0.0% 0 0 0 Net Cost $16,457 $25,000 $25,000 $27,000 8.0% $27,000 $27,000 $27,000
FT Pos. 00000000
HIGHLIGHTS
• In FY2011, Chesterfield County faced significant fiscal challenges. County Administration worked with key stakeholders to minimize the impact to its citizens, while right-sizing local government to reflect the core values of its residents; thus minimizing the impact to public safety and education. • In FY2012, County Administration will continue to provide strategic direction for the county in a challenging economic environment. Promoting economic development, right-sizing local government
67 COUNTY ADMINISTRATION
and ensuring continued prudent fiscal management while providing tactical direction for the county with regard to its core values will be the primary focus. Declining revenues and state budget cuts continue to present unique challenges for the county and will be closely monitored. • Several key economic development announcements were made in FY2011 in spite of the economy. Sports tourism received a major boost with the opening of SportsQuest and an agreement with Sportsbackers. Other successes included the groundbreaking for the interchange at Interstate 295 and Meadowville Road, the opening of Sabra Dipping Company, the redevelopment of Cloverleaf Mall, the widening of Route 10, and the launching of new small business initiatives. • Staffing levels are expected to be maintained in FY2012. Careful attention will be paid to revenue trends and projections. County Administration will continue to work closely with the Department of Budget and Management to monitor and analyze the impact of the economy on county resources. • Decisions about redistricting will have an impact on work levels in County Administration in FY2012. Elections of board members, constitutional officers, and the county’s legislative delegation will impact the future direction of the county. • The comprehensive planning process that began in FY2010 will be completed in FY2012 with the major rewrite of the county's Comprehensive Plan, which is a collaborative effort between the Board of Supervisors, School Board, Planning Commission, county staff, consultants and the community. Implementation of the plan will be a major focus in the coming years. • The budget for County Administration includes personnel costs for the county administrator, assistant county administrator, government affairs coordinator and three administrative staff to support the county administrator and Board of Supervisors as well as to coordinate constituent services efforts. • The FY2012 budget includes funding for the Committee on the Future, the citizens’ committee appointed by the Board to focus on long-range planning initiatives. The one full-time position that provided staff support to the committee was converted to part-time in the FY2011 budget with the completion of the committee’s latest report, “Preparing Residents to Thrive in a Global Economy.” • Another component in County Administration's budget is the James River Advisory Council (JRAC), a regional project that the county has administered for the past 17 years. JRAC is funded by Chesterfield, Henrico, and Hanover counties and the City of Richmond. The workload for JRAC is being redistributed amongst the participating localities in FY2012.
FUTURE OUTLOOK
• As the economy starts to recover, balancing resources and demands for services will be the subject of many discussions between the county and the community. • The elections at the local and state level are factors that will impact future operations. Regardless of the outcome, emphasis will continue to be placed on customer service, process improvements and team work in keeping with the county's strategic goals and objectives.
68 COUNTY ATTORNEY
DESCRIPTION
The County Attorney’s Office is responsible for and resources are dedicated to the substantive areas providing professional and timely legal of civil rights and personnel disputes, personal representation and advice to the Board of injury defense, workers’ compensation, risk Supervisors, the county administrator, county management, social services, condemnation, zoning departments, county employees, and various boards and land use matters, contract disputes, debt and commissions. Staff consists of seven full-time collection, municipal finance, environmental law, attorneys, one part-time attorney, and four full-time and local government taxation. legal secretaries. The majority of the office’s time
FINANCIAL ACTIVITY
Change FY2010 FY2011 FY2012 FY2012 FY2011 to FY2013 FY2014 FY2015 Actual Adopted Approved Amended FY2012 Projected Projected Projected Personnel $1,385,737 $1,375,500 $1,399,000 $1,372,100 -0.2% $1,372,100 $1,372,100 $1,372,100 Operating 119,216 111,200 111,200 98,600 -11.3% 98,600 98,600 98,600 Capital 0 0 0 0 0.0% 0 0 0 Total $1,504,953 $1,486,700 $1,510,200 $1,470,700 -1.1% $1,470,700 $1,470,700 $1,470,700
Revenue 68,813 65,000 65,000 65,400 0.6% 65,400 65,400 65,400 Net Cost $1,436,140 $1,421,700 $1,445,200 $1,405,300 -1.2% $1,405,300 $1,405,300 $1,405,300
FT Pos. 11 11 11 11 0 11 11 11
HIGHLIGHTS
• The litigation caseload of the county continues to increase. Despite the increasing workload, the office manages to provide successful legal representation with limited resources and personnel. The office operates at the lowest per capita cost of any comparably-sized office in Virginia. • Efforts are ongoing to identify potential legal issues with clients at early stages, provide education on legal processes, and maintain an environment that fosters open and candid communications. • The office will be significantly impacted by the legal work necessitated by the 2011 decennial redistricting process.
FUTURE OUTLOOK
• The workload of the County Attorney’s Office will be directly impacted by ongoing changes in service level demands, legislation, and internal policies and procedures. • Although no funds are set aside at this time, the department will continue to evaluate new ways to use technology in an effort to represent the county in the most efficient and cost effective way.
69 HUMAN RESOURCE MANAGEMENT
DESCRIPTION
Human Resource Management (HRM) administers leadership profiles, peer evaluations and comprehensive programs designed to attract, organizational climate assessments. HRM staff motivate and retain an efficient and productive work members serve as consultants to county force. Programs administered include employee departments, employees and residents to meet the relations counseling, employment, diversity, changing needs of the organization and population. volunteer services, benefits and compensation. HRM Through the Employee Medical Center, HRM is also responsible for human resource policies, provides medical services to employees of information systems and personnel records; Chesterfield County Government and Schools. publishes a quarterly newsletter; and conducts
FINANCIAL ACTIVITY Change FY2010 FY2011 FY2012 FY2012 FY2011 to FY2013 FY2014 FY2015 Actual Adopted Approved Amended FY2012 Projected Projected Projected Personnel $1,712,378 $1,660,500 $1,693,500 $1,678,600 1.1% $1,678,600 $1,678,600 $1,678,600 Operating 146,950 241,000 241,000 199,900 -17.1% 199,900 199,900 199,900 Capital 0 0 0 0 0.0% 0 0 0 Total $1,859,328 $1,901,500 $1,934,500 $1,878,500 -1.2% $1,878,500 $1,878,500 $1,878,500
Revenue 249,489 155,900 155,900 155,900 0.0% 155,900 155,900 155,900 Net Cost $1,609,838 $1,745,600 $1,778,600 $1,722,600 -1.3% $1,722,600 $1,722,600 $1,722,600
FT Pos. 23 22 22 21 0 21 21 21 Note: One position was transferred to Public Affairs during FY2011.
HIGHLIGHTS
• HRM implemented the current Human Resources/Payroll System, automating several processes to an electronic approval process. The system provides departments with greater access to employee data and enabled HRM to transition to the use of an employee ID number in lieu of a social security number. • HRM implemented a new Web-based applicant system, NEOGOV, which allows applicants to apply for county positions online and automates the requisition process to request advertisement of vacancies. • After an extensive search, Great-West Retirement Services, Inc. (Great-West) was chosen as the exclusive provider for the Chesterfield County 457(b) Deferred Compensation Plan. This transition impacted over 1,400 participating employees and significantly reduced the fees paid for services. • Due to reductions approved in the FY2011 adopted budget, HRM assisted in the implementation of Reduction-in-Force (RIF) procedures, including placement of potential RIF employees in internal county positions and outplacement interviewing/job skills training. Out of the 44 full-time employees impacted by the RIF, 30 employees were able to retire, transfer to other positions, or secure employment outside of the county prior to the layoff date. • Funding was approved to convert an Automation Coordinator from a temporary position funded by the In Focus project to a full-time position in HRM. The position is funded by the project through FY2011, and HRM’s budget has been adjusted to include funding of this position beginning in FY2012.
FUTURE OUTLOOK
• HRM staff members will work to implement Phase III of the In Focus/Human Resource system to include Employee Online, open enrollment online, and retiree data conversion.
70 HUMAN RESOURCE MANAGEMENT
• HRM will add NEOGOV modules to provide the ability to attach supplemental documents, electronically refer applications to hiring departments, and automate personnel action forms for processing new hires. • HRM will sponsor and coordinate the “Year of the Generations” programming through the Diversity Advisory Committee and the 2011 and 2012 United Way county and regional campaigns. • HRM will issue a Request for Proposal for the county’s healthcare plans and explore self-funding options.
Goal: Develop and implement strategies to support the county’s goal of being the employer of choice. Supports countywide Strategic Goal 5 Objective: Ensure competitive salary ranges and benefits that attract well-qualified applicants Measure: Compa Ratio – the sum of all full-time employees’ salaries to the sum of their respective midpoints
Compa Ratio
96.0% Initiative 94.0% • Perform a countywide market 92.0% assessment/compensation program 90.0% review to ensure salary and benefits 88.0% are competitive 86.0% 84.0% FY08 FY09 FY10 FY11 FY12 FY13
ACTUALS PROJECTIONS
Results Target
Goal: Continuously identify, document and initiate improvements to processes to ensure they promote world-class customer service. Supports countywide Strategic Goal 5 Objective: Retain a diverse, high-performing, engaged work force by providing a competitive total rewards package and a superior work environment that promotes effective leadership, teamwork, innovation, employee well being, learning and development Measure: Customer Satisfaction Index
Customer Satisfaction Index
10.0 Initiatives 8.0
6.0 • Initiate and support process action 4.0 teams through HRM's Quality Council, to address areas where improvement is 2.0 needed 0.0 • Conduct a customer satisfaction survey FY08 FY09 FY10 FY11 FY12 FY13 again in 2012 ACTUALS PROJECTIONS
Results Target
71 EMPLOYEE MEDICAL CENTER
DESCRIPTION
The Employee Medical Center (EMC) is a modern, medical center oversees administration of the annual fully-equipped facility that provides medical employee flu vaccination program, which protects services to employees with the county and public employees during flu season. The EMC, along with schools that focus on overall employee health and Human Resource Management, provides wellness wellness. These services include, but are not limited programs, promotes health and wellness initiatives to, physicals for public safety employees and school and occupational medical services, formerly bus drivers; drug and alcohol testing; examinations contracted externally, and provides funding to and treatment for occupational illness and injury; support non-occupational services that decrease and routine wellness visits for acute, non- employee health care premiums. occupational illness and injury. In addition, the
FINANCIAL ACTIVITY Change FY2010 FY2011 FY2012 FY2012 FY2011 to FY2013 FY2014 FY2015 Actual Adopted Approved Amended FY2012 Projected Projected Projected Personnel $548,690 $538,100 $538,100 $524,200 -2.6% $524,200 $524,200 $524,200 Operating 309,820 219,300 228,500 284,600 29.8% 284,600 284,600 284,600 Capital 0 0 0 0 0.0% 0 0 0 Total $858,510 $757,400 $766,600 $808,800 6.8% $808,800 $808,800 $808,800
Revenue 798,027 467,500 467,500 767,500 64.2% 767,500 767,500 767,500 Net Cost $60,483 $289,900 $299,100 $41,300 -85.8% $41,300 $41,300 $41,300
FT Pos. 55550555
HIGHLIGHTS
• The EMC currently manages 90 percent of all non-emergency workers’ compensation injuries and illnesses. In FY2010, the EMC conducted 1,616 office visits for occupational injuries. As a result, employees reduced health care premiums. • The EMC provides other occupational medical services, such as tuberculosis screening and Hepatitis B vaccines. In FY2010, the EMC administered 1,042 skin tests for tuberculosis screening and provided 238 Hepatitis B vaccines to county and school employees. • The EMC successfully performs pre-employment and annual physicals for public safety employees and bus drivers. In FY2010, 901 physical exams were conducted by EMC medical providers. • The director of the EMC provides oversight for the Juvenile Detention Home’s medical program, in compliance with state requirements. • Routine wellness visits have increased to an average of 157 employee patients per month. In FY2010, the EMC conducted nearly 1,900 wellness visits. • In FY2010, EMC staff administered approximately 2,600 vaccines, including 156 H1N1 vaccinations and 2,200 influenza vaccinations. Additionally, EMC coordinated the administration of flu shots to 3,800 schools employees. • Revenue increased for FY2012 by $300,000 from an anticipated gain-sharing payment from the county’s healthcare provider which is based on lower than anticipated healthcare claims. • An additional $15,000 is incorporated for FY2012 to enhance wellness programs. • EMC received a reimbursement in the amount of $339,774.63 in FY2011 from the U.S. Department of Health & Human Services’ Early Retiree Reinsurance Program (ERRP) Center. EMC staff is currently developing a plan to utilize the funds, which must be applied to benefit increased retiree costs.
72 EMPLOYEE MEDICAL CENTER
FUTURE OUTLOOK
• The EMC will strive to better promote its services through department and school staff meetings by providing employees with information regarding the services offered and to increase utilization of the medical center. • The EMC will continue to expand services to meet the on-going needs of employees and departments. • EMC staff will research and identify allowable uses
Goal: Provide 95 percent of non-emergency medical visits for occupational injuries. Supports countywide Strategic Goal 1 Objective: Reduce number of external office visits Measure: Non-Emergency Medical Visits for Occupational Injuries
Non-Emergency Medical Visits for Occupational Injuries 2,000 Initiatives
1,500 • Identify reasons EMC is not being selected for initial office visits 1,000 • Expand the communication of 500 medical services provided by EMC to employees 0 FY08 FY09 FY10 FY11 FY12 FY13
ACTUALS PROJECTIONS
Results Target
Goal: Provide medical services to promote overall employee health and wellness. Supports countywide Strategic Goal 5 Objective: Improve overall employee health Measure: Health screenings, flu shots and wellness visits
Health Screenings, Flu Shots and Wellness Visits Initiatives 7000 6000 • Offer annual flu shots to county and 5000 CCPS employees 4000 Offer annual health screenings for blood 3000 • 2000 pressure, blood sugar, and cholesterol to 1000 county and CCPS employees 0 • Develop wellness and disease FY08 FY09 FY10 FY11 FY12 FY13 management programs that promote overall employee health ACTUALS PROJECTIONS
Health Screens Flu Shots Well Visits
73 INTERGOVERNMENTAL RELATIONS
DESCRIPTION
Intergovernmental Relations functions as the liaison interests of Chesterfield County through effective between the Board of Supervisors and county representation at General Assembly sessions, administrator and the legislative branches of regional, state and national legislative forums, and government at the state and national levels. The other applicable arenas. primary focus of the department is to promote the
FINANCIAL ACTIVITY
Change FY2011 FY2010 FY2011 FY2012 FY2012 to FY2013 FY2014 FY2015 Actual Adopted Approved Amended FY2012 Projected Projected Projected
Personnel $153,495 $127,800 $130,200 $130,900 2.4% $130,900 $130,900 $130,900 Operating 76,109 45,000 44,800 42,100 -6.4% 42,100 42,100 42,100
Capital 0 0 0 0 0.0% 0 0 0 Total $229,604 $172,800 $175,000 $173,000 0.1% $173,000 $173,000 $173,000
Revenue 0 0 0 0 0.0% 0 0 0 Net Cost $229,604 $172,800 $175,000 $173,000 0.1% $173,000 $173,000 $173,000
FT Pos. 2 1 1 1 0 1 1 1
HIGHLIGHTS
• In 2012, staff anticipates maintaining service levels, although this could become more challenging with the on-going representation of both schools and the county. In addition, federal activity and monitoring are an increasing part of the workload. • Staff will continue to look for process improvements particularly through technology applications and, in order to accomplish this, upgrades to existing equipment may be needed. • The legislative arena continues to face very large challenges, especially in the fiscal policy, budget and land use arenas. As the state's fiscal situation continues to remain grim, local government funding, particularly education funds, continue to be targeted for reductions. This will have a critical impact on county and school finances. It is critical for Chesterfield County to maintain visibility and its regional and local government partnerships in order to protect county interests.
FUTURE OUTLOOK
• In FY2013 and future years, staff will continue to identify potential challenges in the legislature, from efforts to reduce or eliminate local government revenue, land use, and other operational authorities. County legislative strategies will include on-going strategic communications between elected and appointed officials and the delegation, county businesses, and regional partners.
74 INTERGOVERNMENTAL RELATIONS
Goal: To ensure promotion of Chesterfield County priorities and goals in the General Assembly. Supports countywide Strategic Goal 1 Objective: Maintain or increase Board rating of staff effectiveness Measure: Level of Effectiveness Rating by Board of Supervisors (maximum score is 5)
Level of Effectiveness Rating by Board of Supervisors 6.00 5.00 Initiatives 4.00 3.00 • Weekly session updates 2.00 • Meetings/communications with Board and 1.00 staff (including schools) 0.00 • Lobbyist in a Box (LIAB) profiles for FY03 FY06 FY09 FY12 FY15 FY18 Board
ACTUALS PROJECTIONS
Results Target
Note: Survey is conducted in 3-year cycles
Goal: To ensure promotion of Chesterfield County priorities and goals in the General Assembly. Supports countywide Strategic Goal 1 Objective: Coordination, development, introduction and passage of county legislative programs Measure: Number of legislative items impacted by the county each session
Number of Legislative Items Impacted by County each Session 25
20 Initiatives 15
10 • Continue building relationships with other 5 localities and interest groups by spending time and embracing opportunities with key 0 people FY08 FY09 FY10 FY11 FY12 FY13
ACTUALS PROJECTIONS
Results Target
75 PUBLIC AFFAIRS
DESCRIPTION
The Department of Public Affairs, the county’s focal Public Affairs is a comprehensive communications point for public information, media contact, and department designed to convey the county’s strategic internal employee information, has the primary messages on a daily basis. In addition, the responsibility of keeping the public and employees department writes, reviews, or edits all outgoing informed about Chesterfield County government. communications from departments when intended Public Affairs’ support of the Board of Supervisors for a mass audience. Staff also designs or reviews (BOS) includes conducting research, writing many of the print publications, such as brochures, speeches and resolutions, producing a quarterly posters, fliers, Web pages, and Web banners that are citizens’ e-newsletter, and shaping media coverage seen by the public. Supporting the Board of before, during and after BOS meetings on topics of Supervisors’ goal of “Transparency in government” media/public interest. Public Affairs is an extension is a key aspect of the department’s communications of the County Administrator’s Office and is charged efforts. with functioning across all organizational lines.
FINANCIAL ACTIVITY Change FY2010 FY2011 FY2012 FY2012 FY2011 to FY2013 FY2014 FY2015 Actual Adopted Approved Amended FY2012 Projected Projected Projected Personnel $674,399 $624,100 $635,200 $708,200 13.5% $708,200 $708,200 $708,200 Operating 36,874 25,300 25,300 24,500 -3.2% 24,500 24,500 24,500 Capital 0 0 0 0 0.0% 0 0 0 Total $711,273 $649,400 $660,500 $732,700 12.8% $732,700 $732,700 $732,700
Revenue 80,413 80,400 80,400 80,400 0.0% 80,400 80,400 80,400 Net Cost $630,859 $569,000 $580,100 $652,300 14.6% $652,300 $652,300 $652,300
FT Pos. 87990999 Position Changes Note: One position transferred from Cooperative Extension and one position from Human Resources during FY2011.
HIGHLIGHTS
• A customer service position transferred from Human Resource Management to Public Affairs during FY2011. Responsibilities include answering the county’s main switchboard and providing face to face customer service contact in the lobby of the county’s main administration building in both English and Spanish. • The Hispanic Liaison position transformed into the new Multicultural Liaison position, which provides outreach and communications to a wider demographic, including the Asian and African-American communities. • A new partnership formed in FY2011 with www.shopchesterfieldfirst.com, Chesterfield County Public Schools and the Chesterfield County Chamber of Commerce, and other partners has taken the “Shop Chesterfield” awareness to the next level by providing shoppers with tangible benefits, such as discounts and special offers. • A new focus for the department is in the area of social media. Staff is working with the Information Systems Technology (IST) department and the Social Media Policy Committee to formulate policies and processes. • Public Affairs continues to work closely with IST to improve the content and appearance of the county’s Website.
76 PUBLIC AFFAIRS
FUTURE OUTLOOK
• Public Affairs will continue the learning process and application of new technologies. Along with traditional communication methods, Public Affairs will provide two-way communication opportunities that inform and educate the public and employees about local government events and provide vehicles for feedback. The demands for social media such as Facebook and Twitter will increase demand on limited resources. • The county is currently in the process of renegotiating the cable television franchise agreement. If the county is to take over more responsibilities from Comcast Cable for county programming, additional staffing may be needed. A robust, ongoing television presence in the next decade will require investment in necessary resources to make that possible. • The department will support major marketing and promotional campaigns for the 400th anniversary of the founding of the Citie of Henricus; along with the planning, organizing and implementing the visit from the county’s twinning city, Gravesend, England officials, and twinning association members. In addition, the department will work with state commission, regional sesquicentennial committees and the Chesterfield County sesquicentennial committee in the 150th commemoration of the American Civil War. Both efforts strive to increase the amount of tourism dollars spent in the county. • Funding for the Citizen Information Line is included in the CIP for FY2013. This will be facilitated by upgrading components and software to the Building Inspection Ivr (Automated Inspection Scheduling System). This will add additional functionality needed by Public Affairs and enhance services provided by Building Inspection and Planning. Utilities and Libraries will provide new services with access to the service.
Goal: To ensure accurate, transparent, and timely coverage of the county’s issues. Supports countywide Strategic Goal 1 Objective: To develop awareness among residents, visitors, regional partners, business operators and other key stakeholders through mainstream media outlets regarding key issues involving the county Measure: Ratio of positive news stories to negative news stories
Ratio of Positive News Stories to Negative News Stories 7.00 6.00 Initiatives 5.00
4.00 3.00 • News releases and media pitches 2.00 • Currents, county’s e-newsletter to residents 1.00 • Chesterfield Living articles 0.00 • Comcast programming FY08 FY09 FY10 FY11 FY12 FY13 • Articles in trade publications and other ACTUALS PROJECTIONS external media outlets
Results Target
77 PUBLIC AFFAIRS
Goal: To inform the community of Chesterfield County’s top priorities. Supports countywide Strategic Goal 1 Objective: To develop awareness of Chesterfield County’s top priorities through regional mainstream media outlets Measure: Estimating the value of free, positive media coverage
Estimated Value of Free Media ($000)
$7,000 Initiatives $6,000 $5,000 • Analysis of Daily Media Alerts content for $4,000 broadcast media values $3,000 • Analysis of print publications for media $2,000 values, including local newspapers $1,000 $- • Exploring new technologies to FY08 FY09 FY10 FY11 FY12 FY13 communicate the county’s message, including social media ACTUALS PROJECTIONS
Results Target
Note: The ratio dropped in FY2010 and FY2011 due to reductions in advertising rates and the loss of coverage in The Community Shopper.
Goal: To serve as the county's full-service public relations and marketing consultants in order to help employees deliver consistently excellent customer service. Supports countywide Strategic Goal 2 Objective: To ensure that Chesterfield County’s external communications are accurate and professional in content and appearance Measure: Level of participation in boards, committees, meetings, special events and other initiatives
Level of Participation in Boards, Committees, Meetings, Special Events and Other Initiatives Initiatives 100% 95% • Write, edit and design print materials submitted by departments and partners 90% • Review web content prior to posting on the 85% county's websites and tourism sites 80% • Provide Associated Press style classes in 75% conjunction with Chesterfield University FY08 FY09 FY10 FY11 FY12 FY13 • Provide media training and consulting ACTUALS PROJECTIONS services in public relations, media relations, marketing, graphic design, and writing Results Target
78 MANAGEMENT SERVICES
Citizens Elect
Board of Supervisors
County Administrator
Management Services
Internal Accounting Registrar Purchasing Audit
Information Risk Systems Management Technology
General Services
Waste and Resource Fleet Buildings & Airport Recovery Management Grounds
Document Radio Capital Projects Services Shop Management
79 MANAGEMENT SERVICES
Change FY2010 FY2011 FY2012 FY2012 FY2011 to FY2013 FY2014 FY2015 Actual Adopted Approved Amended FY2012 Projected Projected Projected
GENERAL FUND
Administration $263,762 $315,700 $320,200 $297,500 -5.8% $297,500 $297,500 $297,500 Accounting 3,148,430 3,390,900 3,451,300 3,339,100 -1.5% 3,339,100 3,339,100 3,339,100 Building and Grounds 5,764,699 6,029,400 6,088,400 6,098,400 1.1% 6,098,400 6,098,400 6,098,400 Document Services 565,308 1,147,000 1,151,900 1,121,500 -2.2% 1,121,500 1,121,500 1,121,500 General Services Administration 1,513,488 938,900 940,900 920,400 -2.0% 920,400 920,400 920,400 Information Systems Technology 11,961,812 11,742,300 11,904,900 12,020,500 2.4% 12,274,900 12,274,900 12,274,900 Telecommunications 212,429 156,600 156,600 156,600 0.0% 156,600 156,600 156,600 Internal Audit 716,933 757,700 770,900 743,400 -1.9% 743,400 743,400 743,400 Purchasing 1,479,815 1,530,100 1,556,800 1,481,800 -3.2% 1,481,800 1,481,800 1,481,800 Registrar 941,170 905,100 916,200 916,200 1.2% 916,200 916,200 916,200 Waste & Resource Recovery 5,617,409 5,250,200 5,282,200 5,355,500 2.0% 5,355,500 5,355,500 5,355,500
TOTAL GENERAL FUND $32,185,256 $32,163,900 $32,540,300 $32,450,900 0.9% $32,705,300 $32,705,300 $32,705,300
SPECIAL REVENUE FUND
Litter Program $34,753 $26,000 $26,000 $26,000 0.0% $26,000 $26,000 26,000
TOTAL $34,753 $26,000 $26,000 $26,000 0.0% $26,000 $26,000 $26,000 SPECIAL REVENUE FUND
INTERNAL SERVICE FUND
Capital Projects Management $816,366 $859,200 $879,500 $837,300 -2.5% $825,200 $825,200 $825,200 Fleet Management 16,817,028 15,763,000 15,763,000 17,293,500 9.7% 18,009,100 16,793,500 17,686,900 Radio Shop 1,900,458 2,606,900 2,204,200 2,268,900 -13.0% 2,268,900 2,268,900 2,268,900 Risk Management 6,736,790 11,745,000 11,311,700 12,880,000 9.7% 12,880,000 12,880,000 12,880,000 Environmental Management1 352,472 0 0 0 0.0% 0 0 0 Security Management2 163,952 0 0 0 0.0% 0 0 0
TOTAL $26,787,067 $30,974,100 $30,158,400 $33,279,700 7.4% $33,983,200 $32,767,600 $33,661,000 INTERNAL SERVICE FUND
ENTERPRISE FUND
Airport $790,660 $709,200 $712,400 $709,200 0.0% $714,400 $719,700 $725,100
TOTAL $790,660 $709,200 $712,400 $709,200 0.0% $714,400 $719,700 $725,100 ENTERPRISE FUND 1 Environmental Management was absorbed into Waste and Resource Recovery in FY2011. 2 Security Management was absorbed into General Services Administration in FY2011.
80 MANAGEMENT SERVICES ADMINISTRATION
DESCRIPTION
Management Services Administration provides Management Services Administration promotes the leadership, coordination, and direction for the county vision, mission, and strategic goals by Management Services departments. These include focusing attention on customer service, designing Accounting, Purchasing, Information Systems and redesigning systems to enhance productivity and Technology, Internal Audit, Risk Management, responsiveness, challenging employees to reach Real Estate Assessments, and General Services. higher levels of learning and performance, and Management Services Administration also provides recognizing accomplishments. The Management coordination between County Administration and Services departments provide day-to-day operational Constitutional Officers, Courts, and the Registrar. support for all county and school functions; “Management Services supports the front lines.”
FINANCIAL ACTIVITY Change FY2010 FY2011 FY2012 FY2012 FY2011 to FY2013 FY2014 FY2015 Actual Adopted Approved Amended FY2012 Projected Projected Projected Personnel $250,085 $290,900 $295,500 $271,400 -6.7% $271,400 $271,400 $271,400 Operating 13,677 24,800 24,700 26,100 5.2% 26,100 26,100 26,100 Capital 0 0 0 0 0.0% 0 0 0 Total $263,762 $315,700 $320,200 $297,500 -5.8% $297,500 $297,500 $297,500
Revenue 0 0 0 0 0.0% 0 0 0 Net Cost $263,762 $315,700 $320,200 $297,500 -5.8% $297,500 $297,500 $297,500
FT Pos. 2 2 2 2 0 2 2 2
HIGHLIGHTS
• In an effort to reduce costs, personnel expenses were decreased by 7.4 percent from FY2011 to FY2012. In particular, funding for over-time, part-time and award pay was eliminated for FY2012. • Management Services Administration provided leadership and direction to departments that achieved efficiencies through consolidations, process redesigns and contract re-negotiations that resulted in considerable savings.
FUTURE OUTLOOK
• The department will continue to provide guidance to its departments as they explore more efficient and cost-effective ways to serve their respective customers.
81 MANAGEMENT SERVICES ADMINISTRATION
Goal: Exceed customer expectations. Supports countywide Strategic Goal 2 Objective: Achieve excellent customer satisfaction ratings Measure: Management Services Division Customer service ratings vs. county Citizen Survey and the American Customer Satisfaction Index (ACSI)
Customer Satisfaction Ratings
9.5 9.0
8.5 Initiatives 8.0 7.5 • Customer feedback gathered and analyzed 7.0
FY08 FY09 FY10 FY11 FY12 FY13
ACTUALS PROJECTIONS
Results Target
Goal: To be the employer of choice. Supports countywide Strategic Goal 5 Objective: Receive best-in-class results for employee satisfaction Measure: Management Services Division Organizational Climate Assessment scores
Employee Satisfaction Rating
8.2
8.1
8.0 Initiatives
7.9 • Organizational Climate Assessment 7.8 process FY06 FY08 FY10 FY12 FY14 FY16 • Career development plans
ACTUALS PROJECTIONS • Talent Management
Results Target
82 ACCOUNTING
DESCRIPTION
The Accounting Department provides financial The goals of the department are to provide excellent services to county and School Board departments financial services that ensure fiscal integrity, to and related organizations while ensuring county provide world-class customer service, and to be the compliance with legal, regulatory, and professional first choice for employment. These department goals requirements. The department is comprised of five directly support the county strategic goals. sections: financial systems, payroll, accounts payable, general accounting, and administration.
FINANCIAL ACTIVITY Change FY2010 FY2011 FY2012 FY2012 FY2011 to FY2013 FY2014 FY2015 Actual Adopted Approved Amended FY2012 Projected Projected Projected Personnel $2,885,641 $3,131,600 $3,189,800 $3,104,000 -0.9% $3,104,000 $3,104,000 $3,104,000 Operating 262,789 259,300 261,500 235,100 -9.3% 235,100 235,100 235,100 Capital 0 0 0 0 0.0% 0 0 0 Total $3,148,430 $3,390,900 $3,451,300 $3,339,100 -1.5% $3,339,100 $3,339,100 $3,339,100
Revenue 1,054,126 1,057,800 1,057,800 1,049,200 -0.8% 1,049,200 1,049,200 1,049,200 Net Cost $2,094,304 $2,333,100 $2,393,500 $2,289,900 -1.9% $2,289,900 $2,289,900 $2,289,900
FT Pos. 39 39 39 39 0.0% 39 39 39
HIGHLIGHTS
• The department received the Certificate of Achievement for Excellence in Financial Reporting from the Government Finance Officers Association (GFOA) for the 29th consecutive year. • In FY2010, there were zero audit findings and audit adjustments from the county’s external auditing firm. • In 2010, staff pursued creative cost effective training necessary to be in compliance with changing standards, laws and regulations. For FY2012, $5,000 was added to cover required certification training. Additionally, a change in process for recording technology costs in one central location has resulted in a reduction of $25,500. • The department’s annual customer satisfaction survey indicates the department continues to do an excellent job of meeting the needs of its customers.
FUTURE OUTLOOK
• Staff will continue to work closely with certain customers to meet their time collection (time-clock) needs by implementing one standardized time-clock system as well as provide oversight/guidance of the accounts receivable function to enhance billings and collections. • The department will coordinate the upgrade to the financial system software required to implement phase III and future enhancements. Included in phase III is the improvement of the payroll check distribution process through delivery of online payroll advices. • Also anticipated is the reduction in the number of invoices processed through expansion of purchasing cards and implementation of e-Payables. • The department will be challenged with increasing workload coupled with stringent compliance requirements that may require additional staffing in future years.
83 ACCOUNTING
Goal: To provide excellent financial services that ensures fiscal integrity. Supports countywide Strategic Goal 1 and 2 Objective: Provide accurate payroll Measure: Accuracy rate of payroll checks issued
Accuracy Rate of Payroll Checks Initiatives Issued
100.0% • Implement time collection system (time- 99.8% clocks) • Deliver payroll advices electronically 99.6% • Create and administer payroll survey
99.4% • Meet with individual departments to help improve their internal payroll 99.2% processing FY08 FY09 FY10 FY11 FY12 FY13
ACTUALS PROJECTIONS
Results Target
Goal: To provide excellent financial services that ensures fiscal integrity. Supports countywide Strategic Goal 1 Objective: Ensure prompt and accurate payment for goods and services Measure: Percent of invoices paid within 30 days or vendor terms (timeliness)
Percent of invoices paid within 30 days or vendor terms Initiatives 90% • Market expansion of procurement cards 85% and travel cards for customers 80% • Improve payment processing efficiency 75% with vendors 70% • Improve travel process/procedures • Create AP Report Card for departments 65% FY08 FY09 FY10 FY11 FY12 FY13 ACTUALS PROJECTIONS
Results Target
84 GENERAL SERVICES ADMINISTRATION
DESCRIPTION
The Administration Division of the Department of Staff provides budget preparation, analysis, and General Services provides administrative support management assistance to all divisions within the and services for eight divisions as well as various department. Energy Management and Security county wide services for all departments. General Management services are provided for all county Services Administration provides personnel and agencies including Utilities and Schools. payroll services for approximately 240 employees.
FINANCIAL ACTIVITY Change FY2010 FY2011 FY2012 FY2012 FY2011 to FY2013 FY2014 FY2015 Actual Adopted Approved Amended FY2012 Projected Projected Projected
Personnel $878,408 $832,300 $847,400 $832,300 0.0% $832,300 $832,300 $832,300 Operating 635,079 106,600 93,500 88,100 -17.4% 88,100 88,100 88,100
Capital 0 0 0 0 0.0% 0 0 0 Total $1,513,488 $938,900 $940,900 $920,400 -2.0% $920,400 $920,400 $920,400
Revenue 482,159 131,400 131,400 131,400 0.0% 131,400 131,400 131,400 Net Cost $1,031,329 $807,500 $809,500 $789,000 -2.3% $789,000 $789,000 $789,000
FT Pos. 10 8 8 8 0 8 8 8
HIGHLIGHTS
• Work continues on the federal EECBG energy grant, the majority of which will be used to install energy efficient lighting in numerous schools. That grant includes funding for a portion of the renovations to the 2 and 3 story public safety buildings and consists of the replacement of windows, exterior walls, and HVAC systems. The projects will continue into FY2012. The improvements will result in energy cost savings for many years. • Staff anticipates working on a study of available space in currently owned facilities to determine the best and most efficient use.
FUTURE OUTLOOK
• The department will continue to seek out process improvements to enable staff to provide the most efficient and effective customer service possible.
85 GENERAL SERVICES ADMINISTRATION
Goal: To provide excellent customer service and ensure fiscal integrity. Supports countywide Strategic Goal 1 Objective: Reduce energy usage by two percent per year for the next five years Measure: Cumulative energy cost avoidance (county and schools)
Cumulative Energy Cost Avoidance (000's) Initiatives $2.0 • ARRA Grant received $1.5 • Capital Improvement Program funding $1.0 • Monitor and control energy peaks to modify usage and maximize rate $0.5 structure $- • Work with schools and departments to FY08 FY 09 FY010 FY11 FY12 FY13 recommend potential cost saving programs ACTUALS PROJECTIONS
Res ults Target
86 AIRPORT
DESCRIPTION
Chesterfield County Airport fixed base operators sales and large “box” hangar storage, with (FBOs) provide both business (corporate) and applicable rents and fees being paid to the county. personal (recreational) sector aviation services to the general aviation community through high quality The Airport Master Plan along with the federal five- facilities maintained by the county’s airport staff. year and state six-year development plans guide the County staff also provides associated services and airport’s capital improvement efforts. The Airport management of the airport’s revenues and also has a five-member Airport Advisory Board that expenditures. The airport’s financial goal is to assists in long-range planning efforts and advises the generate sufficient revenue to cover its operating Board of Supervisors as necessary. A strategic expenses (excluding depreciation). A full-service business plan for the airport has been completed and FBO handles all service functions offered at the a marketing plan has been prepared to capitalize on airport, which includes aircraft maintenance, fuel the full potential of the airport.
FINANCIAL ACTIVITY Change FY2010 FY2011 FY2012 FY2012 FY2011 to FY2013 FY2014 FY2015 Actual Adopted Approved Amended FY2012 Projected Projected Projected Personnel $325,079 $298,300 $304,700 $292,600 -1.9% $292,600 $292,600 $292,600 Operating 291,516 410,900 407,700 416,600 1.4% 421,800 427,100 432,500 Capital 0 0 0 0 0.0% 0 0 0 Total $616,595 $709,200 $712,400 $709,200 0.0% $714,400 $719,700 $725,100
Revenue 790,660 709,200 712,400 709,200 0.0% 714,400 719,700 725,100 Net Cost -$174,064 $0 $0 $0 0.0% $0 $0 $0
FT Pos . 65550555 Position Changes
Airport Capital Improvement Project Summary Change FY2010 FY2011 FY2012 FY2012 FY2011 to FY2013 FY2014 FY2015 Actual Adopted Approved Amended FY2012 Projected Projected Projected Revenue: Federal Aid$0$0$0$00.0%$0$0$0 State Aid 0 240,000 0 0 -100.0% 0 0 0 Total $0 $240,000 $0 $0 -100.0% $0 $0 $0
Expenditures: Operating 0 300,000 0 0 -100.0% 0 0 0
Net Cost (GF) $0 $60,000 $0 $0 -100.0% $0 $0 $0 HIGHLIGHTS
• In FY2010, the Taxiway Rehabilitation project was completed which significantly increased the load bearing capacity and has allowed larger aircraft to be able to land at Chesterfield Airport and created additional access to the airport’s hangar complex. • The Airport Master Plan is being updated in FY2011. It will include a five-year infrastructure development plan to help ensure continued improvement of critical airport facilities.
87 AIRPORT
• A new satellite based navigation approach to Runway 15 has been installed, at no cost to the county, allowing for lower minimums when approaching from the north and a welcomed redundancy in case of primary approach failure. Both benefits will mean greater reliability for pilots when operating at Chesterfield. • Phase one of the Airport’s signage and landscaping project began in FY2011. The improvements will create a new open and inviting look for customers accessing the facility from Ironbridge Road and provide better guidance once they enter onto Airport property. • The Chesterfield Airport, in concert with assistance from the Federal Aviation Administration (FAA), recently installed Automatic Dependent Surveillance Broadcast equipment (ADS-B) which has helped to modernize air traffic control processes at the facility. Chesterfield will be safer and more efficient moving into the future with this new system.
FUTURE OUTLOOK
• Airport staff is in the process of reviewing its fee structure to ensure that the associated business model is competitive with other facilities in the region. • The Airport will continue to partner with Chesterfield Economic Development staff in order to revamp the Airport website and explore new marketing opportunities. • The Federal Aviation Administration and Virginia Department of Aviation, in accordance with the Chesterfield County Airport Master Plan, are anticipated to approve and provide funding to conduct an environmental assessment sometime in late FY2011 or FY2012. This project will evaluate the potential environmental impacts of proposed master planned projects, including a much needed runway extension. • As the next generation of airspace management infrastructure, including the recently installed ADS-B equipment mentioned above, grows and matures, aircraft frequenting Chesterfield will be exposed to a wide range of flight services not available at other airports. This advantage will help grow operations and increase the likelihood that operators will choose to base their aircraft in Chesterfield.
Goal: Provide the highest quality facilities and service levels to the aviation community. Supports countywide Strategic Goals 2 and 6 Objective: Maximize the economic development potential of the airport by attracting tenants through high quality facilities and world class customer service Measure: Personal property taxes generated from aircraft based at the Chesterfield Airport
Personal Property Taxes Generated
$450,000 $400,000 $350,000 Initiatives $300,000 $250,000 • Creative marketing, including partnering $200,000 with Economic Development $150,000 • Continued timely maintenance of facilities $100,000 • Host hangar tenant activities FY08 FY09 FY10 FY11 FY12 FY13 ACTUALS PROJECTIONS
Results Target
88 BUILDINGS AND GROUNDS
DESCRIPTION
The Buildings and Grounds (B&G) Division The division ensures that the citizens’ investment in provides cost-effective and professional preventive facilities and grounds are properly protected, and unscheduled maintenance for 62 widely varied cleaned, and maintained. The division also assists county-owned facilities. The facility types range other departments in energy management efforts, from a modern Leadership in Energy and relocations, special projects, set up for special Environmental Design (LEED) certified events, and other activities. Community Development Building to historic properties including the 1917 Courthouse, B&G has an active Environmental Management Castlewood, and Magnolia Grange. The B&G System to ensure all of its activities are properly division has skilled craftsmen and professionals managed within industry best practices and in who perform work in Heating, Ventilation, and Air compliance with State and Federal environmental Conditioning (HVAC), electrical, horticultural, regulations. carpentry, painting, and housekeeping disciplines.
FINANCIAL ACTIVITY Change FY2010 FY2011 FY2012 FY2012 FY2011 to FY2013 FY2014 FY2015 Actual Adopted Approved Amended FY2012 Projected Projected Projected
Personnel $3,271,049 $3,251,400 $3,277,500 $3,370,600 3.7% $3,370,600 $3,370,600 $3,370,600 Operating 2,461,631 2,778,000 2,810,900 2,692,800 -3.1% 2,692,800 2,692,800 2,692,800
Capital 32,020 0 0 35,000 N/A 35,000 35,000 35,000 Total $5,764,699 $6,029,400 $6,088,400 $6,098,400 1.1% $6,098,400 $6,098,400 $6,098,400
Revenue 294,716 314,100 314,100 291,700 -7.1% 291,700 291,700 291,700 Net Cost $5,469,984 $5,715,300 $5,774,300 $5,806,700 1.6% $5,806,700 $5,806,700 $5,806,700
FT Pos. 68 66 66 66 0 66 66 66
HIGHLIGHTS
• The day housekeeping program has proven quite successful both in terms of minimizing customer complaints and reducing costs. • Funds to purchase a front end loader have been included in the FY2012 budget. Operating funding levels have been reduced by $109,000 due to lower utility costs. Part of this cost savings is a by-product of the installation of more efficient heating and cooling units, insulation, and other improvements made as part of the renovation of the 5 story and 2 and 3 story buildings. • The FY2012 Capital Improvement Program (CIP) includes funding for the following projects: $300,000 for historical properties maintenance and repair, $720,000 for major facilities maintenance and repair, and an additional $1.5 million for the final phase of the renovation of the Lane B. Ramsey building. • During FY2011, Buildings and Grounds was allocated $1.44 million from FY2010 results of operations and reserves to address structural and infrastructure repairs and maintenance such as roof and HVAC replacements and historical building repairs.
89 BUILDINGS AND GROUNDS
FUTURE OUTLOOK
• Funding has been recommended in the FY2013-FY2015 CIP in the amount of $2.65 million to address on-going major maintenance and repair efforts.
Goal: To be a proactive maintenance organization. Supports countywide Strategic Goal 2 Objective: Complete a high level of proactive maintenance work orders Measure: Percent of proactive work orders completed
Percentage of Proactive Work Orders Completed 70% 60% 50% Initiatives 40% 30% • MaintStar work order system 20% • Highly skilled personnel 10% • Preventive maintenance work teams 0% FY08 FY09 FY010 FY11 FY12 FY13
ACTUALS PROJECTIONS
Res ults Target
90 CAPITAL PROJECTS MANAGEMENT
DESCRIPTION
The Capital Projects Management (CPM) Division facilities, participates in site selection and is primarily involved in the development and the evaluation processes for county facilities, and execution of the county's Capital Improvement provides consultation services to county Program (CIP) as approved by the Board of departments regarding renovations and minor Supervisors. Staff also coordinates feasibility, construction projects. Capital Projects Management programming, and design efforts for county operates as an internal service fund.
FINANCIAL ACTIVITY Change FY2010 FY2011 FY2012 FY2012 FY2011 to FY2013 FY2014 FY2015 Actual Adopted Approved Amended FY2012 Projected Projected Projected
Personnel $705,279 $714,500 $731,700 $730,000 2.2% $730,000 $730,000 $730,000 Operating 111,087 144,700 147,800 107,300 -25.8% 95,200 95,200 95,200
Capital 0 0 0 0 0.0% 0 0 0 Total $816,366 $859,200 $879,500 $837,300 -2.5% $825,200 $825,200 $825,200
Revenue 837,750 859,200 879,500 837,300 -2.5% 825,200 825,200 825,200 Net Cost -$21,384 $0 $0 $0 0.0% $0 $0 $0
FT Pos. 7 7 7 7 0 7 7 7
HIGHLIGHTS
• During FY2012, Capital Projects Management will be working with the Buildings and Grounds staff to move forward on numerous major maintenance and renovation projects that have been funded in the Capital Improvement Program (CIP). Funding has also been included in the FY2012 CIP to fund the final phase of the renovation of the Lane B. Ramsey building, historical properties major maintenance, and replacement of the cooling tower located at IST. Staff will also work on various other projects that were previously funded as follows: Bon Air Library renovations, Ettrick Library renovations, and improvements to the Animal Control Shelter. • Additionally staff will administer oversight of grants to install energy efficient lighting in numerous Chesterfield County school facilities, improve the historic Castlewood building, and install energy efficient windows, insulation, and mechanical systems in the two and three story police administration building. • In FY2012, the hourly rate charged for Capital Projects Management oversight will decrease by $2.00 to $73.00 per hour due in part to a reduction in operating costs for office rental of $24,200 as a result of a planned relocation beginning in October 2011 to county owned facilities.
FUTURE OUTLOOK
• The division is responsible for fiscal accountability of each project managed and will continue to closely monitor all activity to ensure that budget appropriations are not exceeded. • Additional rental savings of $12,100 are realized in FY2013 operating costs due to a full year of savings. • Staff will continue working on multi-year construction projects and in addition will begin working on the following projects: design of the replacement fleet maintenance facility, the Mental Health Support Services Intermediate Care Facility, and the Robious Road Area Library. The final phases of the Enon Public Safety Training Facility project are planned for FY2013 and FY2015.
91 CAPITAL PROJECTS MANAGEMENT
Goal: Limit the dollar value and corresponding percentage of change orders processed for construction projects to five percent of the original project construction bid or less. Supports countywide Strategic Goal 1 Objective: Minimize change orders Measure: Change orders as a percentage of the construction budget
Change Orders as a Percentage of the Construction Budget 10.0%
8.0% Initiatives 6.0% 4.0% • Quality assurance reviews by architect
2.0% • Constant oversight by staff • Frequent steering committee meetings 0.0% during the construction period FY 08 FY09 FY010 FY11 FY12 FY 13 ACTUALS PROJECTIONS
Res ults Target
92 DOCUMENT SERVICES
DESCRIPTION
Chesterfield County's Document Services organizations, state agencies and other local department provides black and white or full color governments. The department regularly benchmarks high-speed copying, offset and electronic printing, with local private sector for-profit companies to and other finishing services that include collating, ensure that its prices are competitive and Document cutting, drilling, binding, numbering, padding, Services has a guarantee to beat any outside pricing folding, perforating, laminating, shrink-wrapping, for equivalent services. In addition, the department boxing and more. Document Services also does all is also responsible for the management of all county of the county’s production printing, and provides records as well as oversight of the county’s copier printing services for a fee to non-profit and document destruction contracts.
FINANCIAL ACTIVITY Change FY2010 FY2011 FY2012 FY2012 FY2011 to FY2013 FY2014 FY2015 Actual Adopted Approved Amended FY2012 Projected Projected Projected Personnel $318,085 $406,700 $411,600 $413,700 1.7% $413,700 $413,700 $413,700 Operating 134,914 740,300 740,300 595,500 -19.6% 595,500 595,500 595,500 Capital 112,309 0 0 112,300 NA 112,300 112,300 112,300 Total $565,308 $1,147,000 $1,151,900 $1,121,500 -2.2% $1,121,500 $1,121,500 $1,121,500
Revenue 293,988 500,000 500,000 500,000 0.0% 500,000 500,000 500,000 Net Cost $271,320 $647,000 $651,900 $621,500 -3.9% $621,500 $621,500 $621,500
FT Pos. 6 7 7 7 0 7 7 7
HIGHLIGHTS
• Countywide printing and document-related functions (such as shredding and storage of physical records) were consolidated in Document Services with the adoption of the FY2011 budget. Nearly a year into the transition, the department’s workload volume (print jobs) has nearly tripled, though Document Services has been able to absorb the increase with no additional staff by leveraging new, more efficient printing equipment. • Moreover, the recent Document Services consolidation resulted in a net reduction of one large printer, generating a savings of approximately $200,000. • Document Services staff oversaw a seamless transition of the printing of utility billings, payroll advices and W-2 tax forms. • A back-up electrical generator and redundant county intranet communications infrastructure will be in place by the end of FY2011, which will help ensure uninterrupted operations for the department. • The department’s FY2012 financial plan is a touch leaner than a year ago due, in large part, to additional consolidation savings realized via lower than expected contract costs. Document Services’ FY2012 plan also includes $112,300 in capital funding that will be used to purchase a new collator and shrink wrap machine.
FUTURE OUTLOOK
• Staff has worked diligently over the last year to establish a business model that should be sustainable over the next five years without the need for any additional resources. Document Services has focused on minimizing personnel and operating expenses, in order to establish a steady funding stream for new capital which will allow the department to continue to realize additional efficiencies.
93 DOCUMENT SERVICES
Goal: Provide high-quality countywide document management services at a low cost. Supports countywide Strategic Goal 1 Objective: To reduce the overall annual costs of countywide document services Measure: Printing expenditures per capita
Printing Expenditures Per Capita
$6.0 Initiatives $5.0 $4.0 • Work with IFAS staff to increase web based $3.0 or electronic document services of currently $2.0 printed items such as payroll advices $1.0 • Work with customers to change formatting and specifications for printing where $- possible to reduce costs FY08 FY09 FY10 FY11 FY12 FY13 • Continue to implement new technologies ACTUALS PROJECTIONS that provide additional efficiencies
Results Target
Note: This is a new measure and, therefore, there is no data prior to FY2010
94 FLEET MANAGEMENT
DESCRIPTION
The Fleet Management Division provides fleet Other services include managing and operating three management and maintenance services to the bulk and retail vehicle fuel sites, roadside Chesterfield County Government and Chesterfield emergency repair services, on-call maintenance for County Public Schools automotive fleets. Fleet the fire department and pupil transportation, management employees at the Consolidated Vehicle permanent lease program, the county motor pool, Maintenance Facility, School Bus Maintenance and technical review and support for department- Shop, Walmsley School Bus Maintenance Shop, and owned vehicle purchases. the Utilities Department on-site maintenance team provide inspection, maintenance, repair, scheduled, Fleet’s mission is to provide effective and efficient and unscheduled services for the county and School fleet management services through safe, reliable, Board’s 2,500 vehicles. The division is an economic, and environmentally friendly authorized warranty and recall repair center for transportation support that is responsive to the needs DaimlerChrysler, Ford Motor Company, General of its customers. Fleet Management operates as an Motors Corporation, Freightliner, International internal service fund. Trucks, and Navistar.
FINANCIAL ACTIVITY Change FY2010 FY2011 FY2012 FY2012 FY2011 to FY2013 FY2014 FY2015 Actual Adopted Approved Amended FY2012 Projected Projected Projected
Personnel $4,740,458 $5,102,900 $5,151,600 $5,014,700 -1.7% $5,014,700 $5,014,700 $5,014,700 Operating 10,449,886 9,299,100 9,250,400 10,957,300 17.8% 11,672,900 10,457,300 11,350,700
Capital 1,626,685 1,361,000 1,361,000 1,321,500 -2.9% 1,321,500 1,321,500 1,321,500 Total $16,817,028 $15,763,000 $15,763,000 $17,293,500 9.7% $18,009,100 $16,793,500 $17,686,900
Revenue 16,912,192 15,763,000 15,763,000 17,293,500 9.7% 18,009,100 16,793,500 17,686,900 Net Cost -$95,163 $0 $0 $0 0.0% $0 $0 $0
FT Pos. 88 86 86 85 -1 85 85 85 Note: One position transferred to Radio Shop during FY2011.
HIGHLIGHTS
• During the last year, Fleet piloted in-house bus engine replacement to reduce costs and downtime, modified the bay area to accommodate ladder trucks in the heavy shop facility, and implemented a revised memorandum of understanding for service between Schools and Fleet. The activity based costing and charge method system continues to be refined to reflect the actual cost for each repair/maintenance shop in an effort to continually search for ways to improve efficiencies and produce improved customer satisfaction. • County departments relinquished 43 vehicles and when reassigned to a department, reduced vehicle replacement costs by an estimated $500,000. • The FY2012 budget recommends use of $500,000 from retained earnings to begin the land acquisition process for the new fleet maintenance facility; $1.2 million is allocated to purchase replacement vehicles and $121,500 is allocated for replacement capital items. • County staff is working with the Virginia Department of Transportation regarding the possibility of utilizing state fueling sites as an alternative to building a satellite fueling site. If successful, substantial savings could be realized in travel time for school buses and patrol officers. In addition schools could benefit from savings on the usage of fuel credit cards.
95 FLEET MANAGEMENT
FUTURE OUTLOOK
• The FY2013 budget recommends use of $1.2 million from designated capital replacement funds to begin the design process for the new fleet maintenance facility; $1.2 million is allocated to purchase replacement vehicles and $121,500 is allocated for replacement capital items. • With site selection and preliminary design of the replacement fleet maintenance facility, staff will be able to more accurately project the effect on labor rates in order to absorb the debt service once the $10.4 million in certificates of participation are sold.
Goal: Exceed customer expectations. Supports countywide Strategic Goal 2 Objective: Achieve ratio minimum of 75 percent of billable hours per technician Measure: Percentage of technician time billed for services provided
Percentage of technician time billed for services provided 90% 85% Initiatives 80% • Automated system to track 75% mechanic hours 70% • Benchmarking 65% • Activity based costing (ABC) FY08 FY09 FY010 FY11 FY12 FY13
ACTUALS PROJECTIONS
Results Target
Goal: Exceed Customer Expectations. Supports countywide Strategic Goal 1 Objective: Improve timeliness and dependability of service Measure: Percentage of public safety vehicles available daily for service
Percentage of Public Safety Vehicles Available Daily for Service Initiatives 120%
100% • In-sourcing maintenance of ladder 80% trucks to achieve faster turnaround and 60% lower cost by making modifications to 40% heavy shop bay 20% • Providing proper diagnostic equipment 0% • Maintaining and updating maintenance FY08 FY09 FY010 FY11 FY12 FY13 skills through formal and on-the-job
ACTUALS PROJECTIONS training
Results Target
96 RADIO SHOP
DESCRIPTION
The Radio Shop is a division of the General Services infrastructure, fire and rescue alarm activation Department. It serves as the county’s systems, and other communication devices. The communications and electronics center by providing Radio Shop Division focuses on staff technical technical support and repair services for all county- training and process improvements in order to meet owned two-way radios, mobile data computer customer needs. Radio Shop operates as an internal devices, non-commercial pagers, system service fund.
FINANCIAL ACTIVITY Change FY2010 FY2011 FY2012 FY2012 FY2011 to FY2013 FY2014 FY2015 Actual Adopted Approved Amended FY2012 Projected Projected Projected
Personnel $1,035,489 $1,154,000 $1,193,800 $1,231,200 6.7% $1,231,200 $1,231,200 $1,231,200 Operating 864,969 1,452,900 1,010,400 837,700 -42.3% 837,700 837,700 837,700
Capital 0 0 0 200,000 N/A 200,000 200,000 200,000 Total $1,900,458 $2,606,900 $2,204,200 $2,268,900 -13.0% $2,268,900 $2,268,900 $2,268,900
Revenue 2,152,726 2,606,900 2,204,200 2,268,900 -13.0% 2,268,900 2,268,900 2,268,900 Net Cost -$252,268 $0 $0 $0 0.0% $0 $0 $0
FT Pos. 18 17 18 18 1 18 18 18 Note: One position transferred from Fleet in FY2011.
HIGHLIGHTS
• The Police Department purchased 328 mobile radios during the second quarter of FY2011. This purchase increases the workload for the radio installations and maintenance efforts. • A position was transferred from Fleet in FY2011 to address additional workload associated with project work and system infrastructure maintenance requirements. Projects include a 3-year re-banding project that requires multiple reprogramming steps for every radio on the system, an emergency communications system upgrade that will improve interoperability between 9-1-1 centers in the region, and on-going regional cooperation development work. • Staff is in the process of completing grounding and security upgrades to county-owned radio tower sites and is working with Security Management to assess future security needs for radio tower sites. • A $5.9 million grant project is underway by the nine jurisdictions of the Richmond District Regional Planning District Commission, to design and construct a high-capacity microwave system to connect all of the district’s Emergency Communication Centers for interoperability and is due to be completed by the first quarter of FY2012. This project will provide a medium for the exchange of data, voice, and video between all connected jurisdictions. • FY2012 and each subsequent year includes $200,000 for replacement diagnostic equipment and funding to address on-going security and maintenance needs at county-owned radio tower sites.
97 RADIO SHOP
FUTURE OUTLOOK
• Staff will participate in a team to begin the preliminary work for the purchase of the public safety replacement radio system, planned for funding beginning in FY2014. • Radio Shop staff will continue to explore ways to work more efficiently and improve customer service levels.
Goal: To generate sufficient revenues to meet all necessary expenses. Supports countywide Strategic Goal 1 Objective: To cover 100 percent of expenditures through revenue generation Measure: Percentage of Expenditures Covered by Revenues
Percentage of Expenditures Covered
by Revenues 120% 115% Initiatives 110% 105% • Monitor and review costs 100% versus revenue 95% • Seek new ways to increase 90% customer base FY08 FY09 FY010 FY11 FY12 FY13 ACTUALS PROJECTIONS
Res ults Target
98 WASTE AND RESOURCE RECOVERY
DESCRIPTION
The Waste and Resource Recovery Division also ensures that all three of the county's closed (WARR) provides responsive, cost-effective and landfills are properly managed and in compliance safe refuse and recycling disposal services to county with environmental state and federal regulations. In residents. In conjunction with the Central Virginia addition, the division manages the county's Anti- Waste Management Authority (CVWMA), the Litter program. This program provides scheduled division also administers curbside and drop-off litter collection at designated intersections, highway recycling programs throughout the county. WARR on/off ramps and various county roads. The Anti- also oversees the operations of the citizen Litter program also includes educational outreach convenience centers which provides disposal of efforts to schools and various community household trash and provides several additional associations. recycling opportunities for citizens. The division
FINANCIAL ACTIVITY Change FY2010 FY2011 FY2012 FY2012 FY2011 to FY2013 FY2014 FY2015 Actual Adopted Approved Amended FY2012 Projected Projected Projected Personnel $1,443,701 $1,177,900 $1,209,300 $1,169,700 -0.7% $1,169,700 $1,169,700 $1,169,700 Operating 4,148,743 4,072,300 4,072,900 4,185,800 2.8% 4,185,800 4,185,800 4,185,800 Capital 24,966 0 0 0 0.0% 0 0 0 Total $5,617,409 $5,250,200 $5,282,200 $5,355,500 2.0% $5,355,500 $5,355,500 $5,355,500
Revenue 1,655,822 2,895,300 2,895,300 3,405,400 17.6% 3,405,400 3,405,400 3,405,400 Net Cost $3,961,587 $2,354,900 $2,386,900 $1,950,100 -17.2% $1,950,100 $1,950,100 $1,950,100
FT Pos. 30 21 21 21 0 21 21 21
HIGHLIGHTS
• Waste and Resource Recovery (WARR) underwent some dramatic changes with the adoption of the FY2011 budget, including a merger with the county’s Environmental Management office, a revision of the operating schedule for the county’s two refuse collection centers and an associated reduction in the gate fee at the collection facilities. • Nearly a year later, and with nine fewer staff, the operation is running smoothly and the department’s customer base has remained very satisfied with the portfolio of services that WARR provides. • WARR was also tasked with overseeing the implementation of the curbside recycling fee. In doing so, WARR staff has fielded over 12,000 phone calls from citizens inquiring about the fee and the program in general. And, thanks in large part to their excellent customer service during those interactions, the participation rate in the program has been much broader than projected, which has generated an additional $603,700 in revenue. • On the environmental management side, there were seven key projects completed during FY2010 via the Capital Improvement Program (CIP), including the enhancement of lead control measures at the Public Safety Training Center in Enon. • The Construction and Demolition Debris program administered at the refuse collection centers was converted to a full-time program in FY2010, resulting in a significant increase in recycled materials and a significant decrease in the debris stream heading to the landfill. This increase in recycling also resulted in slightly reduced costs in disposal as we diverted this portion of the waste stream away from landfills.
99 WASTE AND RESOURCE RECOVERY
• WARR’s FY2012 operating budget is a touch higher than its FY2011 mark due primarily to an increase in the contract that the county has with CVWMA to operate the curbside recycling program. The change is the result of higher operating costs and increased local participation in the program. • In addition to their operating budget, WARR is scheduled to receive significant funding as part of the FY2012 CIP in order to help support their environmental management and post closure duties.
FUTURE OUTLOOK
• Environmental regulation is an ever evolving area and, therefore, the need for training and education funding is going to continue to be a top priority over the next several years. • The long-term maintenance needs at the county’s three closed landfills will continue to require significant funding to ensure compliance with increasingly onerous state and federal regulations. These needs have historically been through the CIP, though the amount required to remain compliant is likely to increase moving forward. • The department is committed to expanding its focus on environmental education. WARR has partnered with John Tyler Community College to help facilitate that mission, anchored by the annual Environmental Fair which is held on the John Tyler campus.
Goal: Provide responsive, cost-effective, safe, and aesthetically acceptable solid waste collection and disposal. Supports countywide Strategic Goal 7 Objective: Promote public awareness and encourage participation in recycling programs Measure: Convenience Center Waste Diversion Rate
Convenience Center Waste Diversion Rate 65% Initiatives 60%
55% 50% • Continue to implement new diversion 45% programs such as the construction debris 40% initiative 35% • Educational efforts to let customers know 30% the full range of materials that can be FY08 FY09 FY10 FY11 FY12 FY13 recycled ACTUALS PROJECTIONS
Results Target
100 WASTE AND RESOURCE RECOVERY
LITTER PROGRAM
DESCRIPTION
Chesterfield County continues to operate the Litter The objective of the program is to provide Program which was adopted during the FY2005 educational and prevention programs that address budget. This very important program is overseen by litter control issues, implement a rotating schedule the Waste and Resource Recovery Division of for litter pickup in various areas of the county, and General Services, and supports the county’s to involve volunteer/civic organizations and stewardship and environmental goals. businesses as partners in this effort.
FINANCIAL ACTIVITY Change FY2010 FY2011 FY2012 FY2012 FY2011 to FY2013 FY2014 FY2015 Actual Adopted Approved Amended FY2012 Projected Projected Projected Personnel $13,085 $17,900 $17,900 $17,900 0.0% $17,900 $17,900 $17,900 Operating 21,668 8,100 8,100 8,100 0.0% 8,100 8,100 8,100 Capital 0 0 0 0 0.0% 0 0 0 Total $34,753 $26,000 $26,000 $26,000 0.0% $26,000 $26,000 $26,000
Revenue 34,828 26,000 26,000 26,000 0.0% 26,000 26,000 26,000 Net Cost -$75 $0 $0 $0 0.0% $0 $0 $0
FT Pos . 00000000
HIGHLIGHTS
• The Anti-Litter Program recruits county residents as volunteers to keep areas of the county free of litter. Currently there are 47 teams, which consist of 450 volunteers. These teams have removed 282,375 pounds of litter from 581 miles of roadways in the community resulting in cost savings to the county in the amount of $17,067. • The Litter Program also provides environmental education on services and volunteer programs offered by the Waste and Resource Recovery (WARR) as well as other environmental endeavors by the county. • In FY2010, there were 453 hours spent giving presentations to local businesses, civic associations, scout troops, county departments, and various other organizations educating 4,631 citizens. • As the demand for environmental education increases, the Anti-Litter Program created an educational mobile unit that displays the importance of keeping Chesterfield County clean and green. This mobile unit can now be showcased at several events per day instead of one event per week like typical “break-down and set-up” displays. • The Anti-Litter Program staff created and produced an educational video that encourages children to be an environmental steward. This video helps manage the demand for personal educational presentations within the growing county school system. • The new Neighborhood Sweep campaign challenged the residents that live on main roadways to clean all ditch lines during specific weekends. The Anti-Litter Program provided bags for the collection process which was picked-up by the litter collection crew the following business day. This campaign plays a big part in neighborhood revitalization and pride. • The Assign-A-Highway program continues to grow and provides visual and cost saving benefits for the county. This program initiated through the county’s court system, places probationers in areas of the county to collect litter and debris from the roadways.
101 WASTE AND RESOURCE RECOVERY
• The Anti-Litter Program in partnership with Chesterfield Economic Development implemented a new environmental initiative entitled Business Partnership Cleanup Program. This program enhanced opportunities for Chesterfield County businesses to be protectors of the environment by partnering with local residents, civic groups, churches, businesses and schools. The business that annually demonstrates the greatest success in environmental stewardship will receive the Environmental Stewardship Award. The FY2010 award winner was Southern RV.
FUTURE OUTLOOK
• As the Anti-Litter Program continues to educate the public of the importance of disposing litter in its proper place, litter along sidewalks and roadways in communities continue to grow. The Anti-Litter Program will launch a new program entitled Adopt-A-Can. This program will give residents an opportunity to take control of their neighborhood by adopting a decorative trash can. Each program participant will maintain the can by picking up litter surrounding the can and calling the Anti-Litter Program staff to collect and dispose of the waste when needed. This program will remind the public to be stewards of the environment. • The Anti-Litter Program will continue to partner with other county departments to enhance the beauty of the county and to share resources in reducing illegal dumping, abandoned property, and environmental hazards.
Goal: Provide responsive, cost-effective, safe, and aesthetically acceptable solid waste collection and disposal. Supports countywide Strategic Goals 3 and 7 Objective: Balance cost effectiveness with financial accountability Measure: Road miles of litter collected
Road Miles of Litter Collected
5,500 5,000 4,500 Initiatives 4,000 3,500 • Leverage Sheriff Office-provided inmate 3,000 collection crews 2,500 • Assign-A-Highway program 2,000 • Adopt-A-Spot program FY08 FY09 FY10 FY11 FY12 FY13 ACTUALS PROJECTIONS
Results Target
102 INFORMATION SYSTEMS TECHNOLOGY
DESCRIPTION
The Information Systems Technology (IST) objectives. IST is a full-service technology provider Department provides information technology (IT) of quality products and services. The primary services to county departments, school board functions of the department are technology solution departments, and constitutional officers in support of delivery, information security governance, project the county’s strategic goals, sub goals, and management and infrastructure management.
FINANCIAL ACTIVITY Change FY2010 FY2011 FY2012 FY2012 FY2011 to FY2013 FY2014 FY2015 Actual Adopted Approved Amended FY2012 Projected Projected Projected Personnel $9,216,135 $9,134,300 $9,322,200 $9,446,500 3.4% $9,446,500 $9,446,500 $9,446,500 Operating 2,958,106 2,764,600 2,739,300 2,730,600 -1.2% 2,985,000 2,985,000 2,985,000 Capital 0 0 0 0 0.0% 0 0 0 Total $12,174,241 $11,898,900 $12,061,500 $12,177,100 2.3% $12,431,500 $12,431,500 $12,431,500
Revenue 3,078,510 2,816,500 2,766,500 1,164,500 -58.7% 1,164,500 1,164,500 1,164,500 Net Cost $9,095,731 $9,082,400 $9,295,000 $11,012,600 21.3% $11,267,000 $11,267,000 $11,267,000
FT Pos. 100 99 99 99 0 99 99 99
HIGHLIGHTS
• The CIP includes funding of $675,000 for refreshing of critical infrastructure equipment on a recurring basis, $570,500 for completing a major software upgrade and Phase III of the In Focus Financial/Human Resource Project (IFAS), and $300,000 for completing the final phase of development of the Chesterfield Development Information System (CDIS). • The new Citizen Geographic Information Services (CitizenGIS), a new online-mapping and aerial- photography feature on the Chesterfield County website, is making it easier than ever for the public to access the county’s Geographic Information System. The CitizenGIS provides mapping details of parcels, subdivisions, streets, resource protection areas, flood plains, public easements, fire hydrants, areas of pending zoning cases, magisterial and school districts. • Successful implementation of the Jail Management System and Police Records Management occurred. • Upgrade of the county telephone system to replace equipment was successful with minimum interruption and accomplished with a shorter than planned completion time. • IST accomplishments include over $1.4M in cost avoidance and cost savings through vendor management and procurement, equipment sparing, and consolidations. • An additional $350,000 was approved in FY2011 for infrastructure needs from positive results of FY2010 operations as well as the use of $229,000 from reserves for the purchase of equipment upgrades and replacements for immediate needs. • A change in the business model for IST charges to departments for personal computer support and network service fees resulted in a decrease in revenues. The Utilities department will require less support for computer application and processing services, which impacted revenues also. • IST facilitates the county’s conversion to e-government to allow “round-the-clock” internet interaction with citizens and businesses. Current efforts focus on work to refresh critical infrastructure needs and a new Computer Aided Mass Appraisal system for the Real Estate Assessment Office. • The Capital Improvement Program (CIP) includes $1.4M in FY2012 for Technology Improvement Program (TIP) projects. IST has funding for the ongoing Enterprise Business Application Conversion
103 INFORMATION SYSTEMS TECHNOLOGY
project ($200,000), the Chesterfield.gov Mobile Site ($10,000), the recurring PC Replacement Program ($125,000), and E-mail Archive System ($150,000) in FY2012.
FUTURE OUTLOOK
• The FY2013-FY2016 CIP recommends $2.1 million for technology infrastructure refresh of equipment and system components. The annual TIP funding within the CIP increases from $1.4 to $1.6 million. The TIP helps departments acquire technology to improve over all efficiency and delivery of services by upgrading, replacing or adding new technology. IST will look for ways in assisting departments to add business value for the county in the replacement of aging legacy systems. • The department expects increases for software licenses, maintenance contracts and upgrades of three to five percent in the future for countywide systems and individual systems used by departments. • Partnerships with neighboring localities will be expanded and new opportunities with local and national business will be cultivated. • Even with the financial challenges facing the department, performance and service levels are meeting or exceeding customer expectations as reflected by the most recent Customer Satisfaction Survey and by routine customer rating forms.
Goal: Provide world-class customer service. Supports countywide Strategic Goals 1 and 2 Objective: Provide services that meet customer expectations Measure: Customer Service Index
Customer Service Index
100%
95% Initiatives 90% 85% • Create and distribute quality check forms to customers 80% FY08 FY09 FY10 FY11 FY12 FY13
ACTUALS PROJECTIONS
Results Target
104 INFORMATION SYSTEMS TECHNOLOGY
Goal: Provide world-class customer service. Supports countywide Strategic Goals 1 and 2 Objective: Provide services that meet or exceed customer expectations Measure: Percent of help desk tickets resolved within one business day
Percent of Help Desk Tickets Resolved Within One Business Day 100% Initiatives 95% • Track resolution rates for tickets opened in 90% the help desk database 85% • Quality check forms are automatically distributed upon completion of help ticket 80% FY08 FY09 FY10 FY11 FY12 FY13
ACTUALS PROJECTIONS
Results Target
105 INTERNAL AUDIT
DESCRIPTION
The Chesterfield County Office of Internal Audit The director of Internal Audit reports directly to the serves as an independent review and evaluation county administrator in all county matters and the service function to conduct and evaluate financial, school superintendent for all school matters relating performance, and data processing audits of to audits conducted by this department. The director programs, functions, and activities as a service to also has reporting responsibilities to the Board of county and school board management. The Office Supervisor’s Budget and Audit Committee. The of Internal Audit is responsible for conducting director reports to the deputy county administrator audits of all departments, agencies, and activities as for management services in all administrative stipulated by county code. matters.
FINANCIAL ACTIVITY Change FY2010 FY2011 FY2012 FY2012 FY2011 to FY2013 FY2014 FY2015 Actual Adopted Approved Amended FY2012 Projected Projected Projected Personnel $691,699 $726,900 $740,100 $713,400 -1.9% $713,400 $713,400 $713,400 Operating 25,233 30,800 30,800 30,000 -2.6% 30,000 30,000 30,000 Capital 0 0 0 0 0.0% 0 0 0 Total $716,933 $757,700 $770,900 $743,400 -1.9% $743,400 $743,400 $743,400
Revenue 25,000 25,500 28,500 28,500 11.8% 28,500 28,500 28,500 Net Cost $691,933 $732,200 $742,400 $714,900 -2.4% $714,900 $714,900 $714,900
FT Pos. 77770777
HIGHLIGHTS
• Every fiscal year the Office of Internal Audit develops an audit plan based on risk assessment. In addition to scheduled audits, special examinations that are not included in the annual audit plan are often performed at management's request. • The department's performance and service levels are well documented in the FY2010 Annual Report Card. This report consistently shows a high payback to the citizens of a million dollars or more each year in identified potential cost savings as compared to the expenses of running the department. Recent national and state benchmarking efforts with other local government audit departments show that Chesterfield’s Office of Internal Audit operates at a high level of productivity. • An additional funding request of $4,600 is included in this budget for staff certification and training and peer review expenses.
FUTURE OUTLOOK
• Internal Audit is continually asked to perform special projects or unscheduled audits which impact staff’s ability to complete the annual audit plan. • Continued demand on audit resources will likely result in a request for additional staff to supply audit coverage over the next two to five years. • The office will continue to focus on utilizing existing resources in the areas of greatest impact and/or highest risk.
106 INTERNAL AUDIT
Goal: Identify, develop and conduct a comprehensive series of audits that address the risks and needs of the county and school systems. Supports all countywide Strategic Goals Objective: Develop and implement the Audit Plan based on entity-wide risk assessment Measure: Number of audits and special projects completed
Number of audits and special projects completed 80 Initiatives 60
40 • Annual risk assessment process • One and three year audit plan 20 • Ten week timing schedule, quarterly 0 performance measures FY08 FY09 FY10 FY11 FY12 FY13
ACTUALS PROJECTIONS
Results Target
Goal: Identify actual and potential cost savings opportunities of a million dollars or more per year. Supports countywide Strategic Goal 1 Objective: Identify areas of cost savings, efficiency, and effectiveness Measure: Cost savings opportunities identified
Cost savings opportunities identified (in thousands) $5,000 Initiatives $4,000
$3,000 • Annual risk assessment process $2,000 • One and three year audit plan $1,000 • Ten week timing schedules • Regular review of efficiency areas in all $0 audits conducted FY08 FY09 FY10 FY11 FY12 FY13
ACTUALS PROJECTIONS
Results Target
107 INTERNAL AUDIT
Goal: Achieve high agreement percentage of audit recommendations. Supports countywide Strategic Goal 1 Objective: Obtain agreement to and implementation of audit recommendations Measure: Percent of accepted audit recommendations
Percent of Accepted Audit Recommendations 96% 95% 94% Initiatives
93% • Promote internal audit findings to 92% county and school departments 91% 90% FY08 FY09 FY10 FY11 FY12 FY13
ACTUALS PROJECTIONS
Results Target
108 PURCHASING
DESCRIPTION
The Purchasing Department provides procurement maintenance and administers a cost savings services, information and guidance for county and program. In coordination with county and school school departments as well as for individual schools. departments, staff develops specifications, The staff utilizes appropriate procurement methods administers contracts, and strives to ensure that all for acquisition of goods, services, and construction, procurement activity is accomplished in an ethical, and establishes, renews, and administers legal, efficient, effective, and competitive manner. approximately 550 contracts for goods, services, and
FINANCIAL ACTIVITY Change FY2010 FY2011 FY2012 FY2012 FY2011 to FY2013 FY2014 FY2015 Actual Adopted Approved Amended FY2012 Projected Projected Projected Personnel $1,417,565 $1,458,200 $1,478,200 $1,413,900 -3.0% $1,413,900 $1,413,900 $1,413,900 Operating 62,250 71,900 78,600 67,900 -5.6% 67,900 67,900 67,900 Capital 0 0 0 0 0.0% 0 0 0 Total $1,479,815 $1,530,100 $1,556,800 $1,481,800 -3.2% $1,481,800 $1,481,800 $1,481,800
Revenue 525,500 625,500 628,500 633,800 1.3% 633,800 633,800 633,800 Net Cost $954,315 $904,600 $928,300 $848,000 -6.3% $848,000 $848,000 $848,000
FT Pos. 16 16 16 16 0 16 16 16
HIGHLIGHTS
• The department revised the method for estimating cost savings to more accurately measure savings realized through effective competitive procurement practices. Results for FY2010 were savings of over $10.3 million. • The department continues to be involved in regional initiatives using cooperative purchasing for commodities and supports and promotes efforts in sponsoring workshops to train minority, women- owned, and small business owners in how to do business with local government. • The new financial systems project will continue to be a major priority for Purchasing. Phase III of the project includes bid online. Bid online will provide for posting and vendor online response to Purchasing bids, reducing the manual effort and paper intensity of the procurement process within Purchasing. In Focus will continue to streamline other departmental processes which will improve service delivery to both internal and external customers. • Recertification of staff remains a critical issue for the department. Continuing education and recertification contribute toward the on-going expertise and professionalism of the department; therefore $5,400 was restored to ensure necessary training occurs to maintain certifications.
FUTURE OUTLOOK
• The Purchasing Department anticipates adding “bid online” which will allow Purchasing to enter the realm of “e-procurement”. Converting a multitude of manual processes to allow for electronic bidding capability may require additional resources in order to complete Phase III of IFAS to fully realize the efficiency and cost saving potential. • The department will continue focusing on process improvements and monitoring unauthorized purchases by departments. End user procurement training will continue through Chesterfield University.
109 PURCHASING
Goal: To achieve cost savings through effective procurement practices and save taxpayer dollars. Supports countywide Strategic Goals 1 and 2 Objective: Cost savings to be equal to or exceed $10,000,000 Measure: Annual cost savings results
Cost Savings ($000)
Initiatives $12,000
$10,000 • Conscious development of new supply $8,000 sources $6,000 • Develop new or improved requirements $4,000 contracts $2,000 • Anticipate price increases $0 • Order consolidation FY08 FY09 FY10 FY11 FY12 FY13 • Competitive negotiations ACTUALS PROJECTIONS
Results Target
Goal: Exceed organizational customer expectations. Supports countywide Strategic Goal 2 Objective: To maintain a high rating of customer satisfaction equaling or exceeding the American Customer Satisfaction Index (ASCI) rating Measure: Annual Purchasing customer service survey results vs. ASCI
Purchasing Survey Results vs. ACSI Survey 10.0
8.0 Initiatives
6.0 • Annually issue customer satisfaction survey to county departments and schools 4.0 • Use categorical scores to assess areas of FY08 FY09 FY10 FY11 FY12 FY13 strength and weakness in customer service
ACTUALS PROJECTIONS
Results Target
110 PURCHASING
Goal: Promote positive partnerships with our customers. Supports countywide Strategic Goal 2 Objective: To provide periodic purchasing user training sessions to enhance professional development and teamwork Measure: Number of county and school employees trained annually
User Training Attendees
600 Initiatives 500 400 • Partner with Chesterfield University to 300 advertise classes, facilitate registration 200 process, and monitor attendance and feedback of participants 100 • To provide up-to-date user training for those 0 county employees with fiduciary FY08 FY09 FY10 FY11 FY12 FY13 procurement responsibilities ACTUALS PROJECTIONS
Results Target
111 REGISTRAR
DESCRIPTION
The Registrar’s Office is charged with providing all out the directives of the Chesterfield Electoral Board facets of the electoral process to the citizens of and the State Board of Elections, and following the Chesterfield County. This activity includes handling requirements of the Code of Virginia as it pertains to candidate matters as well as voter concerns, carrying election laws.
FINANCIAL ACTIVITY Change FY2010 FY2011 FY2012 FY2012 FY2011 to FY2013 FY2014 FY2015 Actual Adopted Approved Amended FY2012 Projected Projected Projected Personnel $581,850 $566,300 $577,400 $572,300 1.1% $572,300 $572,300 $572,300 Operating 107,854 136,100 136,100 141,200 3.7% 141,200 141,200 141,200 Election Exp. 251,466 202,700 202,700 202,700 0.0% 202,700 202,700 202,700 Capital 0 0 0 0 0.0% 0 0 0 Total $941,170 $905,100 $916,200 $916,200 1.2% $916,200 $916,200 $916,200
Revenue 79,932 81,000 81,000 75,000 -7.4% 75,000 75,000 75,000 Net Cost $861,239 $824,100 $835,200 $841,200 2.1% $841,200 $841,200 $841,200
FT Pos. 99990999
HIGHLIGHTS
• The Registrar’s Office implemented the use of electronic poll books in all precincts in FY2010. This allowed for faster check in at the polling places, greatly decreasing voter wait times. • The use of county employees in the election call center on Election Day and their help in meeting significant deadlines leading up to the election continues to be a great financial and service success. • In FY2011, the department purchased software which will greatly simplify the redistricting process and has functionality that will benefit several county departments. • In 2011, the county’s magisterial and congressional districts will undergo redistricting at an estimated cost of $25,000. Redistricting could lead to the opening of as many as 19 new precincts at a start-up cost of $25,000 each and on-going operational costs of $3,000 per precinct per election. Opening new precincts concurrent with redistricting is expected to reduce voter confusion and notification expenses. • There is the potential for four elections during FY2012: an August local primary, a November general election, a March presidential primary, and a June congressional primary. In the FY2012 budget, $202,700 is budgeted for election expenses, though the current average cost of a regular election is $225,000 with the costs of the presidential primary likely to be higher. Depending on the actual number of elections, a budget adjustment would be necessary. • The Registrar’s Office space is currently at capacity leaving no room to house additional election equipment. In the second quarter of FY2012, the Registrar’s Office is planning to expand into space currently occupied by another county department. Funding of $24,800 has been added for rental costs for the expanded space for nine months of FY2012. Additional funding of $7,200 will be needed in FY2013 to cover the remaining three months of annual rent. • Regular election aid from the commonwealth is expected to decrease in FY2012. Reimbursement for a percentage of the presidential primary election expenses is possible, though not reflected in this budget. • The Registrar’s Office currently has one unfunded position. An additional funding request of $51,000 was submitted to fund the position; however, funds are not included in the budget. A second additional request of $90,000 to replace 100 electronic poll books is also not funded.
112 REGISTRAR
FUTURE OUTLOOK
• The next presidential election will be held in November 2012 and will have costs split between FY2012 and FY2013. Staff anticipates that this election will have expenses approaching $750,000.
113 RISK MANAGEMENT
DESCRIPTION
The Risk Management Department provides loss ensures sound fiscal management of the Risk prevention and insurance management services for Management Fund. the county and public schools. The department administers workers compensation benefits, protects The department’s strategic plan outlines objectives, over $1 billion in real property assets, and settles includes measurement action plans, and designates liability claims arising out of county and school the responsible persons and deadlines to complete operations. Additionally, the department works to the action plans. Strategies that will be used in future safeguard over 12,000 county and schools years include: reviewing and updating all written employees and 58,000 students through proactive procedures, defining optimal insurance/ self- safety initiatives, investigations and corrective insurance purchase points, providing industrial actions, and providing tools and resources for hygiene services to reduce illness exposures, customers. Staff also provides support services in evaluating other hazardous identification systems, the areas of industrial hygiene, disaster recovery outsourcing a portion of the claim administration planning, safety/health audits, safety engineering process, and developing each Risk Management projects, ergonomic assessments, safety training, and employee’s opportunities for improvement and Occupational Safety and Health Administration learning. (OSHA) record keeping. The department also
FINANCIAL ACTIVITY Change FY2010 FY2011 FY2012 FY2012 FY2011 to FY2013 FY2014 FY2015 Actual Adopted Approved Amended FY2012 Projected Projected Projected RM Fund $5,154,697 $10,596,600 $10,146,600 $6,529,700 -38.4% $6,529,700 $6,529,700 $6,529,700 Forecasted Payments of Liabilities 2,101,867 0 0 2,080,800 NA 1,829,000 1,829,000 1,829,000 Unrestricted Net Assets 4,201,475 0 0 3,124,300 NA 3,374,300 3,374,300 3,374,300 Personnel 1,239,181 936,900 953,600 945,500 0.9% 909,600 909,600 909,600 Operating 342,912 211,500 211,500 199,700 -5.6% 237,400 237,400 237,400 Capital 0 0 0 0 0.0% 0 0 0 Total $13,040,132 $11,745,000 $11,311,700 $12,880,000 9.7% $12,880,000 $12,880,000 $12,880,000
Use of Committed/ Restricted Net Assets 275,334 0 0 2,151,800 NA 2,079,000 1,829,000 1,829,000 Use of Unrestricted Net Assets 4,342,731 4,900,000 4,450,000 3,751,500 NA 3,124,300 3,374,300 3,374,300 Revenue 8,422,067 6,845,000 6,861,700 6,976,700 1.9% 7,676,700 7,676,700 7,676,700 Net Cost $0 $0 $0 $0 0.0% $0 $0 $0
FT Pos. 14 12 12 12 0 12 12 12
114 RISK MANAGEMENT
HIGHLIGHTS
• Staff is implementing an action plan for the documentation of loss prevention audits and surveys. • Medicare and the commonwealth now require the county to electronically report detailed information regarding all workers’ compensation claims. The change to electronic reporting for both of these entities has increased staff’s workload; however, the commonwealth is working to resolve the inefficiencies. • The FY2012 budget includes an increase in expenses of $250,000 to fund the disaster recovery services and testing for critical county applications. These applications would require expedited recovery if a catastrophic event occurred in order to ensure continuity of critical citizen services such as emergency 911 response for police and fire. • In FY2012, $450,000 from unassigned fund balance will be used to offset Risk Management expenses. This has effectively decreased the charges to the county, School Board, and Utilities. The FY2010 unassigned fund balance was 48 percent of the overall Risk Management Fund, well above the policy established acceptable level. Shown in the table above is funding earmarked for forecasted liabilities.
FUTURE OUTLOOK
• Staff will partner with the county’s insurance broker and key stakeholders to develop and implement an Enterprise Risk Management framework with the goal to more holistically identify and control risks across the organization. This will allow the county and schools to better control loss related costs. • Staff’s continued implementation and maturation of the county's safety management system will promote greater employee participation, regulatory compliance, audits and investigations, training, and contractor safety with the purpose of reducing safety related losses. • Over the next few years, the county will realize efficiencies in claims administration through web-based claims reporting, paperless reporting to the commonwealth, and electronic interface between the county’s medical bill review provider, claims software, and In Focus.
Goal: Provide superior products and services. Supports countywide Strategic Goal 1 Objective: Reduce cost of insurance per capita Measure: Cost of risk per capita
Cost of Risk Per Capita
$60.00
$50.00 Initiatives $40.00 $30.00 • Self-insurance and deductible review $20.00 • Reducing or eliminating manual $10.00 systems by streamlining operations $0.00 FY08 FY09 FY10 FY11 FY12 FY13
ACTUALS PROJECTIONS
Results Target
115 RISK MANAGEMENT
Goal: To be the employer of choice. Supports Strategic Goal number 5 Objective: Reduce the number of county and school employee occupational injury and illnesses Measure: Number of Injury and Illness Claims
Number of Injury and Illness Claims
600 500 400 Initiatives 300 200 • Loss prevention training 100 • Provide required OSHA training for 0 county and school workforce FY08 FY09 FY10 FY11 FY12 FY13
ACTUALS PROJECTIONS
Results Target
116 ASSESSMENT AND COLLECTION OF TAXES
Citizens Elect
Board of Commissioner Treasurer Supervisors of the Revenue
County Administrator
Management Services
Real Estate License Assessments Inspections
117
ASSESSMENT AND COLLECTION OF TAXES
Change FY2010 FY2011 FY2012 FY2012 FY2011 to FY2013 FY2014 FY2015 Actual Adopted Approved Amended FY2012 Projected Projected Projected
GENERAL FUND
Commissioner of the Revenue $3,036,509 $3,037,300 $3,095,500 $3,042,300 0.2% $3,042,300 $3,042,300 $3,042,300 License Inspections 476,203 501,900 511,300 491,600 -2.1% 491,600 491,600 491,600 Real Estate Assessments 3,067,799 3,083,300 3,141,000 2,970,400 -3.7% 2,970,400 2,970,400 2,970,400 Treasurer 3,377,769 3,283,400 3,340,300 3,551,100 8.2% 3,551,100 3,551,100 3,551,100
TOTAL GENERAL FUND $9,958,280 $9,905,900 $10,088,100 $10,055,400 1.5% $10,055,400 $10,055,400 $10,055,400
118 COMMISSIONER OF THE REVENUE
DESCRIPTION
The Commissioner of the Revenue is a constitutional The office is responsible for assessing individual and officer charged with the responsibility of tax business personal property returns, reviewing and assessment and services related to the assessment processing state income tax returns, issuing business and administration of local and state taxes. The and professional licenses, administering the real Office of the Commissioner of the Revenue is a tax estate tax relief program for the elderly and disabled, assessment and administration agency committed to and, as of August 2007, providing Department of courteous, fair, and consistent service to the citizens Motor Vehicles (DMV) Select services. and administration of Chesterfield County. The commissioner preserves and enforces local revenues In addition, the Commissioner’s Office has through various audit processes. The Commissioner responsibility for administering local taxes such as of the Revenue is elected by the citizens. consumer utility, bank stock, short-term rental, transient occupancy taxes, and public service corporation taxes.
FINANCIAL ACTIVITY
Change FY2010 FY2011 FY2012 FY2012 FY2011 to FY2013 FY2014 FY2015 Actual Adopted Approved Amended FY2012 Projected Projected Projected
Personnel $2,744,446 $2,670,700 $2,728,900 $2,675,300 0.2% $2,675,300 $2,675,300 $2,675,300 Operating 292,063 366,600 366,600 367,000 0.1% 367,000 367,000 367,000
Capital 0 0 0 0 0.0% 0 0 0 Total $3,036,509 $3,037,300 $3,095,500 $3,042,300 0.2% $3,042,300 $3,042,300 $3,042,300
Revenue 500,994 152,000 152,000 462,500 204.3% 462,500 462,500 462,500 Net Cost $2,535,515 $2,885,300 $2,943,500 $2,579,800 -10.6% $2,579,800 $2,579,800 $2,579,800
FT Pos. 47 43 43 43 0 43 43 43
HIGHLIGHTS
• The Commissioner’s Office continues to provide a high level of customer service to Chesterfield's citizens and taxpayers, and to the Chesterfield County administration and government. The Commissioner’s Office staff is able to meet and exceed performance goals and meet processing deadlines that are either statutorily-prescribed or self-imposed. The functions of the office remain the same including services related to operating as a DMV Select entity. • Due to budgetary constraints within the county, the Commissioner’s Office lost funding for four full-time positions as of July 1, 2010. However, the office managed to have a record year for generating audit revenue and ended FY2010 just shy of $6,000,000 in new revenue generated. This illustrates the need for a strong audit presence by this office. • Revenue increases in FY2012 reflect an increase in Compensation Board reimbursements. During the FY2011 budget cycle, funding issues surrounding the initial forecast from the state regarding compensation of constitutional officers’ staff were unresolved at the time of adoption and a low estimate of the anticipated funding level was included in the FY2011 adopted budget. As a result, while Compensation Board funding is projected to remain close to flat in FY2012, it appears to be increasing due to the FY2011 adopted budget level.
119 COMMISSIONER OF THE REVENUE
• In FY2012, the new Taxation Customer Service System (TCSS) will be fully implemented. This new system replaces a number of existing systems and provides a new tax assessment, billing, and collection system for business property taxes, personal property taxes, specialty taxes, and business license taxes. This system will bring greater efficiencies to the Treasurer’s Office and the Commissioner of the Revenue’s Office and will result in time savings and operational efficiencies. Once the system is completely installed, the Commissioner anticipates that there will be great benefits through workload reductions and efficiencies that will lessen the impact of reduced staffing. • In cooperation with the Treasurer, the Commissioner’s Office has been very successful in offering Department of Motor Vehicle (DMV) Select services to Chesterfield County citizens. This is a service provided as an additional step in the discovery and assessment of motor vehicles. This process enhances the staff’s ability to track motor vehicles at almost no cost to the county. Any small cost is completely minimized by the revenue generated from the taxation of these vehicles and by the commission payments the county receives from DMV.
FUTURE OUTLOOK
• The possibility of significant changes to the state and local tax structure still exists, especially in the current economic situation. There could be adjustments to current tax sources as well as consideration of new sources of tax revenue. • When legislative or ordinance changes involving taxation occur, it is the responsibility of the Commissioner of the Revenue and his staff to educate the public accordingly. • The Real Estate Tax Relief program has grown significantly with more liberal qualifications enacted by the Board of Supervisors. A tremendous amount of time is devoted to this program to ensure that the applicants have properly reported income and assets. This is essential to determining that the recipients are deserving of the relief based on the set qualifications. The 2010 constitutional amendment affecting this area will increase applicants for the program.
Goal: To promote quality of life. Supports countywide Strategic Goal 6 Objective: Provides tax relief services to qualified citizens Measure: Number of real estate tax relief applicants
Number of Real Estate Tax Relief Applicants 5000
4000 3000 Initiatives 2000 • Continue publicizing the Real Estate Tax 1000 Relief Program 0 FY08 FY09 FY10 FY11 FY12 FY13
ACTUALS PROJECTIONS
Results Target
120 LICENSE INSPECTOR
DESCRIPTION
The License Inspector’s Office is an administrative and a focus on business license and vehicle code enforcement office, enforcing Chesterfield registrations are the department’s main objectives. County Code Part II, Chapters 6 and 13 which The operations of the License Inspector’s Office oversee licenses, taxes, fees, and other provisions of involve an understanding of the Commonwealth of business licenses and motor vehicles respectively. Virginia Motor Vehicle Laws and Related Statutes, The director and three of the deputies have police Code of Virginia Title 58.1 Taxation, and Virginia powers and powers of arrest in enforcing these Board for Contractors Rules and Regulations. chapters. Effective enforcement, effective planning,
FINANCIAL ACTIVITY Change FY2010 FY2011 FY2012 FY2012 FY2011 to FY2013 FY2014 FY2015 Actual Adopted Approved Amended FY2012 Projected Projected Projected Personnel $428,400 $440,600 $450,000 $435,700 -1.1% $435,700 $435,700 $435,700 Operating 47,803 61,300 61,300 55,900 -8.8% 55,900 55,900 55,900 Capital 0 0 0 0 0.0% 0 0 0 Total $476,203 $501,900 $511,300 $491,600 -2.1% $491,600 $491,600 $491,600
Revenue 0 0 0 0 0.0% 0 0 0 Net Cost $476,203 $501,900 $511,300 $491,600 -2.1% $491,600 $491,600 $491,600
FT Pos. 77770777
HIGHLIGHTS
• During the past several years, the department has seen growth in the number of delinquent automobile registrations and business licenses identified by the department. In FY2010, the department brought in $5 million in delinquent revenue for the county, exceeding its established revenue goal by $1 million. • Given the current economic conditions, business receipts and assessed vehicle values have declined over the last two years. However in the next few years, values are expected to moderately increase which should translate into higher revenues. • The department experienced significant improvement in business license enforcement in FY2010. Staff’s enforcement actions contributed to the collection of 1,650 business licenses and $1.15 million in business license revenue, 42 percent and 21 percent increases respectively over FY2009. • Staff anticipates that revenues collected will stabilize somewhere between $4 million and $5 million annually.
FUTURE OUTLOOK
• The department currently has two fully functional Platehunter units which are still under warranty. These units are the primary tool staff uses to enforce vehicle registrations. While the current units meet the department’s needs, Platehunter technology is rapidly developing. In the future, a replacement or an additional unit that scans a greater area, with greater accuracy, could significantly enhance the efficiency of departmental operations. • Business license enforcement must be done on a case-by-case basis; as such, it is difficult to make it more efficient. However, increasing data accessibility through remote access to information would improve efficiency since inspectors are most effective when they are in the field inspecting, not retrieving data at a desktop computer. Implementation of the new Taxation Customer Service System could possibly move the department closer to this goal.
121 LICENSE INSPECTOR
Goal: Enforce proper licensing of vehicles in Chesterfield County. Supports countywide Strategic Goals 1 and 4 Objective: Inspect for proper licensing of vehicles with the county Measure: Vehicle registrations purchased based on summons issued by the department
Vehicles Procuring County Registration
25,000 Initiatives 20,000 • Vehicle registration enforcement 15,000 • DMV Stop enforcement 10,000 • Refined enforcement metrics 5,000 • Improved case management system 0 FY08 FY09 FY10 FY11 FY12 FY13
ACTUALS PROJECTIONS
Results Target
Goal: Provide a cost effective method of collecting delinquent revenue for Chesterfield County. Supports countywide Strategic Goals 1 and 6 Objective: Collect $4.5 million in revenue due to Chesterfield County Measure: Delinquent revenue collected
Delinquent Revenue Collected (in thousands) $6,000 $5,000 Initiatives $4,000
$3,000 • Support Deputy Inspecto r career $2,000 development plan $1,000 • Support Customer Service $- Representative career development plan FY08 FY09 FY10 FY11 FY12 FY13
ACTUALS PROJECTIONS
Results Target
122 REAL ESTATE ASSESSMENTS
DESCRIPTION
The Department of Real Estate Assessments is BOE rules on cases brought by property owners responsible for the annual assessment of all real estate concerning the fair market value or uniformity of real in Chesterfield County and for the maintenance and estate assessments. In addition, the department retention of accurate and up-to-date property records, administers the land use assessment program, the which are available to the public. The department rehabilitation incentive program, and the tax also assists the Board of Equalization (BOE). The exemption program.
FINANCIAL ACTIVITY
Change FY2010 FY2011 FY2012 FY2012 FY2011 to FY2013 FY2014 FY2015 Actual Adopted Approved Amended FY2012 Projected Projected Projected
Personnel $2,842,270 $2,834,500 $2,892,200 $2,737,300 -3.4% $2,737,300 $2,737,300 $2,737,300 Operating 225,529 248,800 248,800 233,100 -6.3% 233,100 233,100 233,100
Capital 0 0 0 0 0.0% 0 0 0 Total $3,067,799 $3,083,300 $3,141,000 $2,970,400 -3.7% $2,970,400 $2,970,400 $2,970,400
Revenue 3,162 6,000 6,000 6,000 0.0% 6,000 6,000 6,000 Net Cost $3,064,637 $3,077,300 $3,135,000 $2,964,400 -3.7% $2,964,400 $2,964,400 $2,964,400
FT Pos. 42 39 39 37 -2 37 37 37 Note: Two authorized positions are being transferred to the Emergency Communications Center.
HIGHLIGHTS
• Staff members continue to use Pictometry to conduct virtual aerial tours of properties with a goal of inspecting all improved properties within Chesterfield County. As of November 20, 2010, approximately 34,523 properties have been inspected which resulted in an increase in assessment value of $27.9 million. • The FY2011 Technology Improvement Program included funding for purchasing and implementing a Computer Assisted Mass Appraisal (CAMA) system. It is anticipated that a commercial off-the-shelf- solution will meet Chesterfield County’s needs. CAMA is a vendor package that supports the real estate assessors in maintenance of commercial and residential appraisal information including information on location, improvements, ownership, and assessed value. This process is currently underway and is expected to be fully operational in FY2012. • In the FY2012 budget, due to departmental reorganization and workflow efficiencies, the Real Estate Assessor will transfer two authorized positions to Emergency Communications Center but retain most of the funding. • Geographic Information System (GIS) and Pictometry software are used to convert paper maps used for valuation of parcels participating in the Special Assessment Program (Land Use), to electronic maps stored in GIS. The newly created maps are overlaid with soil and aerial maps to render a more accurate measurement of qualifying and non-qualifying acreage. These maps will aid in the administration of the Land Use Program and make the process more efficient. • During 2010, the staff began the “Unfinished Area Project”. Staff identified homes with unfinished areas and assigned assessors to complete field inspections. Approximately 10,337 properties were inspected which resulted in an increase in assessment value of $25.8 million.
123 REAL ESTATE ASSESSMENTS
• Ongoing scanning of existing records plays an important role with regards to improved accessibility to abstract, land use, assessment appeal cases, and other departmental documents. The documents are scanned into Laserfiche and are easily retrieved through the Laserfiche software.
FUTURE OUTLOOK
• Implementation of the CAMA system should be completed by FY2013 and is expected to assist in the creation of a more efficient work environment. This technological improvement will enable staff to function more efficiently through its upgraded sketching software, workflow, mass change capabilities for all property types, and automated auditing processes.
Goal: To be a model for excellence in government. Supports countywide Strategic Goal 1 Objective: Ensure assessment integrity Measure: Median assessment to sales ratio
Median Assessment to Sales Ratio (Residential) 98.50% 98.00% Initiatives 97.50% • Enhance information available in 97.00% databases to assist in revaluation process 96.50% 96.00% • Identify useable sales (arms-length 95.50% transaction) from market activity 95.00% • Increase consultation between review FY08 FY09 FY10 FY11 FY12 FY13 team and appraisers during valuation process ACTUALS PROJECTIONS • Compare similar neighborhoods’ market Results Target activity
Goal: To promote financial integrity. Supports countywide Strategic Goal 1 Objective: Ensure fiscal integrity of resource allocations Measure: Expenditures per parcel (taxable and exempt) Expenditures per Parcel (taxable and exempt) $26.50 $26.00 Initiatives $25.50 $25.00 • Automation of the Land Use Program $24.50 • Realignment of duties/responsibilities $24.00 of staff as positions become vacant $23.50 • Expand in-house staff training $23.00 FY08 FY09 FY10 FY11 FY12 FY13
ACTUALS PROJECTIONS
Results Target
124 TREASURER
DESCRIPTION
The Treasurer’s Office is responsible for delivering obtain the highest yield with minimal risk. The world-class customer service in collecting current treasurer is a constitutional officer elected by county and delinquent property taxes, managing the annual citizens every four years. tax billing, and investing the county’s funds to
FINANCIAL ACTIVITY
Change FY2010 FY2011 FY2012 FY2012 FY2011 to FY2013 FY2014 FY2015 Actual Adopted Approved Amended FY2012 Projected Projected Projected
Personnel $2,551,135 $2,590,300 $2,647,200 $2,629,100 1.5% $2,629,100 $2,629,100 $2,629,100 Operating 826,634 693,100 693,100 922,000 33.0% 922,000 922,000 922,000
Capital 0 0 0 0 0.0% 0 0 0 Total $3,377,769 $3,283,400 $3,340,300 $3,551,100 8.2% $3,551,100 $3,551,100 $3,551,100
Revenue 2,148,417 1,548,200 1,548,200 2,001,000 29.2% 2,001,000 2,001,000 2,001,000 Net Cost $1,229,352 $1,735,200 $1,792,100 $1,550,100 -10.7% $1,550,100 $1,550,100 $1,550,100
FT Pos. 44 43 43 43 0 43 43 43
HIGHLIGHTS
• The Treasurer’s Office is the primary revenue collector for the county. Collections for FY2010 were extremely strong despite the severe economic downturn and the significant budget reductions incurred by the Treasurer’s Office in FY2010 and FY2011. • In FY2011and FY2012, investment earnings are projected to rebound moderately from historic lows as the economy slowly improves. • In FY2012, the Treasurer’s Office will see the implementation of the Taxation Customer Service System. As a result, the county added $90,000 to the Treasurer’s budget to cover licensing and maintenance agreements for all departments accessing the system. • Due to an increase in Department of Motor Vehicles (DMV) Stop activity, the revenue and expenditures associated with DMV Stops is increased by $165,000 in FY2012. • Additional revenue increases in FY2012 reflect an increase in Compensation Board reimbursements. During the FY2011 budget cycle, funding issues surrounding the initial forecast from the state regarding compensation of constitutional officers’ staff were unresolved at the time of adoption and a low estimate of the anticipated funding level was included in the FY2011 adopted budget. As a result, while Compensation Board funding is projected to remain relatively flat in FY2012, it appears to be increasing due to the FY2011 adopted budget level. • In FY2012, the Treasurer’s Office received $77,400 in additional funding for operating expenses that is offset by a $44,000 reduction in technology related expenses due to a change in process to record information technology expenses in one central location. • Through the Technology Improvement Program (TIP), the Treasurer’s Office will receive $50,000 in funding in FY2012 to purchase and implement a dog license inventory, sales, and billing system.
125 TREASURER
FUTURE OUTLOOK
• For FY2013 and subsequent years, the department’s financial status is expected to remain static or decline. The implementation of the department’s new customer service system is the only initiative where there are expected gains in processing efficiencies and increases in service levels. While remaining optimistic about the efficiencies the new system will bring, the system implementation is not far enough along to gauge the extent of the efficiencies. • Through the TIP, the Treasurer’s Office is scheduled to receive $122,500 in FY2014 for the purchase and implementation of a state income and estimated tax system.
Goal: To be the model for excellence in treasury management. Supports countywide Strategic Goal 1 Objective: Exceed legal and financial requirements Measure: Percentage of collections to net tax levy
Percentage of Collections to Net Tax Levy
100.50% 100.00% Initiatives 99.50% 99.00% • Implementation of tax collections module of 98.50% Taxation Customer Service System 98.00% • Analyze collection results and revise 97.50% collection strategy/redeploy resources as 97.00% needed FY08 FY09 FY10 FY11 FY12 FY13
ACTUALS PROJECTIONS
Results Target
Note: Tax collections include delinquent amounts from previous years; therefore, the collection rate could exceed 100 percent of the tax levied in years that delinquent collections are high.
126 TREASURER
Goal: To be the model for excellence in treasury management. Supports countywide Strategic Goal 1 Objective: Exceed legal and financial requirements for investments Measure: Average return on investments compared to applicable industry benchmarks
Average Return on Investments Compared to Applicable Industry 1.20% Benchmarks 1.00% Initiatives 0.80%
0.60% • Revise investment guidelines as needed to 0.40% take advantage of prudent high performing 0.20% investments 0.00% • Monitor investment market daily FY08 FY09 FY10 FY11 FY12 FY13 • Perform periodic surveys of brokers to ACTUALS PROJECTIONS validate investment strategies
Results Target
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128 ADMINISTRATION OF JUSTICE
Citizens Elect
General Commonwealth’s Assembly Circuit Court Clerk Attorney
Courts
Magistrate
129 ADMINISTRATION OF JUSTICE
Change FY2010 FY2011 FY2012 FY2012 FY2011 to FY2013 FY2014 FY2015 Actual Adopted Approved Amended FY2012 Projected Projected Projected
GENERAL FUND
Circuit Court Clerk $3,219,017 $3,386,000 $3,446,500 $3,583,400 5.8% $3,583,400 $3,583,400 $3,583,400 Commonwealth's Attorney 3,901,364 3,907,700 3,979,900 3,897,100 -0.3% 3,897,100 3,897,100 3,897,100 Courts Circuit Court 554,528 631,300 538,000 544,500 -13.7% 544,500 544,500 544,500 General District Court 244,314 163,500 164,700 162,600 -0.6% 162,600 162,600 162,600 JDR Court 94,854 102,400 103,600 101,600 -0.8% 101,600 101,600 101,600 Magistrate 8,505 6,400 6,400 6,400 0.0% 6,400 6,400 6,400 SUBTOTAL $8,022,582 $8,197,300 $8,239,100 $8,295,600 1.2% $8,295,600 $8,295,600 $8,295,600
Less Interfund Transfers from Commonwealth's Attorney (10,602) (43,900) (43,900) (43,900) 0.0% (43,900) (43,900) (43,900)
TOTAL GENERAL FUND $8,011,980 $8,153,400 $8,195,200 $8,251,700 1.2% $8,251,700 $8,251,700 $8,251,700
SPECIAL REVENUE FUND
Domestic Violence Prosecutor $85,275 $98,900 $98,900 $98,900 0.0% $98,900 $98,900 $98,900 Clerk of the Circuit Court - Technology Trust Fund 152,952 154,900 154,900 154,900 0.0% 154,900 154,900 154,900
TOTAL $238,227 $253,800 $253,800 $253,800 0.0% $253,800 $253,800 $253,800 SPECIAL REVENUE FUND
130 CIRCUIT COURT CLERK
DESCRIPTION
The circuit court clerk is an elected official deeds, deeds of trust, powers of attorney, and real responsible for administration of the Circuit Court estate liens and releases. The Clerk’s Office also through a variety of judicial, non-judicial, and fiscal processes judgments, financing statements, fictitious activities. The Clerk's Office prepares, records, and names, marriage licenses, concealed handgun permits, maintains court orders, subpoenas, and pleadings and and a variety of oaths and appointments. Fiscal provides case information and court documents to responsibilities include the investment of trust, agencies and individuals. On the non-judicial side, the condemnation and equity funds, and the collection of Clerk probates wills and qualifies fiduciaries. As court fines and costs, restitution, recordation and Register of Deeds, the Clerk’s Office records all probate taxes, and other statutory fees.
FINANCIAL ACTIVITY CIRCUIT COURT CLERK
Change FY2010 FY2011 FY2012 FY2012 FY2011 to FY2013 FY2014 FY2015 Actual Adopted Approved Amended FY2012 Projected Projected Projected
Personnel $2,647,852 $2,751,900 $2,812,400 $2,856,600 3.8% $2,856,600 $2,856,600 $2,856,600 Operating 571,165 634,100 634,100 726,800 14.6% 726,800 726,800 726,800
Capital 0 0 0 0 0.0% 0 0 0 Total $3,219,017 $3,386,000 $3,446,500 $3,583,400 5.8% $3,583,400 $3,583,400 $3,583,400
Revenue 3,064,523 2,496,500 2,496,500 2,938,500 17.7% 2,938,500 2,938,500 2,938,500 Net Cost $154,495 $889,500 $950,000 $644,900 -27.5% $644,900 $644,900 $644,900
FT Pos. 44 44 44 44 0 44 44 44
TECHNOLOGY TRUST FUND
Change FY2010 FY2011 FY2012 FY2012 FY2011 to FY2013 FY2014 FY2015 Actual Adopted Approved Amended FY2012 Projected Projected Projected
Personnel $0 $0 $0 $0 0.0% $0 $0 $0 Operating 152,952 154,900 154,900 154,900 0.0% 154,900 154,900 154,900
Capital 0 0 0 0 0.0% 0 0 0 Total $152,952 $154,900 $154,900 $154,900 0.0% $154,900 $154,900 $154,900
Revenue 152,952 154,900 154,900 154,900 0.0% 154,900 154,900 154,900 Net Cost $0 $0 $0 $0 0.0% $0 $0 $0
FT Pos. 0 0 0 0 0 0 0 0
HIGHLIGHTS
• In FY2010, the Circuit Court Clerk’s Office generated approximately $8.5 million in county revenues. Major revenue sources included local excess fees, local recordation tax, Compensation Board revenue, local fines, grantee tax, and interest on fines.
131 CIRCUIT COURT CLERK
• During FY2011, the automated system that generates criminal court orders was expanded to allow electronic entry of court orders and immediate transmission of such orders to public safety entities. Electronic transmission reduces cycle time and rework, while expediting transfer of locally housed inmates to state correctional facilities, thereby saving jail space and costs. • The economic downturn has a direct correlation on caseloads and associated workload challenges, both of which are expected to continue to increase. In FY2010 criminal and civil caseloads rose 4 percent and 10 percent respectively over FY2009, while judgments docketed increased by 15 percent and customer service call volume increased by 16 percent. • In FY2012, the Circuit Court Clerk’s Office will receive additional funding for the office’s land records management contract. This system allows the office to meet statutory mandates to index and properly preserve land and permanent court records. • Personnel expenses increased as a result of benefit increases and the reclassification of ten positions. • Revenue increases in FY2012 reflect an increase in court fines and in Compensation Board reimbursements. During the FY2011 budget cycle, funding issues surrounding the initial forecast from the state regarding compensation of constitutional officers’ staff were unresolved at the time of adoption and a low estimate of the anticipated funding level was included in the FY2011 adopted budget. As a result, while Compensation Board funding is projected to remain somewhat stable in FY2012, it appears to be increasing due to the FY2011 adopted budget level. • In FY2012 and FY2013, through the Technology Improvement Program (TIP), the Circuit Court Clerk’s Office will receive $60,000 in funding to implement a fine and cost collection system. • Staffing deficiencies continue to plague the Clerk's Office, adversely impacting statutory compliance and service delivery. The Clerk's Office is the "hub of the wheel" within the criminal justice system. With the addition of public safety personnel over the years, the workload in the Clerk's Office increases; however, additional positions for the Clerk's Office have not been afforded. The office struggles to keep pace with service demands and employees are overwhelmed. In the civil division, the imaging project was abandoned indefinitely due to insufficient staffing. In the criminal division, courtroom duties, including court order preparation, have precluded staff the ability to devote sufficient time to statutory and other necessary functions. • In the FY2012 budget, the Circuit Court Clerk requested an administrative support position, reclassification and restoration of full funding for a probate supervisory position currently in an underfilled status, and an assistant chief deputy position deemed necessary due to expanded responsibilities that have had to be absorbed by existing management staff; however, these positions were not funded in the budget. • A backfile conversion project will commence in FY2012. This project is necessary to ease problems associated with space limitations which continue to exist and to meet recent statutory mandates concerning purging of certain records. In addition, the project will enhance customer service delivery, improve staff efficiency, and significantly reduce liability risks associated with compliance with state records retention guidelines. Technology Trust Fund (TTF) monies will be utilized for this project.
FUTURE OUTLOOK
• By FY2013, the expansion and remodeling of the Circuit Court Clerk’s area of the courthouse should be completed. The extensive time required to complete the renovations has left the office in a constant state of flux and adds to the challenges that the office faces. • A land records management contract increase of $13,100 is required in FY2014. • When an additional judgeship is authorized in the out years, additional staffing will be needed in the civil and criminal divisions. In addition, as the real estate market rebounds, an additional staff person will be needed in land records division to process land records. Increasing workload volumes demand an increase in staffing levels. Without additional staff, the Clerk's Office will not be able to endure future growth. • The Clerk's Office will continue to maximize its use of technology to offset insufficient staffing and to improve service delivery and enhance efficiency of office operations. • Chesterfield’s clerk serves on the Legislative Committee of the Virginia Circuit Court Clerks’ Association (VCCCA) and is an active participant in the Virginia Metropolitan Circuit Court Clerks Association, for
132 CIRCUIT COURT CLERK which she has twice served as president. As one of the members with the longest tenure, the clerk remains dedicated to working with state and county officials, including General Assembly members, in an attempt to ensure that legislative actions pose minimal adverse impact on Clerk’s Office programs and services.
133 COMMONWEALTH’S ATTORNEY
DESCRIPTION
The Commonwealth’s Attorney’s Office is supervision. The office prosecutes cases in the responsible for prosecuting all criminal offenses Juvenile and Domestic Relations Court, the General which occur within the jurisdiction of Chesterfield District Court, and the Circuit Court. It also prepares County on behalf of the commonwealth. The briefs for the Virginia Court of Appeals and Virginia Commonwealth's Attorney represents the people of Supreme Court in cases appealed. In addition, the Virginia in prosecuting the most serious crimes. The Commonwealth’s Attorney’s Office advises other commonwealth's attorney, elected by the people to a county law enforcement personnel during four-year term, typically appoints one or more investigations as to the substance and procedure of assistants to handle cases under his or her the criminal law.
FINANCIAL ACTIVITY COMMONWEALTH’S ATTORNEY
Change FY2010 FY2011 FY2012 FY2012 FY2011 to FY2013 FY2014 FY2015 Actual Adopted Approved Amended FY2012 Projected Projected Projected
Personnel $3,711,411 $3,728,700 $3,800,900 $3,706,800 -0.6% $3,706,800 $3,706,800 $3,706,800 Operating 189,953 179,000 179,000 190,300 6.3% 190,300 190,300 190,300
Capital 0 0 0 0 0.0% 0 0 0 Total $3,901,364 $3,907,700 $3,979,900 $3,897,100 -0.3% $3,897,100 $3,897,100 $3,897,100
Revenue 1,787,828 1,265,000 1,265,000 1,646,800 30.2% 1,646,800 1,646,800 1,646,800 Net Cost $2,113,535 $2,642,700 $2,714,900 $2,250,300 -14.8% $2,250,300 $2,250,300 $2,250,300
FT Pos. 44 43 43 43 0 43 43 43
DOMESTIC VIOLENCE PROSECUTOR
Change FY2010 FY2011 FY2012 FY2012 FY2011 to FY2013 FY2014 FY2015 Actual Adopted Approved Amended FY2012 Projected Projected Projected Personnel $84,457 $93,900 $96,000 $96,000 2.2% $96,000 $96,000 $96,000 Operating 818 5,000 2,900 2,900 -42.0% 2,900 2,900 2,900 Capital 0 0 0 0 0.0% 0 0 0 Total $85,275 $98,900 $98,900 $98,900 0.0% $98,900 $98,900 $98,900
Revenue 53,772 55,000 55,000 55,000 0.0% 55,000 55,000 55,000 Net Cost $31,503 $43,900 $43,900 $43,900 0.0% $43,900 $43,900 $43,900
FT Pos. 11110111
134 COMMONWEALTH’S ATTORNEY
HIGHLIGHTS
• The Commonwealth’s Attorney’s Office maintains its reputation for being tough on crime. The department has consistently been recognized as one of the best offices in the commonwealth, with the department’s prosecutors being routinely asked to serve as special prosecutors in cases where there is a conflict of interest for the prosecutor in another jurisdiction. • The Commonwealth’s Attorney, working with the Police Department, continues to remain active in receiving asset forfeiture funds from the state and federal governments. These funds are made available to law enforcement entities based on the fair market valuation of seized property used in or acquired through illegal activity. The office utilizes these funds for eligible services and operating costs. • In FY2010 the Commonwealth’s Attorneys Office accepted the Justice Assistance Grant from the U.S. Department of Justice’s Bureau of Justice Assistance in the amount of $123,109. The funding allowed the Commonwealth’s Attorney to begin upgrading technology in one courtroom. The current technology used in Chesterfield County courtrooms to present electronic evidence is outdated and incompatible with industry standards. By installing integrated evidence presentation systems in the county’s courtrooms, the Commonwealth’s Attorney is able to communicate evidential data efficiently and effectively during court proceedings. • Revenue increases in FY2012 reflect an increase in Compensation Board reimbursements. During the FY2011 budget cycle, funding issues surrounding the initial forecast from the state regarding compensation of constitutional officers’ staff were unresolved at the time of adoption and a low estimate of the anticipated funding level was included in the FY2011 adopted budget. As a result, while Compensation Board funding is projected to remain relatively flat in FY2012, it appears to be increasing due to the FY2011 adopted budget level. • The state’s Department of Criminal Justice Services (DCJS) is expected to continue to provide program funding in FY2012 for the department’s Domestic Violence Prosecutor (V-Stop). The grant is awarded on a calendar year basis and, for purposes of the FY2012 budget, is budgeted at $55,000, as reflected above. The county has committed to provide its portion of matching funds through the general fund. • Through the county’s FY2012 Technology Improvement Program, the Commonwealth’s Attorney’s Office will receive $151,000 in FY2012 to continue its efforts to upgrade technology in the county’s courtrooms. • The Check Enforcement Program, which is a free service designed to assist merchants in recovering losses from checks written with insufficient funds, has 232 Chesterfield businesses and merchants participating. In 2010, more than 800 checks were submitted for review and 750 were considered eligible for the program. Through November 2010, 344 checks were fully recovered. • The biggest challenge currently facing the Commonwealth’s Attorney’s Office is the increasing workload on existing staff. Since FY2009, county and state budget constraints have resulted in the elimination of two staff positions. Even with a continuation in the growth of the workload in the office and fewer human resources to manage the growing workload, the Commonwealth’s Attorney’s Office will continue to provide the highest quality of service to the citizens of Chesterfield County.
FUTURE OUTLOOK
• The Commonwealth’s Attorney’s Office strives to make Chesterfield County a safer place to live by enforcing the criminal laws so that persons, property, and the constitutional protections afforded to citizens are safeguarded. • The Commonwealth’s Attorney’s Office will continue to utilize the asset forfeiture funds as appropriate for forfeiture-related prosecutions. • As the population in the county grows, the number of businesses within the county increases, and the recession lingers, the office will see more arrests (adults and juveniles) for property-related crimes and for crimes of violence. The Commonwealth’s Attorney will work closely with the county to make sure the prosecutors and police have all the tools necessary to ensure that criminals are quickly and successfully brought to justice.
135 COURTS
DESCRIPTION
The Chesterfield County court system is in the salaries and benefits for each judge in the system. Twelfth Judicial District of the Commonwealth of Among the three courts, the judges handle a diverse Virginia. It is comprised of the Circuit Court, the caseload including felony trials, traffic cases, and General District Court, and the Juvenile and child custody and support disputes. Domestic Relations (JDR) Court. The state funds
FINANCIAL ACTIVITY Change FY2010 FY2011 FY2012 FY2012 FY2011 to FY2013 FY2014 FY2015 Actual Adopted Approved Amended FY2012 Projected Projected Projected
Circuit Court $554,528 $631,300 $538,000 $544,500 -13.7% $544,500 $544,500 $544,500 General District 244,314 163,500 164,700 162,600 -0.6% 162,600 162,600 162,600 JDR Court 94,854 102,400 103,600 101,600 -0.8% 101,600 101,600 101,600 Total $893,696 $897,200 $806,300 $808,700 -9.9% $808,700 $808,700 $808,700
Revenue 16,006 16,000 16,000 16,000 0.0% 16,000 16,000 16,000 Net Cost $877,690 $881,200 $790,300 $792,700 -10.0% $792,700 $792,700 $792,700
FT Pos. 77770777
CIRCUIT COURT
The Circuit Court is the trial court with the broadest Court hears cases appealed from the General District powers in the Commonwealth of Virginia. The Court, Juvenile and Domestic Relations Court, and Circuit Court handles all civil cases with claims of administrative agencies. more than $15,000. It shares authority with the General District Court to hear matters with claims For the Circuit Court judge’s chambers, the county between $3,000 and $15,000. The Circuit Court has funds operating expenses and the salaries of five original jurisdiction to hear felony cases. support staff. Colonial Heights contributes financial support for the court’s law clerks. The Circuit Court also handles certain family matters, including divorce. In addition, the Circuit
GENERAL DISTRICT COURT
General District Court judges are responsible for county in filing actions in the court and assisting hearing all criminal, traffic, and civil cases (up to them in other matters they have before the court. $15,000) and all preliminary hearings on felony cases. The General District Court Clerk’s Office is The employees of this court are state employees with responsible for indexing and filing all court the exception of a county-funded, full-time processes, collecting assessed fines and costs, and secretarial position for the judges. The county also collecting fees for issuing civil processes. This office funds a portion of the court’s operating expenses. is also responsible for assisting the citizens of the
136 COURTS
Expansion of the General District Court Clerk’s and 10,000 square feet of space between the two offices. Clerk of the Circuit Court’s area of the courthouse is The extra space will accommodate current space currently underway. The project is expected to add requirements as the courts continue to strive to meet 20,000 square feet and renovate approximately citizen demand for services.
JUVENILE AND DOMESTIC RELATIONS COURT
The mission of the Juvenile and Domestic Relations criminal support, and spousal and family abuse Court is to administer justice in a manner that petitions. provides access to proceedings, offers timely processing, and ensures equality, fairness, and The judges and office staff of the JDR Court are integrity. The court hears cases involving juvenile state employees. The county funds one full-time traffic, delinquency, custody, visitation, status employee as well as portion of the court’s operating offenses, adult misdemeanors, felonies, civil and expenses.
HIGHLIGHTS
• The General District Court Clerk’s Office handles approximately 400 telephone calls per day and assists more than 450 persons a day in the office; the General District Court judges will dispose approximately 120,000 cases, a three percent increase from FY2010. • The Electronic Docket Display System continues to provide a tremendous benefit to all court users. • $70,000 in funding was moved from the Circuit Court Judges budget to Drug Court to support sentencing alternatives provided by the Drug Court.
FUTURE OUTLOOK
• Cases continue to increase each year and staff will be challenged to maintain current service levels. • Utilization of technology advancements and additional staffing will be factors in keeping pace with service demands, streamlining processes and maintaining statutory compliance. • The expansion and renovation of office space in the Circuit and General District Courthouse will add 20,000 square feet of additional space to accommodate space requirements as the courts continue to strive to meet citizen demand for services.
137 MAGISTRATE
DESCRIPTION
The Magistrate’s Office is a state agency that review of complaints from police officers, sheriff's serves both the public and government entities, deputies, and residents. These complaints supply including the county and state police, and the the magistrate with facts needed to determine Sheriff’s Office. Magistrates issue warrants of whether a warrant of arrest should be issued. arrest, conduct bail bond hearings, commit According to state code, the county provides a offenders to jail, and release prisoners from jail. portion of the operating and capital expenses of the The Magistrate’s Office is open 24 hours a day, Magistrate’s Office. Personnel and most operating seven days a week. The principal function of the expenses of the office are the responsibility of the Magistrate’s Office is to provide an independent Supreme Court of Virginia.
FINANCIAL ACTIVITY Change FY2010 FY2011 FY2012 FY2012 FY2011 to FY2013 FY2014 FY2015 Actual Adopted Approved Amended FY2012 Projected Projected Projected
Personnel $0 $0 $0 $0 0.0% $0 $0 $0 Operating 8,505 6,400 6,400 6,400 0.0% 6,400 6,400 6,400
Capital 0 0 0 0 0.0% 0 0 0 Total $8,505 $6,400 $6,400 $6,400 0.0% $6,400 $6,400 $6,400
Revenue 0 0 0 0 0.0% 0 0 0 Net Cost $8,505 $6,400 $6,400 $6,400 0.0% $6,400 $6,400 $6,400
FT Pos. 0 0 0 0 0 0 0 0
HIGHLIGHTS
• Videoconferencing equipment located within the Magistrate’s Office and in the Colonial Height’s police precinct has helped improve wait times for those served in the 12th Judicial District. • Additional videoconferencing equipment is needed in the Magistrate’s Office, Chesterfield County Jail, and at least one police precinct to further improve wait times and reduce costs of transporting prisoners for warrant services within the county. • Modifications to the desk configuration, intercom, and security features between the Magistrate’s Office and the jail are underway to provide safer, more efficient and enhanced communication with inmates during processing. • Though not included in the FY2012 budget, additional funding for office furniture and equipment were requested to help support the population of the 12th Judicial District.
FUTURE OUTLOOK
• Population growth and an increase in crime rates will continue to place additional demands on Magistrate Office staff. Additional personnel are needed to handle these increasing workloads and are identified as the most critical need of the office for the future. • All avenues available to the Magistrate’s Office to secure funding for additional positions from the state will continue to be explored.
138 PUBLIC SAFETY
Citizens Elect
Board of Supervisors Sheriff
County Administrator
Fire and Emergency Riverside Regional Police Medical Services Jail
Emergency Animal Communications Control Center
139 PUBLIC SAFETY
Change FY2010 FY2011 FY2012 FY2012 FY2011 to FY2013 FY2014 FY2015 Actual Adopted Approved Amended FY2012 Projected Projected Projected
GENERAL FUND
Animal Control $1,400,230 $1,417,400 $1,439,300 $1,434,400 1.2% $1,434,400 $1,434,400 $1,434,400 Emergency Communications Center 6,871,033 7,012,000 7,118,200 6,928,100 -1.2% 6,928,100 6,928,100 6,928,100 Fire/Emergency Medical Services 44,938,598 44,110,400 44,363,200 45,020,900 2.1% 45,257,600 45,897,800 45,862,800 Police 51,273,625 50,281,400 51,127,400 52,274,000 4.0% 52,274,000 52,734,100 52,620,200 Riverside Regional Jail 8,272,978 7,779,300 7,779,300 8,614,400 10.7% 9,260,000 9,906,100 9,906,100 Sheriff 18,074,663 19,324,800 19,677,200 19,402,100 0.4% 19,402,100 19,402,100 19,402,100 SUBTOTAL $130,831,126 $129,925,300 $131,504,600 $133,673,900 2.9% $134,556,200 $136,302,600 $136,153,700
Less: Interfund Transfers from Police (10,709) (15,100) (15,100) (15,100) 0.0% (15,100) (15,100) (15,100)
TOTAL GENERAL FUND $130,820,417 $129,910,200 $131,489,500 $133,658,800 2.9% $134,541,100 $136,287,500 $136,138,600
SPECIAL REVENUE FUND
Fire and EMS Revenue Recovery $4,466,011 $6,110,200 $4,940,100 $5,202,200 -14.9% $5,202,200 $5,202,200 $5,202,200 Police Grants: Domestic Violence Coordinator* 48,879 45,000 45,000 48,100 6.9% 48,100 48,100 48,100
TOTAL $4,514,890 $6,155,200 $4,985,100 $5,250,300 -14.7% $5,250,300 $5,250,300 $5,250,300 SPECIAL REVENUE FUND *The only ongoing Police grant at this time is the Domestic Violence Coordinator. All others have ended; the grants they do receive are smaller and can't be planned for and are, therefore, individually appropriated on a Board agenda item or on a Budget Change Request.
140 ANIMAL CONTROL
DESCRIPTION
Animal Control provides for the safety and welfare they apply to domestic animals. It is the of Chesterfield citizens as it pertains to the control responsibility of Animal Control to operate a of unsupervised domestic animals and the shelter for the complete care of animals in their protection of animals from inhumane treatment. custody. Animal Control reports to the Police Animal control officers are responsible for the Department’s Support Services Division enforcement of state laws and county ordinances as Commander.
FINANCIAL ACTIVITY Change FY2010 FY2011 FY2012 FY2012 FY2011 to FY2013 FY2014 FY2015 Actual Adopted Approved Amended FY2012 Projected Projected Projected
Personnel $1,001,217 $957,500 $979,100 $954,500 -0.3% $954,500 $954,500 $954,500 Operating 399,013 459,900 460,200 479,900 4.3% 479,900 479,900 479,900
Capital 0 0 0 0 0.0% 0 0 0 Total $1,400,230 $1,417,400 $1,439,300 $1,434,400 1.2% $1,434,400 $1,434,400 $1,434,400
Revenue 158,960 161,000 161,000 175,000 8.7% 175,000 175,000 175,000 Net Cost $1,241,270 $1,256,400 $1,278,300 $1,259,400 0.2% $1,259,400 $1,259,400 $1,259,400
FT Pos. 18 18 18 18 0 18 18 18
HIGHLIGHTS
• Beginning in January 2010, the shelter adopted the Asilomar Accords; no healthy animals were euthanized in 2010. • The Board of Supervisors approved an ordinance change in April 2010 that modified county adoption processes and adoption fees. Currently, spay and neuter services are provided prior to adoption of animals from the shelter. The FY2012 budget reflects an increase in revenues from sale of animals to cover the cost of this service. • The shelter rolled out an updated Website in May 2010 which includes valuable information for citizens regarding the shelter, impounded animals, and adoptions. • Volunteers continue to provide valuable contributions to the shelter, resulting in savings of $182,200 in 2010. • Animal Control continues to partner with Chesterfield County Schools/Chesterfield Technical Center for veterinary science students who provide assistance to shelter staff in the areas of animal husbandry, cleaning, training, and grooming of dogs and cats. • Memorandums of Understanding were signed in June 2010 with two rescue organizations to provide vital services including the transfer of animals, medical assistance, and in-kind goods and services. • Animal Control also signed a Memorandum of Understanding with the Chesterfield County Sheriff Department allowing the inmate work force to assist shelter staff in the cleaning and feeding of animals. The value of this service is expected to be over $100,000 in 2011. • Partnerships with approximately 50 rescue organizations in 2010 resulted in transfers of 535 animals. • After prior year funding reductions for part-time office support and one animal control officer position, Animal Control continues to look for innovative approaches to provide core services. Educational programs to county citizens and directed patrols for county ordinance compliance have become increasingly difficult to provide.
141 ANIMAL CONTROL
• Funding has been added to the FY2012 budget to address changes in health care rates, risk management, and fleet charges. • Additional funding ($527,000) is provided in the county’s FY2012 – FY2016 Capital Improvement Program in FY2012 to continue renovations at the shelter, with particular emphasis on the facility’s older section.
FUTURE OUTLOOK
• Customer service is a high priority for Animal Control and every effort will be made to explore new and creative ways to improve pet adoption rates and to address increasing customer service needs. • The restoration of funding for an animal control officer position lost in FY2010, as well as funding for two additional kennelmasters, a senior office assistant and a program coordinator, though not included in the FY2012 budget, will continue to be important needs for Animal Control.
Goal: To ensure public health and safety by providing animal licensing, enforcement, and shelter services. Supports countywide Strategic Goal 4 Objective: Improve the quality of animal control services Measure: Number of animal control calls for service
Number of Animal Control Calls for Service 11500 Initiatives 11000 10500 • Proactive enforcement, education, and 10000 compliance with county ordinances 9500 through citizen contacts during 9000 neighborhood patrols 8500 CY08 CY09 CY10 CY11 CY12 CY13
ACTUALS PROJECTIONS
Results
`
142 ANIMAL CONTROL
Goal: To ensure public health and safety by providing animal licensing, enforcement, and shelter services. Supports countywide Strategic Goal 4 Objective: Improve the quality of animal control services Measure: Number of live animals leaving the shelter
Number of Live Animals Leaving the Shelter Initiatives 3500 3000 • Continue to partner with local 2500 businesses to promote adoptions 2000 • Continue to partner with the 1500 Chesterfield Humane Society 1000 • Work with local media to promote 500 adoptions 0
CY08 CY09 CY10 CY11 CY12 CY13
ACTUALS PROJECTIONS
Results
143 EMERGENCY COMMUNICATIONS CENTER
DESCRIPTION
The Chesterfield Emergency Communications ECC received accreditation in March 2006 at the Center (ECC) is the 9-1-1 answering point for all of national CALEA Accreditation Conference in the county’s public safety agencies. Staff receives Jacksonville, FL and in July 2009 received re- and processes incoming calls for service and accreditation status in Hampton, VA. promptly dispatches the appropriate police, fire, EMS, Sheriff’s Office, and/or animal control The county acknowledges and publicly advertises resources to handle the situation. The personnel the availability of an Enhanced 9-1-1 Emergency who staff the center are the vital link in the chain of telephone system for reporting of emergencies. The public safety by providing both emergency and county has someone available to quickly answer non-emergency communications with compassion calls and respond to incidents 24 hours per day, and professionalism. Commitment to this mission seven days per week with appropriate equipment is exhibited by the undertaking of Public Safety Answering Point (PSAP) Accreditation through the and trained personnel especially to emergencies Commission on Accreditation for Law requiring police, fire, and/or emergency medical Enforcement Agencies (CALEA), which involves services. successfully meeting 218 separate standards. The
FINANCIAL ACTIVITY Change FY2010 FY2011 FY2012 FY2012 FY2011 to FY2013 FY2014 FY2015 Actual Adopted Approved Amended FY2012 Projected Projected Projected Personnel $5,106,033 $5,248,200 $5,350,600 $5,243,300 -0.1% $5,243,300 $5,243,300 $5,243,300 Operating 1,764,999 1,763,800 1,767,600 1,684,800 -4.5% 1,684,800 1,684,800 1,684,800 Capital 0 0 0 0 0.0% 0 0 0 Total $6,871,033 $7,012,000 $7,118,200 $6,928,100 -1.2% $6,928,100 $6,928,100 $6,928,100
Revenue 908,584 800,000 800,000 800,000 0.0% 800,000 800,000 800,000 Net Cost $5,962,449 $6,212,000 $6,318,200 $6,128,100 -1.4% $6,128,100 $6,128,100 $6,128,100
FT Pos. 78 77 77 79 2 79 79 79 Note: Two positions are being transferred from Real Estate Assessor's office.
HIGHLIGHTS
• In FY2010, the ECC received a NACo award for spearheading a regional recruitment initiative. In addition, the ECC was reaccredited by the Virginia Office of EMS for the Emergency Medical Dispatch program. • As part of the continued countywide effort to reduce total costs for FY2011, funding was eliminated for one full-time and one part-time position, and appropriations were reduced for minimum staffing. However, two additional emergency communication officer positions (ECO) are included in the FY2012 budget to address workload increases and staffing levels.
FUTURE OUTLOOK
• As call volumes continue to increase and emerging communication technology use becomes more prevalent, an increase in staffing, training, and technology capabilities will be needed.
144 EMERGENCY COMMUNICATIONS CENTER
• Requests have been made and funding is currently planned in the FY2012–2016 Capital Improvement Program for 800 MHz Radio System UPS Battery Replacement (FY2014); Radio System Replacement Consulting Services (FY2014); Data system and 800 MHz Radio System Replacement (FY2015 and FY2016).
Goal: To promptly answer, enter and dispatch calls for service. Supports countywide Strategic Goal 2 Objective: Answer all 911 calls in an average of 5 seconds or less 90 percent of the time. Measure: Percentage of 911 calls answered in 5 seconds or less
Percent of time 911 calls are Initiatives answered in 5 seconds or less • Currently working with Public Safety 100% agencies to identify non-emergency 80% workload 60% • Supervisor awareness of the number of personnel in the call taker bank at all 40% times performing as expected 20% • Ensure ECOs have the knowledge and 0% skills to accurately process calls for FY08 FY09 FY10 FY11 FY12 FY13 service • Review and analyze monthly statistical ACTUALS PROJECTIONS reports and communicate finding to Results Target ECOs in order to educate them on their performance levels
Goal: To promptly answer, enter and dispatch calls for service. Supports countywide Strategic Goal 4 Objective: Process the telephone call and dispatch all Priority 1 (Police and Fire/EMS) calls for service in 90 seconds or less, 85 percent of the time Measure: Percentage of Priority 1 calls processed in 90 seconds or less
Percent of Priority 1 calls processed in Initiatives 90 seconds or less 91% • Ensure the ECOs have the knowledge 90% and skills to accurately process calls 89% for service 88% 87% • Review, analyze and modify workload 86% assessment as it relates to operational 85% staffing needs for dedicated 911 84% 83% operators 82% • Continued analysis of calls and FY08 FY09 FY10 FY11 FY12 FY13 performance through QA process • Maintain minimum staffing levels in ACTUALS PROJECTIONS the ECC to include peak time levels Results Target when applicable
145 FIRE AND EMERGENCY MEDICAL SERVICES
DESCRIPTION
The mission of the Fire and Emergency Medical The Fire and EMS Department provides fire Services (EMS) Department is to provide excellent suppression services, emergency medical services, customer-valued service in prevention, education, fire and injury prevention programs, and training for professional service, and emergency response. The members, businesses, and industry. vision, "to be the premier provider of public safety services, utilizing our people to accomplish our Fire and EMS is also responsible for coordinating goals," is carried out through the department's seven emergency preparedness and response in the event divisions: Budget and Planning; Emergency of natural disasters, weather extremes, hazardous Management; Emergency Medical Services; materials incidents, and/or technical rescues and Emergency Operations, including Med-Flight; Fire entrapments. The department strives to meet and Life Safety; Personnel Management and reasonable response times with available resources Development; and Resource Management. The and continuously receives high marks from the department also oversees the budget for the Eanes- public. Prompt, reliable, effective, and efficient Pittman Public Safety Training Center and the fire services are provided 24-hours a day. section of the Enon Public Safety Training Center.
FINANCIAL ACTIVITY Change FY2010 FY2011 FY2012 FY2012 FY2011 to FY2013 FY2014 FY2015 Actual Adopted Approved Amended FY2012 Projected Projected Projected
Personnel $36,952,430 $37,774,400 $38,521,500 $38,182,700 1.1% $38,496,600 $39,101,800 $39,101,800 Operating 6,133,228 5,636,000 5,841,700 6,138,200 8.9% 6,061,000 6,061,000 6,061,000 Capital 1,852,940 700,000 0 700,000 0.0% 700,000 735,000 700,000 Total $44,938,598 $44,110,400 $44,363,200 $45,020,900 2.1% $45,257,600 $45,897,800 $45,862,800
Revenue 2,051,425 1,530,700 1,620,700 2,034,400 32.9% 2,034,400 2,034,400 2,034,400 Net Cost $42,887,173 $42,579,700 $42,742,500 $42,986,500 1.0% $43,223,200 $43,863,400 $43,828,400
FT Pos. 451 451 451 451 0 451 462 462
HIGHLIGHTS
• The department’s planning unit has worked closely with the comprehensive plan consultants and the Planning Department on the development of the public facilities plan for delivery of fire and EMS. The level of standards were reviewed and benchmarked to guide the plan for future facilities. • The FY2012 revenues reflect a $352,300 increase in revenue recovery reimbursements to cover the cost of additional firefighters obtaining advanced life support certifications. Additionally, revenues have increased by $151,400 from state allocations for fire programs. • The FY2012 budget includes $173,200 for two more fire apparatus to be added to the permanent lease program bringing the total number of vehicles now funded in the permanent lease program to seven; the budget also reflects an additional $384,700 to sufficiently cover projected maintenance costs for fire apparatus and vehicles along with the increased radio shop charges. • The FY2012 plan also includes $650,000 to restore funding for costs associated with eleven firefighter overfill positions eliminated during the FY2010 and FY2011 budget cycles. These positions are used to stabilize fire apparatus staffing levels between recruit classes when vacancies are created by personnel retirements. Additionally, $140,000 has been restored to the Fire EMS budget to address training and public education; and career development funding in the amount of $200,000 is included.
146 FIRE AND EMERGENCY MEDICAL SERVICES
• Technology costs have been centrally budgeted in IST resulting in a reduction of $323,300 in the Fire EMS operating budget. • An allocation of $700,000 in FY2012 will fund the purchase of one replacement fire engine and five replacement vehicles that have exceeded their useful lives. • Pre-hospital care of heart attack patients continues to result in improved patient outcomes as a result of a cooperative effort between CJW Medical Center-Chippenham Campus, Saint Francis Medical Center, and the Chesterfield County Fire EMS Department. The national survival rate for witnessed cardiac arrest patients, who are discharged from the hospital with no neurological deficit, is seven percent. Through the efforts of the department’s medical director and first responders, the current survival rate for patients served by Chesterfield County Fire and EMS Department is 31 percent. • The FY2012 Technology Improvement Program (TIP) recommends $295,500 to purchase a replacement records management system and allocates $106,600 in FY2013-FY2014 to finish this project. Additionally the Capital Improvement Program (CIP) recommends $1.5 million in FY2012 to fund replacement apparatus, $1.5 million for land acquisition/planning, and $400,000 for fire station repairs and maintenance. • During FY2011, the department was allocated $1 million from FY2010 results of operations funding to replace a 26 year old dive rescue unit, replace thermal imaging equipment, and assist in funding replacement apparatus. • Subsequent to adoption of the FY2012 budget, Fire EMS has received numerous federal grant awards that will enable hazards incident training, purchase and replacement of 29 thermal imaging cameras, and funding to cover the cost of nine additional firefighter positions. The personnel grant funding of $1 million will cover the salary and benefits for the nine firefighter positions through FY2013. An additional $505,400 is reflected in FY2014 and beyond to indicate the county’s commitment to continue funding these positions. These additional positions will be filled in June 2011 and will enable the Fire EMS Department to assign three firefighters per shift to the three most critical response districts.
FUTURE OUTLOOK
• The construction of the Harrowgate Fire Station will be delayed indefinitely until funds are identified to provide for staffing and operating costs for a new facility. • Meeting the required minimum staffing levels on a daily basis has resulted in the increase of mandatory overtime of personnel. The level of funding needed for minimum staffing will continue to increase and is likely to escalate due to increasing service demand for fire/EMS and the service delivery challenges being faced by volunteer rescue squads. • Expected increased rates of personnel retirements will increase the number of training academies and the corresponding costs of supplying the necessary equipment for new hires. • While the continuation of quality fire protection and EMS is a top priority, current funding levels will create challenges in maintaining personnel training and development and maintenance of physical resources. However, the department is exploring all avenues to overcome these challenges. • The department has completed a draft Standards of Coverage Document that outlines current and future operations and resource needs. Before being finalized, Standards of Coverage requirements will be coordinated with the Comprehensive Plan process to ensure conformity with the approved Comprehensive Plan. • The FY2013 TIP program recommends $35,700 for a video production system upgrade and $50,000 in FY2014 for an inventory control system. The CIP recommends $1.6 million in FY2014-FY2015 for an emergency generator at L.C. Bird High School, $1.7 million in FY2013-FY2016 for fire station repairs and maintenance, $5.9 million in FY2016 for construction of the Courthouse Road/Route 288 fire station, $4.3 million in FY2015 for the fire training tower at the Enon public safety training center, and $4.0 million in FY2014 to replace self-contained breathing apparatus; the CIP also plans funding for replacement mobile data computers in FY2012-FY2016 and the radio system replacement in years FY2014-FY2016.
147 FIRE AND EMERGENCY MEDICAL SERVICES
• Funding increases are planned in FY2013 to address placing all new vehicles purchased in FY2012 into the permanent lease program to ensure timely replacement. Funding has been recommended beginning in FY2014 for one maintenance worker position and one training officer to coincide with the anticipated opening of the combined support building at the Enon off-site public safety training facility.
Goal: To safely provide public safety services which exceed customer expectations. Supports countywide Strategic Goals 3 and 4 Objective: To reduce loss from fire within the county Measure: Number of structure fires per 1,000 population
Number of structure fires per 1,000 population Initiatives 2.00 1.50 • Fire and life safety programs • Building plans review 1.00 • Smoke detector installation program 0.50 • Fire inspection program
0.00 FY08 FY09 FY010 FY11 FY12 FY13
ACTUALS PROJECTIONS
Results Target
148 FIRE AND EMERGENCY MEDICAL SERVICES
Goal: To safely provide public safety services that exceeds customer expectations. Supports countywide Strategic Goal 4 Objective: To provide first unit Fire/EMS response in 5 ½ minutes from the receipt of dispatch information from the 911 Center to on-scene arrival for 90 percent of all calls for emergency service within the urban zone Measure: Average Fire/EMS response time
Average Fire/EMS Response Time (in minutes) 7.00 Initiatives 6.00 5.00 • New fire/rescue stations 4.00 • ECC quality assurance program 3.00 • House numbering program 2.00 • Utilization of mobile data computers 1.00 0.00 FY08 FY09 FY10 FY11 FY12 FY13
ACTUALS PROJECTIONS
Results Target
Note: In FY2011 a change in the response goal reflected the elimination of the ECC processing time.
149 FIRE AND EMERGENCY MEDICAL SERVICES
EMS REVENUE RECOVERY DESCRIPTION
Revenue recovery is the process of obtaining and covers all members of a household. EMS financial reimbursement for the cost of providing Passport will also pay the emergency ambulance medically necessary emergency ambulance transportation expense for a subscriber who does not transportation by billing private insurance have health insurance. companies, Medicare, or Medicaid. The majority of citizens have prepaid these costs through their own The Revenue Recovery program is considered a private insurance companies or through Medicare or special revenue fund and is accounted for separately Medicaid in the form of federal taxes. from the Fire and EMS general fund budget. Funds collected for EMS Passport subscriptions are To assist citizens with possible out-of-pocket distributed between Chesterfield Fire and EMS and expenses associated with ambulance transportation, participating volunteer rescue squads. All funds such as health insurance co-payments and generated by the Revenue Recovery program are deductibles, the county offers a low-cost used specifically to address EMS system subscription program called EMS Passport. The fee enhancements that are not funded in the for an EMS Passport subscription is $59 per year department’s general fund budget.
FINANCIAL ACTIVITY Change FY2010 FY2011 FY2012 FY2012 FY2011 to FY2013 FY2014 FY2015 Actual Adopted Approved Amended FY2012 Projected Projected Projected
Personnel $1,507,384 $1,554,000 $1,573,100 $1,567,500 0.9% $1,567,500 $1,567,500 $1,567,500 Operating 1,647,420 3,075,900 2,605,700 2,773,400 -9.8% 2,773,400 2,773,400 2,773,400 Capital 1,311,206 1,480,300 761,300 861,300 -41.8% 861,300 861,300 861,300 Total $4,466,011 $6,110,200 $4,940,100 $5,202,200 -14.9% $5,202,200 $5,202,200 $5,202,200
Revenue 4,508,955 6,110,200 4,940,100 5,202,200 -14.9% 5,202,200 5,202,200 5,202,200 Net Cost -$42,944 $0 $0 $0 0.0% $0 $0 $0
FT Pos. 15 15 15 15 0 15 15 15
HIGHLIGHTS
• The FY2012 budget reflects EMS transport revenue of $5 million and $160,000 of EMS Passport subscriptions. Revenue generated covers all expenses for the division. • The FY2012 budget provides $761,300 for the purchase of three new ambulances and $499,200 for the purchase of rescue equipment, defibrillators, replacement patient care reporting software and system enhancements for two rescue squads. The reduction in capital is due to use of one time funds in FY2011 to purchase heavy tactical rescue equipment. Reductions in operating expenses are mostly attributable to one-time sources available for non-capital equipment and supplies.
FUTURE OUTLOOK
• Future needs of the department include the continued replacement of defibrillators and the purchase of additional ambulances and rescue equipment as calls for EMS service continue to increase. • Future identified needs include additional staffing of ambulances to augment volunteer rescue squad crews.
150 FIRE AND EMERGENCY MEDICAL SERVICES
• Due to increasing administrative responsibilities, conversion of a part-time position to full-time is anticipated.
151 POLICE
DESCRIPTION
The mission of the Chesterfield County Police for service, crime investigation, criminal Department is to provide a professional and apprehension, suppression of crime, drug unbiased response to the public safety needs of the enforcement, and traffic enforcement. The Police community. The Police Department serves the Department is comprised of the following bureaus: community in providing innovative and effective Uniform Operations, Investigations, Administrative police service by engaging in a partnership with the Support, and Operational Support. Additional citizens of Chesterfield County. units/divisions within the department are the Finance Unit, and Homeland Security/Special The department's major responsibilities to citizens Projects for the Office of the Chief and the Office include responding to 100 percent of citizen calls of Professional Standards.
FINANCIAL ACTIVITY Change FY2010 FY2011 FY2012 FY2012 FY2011 to FY2013 FY2014 FY2015 Actual Adopted Approved Amended FY2012 Projected Projected Projected
Personnel $42,739,863 $42,652,500 $43,492,600 $44,371,100 4.0% $44,371,100 $44,542,100 $44,542,100 Operating 6,422,188 6,279,900 6,285,800 6,553,900 4.4% 6,553,900 6,764,600 6,729,100 Capital 2,111,574 1,349,000 1,349,000 1,349,000 0.0% 1,349,000 1,427,400 1,349,000 Total $51,273,625 $50,281,400 $51,127,400 $52,274,000 4.0% $52,274,000 $52,734,100 $52,620,200
Revenue 5,314,130 3,188,400 3,188,400 3,187,400 0.0% 3,187,400 3,187,400 3,187,400 Net Cost $45,959,495 $47,093,000 $47,939,000 $49,086,600 4.2% $49,086,600 $49,546,700 $49,432,800
FT Pos. 600 597 597 597 0 597 600 600
HIGHLIGHTS
• The Police Department received numerous awards and recognitions over the past year. Recognition was received for programs such as National Night Out, Police Explorer Post, and Volunteers in Police Service, and received from various organizations, including the International Associations of Chiefs of Police (IACP), LifeNet, Mothers Against Drunk Driving (MADD), and the Virginia Department of Health. • Compared to 2009, alcohol related crashes decreased 14.8 percent in 2010, continuing the downward trend seen in previous years, due in part to increased emphasis on field compliance checks. Clearance rates for IBR Group A offenses were 49 percent in 2010, which continue to be better than national averages and other regional partners. At the same time, the department has maintained a low cost per capita for police expenditures. • Funding is provided in FY2012 ($879,100) to compensate officers who completed requirements for career development advancement during FY2010 and FY2011. In addition, funding will be restored during FY2012 for four officer positions, which were reduced from previous budgets due to funding constraints. • The FY2012 budget will increase by $325,000 for costs associated with the department’s workers compensation expenses. In addition, funds are added to address increases in risk management fees, fleet and radio shop charges, as well as employee health care rates. • Funding is also provided in FY2012 ($130,000) for operating costs associated with the opening of the emergency vehicle operations driving course (EVOC) at the Public Safety Training Center at Enon. The course was completed in late 2010 and will become operational in 2011. • After reductions experienced in prior year budgets, the Police Department continues to look for innovative approaches to provide critical services. In order to meet FY2012 funding levels, the impact of
152 POLICE
prior year reductions will be sustained, including leaving 12 unfunded officer positions vacant. The changes may impact response times, clearance rates, and delay opportunities to expand crime suppression techniques. In addition, the department will continue to operate without three full-time civilian positions and three part-time positions, unfunded and eliminated in prior years. • In an effort to address critical capital equipment needs, resulting from reduced capital purchases in prior years, $880,900 was added to the Police Department’s operating budget as a mid-FY2011 adjustment.
FUTURE OUTLOOK
• The Police Department will continue to focus on enhanced recruitment activities, strive to decrease department turnover, and work to expand specialty teams. • The increasing complexity of crimes and the increase in the number of proactive police activities (including traffic stops, field interviews, warrants, business checks, directed patrols, and neighborhood patrols), will require the department to develop new and innovative strategies to maintain service delivery. • The county’s Capital Improvement Program (CIP) includes funding in FY2013 to construct a combined support building at the public safety training facility at Enon. Police department personnel, operating, and capital costs of $460,100 are planned in the operating budget beginning in FY2014. In addition, the CIP includes $4.8 million in FY2013 for a new Route 360 West police station. Operating costs for this facility were funded in previous years.
Goal: Maximize operational efficiency and deliver excellence in customer service. Supports countywide Strategic Goal 4 Objective: Maintain an average response time for priority one (life threatening) calls below 3.0 minutes Measure: Average response time for priority one calls
Average Response Time - Priority One Calls (in Minutes) 4.00 3.50 Initiatives 3.00 2.50 • Review beat structure 2.00 1.50 • Build flexibility within schedules 1.00 • Ensure beat integrity 0.50 • Continue to utilize and develop state of 0.00 the art policing technologies CY08 CY09 CY10 CY11 CY12 CY13
ACTUALS PROJECTIONS
Results Target
153 POLICE
Goal: Increase proportion of crimes cleared by arrest. Supports countywide Strategic Goal 4 Objective: Maintain 50 percent incident based reporting (IBR) Group A clearance rate Measure: Percentage of IBR Group A cases closed by arrest
IBR Group A Clearance Rate Initiatives
52% • Cold case review 50% • Weekly review of reported crimes 48% • Continue community policing efforts 46% • Continue to promote the Chesterfield/ 44% Colonial Heights Crime Solvers program 42% • Continue school Crime Solvers program 40% • Focus on recruiting activities aimed to FY08 FY09 FY10 FY11 FY12 FY13 reach full authorized, sworn officer ACTUALS PROJECTIONS strength
Results Target
154
POLICE GRANTS
DESCRIPTION
The Chesterfield Police Department has been These grants have been vital in providing funding to successful in obtaining several major grants enhance law enforcement activities in the county through the U.S. Department of Justice, the through the purchase of much needed equipment. Community Oriented Policing Office, and the Virginia Department of Criminal Justice Services (DCJS).
FINANCIAL ACTIVITY Change FY2010 FY2011 FY2012 FY2012 FY2011 to FY2013 FY2014 FY2015 Actual Adopted Approved Amended FY2012 Projected Projected Projected
Personnel $48,879 $45,000 $45,000 $48,100 6.9% $48,100 $48,100 $48,100 Operating 0 0 0 0 0.0% 0 0 0 Capital 0 0 0 0 0.0% 0 0 0 Total $48,879 $45,000 $45,000 $48,100 6.9% $48,100 $48,100 $48,100
Revenue 36,659 29,900 29,900 33,000 10.4% 33,000 33,000 33,000 Net Cost $12,220 $15,100 $15,100 $15,100 0.0% $15,100 $15,100 $15,100
FT Pos. 1 1 1 1 0 1 1 1
HIGHLIGHTS
• During FY2010, $1,670,350 in additional grants were awarded to the county for a wide variety of police uses including technology systems to improve communications between jurisdictions and between the police department and the county jail, and for other critical police equipment including radios, surveillance equipment, and light bars. Generally, these types of one-time grants are not included in the table above but are appropriated as awarded. • DCJS is expected to continue to provide V-STOP program funding in FY2012 for the department’s domestic violence coordinator. This position is one of a multidisciplinary team within Chesterfield County that coordinates and enhances the criminal justice response to domestic violence in the county. The V-STOP grant is awarded on a calendar year basis and, for purposes of the FY2012 budget, is budgeted at expected levels, as reflected above. The county has committed to funding the balance of personnel costs in the police operating budget to ensure continuation of the V-STOP program. The Police Department also funds additional operating costs associated with this position in its operating budget. • The National Institute of Justice performed a progress assessment on the Coverdell Forensic grant in November 2009. No findings or recommendations were noted. • In March 2010 the Bureau of Justice Assistance conducted a monitoring visit. No programmatic or administrative problems were identified during the visit.
FUTURE OUTLOOK
• The Police Department will continue to actively pursue grant funding in future years as opportunities and programs are presented through various granting organizations. Each grant pursued will be individually evaluated for its expected benefit to the community and to ensure that its fiscal impact on county funds is feasible.
155 SHERIFF
DESCRIPTION
The Chesterfield County Sheriff’s Office is process, a safe environment in which to conduct comprised of two divisions: Operations and Support court proceedings, and the safe and secure detention Services. All jail, court security, and civil process of those persons entrusted to the Sheriff’s custody. operations fall under the Operations Division while support functions such as training, finance, human The vision of the Chesterfield County Sheriff’s resources, information technology, and community Office is to be the leader among public safety relations fall under the Support Services Division. agencies in the Commonwealth of Virginia through its commitment to providing high quality services to The mission of the Chesterfield County Sheriff’s citizens. Office is to professionally and efficiently serve and protect the citizens of the county in accordance with The major responsibilities of the Chesterfield the United States Constitution, the Constitution of County Sheriff’s Office are operation of the County Virginia, federal and state laws, and the ordinances Jail, security for courts facilities, detention and of Chesterfield County. Specifically, the Sheriff’s transportation of inmates awaiting court Office strives to promote pride and respect for the appearances, service of civil process, and operation judicial system through the proficient service of civil of the Sheriff’s Office Training Academy.
FINANCIAL ACTIVITY SHERIFF
Change FY2010 FY2011 FY2012 FY2012 FY2011 to FY2013 FY2014 FY2015 Actual Adopted Approved Amended FY2012 Projected Projected Projected
Personnel $15,335,095 $16,704,100 $17,026,700 $17,098,600 2.4% $17,098,600 $17,098,600 $17,098,600 Operating 2,678,036 2,620,700 2,650,500 2,303,500 -12.1% 2,303,500 2,303,500 2,303,500 Capital 61,531 0 0 0 0.0% 0 0 0 Total $18,074,663 $19,324,800 $19,677,200 $19,402,100 0.4% $19,402,100 $19,402,100 $19,402,100
Revenue 6,280,463 5,463,500 5,463,500 5,164,500 -5.5% 5,164,500 5,164,500 5,164,500 Net Cost $11,794,200 $13,861,300 $14,213,700 $14,237,600 2.7% $14,237,600 $14,237,600 $14,237,600
FT Pos. 266 266 266 266 0 266 266 266
RIVERSIDE REGIONAL JAIL
Change FY2010 FY2011 FY2012 FY2012 FY2011 to FY2013 FY2014 FY2015 Actual Adopted Approved Amended FY2012 Projected Projected Projected
Personnel $0 $0 $0 $0 0.0% $0 $0 $0 Operating 8,272,978 7,779,300 7,779,300 8,614,400 10.7% 9,260,000 9,906,100 9,906,100 Capital 0 0 0 0 0.0% 0 0 0 Total $8,272,978 $7,779,300 $7,779,300 $8,614,400 10.7% $9,260,000 $9,906,100 $9,906,100
Revenue 204,145 0 0 0 0.0% 0 0 0 Net Cost $8,068,833 $7,779,300 $7,779,300 $8,614,400 10.7% $9,260,000 $9,906,100 $9,906,100
FT Pos. 0 0 0 0 0 0 0 0
156 SHERIFF
HIGHLIGHTS
• The Sheriff’s Office obtained grant funds and constructed a new, more secure bullet-resistant security station at the Juvenile and Domestic Relations Courthouse. • Revenue declines in FY2012 reflect uncertainty regarding state funding. • Increases in FY2012 Riverside Regional Jail expenditures result from an increase in the per diem rate caused by state funding reductions and a decline in the housing of federal prisoners. • In FY2011 several new treatment programs began at the jail such as money management, anger management and parenting skills. The programs are provided by Offender Aid and Restoration, Incorporated and at no cost to the taxpayers. • The Sheriff’s Office procured new, state-of-the-art, home incarceration monitoring equipment that allows for enhanced monitoring of those qualifying for house arrest and work release. • The jail facility maintained 100 percent compliance with all Board of Corrections standards. • In FY2011, the Sheriff implemented victim identification and notification (VINES) capability as part of the jail management system. • Through the implementation of a workforce program, inmates assist the Police Department with maintenance tasks at the animal shelter. • The Sheriff’s Office staff completed the implementation of new automation for prisoner booking at the jail to streamline data sharing between the Sheriff’s Office and Police Department as well as with other criminal justice databases. Additionally, with the automation of scheduling and staffing through the use of a software system, the staff eliminated time consuming manual processes. • In FY2011, the Sheriff’s Office assumed duties from the Clerk of the Circuit Court related to the jury commissioner process. The FY2012 budget reflects additional funding in the amount of $22,600 for expenses associated with this process. • The Jail Annex renovations are complete and include replacement of the HVAC and security systems, upgraded emergency power capabilities and enhancements to deputy workstations. • Two additional initiatives completed in FY2011 included the implementation of a new civil papers management system which enhances tracking, reporting, and monitoring capabilities, and allows for mobile field reporting, and a cash receipting system to streamline the processing of collecting fees. • Overall, budget cuts have led to reductions in operating costs which ultimately leave little room for unforeseen or emergency expenses that may arise, for example inmate medical expenses. • Over the past ten years, the Sheriff’s Office has developed a sophisticated electronic security network that serves as a force multiplier through the use of equipment to supplement available personnel. This equipment must be maintained and repaired in order to preserve the same level of preparedness. In the FY2012 budget, the Sheriff’s Office requested the establishment of an annual maintenance replacement/repair fund for on-going equipment replacement; however, additional funding was not provided for this request. • In the FY2012 Technology Improvement Program the steering committee approved a project in the amount of $250,000 for a video visitation system for the jail which will enhance facility safety and productivity.
FUTURE OUTLOOK
• Changes in legislation and corresponding state funding support are without question one of the most critical issues impacting the Sheriff’s Office budget. With state budgets shrinking, the corresponding level of state support for Sheriff’s Offices across Virginia is decreasing. Thus, a higher cost burden is placed on the locality to meet basic services, and the Sheriff’s Office will have to closely evaluate the need for desired programs versus core services.
157 SHERIFF
Goal: To enhance the safety of the community. Supports countywide Strategic Goal 4 Objective: Maintain a secure detention facility that is safe for staff and inmates Measure: Jail inmate days free of violent incidents
Jail Inmate Days Free of Violent Incidents 100.00% Initiatives 99.80% 99.60% • Completion of Jail Management 99.40% System enhancements 99.20% • Completion of Jail Annex 99.00% renovation 98.80% FY08 FY09 FY10 FY11 FY12 FY13
ACTUALS PROJECTIONS
Results Target
Goal: To enhance the safety of the community. Supports countywide Strategic Goal 4 Objective: Maintain secure court facilities Measure: Percent of court hearings conducted via video conferencing
Percentage of Court Hearings Conducted via Video Conferencing 50% 40%
30% Initiatives
20% • Encourage participation by other 10% localities and facilities 0% FY08 FY09 FY10 FY11 FY12 FY13
ACTUALS PROJECTIONS
Results Target
158 HUMAN SERVICES
Citizens Elect
Board of Supervisors
Disability Health Center County Social Services Community Services Board Commission Administrator Board Services Board
Human Services
Libraries/ Cooperative Law Library Extension Health Social Services
Parks and Youth Planning Mental Health Recreation and Development Victim Witness Support Services
Juvenile Community Adult Drug Detention Corrections Comprehensive Court Home Services Services
Access Juvenile Drug Juvenile Probation Transportation Court Services Court Program Unit
Adolescent Senior Advocate Reporting Program
159 HUMAN SERVICES
Change FY2010 FY2011 FY2012 FY2012 FY2011 to FY2013 FY2014 FY2015 Actual Adopted Approved Amended FY2012 Projected Projected Projected
GENERAL FUND
Administration $412,351 $439,100 $445,400 $448,600 2.2% $448,600 $448,600 $448,600 Access Chesterfield Transportation Program 1,089,474 906,900 908,100 1,276,900 40.8% 1,276,900 1,276,900 1,276,900 Disability Services Board 1 5,872 19,900 19,900 0 -100.0% 0 0 0 Senior Advocate 1 11,103 15,000 15,000 96,500 543.3% 96,500 96,500 96,500 Community Corrections Services 2 0 0 0 2,836,400 N/A2,836,400 2,836,400 2,836,400 Cooperative Extension 351,126 364,200 367,300 338,200 -7.1% 338,200 338,200 338,200 Health 4,651,845 4,844,900 4,891,600 4,830,900 -0.3% 4,830,900 4,830,900 4,830,900 Juvenile Detention Home 4,299,244 4,634,200 4,712,800 4,448,500 -4.0% 4,448,500 4,448,500 4,448,500 Juvenile Probation 94,763 103,200 103,200 103,500 0.3% 103,500 103,500 103,500 Library 8,197,026 7,149,200 7,251,100 6,972,200 -2.5% 6,972,200 6,972,200 6,972,200 Law Library 98,126 110,100 110,100 110,300 0.2% 110,300 110,300 110,300 Mental Health Support Services 33,577,041 35,700,900 36,137,500 35,739,400 0.1% 35,739,400 35,739,400 35,739,400 Parks and Recreation 10,165,328 9,872,200 9,965,500 9,984,000 1.1% 10,090,500 10,091,200 10,101,300 Social Services 19,324,729 20,494,800 20,691,500 20,934,700 2.1% 20,934,700 20,934,700 20,934,700 Youth Planning & Development 331,340 315,400 321,300 306,200 -2.9% 306,200 306,200 306,200 SUBTOTAL $82,609,367 $84,970,000 $85,940,300 $88,426,300 4.1% $88,532,800 $88,533,500 $88,543,600 Less Interfund Transfers from Social Services, MHSS, Health (617,643) (683,400) (701,200) (657,400) -3.8% (655,100) (652,600) (650,100)
TOTAL GENERAL FUND $81,991,724 $84,286,600 $85,239,100 $87,768,900 4.1% $87,877,700 $87,880,900 $87,893,500
1 Beginning with the adoption of the FY2012 budget, Disability Services Board expenditures are combined with Sr. Advocate. 2 Beginning with the adoption of the FY2012 budget, Community Corrections Services is moving from Grants fund to the general fund.
SPECIAL REVENUE FUND
Adult Drug Court $668,304 $665,200 $637,400 $642,400 -3.4% $642,400 $642,400 $642,400 Community Corrections Services 2 Domestic Violence Resource Center 2 96,499 99,800 101,200 0 -100.0% 0 0 0 Domestic Violence Victim Advocate (V-STOP) 55,429 54,700 54,700 52,900 -3.3% 52,900 52,900 52,900 Options Grant 2 78,739 75,300 77,000 0 -100.0% 0 0 0 Post Trial 2 1,809,401 1,888,200 1,926,500 0 -100.0% 0 0 0 Pretrial Services 2 457,127 547,800 556,700 0 -100.0% 0 0 0 Dual Treatment Track 2 191,482 25,000 25,000 0 -100.0% 0 0 0 Comprehensive Services 6,577,352 8,849,100 8,849,100 7,709,100 -12.9% 7,709,100 7,709,100 7,709,100 Juvenile Drug Court 402,767 343,500 343,500 340,000 -1.0% 340,000 340,000 340,000 Mental Health Support Services Grants Families First 423,352 504,100 515,000 517,300 2.6% 517,300 517,300 517,300 Part C 714,165 859,700 713,000 831,500 -3.3% 831,500 831,500 831,500 Juvenile Detention Grant - USDA 76,815 75,000 75,000 75,000 0.0% 75,000 75,000 75,000 Victim Witness Grant 455,796 485,600 495,900 477,400 -1.7% 477,400 477,400 477,400 Virginia Juvenile Community Crime Control Act (VJCCCA) Court Services Unit 1,368,567 188,500 188,500 184,600 -2.1% 184,600 184,600 184,600 Juvenile Detention Home 323,947 371,200 371,200 325,000 -12.4% 325,000 325,000 325,000 Youth Group Home 876,217 1,120,900 1,128,300 457,600 -59.2% 457,600 457,600 457,600 Youth Group Home - USDA 2,669 8,200 8,200 8,200 0.0% 8,200 8,200 8,200
TOTAL $14,578,628 $16,161,800 $16,066,200 $11,621,000 -28.1% $11,621,000 $11,621,000 $11,621,000 SPECIAL REVENUE FUND 2 Beginning with the adoption of the FY2012 budget, Community Corrections Services is moving from Grants fund to the general fund.
160 HUMAN SERVICES ADMINISTRATION
DESCRIPTION
Human Services Administration is responsible for The office provides information and guidance to the providing strategic direction, overseeing operations Board of Supervisors and the county administrator and policy implementation, and ensuring desired regarding the diverse agencies and populations outcomes are achieved for the county’s division of served by the Human Services Departments. State Human Services. The Human Services Division mandates for community-based interagencies and includes over 31 different services and programs and multi-jurisdictional boards and programs demand covers the areas of health and welfare, recreation, strategic planning and management of local culture and leisure and the criminal justice system. resources.
FINANCIAL ACTIVITY Change FY2010 FY2011 FY2012 FY2012 FY2011 to FY2013 FY2014 FY2015 Actual Adopted Approved Amended FY2012 Projected Projected Projected Personnel $390,905 $419,900 $426,200 $403,200 -4.0% $403,200 $403,200 $403,200 Operating 21,446 19,200 19,200 45,400 136.5% 45,400 45,400 45,400 Capital 0 0 0 0 0.0% 0 0 0 Total $412,351 $439,100 $445,400 $448,600 2.2% $448,600 $448,600 $448,600
Revenue -2,546 0 0 0 0.0% 0 0 0 Net Cost $414,897 $439,100 $445,400 $448,600 2.2% $448,600 $448,600 $448,600
FT Pos. 33330333
HIGHLIGHTS
• Human Services staff maintains coordination with 15 state and 5 federal supervisory/regulatory agencies as well as the Capital Region Workforce Partnership, the Virginia Association of Local Human Service Officials, and the Virginia Local Government Managers Association, as well as numerous regional non- profit boards. • Included in the FY2012 budget is $10,000 for the twinning event with Chesterfield’s sister city, Gravesham, England, to commemorate the 400th anniversary of the establishment of the Citie of Henricus. • For FY2012, Human Services Administration will transfer $8,000 to the Senior Advocate budget to help fund the new county Senior Advocate position.
FUTURE OUTLOOK
• With decreased funding from many different sources affecting the quantity and types of programs Chesterfield will be able to offer, Human Services Administration staff will continue to be creative and explore different funding and service options over the next several years. • Staff will continue to develop prevention/intervention programs that will reduce costs in the long term and prioritize service delivery in the face of limited and ever changing resources. • Staff will continue to implement effective, evidence-based practices to ensure that the Human Services Division will continue to realize the most efficient outcomes in all programs and services.
161 HUMAN SERVICES ADMINISTRATION
ACCESS CHESTERFIELD TRANSPORTATION PROGRAM
DESCRIPTION
The Chesterfield County coordinated transportation the Chesterfield, Richmond, Petersburg, Hopewell, program, Access Chesterfield, provides transportation and Colonial Heights areas. Transportation services services for any Chesterfield County resident who is are available through advance reservations, Monday disabled, over age 60, and/or who meets low income through Friday, 6:00 a.m. to 8:30 p.m., and Saturday, guidelines. Transportation services are provided within 8:30 a.m. to 4:30 p.m.
FINANCIAL ACTIVITY Change FY2010 FY2011 FY2012 FY2012 FY2011 to FY2013 FY2014 FY2015 Actual Adopted Approved Amended FY2012 Projected Projected Projected Personnel $50,399 $51,100 $52,300 $51,300 0.4% $51,300 $51,300 $51,300 Operating 1,039,075 855,800 855,800 1,225,600 43.2% 1,225,600 1,225,600 1,225,600 Capital 0 0 0 0 0.0% 0 0 0 Total $1,089,474 $906,900 $908,100 $1,276,900 40.8% $1,276,900 $1,276,900 $1,276,900
Revenue 544,562 148,900 148,900 520,400 249.5% 520,400 520,400 520,400 Net Cost $544,912 $758,000 $759,200 $756,500 -0.2% $756,500 $756,500 $756,500
FT Pos. 11110111
HIGHLIGHTS
• The demand for transportation services continues to grow. In FY2010, the number of trips per week exceeded 900 twenty-seven times, with seven of those weeks having a total trip number over 1,000. In FY2011, 24 of the first 41 weeks saw the trip count per week exceed 1,000, 4 of those exceeded 1,100 trips per week. This level of demand is expected to continue into FY2012 and with the rapidly increasing gas prices, demand could grow even higher. The price of gas also impacts the cost of the county’s transportation contract and staff will be closely monitoring those expenses throughout the fiscal year. • Staff is currently working with the vendor to improve customer service. The vendor has hired a consultant to develop a customer service training program for their customer service representatives. Future training is being planned for the van drivers. • In FY2010, Access began partnering with Chesterfield Employment Services to utilize an individual with intellectual disabilities to assist with the reconciliation of the weekly vendor billing. This individual matches vouchers to trips billed for quality assurance. • Revenues and expenditures of $271,400 have been added to the FY2012 budget for riders using Access’ transportation services through the Department of Social Services’ View Program.
FUTURE OUTLOOK
• The economic trends could impact Access Chesterfield over the next several years. Another spike in gas prices would likely cause ridership to increase. However, a continued increase in unemployment could decrease ridership as many customers use the service for transportation to and from work.
162 HUMAN SERVICES ADMINISTRATION
SENIOR ADVOCATE
DESCRIPTION
In FY2012, the Senior Advocate and the Chesterfield awareness for persons with physical and sensory Disability Services Board (CDSB) functions and disabilities, coordinating community organizations budgets will be combined into one department called for the best possible delivery of services, and Senior Advocate. The Senior Advocate position will advocating for its customers so that they may enjoy a continue to provide support and advocacy for high quality, enriched life and remain as independent Chesterfield’s older adults and residents with as possible. disabilities. The duties of the six member volunteer CDSB will remain unchanged. Functions of this The table below reflects the combined financial office include providing input and information to information for Senior Advocate and the Disability state and local agencies on the needs of its Services Board. In previous years, the funding for customers, referring customers to the appropriate these two programs was shown separately. entities for services and resources, increasing societal
FINANCIAL ACTIVITY Change FY2010 FY2011 FY2012 FY2012 FY2011 to FY2013 FY2014 FY2015 Actual Adopted Approved Amended FY2012 Projected Projected Projected Personnel $4,357 $17,600 $17,600 $75,900 331.3% $75,900 $75,900 $75,900 Operating 12,618 17,300 17,300 20,600 19.1% 20,600 20,600 20,600 Capital 0 0 0 0 0.0% 0 0 0 Total $16,975 $34,900 $34,900 $96,500 176.5% $96,500 $96,500 $96,500
Revenue 0 0 0 0 0.0% 0 0 0 Net Cost $16,975 $34,900 $34,900 $96,500 176.5% $96,500 $96,500 $96,500
FT Pos. 00011111 Note: One position will be transferred from Victim Witness in FY2012.
HIGHLIGHTS
• The Senior Advocate position was formerly funded in part through Senior Connections, the Capital Area Agency on Aging. Beginning in FY2012, this position will become a county employee. Additional funding of $61,600 is included for the full-time Senior Advocate position. • The CDSB held a hearing workshop where citizens could learn about the various hearing assistive devices available and how to buy a hearing aid. In addition, free hearing assessments provided by audiologists were available for county residents. The CDSB also compiled a list of accessible apartments in the county, which had been requested by citizens. • The Senior Volunteer Hall of Fame recognizes Chesterfield adults ages 65 and older who have rendered unusual or outstanding volunteer services. In 2010, 22 applications were received for the Hall of Fame; these 22 people represented 89,480 hours of volunteer service since attaining the age of 65. • Volunteers made 40 lap throws, 30 Christmas stockings, and donated stocking items for homebound and lonely adults in the county, which were delivered through Senior Advocate’s Christmas in July and Santa Visit programs. • Twice a week 14 volunteers call 26 older adults in the county to socialize and check on their well-being, through the Telephone Reassurance Program. The program is a lifeline to this population in Chesterfield County.
163 HUMAN SERVICES ADMINISTRATION
• A Volunteer Opportunity Fair and the Chesterfield Summit on Aging were coordinated by the Senior Advocate’s Office and held in the fall for county residents. • The office coordinated and partnered with other groups to provide 47 programs in the last year, reaching over 2,912 people. The programs have kept Chesterfield’s older adults informed in many areas and taught them how to solicit services that will help them to remain active and stay in their homes longer.
FUTURE OUTLOOK
• The CDSB will continue to address the needs of the county’s increasing disabled and aging population by collaborating with the Senior Advocate to improve referrals and services for citizens. • The CDSB will continue to provide programs relating to individuals with physical and sensory disabilities. • The department will face many challenges in the future. Chesterfield’s population 65 years and older is rising and is expected to increase more than 280 percent by the year 2030. Given that this department is the leading resource for county seniors, it is likely to see a large increase in requests for services.
164 ADULT DRUG COURT
DESCRIPTION
The Chesterfield County Adult Drug Court is a criminal case processing, treatment services and voluntary, court-based program designed to assist offender accountability. The Drug Court team drug-addicted individuals in changing their criminal consists of staff from multiple county agencies lifestyles and becoming free of alcohol and other including the Commonwealth’s Attorney’s Office, drugs. Individuals who are arrested in Chesterfield the Community Services Board, the County or the City of Colonial Heights, and who Chesterfield/Colonial Heights Community meet all of the eligibility criteria, may choose to Corrections Services, the Chesterfield Police enter the Drug Court program instead of proceeding Department, the Criminal Defense Bar and the through the traditional court process. Under the courts. The Drug Court Judge is the court authority leadership of the court, the Drug Court integrates and the leader of the Drug Court team.
FINANCIAL ACTIVITY Change FY2010 FY2011 FY2012 FY2012 FY2011 to FY2013 FY2014 FY2015 Actual Adopted Approved Amended FY2012 Projected Projected Projected Personnel $238,822 $284,200 $287,300 $259,600 -8.7% $259,600 $259,600 $259,600 Operating 429,482 381,000 350,100 382,800 0.5% 382,800 382,800 382,800 Capital 0 0 0 0 0.0% 0 0 0 Total $668,304 $665,200 $637,400 $642,400 -3.4% $642,400 $642,400 $642,400
Revenue 306,615 396,700 335,800 304,000 -23.4% 304,000 304,000 304,000 Net Cost $361,688 $268,500 $301,600 $338,400 26.0% $338,400 $338,400 $338,400
FT Pos. 22220222
HIGHLIGHTS
• Drug Court marked the ten year anniversary; served over 450 clients, collected $45,500 in restitution and performed 7,800 community service hours ($56,550 in volunteer hour savings). • In FY2010, the Drug Court served 78 participants and 99 percent of all drug screenings were negative. • Drug Court received $70,000 additional funding transferred from the Circuit Court Judges budget to support sentencing alternatives provided by the Drug Court. This funding will partially offset the loss of federal grant revenues. • Participant intakes for Drug Court increased 69 percent in FY2010 and the program had a 71 percent retention rate.
FUTURE OUTLOOK
• The Drug Court program anticipates an increase in demand for services, an increase in the number of clients with prescription drug abuse, and an increase in the use of synthetic marijuana (harder to detect; higher costs for drug tests). • The program will experience funding challenges at federal, state and local levels. Program decisions on service delivery will be determined based on available funding.
165 ADULT DRUG COURT
Goal: Enhance public safety in Chesterfield County. Supports countywide Strategic Goal 4 Objective: Reduce recidivism among drug court participants Measure: Percentage of drug court participants convicted of a new crime while in the program
Percent of Drug Court Participants Convicted of a New Crime While in the Program 12% Initiatives 10% 8% • Full-time drug court police officer 6% • Two local probation officers 4% • Electronic monitoring equipment and use of 2% curfews 0% • Increased emphasis on community FY08 FY09 FY10 FY11 FY12 FY13 supervision ACTUALS PROJECTIONS
Results Target
Goal: Reduce recidivism among drug court participants. Supports countywide Strategic Goal 4 Objective: Reduce recidivism among drug court participants Measure: Percent of drug court participants convicted of a new offense within one year of graduation
Percent of Drug Court Participants Convicted of a New Crime Within One Year of Graduation 12% 10% Initiatives 8% 6% • Full-time drug court police officer 4% • Two local probation officers 2% • Electronic monitoring equipment and use of 0% curfew groups FY08 FY09 FY10 FY11 FY12 FY13 ACTUALS PROJECTIONS Results Target
166 ADULT DRUG COURT
Goal: Assist offenders in developing the skills to become more productive citizens. Supports countywide Strategic Goal 3 Objective: Reduce illegal drug use among drug court participants Measure: Percent of positive participant drug screens each month
Percent of Positive Drug Screens for Illegal Substances 6% 5% 4% Initiatives 3% 2% • Full-time drug court police officer 1% • Two local probation officers 0% • Three full-time treatment staff FY08 FY09 FY10 FY11 FY12 FY13
ACTUALS PROJECTIONS
Results Target
167 COMMUNITY CORRECTIONS
DESCRIPTION
The Department of Community Corrections Services the General District, Juvenile and Domestic (CCS) provides a range of pre-trial and post-trial Relations, and Circuit Courts. community corrections alternatives for the 12th Judicial Circuit and District Courts. Alternatives Other alternatives and services include the Day range from local probation supervision, community Reporting Center, the Dual Treatment Track and a service, restitution, substance abuse assessment and Domestic and Sexual Violence Resource Center. treatment, a variety of groups, drug and alcohol Community Corrections continues to provide testing, electronic monitoring, and home offender supervision for the Adult Drug Court. incarceration. The department serves adult offenders Evidence Based Practices are used throughout the and pre-trial persons as defined by the state code for department.
FINANCIAL ACTIVITY Change FY2010 FY2011 FY2012 FY2012 FY2011 to FY2013 FY2014 FY2015 Actual Adopted Approved Amended FY2012 Projected Projected Projected Personnel $2,173,528 $2,163,100 $2,228,700 $2,314,600 7.0% $2,314,600 $2,314,600 $2,314,600 Operating 459,721 473,000 457,700 521,800 10.3% 521,800 521,800 521,800 Capital 0 0 0 0 0.0% 0 0 0 Total $2,633,249 $2,636,100 $2,686,400 $2,836,400 7.6% $2,836,400 $2,836,400 $2,836,400
Revenue 1,497,140 1,385,000 1,385,000 1,412,000 1.9% 1,412,000 1,412,000 1,412,000 Net Cost $1,136,109 $1,251,100 $1,301,400 $1,424,400 13.9% $1,424,400 $1,424,400 $1,424,400
FT Pos. 40 40 40 40 0 40 40 40 Note: Prior to FY2012, Community Corrections’ financial activity was accounted for in the grants fund.
HIGHLIGHTS
• The FY2012 financial plan includes the migration of Community Corrections Services (CCS) from the grants fund to the county’s general fund, the main operating fund that houses other core services such as police, fire and libraries. While CCS began as a traditional grant-funded endeavor, over time it has become a crucial link in the public safety chain, providing low cost, non-confinement alternatives for many in the criminal justice system. At the same time, realizing the value the department provides, the county has become the primary funding source for CCS and this migration is the final step in that evolution. That said this change has no impact on the expected amount of or eligibility to receive outside funding sources that also help to support the department. • The growing trend in substance abuse treatment operations such as CCS is to implement more Evidence Based Practices, where practitioners combine the best available research along with patient consultation and observation to carefully craft more individualized treatment options, in lieu of the more traditional one size fits all approach. • During FY2011, CCS continued to implement Evidence Based Practices throughout the department. Based on its reputation as an innovative program, Chesterfield County CCS has been one of ten pilot agencies in the state that started implementing Evidence Based Practices five years ago. • On a similar note, the probation assessment tool, the M-OST (Maricopa Offender Screening Tool), recently underwent a validation by an outside evaluator, and Chesterfield was again one of ten pilot agencies chosen to help test the tool in everyday practice. Staff hopes that incorporation of the M-OST will help them better address the risk and needs of offenders, resulting in reduced recidivism.
168 COMMUNITY CORRECTIONS
• CCS’ pretrial staff has worked diligently to achieve the Pretrial Professionals Certification. Staff recently completed a curriculum and successfully passed a certification test, making Chesterfield the first pretrial agency in the state to have all its pretrial officers receive this designation. • Due, in large part to the ongoing training and implementation of cutting-edge practices, completion rates for participants in the Day Reporting Center improved by 20 percent and by 8 percent for participants in the Dual Treatment Track during FY2010. • The department, as a whole, maintained an average daily caseload of 1,379 offenders, provided 503,507 supervision days and 61,704 hours of community service during FY2010.
FUTURE OUTLOOK
• A recent court ruling in the case of Hernandez v. Commonwealth of Virginia on January 13, 2011, broadened the number of categories that judges may allow for deferment of sentences from 24 to 700. The Department of Corrections has estimated that this could lead to a 30 percent increase in the number of cases placed under supervision of local probation agencies. It will be challenging to provide supervision to the additional caseload that may result from this court ruling. • Community Corrections would like to test for synthetic marijuana if additional resources are available. Staff has confirmed that synthetic marijuana is being used in Chesterfield, though the cost to test for the synthetic is significantly higher than it is for traditional illegal substances.
Goal: To provide cost effective probation and pretrial services to Chesterfield and Colonial Heights. Supports countywide Strategic Goal 1 Objective: To provide Chesterfield and Colonial Heights with exemplary services at a low cost to citizens Measure: Daily supervision cost of pretrial and local probation units combined compared to the cost of the cost of full incarceration, represented by Riverside Regional Jail
Cost of Pretrail and Local Probation Supervision Per Day vs. Incarceration
$60.00 Initiatives $50.00 $40.00 • Implementation of Evidence Based $30.00 Practices $20.00 • Implementation of screening and $10.00 assessment tools $- • Use of motivational interviewing FY08 FY09 FY10 FY11 FY12 FY13 where appropriate ACTUALS PROJECTIONS
Results Riverside Regional
169 COMMUNITY CORRECTIONS
DOMESTIC VIOLENCE GRANT (V-STOP)
DESCRIPTION
Grant funding for the domestic violence advocate, petitions and community referrals for victims of has been renewed each year since 2001. The domestic and sexual violence. The services offered advocate provides direct intervention, individual by the advocate are designed to provide a positive counseling, case management, legal advocacy, and bridge to link victims to additional county criminal court accompaniment for civil protective order justice remedies and human service agency services.
FINANCIAL ACTIVITY Change FY2010 FY2011 FY2012 FY2012 FY2011 to FY2013 FY2014 FY2015 Actual Adopted Approved Amended FY2012 Projected Projected Projected Personnel $55,429 $54,700 $54,700 $52,900 -3.3% $52,900 $52,900 $52,900 Operating 00000.0%000 Capital 0 0 0 0 0.0% 0 0 0 Total $55,429 $54,700 $54,700 $52,900 -3.3% $52,900 $52,900 $52,900
Revenue 34,771 35,400 35,400 35,400 0.0% 35,400 35,400 35,400 Net Cost $20,658 $19,300 $19,300 $17,500 -9.3% $17,500 $17,500 $17,500
FT Pos. 11110111
HIGHLIGHTS
• The V-STOP grant funded position offered domestic and sexual violence related victim/survivor advocacy services to 294 citizens of Chesterfield County and to 321 secondary victims of the crimes of domestic violence, stalking and sexual assault in 2010. In addition, the position provided court accompaniment to 189 victims of domestic violence, stalking, and sexual assault.
FUTURE OUTLOOK
• Providing domestic violence support to the county’s Hispanic population is a growing challenge. Chesterfield’s Hispanic population is increasing steadily, though outreach to that portion of the community is being hindered by language barriers and other cultural factors. Accordingly, additional funding may be required in the years to come to enable the Community Corrections Department to add specialized staffing support that is more easily able to interface with Hispanic victims. • There is also an increased need for the “pro bono” attorney program where attorneys assist domestic violence victims who are unable to pay for legal services. Without those resources, many victims are left to defend themselves and are often unable to provide the information essential to proving their case.
170 COMPREHENSIVE SERVICES
DESCRIPTION
The Comprehensive Services Act (CSA) is a state serve children, private providers, partners, and mandated interagency program that provides access parents of special needs children. to funding for contracted services for children and their families in the community. The program’s Referrals for the program originate in four areas: mission is to support families by providing the special education division of public schools, the community-based services for at-risk youth. 12th District Juvenile Court Services Unit, CSA’s vision is to provide children and families Community Services Board and the Department of with services that are child centered, family Social Services. Families and children in the focused, and locally based. Chesterfield County program are from various backgrounds and administers the CSA process for both Chesterfield situations, to include children in foster care, and the City of Colonial Heights. juveniles involved with the courts and at risk for out-of-home placement, special education students Program leadership and oversight is provided by who’s educational needs exceed the public school the multidisciplinary Community and Policy setting, and children with behavioral/emotional Management Team (CPMT), made up of county issues that may necessitate a secure therapeutic and city leaders. CPMT representatives are environment. These children and their families are directors from county and city departments that served by multiple agencies in the community based on needs.
FINANCIAL ACTIVITY Change FY2010 FY2011 FY2012 FY2012 FY2011 to FY2013 FY2014 FY2015 Actual Adopted Approved Amended FY2012 Projected Projected Projected
Personnel $342,753 $343,700 $349,700 $352,600 2.6% $352,600 $352,600 $352,600 Operating 6,234,599 8,505,400 8,499,400 7,356,500 -13.5% 7,356,500 7,356,500 7,356,500
Capital 0 0 0 0 0.0% 0 0 0 Total $6,577,352 $8,849,100 $8,849,100 $7,709,100 -12.9% $7,709,100 $7,709,100 $7,709,100
Revenue 4,662,434 6,109,000 6,109,000 5,553,200 -9.1% 5,553,200 5,553,200 5,553,200 Net Cost $1,914,918 $2,740,100 $2,740,100 $2,155,900 -21.3% $2,155,900 $2,155,900 $2,155,900
FT Pos. 4 4 4 4 0 4 4 4
HIGHLIGHTS
• CSA revenues consist of general funds, school transfers, reimbursements from other localities, minimal parental contributions, Medicaid reimbursements, and state aid to localities. The FY2012 CSA revenue reductions consist of reductions in state funding to localities, and a reduction in the transfer from the general fund and schools. The revenue reductions are partially offset by a reduction in the anticipated expense level (based on the last several fiscal years’ actual results) but are still anticipated to sufficiently cover the service delivery level needed. The revenue reductions are also offset by an increase in the use of undesignated retained earnings which had been set aside in previous years. • CSA will continue monitoring cost containment efforts related to contracted services and will reduce operating expenditures where possible. Cost containment has been successful as demonstrated in the cost of services per child data reflected in the graph below. State funding for the CSA program is currently under considerable debate at the General Assembly. Should the state aid to localities be reduced below current projected levels, the CSA team will review service delivery and make adjustments to current practices to reflect dwindling funding streams.
171 COMPREHENSIVE SERVICES
• CSA is in the process of upgrading to a Web-based information system that will allow increased program performance, data collection, and more comprehensive data analysis capability.
FUTURE OUTLOOK
• Staff will continue to utilize community service planning when reviewing cases to focus on home and community based services to ensure the highest quality and most effective service possible. The most difficult cases are monitored monthly for utilization. • Program funding streams and reimbursable services continue to change on an annual basis as the federal and state governments look for ways to trim costs and pass costs down to the local level. Staff closely monitors these on-going changes.
Goal: Work as an interdepartmental team to deliver efficient and effective community support to children in a safe home setting. Supports countywide Strategic Goal 1 Objective: Develop and monitor effective service plans to keep children safely in the home and community Measure: Average cost of services per child
Cost of Services per Child (In Thousands) Initiatives
$30.0 $29.0 • Utilize and maximize Medicaid $28.0 providers where feasible and when in $27.0 the best interest of the child $26.0 $25.0 • Work with referring agencies on least $24.0 restrictive service planning and $23.0 continue with special FAPT to review $22.0 $21.0 difficult cases monthly and focus on FY08 FY09 FY10 FY11 FY12 FY13 home and community services • Oversee and monitor service contracts ACTUALS PROJECTIONS and individualized service plans to ensure high quality, efficient, and Res ults Target effective services
172 COOPERATIVE EXTENSION
DESCRIPTION
Cooperative Extension is the local arm of the land development. The programs promote positive grant universities, Virginia Tech and Virginia State, community and personal development and protect and operates in cooperation with the United States and enhance the environment through unbiased and Department of Agriculture. It provides educational research-based information provided to citizens in programs, information, and outreach in a variety of workshops, classes, youth programs, mass media disciplines including agriculture, natural resources, releases, newsletters, videos, direct citizen requests, family and community sciences, and 4-H youth and the county’s Website.
FINANCIAL ACTIVITY Change FY2010 FY2011 FY2012 FY2012 FY2011 to FY2013 FY2014 FY2015 Actual Adopted Approved Amended FY2012 Projected Projected Projected Personnel $264,043 $284,900 $278,100 $222,100 -22.0% $222,100 $222,100 $222,100 Operating 87,083 79,300 89,200 116,100 46.4% 116,100 116,100 116,100 Capital 0 0 0 0 0.0% 0 0 0 Total $351,126 $364,200 $367,300 $338,200 -7.1% $338,200 $338,200 $338,200
Revenue 19,768 7,300 7,300 55,900 665.8% 55,900 55,900 55,900 Net Cost $331,358 $356,900 $360,000 $282,300 -20.9% $282,300 $282,300 $282,300
FT Pos. 3332-1222 Note: One position was transferred to the Public Affairs Office during FY2011.
HIGHLIGHTS
• In FY2011, the Limited English Speaking Program (LESP) position and funding of $60,000 was transferred to Public Affairs for a multicultural liaison that incorporated some of the LESP duties. • In FY2011, the department received a federal Office of Juvenile Justice and Delinquency Prevention grant in the amount of $41,000 with respect to Cooperative Extension’s youth mentoring program. Chesterfield was one of only two counties in the state to receive the award. • The strong volunteer corps of approximately 180 volunteers continues to receive high marks for professionalism, useful information, and timeliness. The volunteers carry on a long tradition of being force-multipliers by delivering unbiased outreach information to residents. Contributions from volunteers include 6,083 hours of service, direct contacts with 18,816 residents, and low program delivery costs. • Staff and volunteers reached over 60,000 residents directly or through one of the 795 programs presented throughout the county. While the number of programs was up by 69, the total contact numbers continues to be lower than previous years due largely to the vacant state-funded 4-H position. Results of the various customer surveys have consistently remained in the 98-99 percent satisfaction range. • Staff, with assistance from General Services personnel, has instituted a variety of energy saving strategies and devices. Low-E glass window inserts, motion-detecting light switches, and staff awareness have saved approximately $4,000 in energy costs over the previous year. • Staff is progressing towards its goal of achieving an all-electronic distribution, which has saved the department in printing costs. However, the need still exists to provide information to those without the internet or electronic service capabilities. • The large FY2012 revenue and operational expenditure increases are due to offsetting revenue and expenditures for the Master Gardner and 4-H camp programs that are shown in this budget. In previous years those funds were appropriated as they came in, after budget adoption.
173 COOPERATIVE EXTENSION
FUTURE OUTLOOK
• Every year, much of the Cooperative Extension programming is based on the situation analysis (strategic plan) developed by the Extension Leadership Council. Program direction and programming are based on need and on suggestions from surveys and evaluations. • The department still faces the uncertainty of state support dollars and the increased likelihood of dependence on local funding to support state staff positions. For example the state extension agent position, that is one-third county supported, has been vacant since October of 2009. • The current university-driven restructuring plan has caused concern in many localities. County officials and staff will continue to monitor the "blueprint" as the details are brought forth to stakeholders. While the lack of details from Virginia Tech to localities has hampered budgeting processes, staff in this department will remain flexible to any changes from state partners.
Goal: Assist county residents in improving and maintaining the quality of their environment. Supports countywide Strategic Goals 3 and 7 Objective: Provide unbiased, research-based information through educational programs Measure: Number of participants in departmental programs
Number of Participants in Department Programs 25,000 Initiatives
20,000 • With assistance and guidance from the 15,000 state district office, look for 10,000 opportunities to secure grants to provide additional part-time help 5,000 • Ask volunteers to assist more with 0 program administration FY08 FY09 FY10 FY11 FY12 FY13 ACTUALS PROJECTIONS
Results Target
174 COOPERATIVE EXTENSION
Goal: Assist county residents in improving and maintaining the quality of their environment. Supports countywide Strategic Goals 2 and 7 Objective: Respond to individual requests for educational information Measure: Number of requests for information
Number of Requests for Information
10,000 Initiatives 8,000 6,000 • With assistance and guidance from the 4,000 state district office, look for opportunities to secure grants to provide 2,000 additional part-time help 0 • Utilize more volunteers in this area FY08 FY09 FY10 FY11 FY12 FY13
ACTUALS PROJECTIONS
Results Target
175 HEALTH
DESCRIPTION
The Health Department is a state agency responsible include rabies control, restaurant and food for promoting the health of county residents by establishment permitting and inspection, food-borne reducing the spread of communicable diseases, illness investigations, and septic and well system providing direct care services, reducing the infant inspection and permitting. The department has a mortality rate, providing childhood immunizations, specific responsibility to investigate and evaluate and treating specifically targeted diseases. Preventive diseases for potential bio-terrorism implications, services in health education, risk identification, and implement control measures, provide accurate dental services are also provided. The department information to the public, and advise public safety also administers environmental health services which agencies.
FINANCIAL ACTIVITY Change FY2010 FY2011 FY2012 FY2012 FY2011 to FY2013 FY2014 FY2015 Actual Adopted Approved Amended FY2012 Projected Projected Projected Personnel $2,065,653 $2,244,200 $2,291,300 $2,364,900 5.4% $2,364,900 $2,364,900 $2,364,900 Operating 2,586,191 2,600,700 2,600,300 2,466,000 -5.2% 2,466,000 2,466,000 2,466,000 Capital 0 0 0 0 0.0% 0 0 0 Total $4,651,845 $4,844,900 $4,891,600 $4,830,900 -0.3% $4,830,900 $4,830,900 $4,830,900
Revenue 2,450,587 2,386,300 2,423,900 2,341,500 -1.9% 2,341,500 2,341,500 2,341,500 Net Cost $2,201,257 $2,458,600 $2,467,700 $2,489,400 1.3% $2,489,400 $2,489,400 $2,489,400
FT Pos. 35 35 35 36 1 36 36 36 Note: One position transferred from Unassigned during FY2011.
HIGHLIGHTS
• Chesterfield County matches the state’s funding for the Health Department with 45 percent local general fund dollars to the state’s 55 percent funding. The county also provides additional funding for services beyond what is mandated by the state to meet the specific needs of its residents. • In FY2011, one state school health nurse position was converted to a county position, increasing the total number of county positions, but keeping the number of school health nurses the same. While this shows a decrease in operational expenses and an increase in the personnel expenses for the Health Department in FY2012, all school health nurse positions are 96 percent funded through the Chesterfield County Public Schools (CCPS) so the county’s funding percentage of the position remains the same. There are actually savings due to the pay differential of the new employee which accounts for a decrease in revenue from the CCPS for that position. • Funds once used for a Health Department social worker were reallocated to a laboratory technician position. This enabled the department to continue to provide efficient onsite lab services after FY2010 state budget reductions phased out the medical technologist position. • The department has been approved for FY2012 Technology Improvement Project funding in the amount of $34,500 for a Patient Flow System. This will enhance efficiencies in client services, enhance reporting, and increase patient confidentiality. • In the past two years the department has seen a 14 percent increase in enrollments in the Women Infant and Children's (WIC) Program. Staff will still be able to address these critical services due to collaboration between the commonwealth and the county, a satellite clinic which will become operational in 2011, and additional staff provided by the commonwealth.
176 HEALTH
• Staff has worked hard to improve the response time (within one working day) for incoming communicable disease reports from 46 percent in FY2008 to over 76 percent in FY2010, with a goal of being at 90 percent in FY2013. • The department has expanded its dental programs and outreach services to the elderly, indigent, and WIC recipients. • Chesterfield Health District was the recipient of the Golden Spittoon Award in 2010, awarded by the Virginia Department of Health to districts for exceptional management of tuberculosis cases and contacts.
FUTURE OUTLOOK
• Securing funding for interpreters to assist with non-English speaking dental clients, especially pregnant mothers, will be a focus for staff in the upcoming years. • Staff is developing programs to educate adults and children about obesity, one of the greatest preventable long term health threats to Americans which, if not curbed, could overwhelm the health care system. The needs of the growing number of older residents will also need to be addressed by the public health system in the near future. • Staff has come up with creative short term solutions to improve working conditions; however, the department continues to be challenged by overcrowding in the Smith-Wagner building. • Over the next few years, the department will work to transfer the three remaining state school health nurse positions to county school health nurse positions as vacancies in the state positions occur. Having the ability to convert vacant state positions to county positions will ease the administrative burdens and operational inequities of having nurses who are under two different sets of guidelines and regulations. • Limited funding will require staff to prioritize the need for prevention services, which show results in the long run, versus the demand for immediate health services.
Goal: To provide and promote first class preventive health care for the community. Supports countywide Strategic Goal 4 Objective: Increase school-based contacts by ten percent through the provision of public health nursing services for school-aged children in Chesterfield County Public Schools Measure: Number of school based contacts
Number of School Based Contacts Initiatives 400,000 350,000 • Provide school-based immunization 300,000 clinics for students and staff 250,000 200,000 • Assist with outbreak investigation 150,000 contact and follow-up 100,000 • Implement special programs as needed 50,000 • Strive to increase nursing staff to meet 0 the recommended nurse to student ratio FY08 FY09 FY10 FY11 FY12 FY13 ACTUALS PROJECTIONS
Results Target
177 HEALTH
Goal: To provide and promote first class preventive health care for the community. Supports countywide Strategic Goal 4 Objective: Reduce the incidence of communicable disease in the community to or below the level in the year 2010 national goals Measure: Annual assessment of levels of completion of recommended immunizations for children 24 months of age who received services in Chesterfield
Assessment of Levels of Completion Initiatives (Recommended Immunizations for 100% Children 24 Months of Age) • Target outreach efforts towards 80% immigrants
60% • Develop community coalition to promote awareness 40% • Implement special programs as needed 20% • Outreach to private physician practices 0% • Intensive follow-up to clients receiving FY08 FY09 FY10 FY11 FY12 FY13 vaccines from the Health Department, free clinics and the Care-A-Van ACTUALS PROJECTIONS
Results Target
178 JUVENILE DETENTION HOME
DESCRIPTION
Chesterfield's Juvenile Detention Home is a 90 bed Educational, recreational, medical, and mental secure holding facility designated to provide health programs are among the services provided to detention services for court-ordered juveniles the residents. charged with felonies or class one misdemeanors.
FINANCIAL ACTIVITY Change FY2010 FY2011 FY2012 FY2012 FY2011 to FY2013 FY2014 FY2015 Actual Adopted Approved Amended FY2012 Projected Projected Projected Personnel $3,606,492 $3,870,700 $3,949,300 $3,711,000 -4.1% $3,711,000 $3,711,000 $3,711,000 Operating 692,751 763,500 763,500 737,500 -3.4% 737,500 737,500 737,500 Capital 0 0 0 0 0.0% 0 0 0 Total $4,299,244 $4,634,200 $4,712,800 $4,448,500 -4.0% $4,448,500 $4,448,500 $4,448,500
Revenue 1,798,912 1,768,700 1,768,700 1,751,400 -1.0% 1,751,400 1,751,400 1,751,400 Net Cost $2,500,332 $2,865,500 $2,944,100 $2,697,100 -5.9% $2,697,100 $2,697,100 $2,697,100
FT Pos. 59 59 59 59 0 59 59 59
HIGHLIGHTS
• The Juvenile Detention Home budget decreased in both revenues and expenditures. A reduction in state aid had a one percent impact. Reduced expenses for outside services, a change in the business model for computer and network support charges, and a reduction to personnel costs impacted expenditures by 5.2 percent. • The Juvenile Detention Home continues to provide pre- and post-dispositional secure detention as well as two non-residential alternative programs that are funded by the Virginia Juvenile Community Crime Control Act (VJCCCA). • A program of on-site Mental Health Services has recently been added with staffing provided by the Chesterfield Community Services Board. The State Department of Mental Health funds this effort. • The Juvenile Detention Home received a superior rating on the three year certification audits conducted by the Department of Juvenile Justice and the Department of Education. • Received an 84 percent favorable customer satisfaction rating by parents in all categories. • Weekend community service participants provided services valued at $58,400.
FUTURE OUTLOOK
• The department expects its greatest challenge will be the increased cost of the additional population created by the potential loss of the diversion programs. • The possible reduction or losses in the VJCCCA grant will impact the department’s ability to facilitate the Home Incarceration and Weekenders work programs. The department attempts to divert approximately 20 percent of the total number of admissions to these programs to create significant savings to the county. • Secure detention admissions performed with the current staffing levels will continue to present many challenges.
179 JUVENILE DETENTION HOME
Goal: In conjunction with other juvenile serving agencies, to ensure public safety by providing safe, healthy, secure confinement of juvenile offenders. Supports countywide Strategic Goal 4 Objective: To exceed state standards for secure detention and ensure safety and control of juveniles admitted to the detention home Measure: Percentage of standards passed during state audits
Percent of Standards Passed During State Audits 101% Initiatives 100% 99% • Employee training, appropriate staffing 98% • Regular facility inspections 97% 96% • Juvenile Detention Home process 95% review 94% FY08 FY09 FY10 FY11 FY12 FY13
ACTUALS PROJECTIONS
Results Target
Goal: To provide cost efficient use of detention resources. Supports countywide Strategic Goal 1 Objective: To provide alternative detention services for appropriate juvenile offenders Measure: Number of juveniles diverted to alternative programs
Number of Juveniles Diverted to Alternate Programs 350 Initiatives 300 250 • Participation on Department of 200 Juvenile Justice policy committees/ 150 pursue grant opportunities 100 • Outreach Detention, electronic 50 monitoring, Weekender Work 0 Program FY08 FY09 FY10 FY11 FY12 FY13 • Standards related to medication ACTUALS PROJECTIONS management
Results Target
180 JUVENILE DETENTION GRANT - USDA
DESCRIPTION
The United States Department of Agriculture Meal counts are conducted at breakfast and lunch for (USDA) grant provides monies and commodities to children’s meals served that meet USDA require- assist in operating food service programs for juve- ments. Monthly reports are prepared and submitted niles. The amount of grant funding received is by the detention home, which are used to calculate based on population. Funds may be expended for the amount of funds received on a quarterly basis. food, food service personnel, food service equip- Juvenile Detention anticipates receiving $75,000 in ment and repairs, training, and other food service federal funding in FY2012. associated costs.
FINANCIAL ACTIVITY Change FY2010 FY2011 FY2012 FY2012 FY2011 to FY2013 FY2014 FY2015 Actual Adopted Approved Amended FY2012 Projected Projected Projected Personnel $39,645 $43,200 $44,200 $43,200 0.0% $43,200 $43,200 $43,200 Operating 37,170 31,800 30,800 31,800 0.0% 31,800 31,800 31,800 Capital 0 0 0 0 0.0% 0 0 0 Total $76,815 $75,000 $75,000 $75,000 0.0% $75,000 $75,000 $75,000
Revenue 88,685 75,000 75,000 75,000 0.0% 75,000 75,000 75,000 Net Cost -$11,870 $0 $0 $0 0.0% $0 $0 $0
FT Pos. 00000000
181 JUVENILE DRUG COURT
DESCRIPTION
The Chesterfield County Juvenile Drug Court is one team that includes the drug court administrator, a of 30 drug courts in Virginia. It is a specially Commonwealth’s Attorney representative, a private designed court docket developed for high-risk, non- bar attorney, a public school representative, violent substance abusing juveniles who come treatment clinicians, a community supervision before the court on drug or drug-related crimes. officer, and a police officer. The goal of the Drug Court provides comprehensive, “wrap around” Juvenile Drug Court is to maintain public safety by services by integrating multiple systems in order to providing appropriate, individualized substance serve its juvenile clients and families. It combines abuse services that hold youth accountable, while the coercive power of the court with intensive addressing their needs in an effort to reduce the treatment and community supervision. The Juvenile factors in the juvenile’s life that put him/her at Drug Court is led by a judge and a multi-disciplinary greater risk of re-offending.
FINANCIAL ACTIVITY Change FY2010 FY2011 FY2012 FY2012 FY2011 to FY2013 FY2014 FY2015 Actual Adopted Approved Amended FY2012 Projected Projected Projected Personnel $351,663 $329,800 $334,900 $325,800 -1.2% $325,800 $325,800 $325,800 Operating 51,104 13,700 8,600 14,200 3.6% 14,200 14,200 14,200 Capital 0 0 0 0 0.0% 0 0 0 Total $402,767 $343,500 $343,500 $340,000 -1.0% $340,000 $340,000 $340,000
Revenue 183,175 243,500 243,500 243,500 0.0% 243,500 243,500 243,500 Net Cost $219,592 $100,000 $100,000 $96,500 -3.5% $96,500 $96,500 $96,500
FT Pos. 52220222
HIGHLIGHTS
• Juvenile Drug Court made program adjustments and implemented strategies that allowed the program to continue to operate and meet financial and performance needs with fewer resources due to budget reductions. • A 2009 statewide evaluation report by The Office of the Executive Secretary of the Virginia Supreme Court shows that Chesterfield Juvenile Drug Court has the second highest daily population rate in the state for juvenile drug courts. • Juvenile Drug Court served 27 youth and 41 family members during FY2010 with a retention rate (successfully completed or remained active) of 78 percent. This is well above the state average. • Drug court youth performed 2,781 hours of community service providing savings of $20,162.
FUTURE OUTLOOK
• The anticipated increase in the number of clients abusing synthetic marijuana coupled with an increase in the number of family members that abuse alcohol and substances will increase the demand for more resources. However, future budget projections are based on level funding with no change in drug court staffing levels. • Program decisions on service delivery will be determined based on available funding. Staff continues to explore revenue sources and collaborate with community and internal partnering agencies. • The Juvenile Drug Court continues to participate in national, state and local initiatives around drug courts, train staff, and enhance services based on best practices.
182 JUVENILE DRUG COURT
• Juvenile Drug Court will work within budget parameters, and monitor and evaluate program effectiveness to better meet the needs of substance-abusing youth before the juvenile court in Chesterfield County.
Goal: Improve public safety by providing a comprehensive system of services that combine treatment, community supervision, and judicial intervention. Supports countywide Strategic Goal 4 Objective: Provide intensive treatment to high-risk substance abusing offenders before the court based on documented risk and need Measure: Retention rates - percentage of drug court clients retained in treatment
Retention Rates - Clients Retained in Treatment 80% 75% Initiatives
70% • Intensive community supervision 65% • Intensive substance abuse treatment 60% • Graduated, individualized sanctioning 55% system FY08 FY09 FY10 FY11 FY12 FY13 • Incentive system
ACTUALS PROJECTIONS
Results Target
Goal: Improve public safety by providing a comprehensive system of services that combine treatment, community supervision, and judicial intervention. Supports countywide Strategic Goal 4 Objective: Provide intensive community supervision to substance-abusing youth who are susceptible to re- offending Measure: Percent of negative drug screens for illegal substances
Percent of Negative Drug Screens for Illegal Substances 100% 98% 96% Initiatives 94% 92% 90% • Drug screening based on phase level 88% • Intensive community monitoring of client 86% activities 84% • Scheduled and random drug screening FY08 FY09 FY10 FY11 FY12 FY13
ACTUALS PROJECTIONS
Results Target
183 JUVENILE PROBATION
DESCRIPTION
The 12th District Court Service Unit (Juvenile The probation unit supervises on average 170 youth Probation) provides criminal and domestic intake, on any given day. Youth on probation are divided probation and parole services for Chesterfield by risk levels with the higher risk youth receiving County. The Court Service Unit (CSU) is divided the most attention. The court service unit uses risk into three sub-units; intake, probation supervision, assessments to determine risk levels. and parole supervision. The intake unit provides criminal and domestic relations services. The parole unit is tasked with supervising youth who are committed to the Department of Juvenile Justice The criminal intake side reviews more than 5,500 or have been released to the community. Those police arrest reports per year. Criminal intake youth are also supervised according to their risk officers determine the best course of action for level and must follow a strict set of criteria to earn juvenile offenders, to include diversion or official their releases. court action. Criminal intake officers sign petitions for police officers and stand in for police officers at The goal of the Court Service Unit is to provide detention hearings. These two services alone are Chesterfield the services needed to protect the unique to this jurisdiction and undoubtedly save the community from high risk offenders while offering police department man hours and overtime pay. services to restore all youthful offenders with the Domestic intake processes more than 5,000 petitions skills and knowledge to become productive citizens and completes more than 250 social history reports of the community. per year.
FINANCIAL ACTIVITY Change FY2010 FY2011 FY2012 FY2012 FY2011 to FY2013 FY2014 FY2015 Actual Adopted Approved Amended FY2012 Projected Projected Projected Personnel $1,000 $1,000 $1,000 $1,000 0.0% $1,000 $1,000 $1,000 Operating 93,763 102,200 102,200 102,500 0.3% 102,500 102,500 102,500 Capital 0 0 0 0 0.0% 0 0 0 Total $94,763 $103,200 $103,200 $103,500 0.3% $103,500 $103,500 $103,500
Revenue 20,286 15,800 15,800 15,800 0.0% 15,800 15,800 15,800 Net Cost $74,477 $87,400 $87,400 $87,700 0.3% $87,700 $87,700 $87,700
FT Pos. 00000000
HIGHLIGHTS
• Chesterfield County CSU is a state leader in providing risk-based services, using staff to provide basic intake and supervision services, and to facilitate “best practice” programs that decrease youth’s chances of sinking deeper into the juvenile justice system. • The CSU has established relationships with other county agencies in an effort to provide better services to youth and their families. CSU holds regular meetings with the Community Services Board and the Department of Social Services to promote and enhance the services to court-involved youth. • Chesterfield County’s funding allows the probation staff to increase monitoring of high-risk offenders in the community. The increased supervision and services decreases the need for more costly interventions, namely detention and group homes.
184 JUVENILE PROBATION
FUTURE OUTLOOK
• The reduction in state-funded positions and unfilled vacancies increases the workload of remaining staff. • The CSU programs are designed to keep youth in the community as opposed to the higher cost alternatives and will continue to seek out and implement evidenced-based programs. • The goal is to maintain funding and services currently being provided. CSU is leader in the state for implementing risk-based services and keeping low-risk youth out of the juvenile justice system.
Goal: To reduce recidivism of youth involved with the justice system to strengthen community safety. Supports countywide Strategic Goal 4 Objective: To ensure academic/vocational training, provide services to reduce criminogenic factors associated with recidivism Measure: Percentage of youth with transition/supervision plans that address academic/vocational training
Percent of Youth with Transition/Supervision Plans for Acacemic/Vocational Training 100% Initiatives 100% 99% • Training of staff in motivational 99% interviewing and best practice principles 98% • Institute cognitive based practice programs 98% • Implementation of Youth Assessment 97% Screening Instrument and case planning FY08 FY09 FY10 FY11 FY12 FY13 ACTUALS PROJECTIONS
Results Target
185 JUVENILE PROBATION
Goal: To improve successful community functioning of juveniles involved with the Department of Juvenile Justice. Supports countywide Strategic Goal 4 Objective: Juveniles will be enrolled in academic/vocational programming 60 days prior to release from formal supervision Measure: Percentage of youth enrolled in academic/vocational programming
Youth Enrolled in Academic/Vocational Programming 82% 80% Initiatives
78% • Institute cognitive based practice programs 76% • Training of staff in motivational 74% interviewing and best practice principles • Monitor school or job attendance as 72% warranted with Communities in Schools FY08 FY09 FY10 FY11 FY12 FY13
ACTUALS PROJECTIONS
Results Target
Goal: To divert from Department of Juvenile Justice those youth who are more appropriately served by other partnering agencies. Supports countywide Strategic Goal 4 Objective: To refer warranted youth to high quality diversion services targeted to their identified needs Measure: Percent of youths whose charge was resolved or diverted from court
Percent of Youth Whose Charge was Resolved or Diverted from Court 40% Initiatives 35% 30% 25% • Implementation of risk principles in 20% decision making (validated assessment tool) 15% • Training of staff in motivational 10% interviewing and best practice principles 5% • Institute best practice assessment to 0% identify risk, needs, and strengths (YASI) FY08 FY09 FY10 FY11 FY12 FY13
ACTUALS PROJECTIONS
Results Target
186 LIBRARY
DESCRIPTION
The Chesterfield County Public Library consists of excellent customer service" being "known for an the Central Library, eight branch libraries and extraordinary quality of life" and fostering lifelong several specialized services including public law learning. Library facilities provide convenient library services, local history services and small gathering places for the community and promote business support centers. As a dynamic agency of community engagement. Collections are available in county government, the Library's role is to provide a variety of formats including electronic databases the community a place for arts, culture and and downloadable books, music and other resources. information by providing services that help the Customers can access electronic databases and customer transform data and information into usable downloadable resources online 24/7 and wireless knowledge. connectivity is available in all libraries. Staff provides professional reference/reader's advisory Library collections, services, and programs support services and a variety of cultural and educational the county's strategic goals and sub goals with programs for all ages. primary emphasis on "providing consistently
FINANCIAL ACTIVITY Change FY2010 FY2011 FY2012 FY2012 FY2011 to FY2013 FY2014 FY2015 Actual Adopted Approved Amended FY2012 Projected Projected Projected Personnel $6,256,242 $5,389,000 $5,483,700 $5,422,300 0.6% $5,422,300 $5,422,300 $5,422,300 Operating 1,940,784 1,760,200 1,767,400 1,549,900 -11.9% 1,549,900 1,549,900 1,549,900 Capital 0 0 0 0 0.0% 0 0 0 Total $8,197,026 $7,149,200 $7,251,100 $6,972,200 -2.5% $6,972,200 $6,972,200 $6,972,200
Revenue 707,393 841,000 841,000 656,500 -21.9% 656,500 656,500 656,500 Net Cost $7,489,633 $6,308,200 $6,410,100 $6,315,700 0.1% $6,315,700 $6,315,700 $6,315,700
FT Pos. 74 61 61 61 0 61 61 61
HIGHLIGHTS
• The Library’s budget decreased in both revenues and expenditures. State funding reductions and reduced contributions from the City of Richmond impacted revenues by 21.9 percent. A change in the business model Information Systems Technology (IST) used to charge for personal computer support and network service fees provided the majority of reduction in expenditures. • By applying alternate strategies and employing the most economical use of resources, the Library was able to meet customers’ information services needs. Online subscriptions (electronic data retrieved) increased from FY2009 to FY2010 and computer workstation sessions in the libraries increased 1.7 percent, even though first-time checkouts and visitor counts decreased slightly compared to FY2009. • Staff were redeployed to support direct delivery of customer services and to maintain critical functions. The Library adjusted operations and some services such as outreach services, interlibrary loan, and interbranch delivery to operate within budget parameters. • The Library reviewed material collection policies and operational procedures to optimize the customers’ access to collections. The number of holdings in the e-book service (Overdrive) was increased to allow customers to download electronic books and audiovisual materials on personal electronic devices. • The Library made improvements to the circulation and “holds” processes. The number of items an individual can check-out, renew, or place on hold at any one time was reduced to ensure the collection is
187 LIBRARY
accessible to the maximum number of customers. As a result, the pick-up rate improved ten percent the first quarter. • The Library continued to build on past successes with the Friends of the Library and other granting organizations to help fund quality Library programs. While the number of programs presented declined, the average number of customers attending programs increased. • An additional $250,000 was approved in FY2011 for materials from positive results of FY2010 operations. This will substantially improve the number of items the Library can make available to the public in hard copy, online databases, and downloadable resources. • The FY2011 CIP includes $500,000 for technology upgrades for ongoing equipment replacement and software upgrades to keep all systems viable with current technology to improve customer service. • Funding of $30,000 is included the CIP for upgrading telephone systems at five library branches; Chester, LaPrade, Bon Air, Enon, and Ettrick-Matoaca. This will allow these branches to join the existing county- complex telephone system with added features to better assist customers’ information service needs.
FUTURE OUTLOOK
• The Library will continue to focus on developing knowledgeable, well-trained staff to provide excellent customer service in all areas and to increase the number of professional librarians available to assist customers with information needs. • Operation strategies will focus on meeting customer service demands and improving services within available funding. Priorities will be placed on updating popular electronic services and resources including continuing upgrades to the electronic catalog. • Technology will continue to enhance delivery of customer information services while at the same time increase pressure to regularly upgrade and replace equipment to keep the system viable in order to maintain service delivery. • Funding in the CIP for Library projects includes: the study and preliminary engineering for the renovation of public areas and build out of unfinished space at the Central Library to begin in FY2015, design a new Route 360 West Library in FY2016, design and construct a library in the Robious Road area starting in FY2014, fund library technology upgrades in FY2015, and fund the county’s portion of the design of the Chester Library Community Arts Center in FY2016.
188 LIBRARY
Goal: Consistently deliver quality, high performance library services that meet customers educational, cultural and recreational information needs. Supports County Goals 2 and 3 and County Objectives 3.1 and 3.5 Objective: Chesterfield County Public Library will provide traditional and emerging library services Measure: Circulation per capita
Library Circulation Per Capita
13.0
12.0 Initiatives
11.0 • Staffing plan • Collection plan 10.0 • Technology plan 9.0 • Public Facilities Plan FY08 FY09 FY10 FY11 FY12 FY13 • Capital Improvement Program
ACTUALS PROJECTIONS
Results Target
Note: Electronic media included in target beginning in FY2011.
Goal: Develop, operate and maintain information service delivery points that provide customers efficient access to library information and resources. Supports County Goals 2 and 3 and County Objective 3.1 and 3.5 Objective: Chesterfield County Public Library will provide traditional and electronic access to information Measure: Number of visitors
Number of Visitors (000s)
2,000 Initiatives 1,800 1,600 • Staffing plan • Collection plan 1,400 • Technology plan 1,200 • Public Facilities Plan 1,000 • Capital Improvement Program FY08 FY09 FY10 FY11 FY12 FY13 ACTUALS PROJECTIONS
Results Target
Note: Data shown as per thousands.
189 LIBRARY
LAW LIBRARY
DESCRIPTION
In addition to its nine facilities, the Library also serves as a legal reference center for use by the manages a Law Library service. The Law Library courts and the general public.
FINANCIAL ACTIVITY Change FY2010 FY2011 FY2012 FY2012 FY2011 to FY2013 FY2014 FY2015 Actual Adopted Approved Amended FY2012 Projected Projected Projected Personnel $55,018 $56,600 $57,700 $56,600 0.0% $56,600 $56,600 $56,600 Operating 43,108 53,500 52,400 53,700 0.4% 53,700 53,700 53,700 Capital 0 0 0 0 0.0% 0 0 0 Total $98,126 $110,100 $110,100 $110,300 0.2% $110,300 $110,300 $110,300
Revenue 111,632 110,100 110,100 110,300 0.2% 110,300 110,300 110,300 Net Cost -$13,505 $0 $0 $0 0.0% $0 $0 $0
FT Pos. 11110111
HIGHLIGHTS
• The location of the Law Library service in the Central Library makes the Law Library collections and services more available to the general public. • Integration into the Central Library improves efficiency and cost savings.
FUTURE OUTLOOK
• The Library will work within the operation strategies to focus on meeting customer service demands and improving services within available funding.
190 MENTAL HEALTH SUPPORT SERVICES
DESCRIPTION
The Department of Mental Health Support Services be supported in their community and assist in their (MHSS) provides an array of services to citizens of recovery. all ages with a focus on stabilizing acute situations, promoting self-sufficiency, and successful The Chesterfield Community Services Board (CSB) community living for people with longer-term is the policy-setting body for the department. Its disabilities. Emergency, outpatient, residential, members are appointed by the Board of Supervisors vocational, case management, prevention, day and are charged with the responsibility of providing support, and infant development are examples of a public system of mental health, intellectual services provided to enable Chesterfield residents to disabilities, and substance abuse services to the residents of Chesterfield County.
FINANCIAL ACTIVITY Change FY2010 FY2011 FY2012 FY2012 FY2011 to FY2013 FY2014 FY2015 Actual Adopted Approved Amended FY2012 Projected Projected Projected Personnel $26,480,992 $27,575,000 $28,045,000 $27,882,900 1.1% $27,883,900 $27,883,900 $27,883,900 Operating 7,059,853 8,125,900 8,092,500 7,856,500 -3.3% 7,855,500 7,855,500 7,855,500 Capital 36,196 0 0 0 0.0% 0 0 0 Total $33,577,041 $35,700,900 $36,137,500 $35,739,400 0.1% $35,739,400 $35,739,400 $35,739,400
Revenue 23,727,069 25,261,200 25,261,200 25,211,500 -0.2% 25,211,500 25,211,500 25,211,500 Net Cost $9,849,973 $10,439,700 $10,876,300 $10,527,900 0.8% $10,527,900 $10,527,900 $10,527,900
FT Pos. 368 357 357 356 -1 356 356 356 Note: One position transferred to Part C during FY2011.
HIGHLIGHTS
• The department completed the development of a new information and billing system that involved training over 500 staff. The system automates numerous processes, provides an electronic health record, integrates billing processes, allows for remote accessibility, and provides information to all levels of the organization for improved services and planning. • In FY2012, staff plans to implement an electronic prescribing solution that will allow its psychiatrists to place medication orders over a secure internet system and improve the monitoring of individuals’ medications. • MHSS partnered with consumers in the acquisition of medications through the Patient Assistance Program and the $4 generic program which resulted in pharmacy cost reductions of approximately $400,000. The amount of savings under this program will vary from year to year. • Staff plans to apply for any available funds from the Health Information Technology for Economic and Clinical Health Act for the use of an electronic health record in serving Medicare/Medicaid recipients. • Staff implemented a required pre-authorization process that maintained $5 million in Medicaid revenues. • In FY2011, MHSS received certification from the Virginia Department of Health to operate an Intermediate Care Facility (ICF) for individuals with intellectual disabilities. The CSB is also currently exploring a partnership with the Chesterfield County Health Center Commission for Lucy Corr Village to provide staffing and services for a proposed 12 bed ICF. • MHSS secured a $90,000 grant from the Virginia Board for People with Disabilities to implement customized employment for individuals with the most significant intellectual disabilities. • The “Build-A-House” project, a partnership with the Chesterfield Technical Center and Chesterfield Alternatives, Inc., enabled students to build a home for four individuals with intellectual disabilities.
191 MENTAL HEALTH SUPPORT SERVICES
• MHSS worked in partnership with the Police Department to develop the first Chesterfield County Police mental health policy on dealing with persons with mental illness; and to develop a curriculum for a mandatory Police Department training which involved the creation of consumer videos, family videos, hospital videos, and a video from the chief for use with all officers. All county police officers have received this training. • MHSS forged new partnerships within the community to develop respite programs for intellectually disabled individuals and designed different community leisure/networking activities for consumers to access. • Half of the service coordination staff is now telecommuting which has resulted in rent savings. • A project spanning FY2011-2012 is being implemented to review all services and compare those services to community needs and service demands. The primary focus is on priority populations. • Included in the FY2012 budget is an additional $13,000 for staff to obtain professional certifications and training to maintain credentials to comply with third-party payer requirements. Also included is $120,400 for fleet charges, as the department’s vehicle maintenance expenses had been underfunded. MHSS revenues and expenses related to the drug court programs have been decreased due to service level reductions in those programs. The department has also seen significant savings due to the decreased rate for employee life insurance costs.
FUTURE OUTLOOK
• MHSS will continue to identify efficient and effective service delivery models in an environment of limited resources and changing markets. Requests for services and waiting lists continue to grow without new resources being made available, requiring a review of service priorities and structures. • Staff will review and plan to increase coordination of services with primary medical health care providers to meet the overall health care (primary and behavioral) needs of individuals served. • A second “Build a House” home will be constructed by the Chesterfield County Public Schools and Chesterfield Alternatives, Inc., and then leased to the CSB as a home for persons with intellectual disabilities, dependent upon Board of Supervisor’s approval. • The CSB and MHSS will continue to monitor health care reform at the federal and state levels to anticipate and plan for potential impacts. • The role of Virginia’s Community Services Boards may be expanded to be the central point of entry for individuals with physical disabilities and all developmental disabilities, including autism spectrum disorders. Case management may be provided for these populations. CSBs may also be responsible for assessing children with behavioral and emotional disorders and adults with serious mental illness prior to the authorization of Medicaid funded behavioral health services. • Funding of $4.2 million for a 12 bed ICF is included in the Capital Improvement Program over years FY2013 and FY2014. • Technology Improvement Program funding has been identified for the following projects: in FY2013 $15,300 for Global Positioning System fleet tracking and $144,900 to replace and acquire laptops that will allow staff to work remotely; and in FY2014 $118,900 for the Videotaping Counseling Sessions project.
192 MENTAL HEALTH SUPPORT SERVICES
Goal: Get the most efficient delivery system for the investment. Supports countywide Strategic Goal 1 Objective: Increase access to services Measure: Percentage of programs with no waiting lists
Programs with no waiting lists Initiatives 120% 100% • Identify efficient and effective service 80% models that maximize resources for 60% quality service delivery 40% • Explore opportunities for providing 20% optimal services through the 0% coordinated use of staff resources FY08 FY09 FY10 FY11 FY12 FY13 • Review and determine the potential ACTUALS PROJECTIONS use of physician extenders and other personnel to efficiently and effectively Results Target deliver services
Goal: Get the most efficient delivery system for the investment. Supports countywide Strategic Goal 1 Objective: Increase resources available to provide services Measure: Percentage of programs meeting the demand ratio of 1.0 or less
Percentage of programs meeting the Initiatives Demand Ratio of 1.0 or less
120% • Identify efficient and effective service 100% models that maximize resources for 80% quality service delivery 60% • Explore opportunities for providing 40% optimal services through the 20% coordinated use of staff resources 0% • Review and determine the potential FY08 FY09 FY10 FY11 FY12 FY13 use of physician extenders and other ACTUALS PROJECTIONS personnel to efficiently and effectively deliver services Results Target
INFANT AND TODDLER CONNECTION OF CHESTERFIELD – PART C
DESCRIPTION
The Virginia Department of Behavioral Health and The CSB’s Infant Program provides services for Developmental Services provides funding for early ITCofC and acts as the central point of entry for all intervention services for infants and toddlers, birth developmentally delayed children in the county. to age three. Program funds are provided to the The CSB’s Infant program is designed to provide CSB as the fiscal agent for the Infant and Toddler child services and family support towards optimal Connection of Chesterfield (ITCofC). developmental gains for the child in accordance with
193 MENTAL HEALTH SUPPORT SERVICES
Part C of the Individuals with Disabilities Education physical, and speech therapies and educational Act. The funds are more specifically used to provide services. and administer the entitled services such as child find, multidisciplinary assessment, development of All children in the program are provided services in the Individualized Family Services Plan, and service their natural environments (home or community coordination. In addition, the funds assist with location) allowing the children to progress with reimbursement of services such as occupational, normally developing peers in order to optimize their gains.
FINANCIAL ACTIVITY Change FY2010 FY2011 FY2012 FY2012 FY2011 to FY2013 FY2014 FY2015 Actual Adopted Approved Amended FY2012 Projected Projected Projected Personnel $522,345 $602,300 $611,300 $622,800 3.4% $622,800 $622,800 $622,800 Operating 191,820 257,400 101,700 208,700 -18.9% 208,700 208,700 208,700 Capital 0 0 0 0 0.0% 0 0 0 Total $714,165 $859,700 $713,000 $831,500 -3.3% $831,500 $831,500 $831,500
Revenue 713,082 802,800 647,100 781,400 -2.7% 781,400 781,400 781,400 Net Cost $1,083 $56,900 $65,900 $50,100 -12.0% $50,100 $50,100 $50,100
FT Pos. 65561666 Note: One position transferred from MHSS during FY2011.
HIGHLIGHTS
• A full-time physical therapist position was added during FY2011, which will maximize therapeutic gains by having one service provider utilize a multi-disciplinary approach rather than having several service providers for one customer. Contracted service was reduced as a result. Additional revenue will be generated by the position which is expected to offset most of the American Recovery and Reinvestment Act grant funds which will expire in September 2011. • A part-time service coordinator was added to reduce caseloads that were double the number recommended by best practices. This resource will ensure additional billing by allowing timely completion of tasks including evaluations. • Full implementation of the new information system will allow more efficient completion of administrative work and use of provider time, as well as increase the family’s involvement in its care.
FUTURE OUTLOOK
• Revised guidelines for admitting children with a history of pre-maturity will result in more children admitted for services in a system where service coordination is already unduly burdened. This expansion will require additional staff training to provide services. The goal of early intervention with premature birth infants is to reduce more costly problems in the future. • Changes to reimbursement of services will continue to be made in FY2012, especially in case management. There is a state proposal to lower current case management reimbursement rates and provide those services to all enrolled children with Medicaid, but at a lower rate. The proposal is expected to remain revenue neutral, but final plans are yet unseen. • With the increased contacts expected for service coordination (case management), staff caseloads will continue to build. The case manager’s role is pivotal in the monitoring process and is compromised by
194 MENTAL HEALTH SUPPORT SERVICES
excessive caseloads. The program will consider a two-tiered system of case management in order to meet expected demand. • Collection of all available revenue is critical to the success of the program and will be positively impacted by the full implementation of the new information system.
FAMILIES FIRST
DESCRIPTION
The Families First Program is the Chesterfield and The program is offered to families before the child is Colonial Heights Healthy Families Program. One of born, and individualized services may continue until 38 Healthy Families sites in Virginia, it is accredited the child reaches five years of age. Staff provides by the national Healthy Families America program, information and assistance in linking family and follows the guidelines of that program model. It members to needed resources, teaching them about is a prevention program serving targeted first-time monitoring child development, and assisting them in parents who may be at-risk for poor birth outcomes. improving their child’s abilities as he or she grows. The mission is to provide comprehensive family Using research-driven, strength-based curricula, support services that assist parents with raising parents learn to plan goals for themselves and their children who are healthy, well adjusted, and prepared child. The program provides support to this to start school. New parents are assessed for risk vulnerable population of new parents by enhancing factors that could produce poor health or parenting their abilities to thrive in their new roles. Strong outcomes, such as lack of support, poor access to healthy families yield strong healthy communities. medical providers, inadequate income and resources, substance use, and mental health issues.
FINANCIAL ACTIVITY Change FY2010 FY2011 FY2012 FY2012 FY2011 to FY2013 FY2014 FY2015 Actual Adopted Approved Amended FY2012 Projected Projected Projected Personnel $347,306 $391,100 $400,500 $385,200 -1.5% $385,200 $385,200 $385,200 Operating 76,046 113,000 114,500 132,100 16.9% 132,100 132,100 132,100 Capital 0 0 0 0 0.0% 0 0 0 Total $423,352 $504,100 $515,000 $517,300 2.6% $517,300 $517,300 $517,300
Revenue 486,640 431,500 431,500 461,800 7.0% 461,800 461,800 461,800 Net Cost ($63,289) $72,600 $83,500 $55,500 -23.6% $55,500 $55,500 $55,500
FT Pos. 98880888
HIGHLIGHTS
• In FY2010, 127 families received 2,085 home visits, 60 families received a risk assessment, and county agencies referred 283 families for screening. • The Families First program went through restructuring in FY2010 due to staff vacancies and a countywide hiring freeze. Staff’s willingness to be flexible and rise to the challenge made the restructuring hugely successful as it reduced administrative costs and increased direct services, allowing the program to bring in more outside revenues. It also increased contracted services, which were previously done in-house by Families First personnel. These financial changes have been carried through to the program’s FY2012 expenditures and revenues.
195 MENTAL HEALTH SUPPORT SERVICES
• In FY2010, the program had many successes: 86 percent of the 36 babies born to program participants were over 5.5 pounds and full term; 90 percent of the targeted children were adequately immunized; there was only one repeat birth to a teen parent in the program; and there were no founded cases of child abuse or neglect among participants receiving services for six months or longer. • The program began a pilot project to accept referrals from Child Protective Services for those first-time parents referred because their child was born with a positive drug screen. Staff has found that these parents readily accept program services and work hard to become good parents as they receive ongoing services for drug use. The program has reached out to other access points including the Drug Court and substance abuse services units to offer home visits to those identified first-time parents. • Staff continues to see a high number of teens accessing services. The department held a graduation party for eight participants who completed their high school educations while parenting their children. • The program continues to work with other Healthy Families programs in the region to transition families that move out of the area because of housing issues into other Healthy Families programs for continuance of service. • The average annual cost to deliver Families First services to one family is approximately $4,000. • Staff continues to achieve significant outcomes by assisting the participant parents to locate and utilize current resources within the community. • The program partners with The Richmond Hospitality Committee of the Richmond Quilt Guild to provide hand made quilts to each of the program’s new babies. Staff also partners with the Newborns in Need organization in Colonial Heights to provide welcome baby bags with clothing and diapers for new babies. This past year program families benefited from a “Pass It On” event that is held twice a year which allows families to “shop” for donated items from the community.
FUTURE OUTLOOK
• The families referred to the program are at risk. As service demands increase and service capacity remains static, the overflow will potentially result in an increase in premature births, low birth weights, foster care services, residential placements, juvenile justice system needs, inadequate school readiness, and low academic achievement in this target population. • As the program adds more access points, staff expects the risk of the families referred to be higher. • The exploration of new funding sources and the projected improvement in efficient delivery and documentation of services, afforded by the new electronic record system, position this program for growth in the future. • This program’s affiliation with a national program model, use of a nationally recognized curriculum, and stellar outcome measures demonstrate the exemplary quality of the services.
196 PARKS AND RECREATION
DESCRIPTION
The mission of the Parks and Recreation residents. The maintenance of school grounds is Department is to provide a comprehensive system also a primary function of the department. of leisure programs, educational opportunities, and recreational facilities for all county citizens while The Parks and Recreation Department is assisted by conserving and protecting environmental, an 11 member Parks and Recreation Advisory historical, and cultural resources. The department Commission which meets on a monthly basis and is promotes community involvement in developing staffed by volunteers interested in ensuring that the and providing leisure services and will ensure cultural, athletic, and recreational opportunities in customer excellence, affordability of its programs Chesterfield County continue to improve. and classes, a safe environment, and access for all
FINANCIAL A CTIVITY Change FY2010 FY2011 FY2012 FY2012 FY2011 to FY2013 FY2014 FY2015 Actual Adopted Approved Amended FY2012 Projected Projected Projected
Personnel $7,263,577 $6,936,500 $7,013,100 $7,022,800 1.2% $7,022,800 $7,022,800 $7,022,800 Operating 2,896,751 2,845,700 2,862,400 2,881,200 1.2% 2,987,700 2,988,400 2,998,500
Capital 5,000 90,000 90,000 80,000 -11.1% 80,000 80,000 80,000 Total $10,165,328 $ 9,872,200 $ 9,965,500 $ 9,984,000 1.1% $ 10,090,500 $ 10,091,200 $10,101,300
Revenue 3,325,130 3,037,700 3,074,100 2,803,000 -7.7% 2,803,000 2,803,000 2,803,000 Net Cost $6,840,198 $ 6,834,500 $ 6,891,400 $ 7,181,000 5.1% $7,287,500 $7,288,200 $7,298,300
FT Pos. 123 108 108 108 0 108 108 108
HIGHLIGHTS
• The Capital Improvement Program (CIP) recommends $4.5 million in FY2012 for infrastructure maintenance in addition to historical park grant matches, and funding to address senior center needs. • Calendar year 2011 is the 400th anniversary of the settlement of Henricus. A series of special events and programs are planned throughout the fall of 2011 and into 2012. Construction of an additional building and parking lot improvements are currently under way in order to be ready for the 400th celebrations. Chesterfield County and Henrico County are each contributing additional funding to cover the cost of additional part-time interpreter positions to ensure that special events are fully staffed during the celebration events. • The county’s lease of field time at SportsQuest began on February 1, 2011. Co-sponsored league play, school team practices, and rentals of the eight artificial turf fields have begun. • Software has been acquired to allow Internet registrations for programs and for rental of facilities. It is anticipated that this e-commerce will be available for department functions by the fall of 2011. • Parks grounds maintenance standards have been reduced due to the FY2011 budget reductions. However, staff is working to find efficiencies and innovations to minimize the effects on park visitors. The effects have been minimized by the county entering into a new partnership with the private sector to maintain the field sites at the Lowes soccer field and at Harry G. Daniel at Ironbridge Park. • During FY2011 Parks and Recreation was allocated $120,000 from reserves to purchase capital equipment to replace aging unreliable equipment. • In December, 2010 the county purchased 11 acres and 5.6 acres were donated along the Appomattox River, which includes over a mile of undisturbed riverfront property that will provide an additional
197 PARKS AND RECREATION
conservation area in the Matoaca District. In March, 2011 108 acres was donated to the county for a community park north of Route 288 located south of Courthouse Road. • The FY2012 budget includes increases for the following: $14,500 for festivals and special events held around the county; $63,900 to address impacts of additional facility offerings; and $30,000 to assist with event attraction and planning for the county. Additionally, operating costs have been increased by $69,700 for Henricus events and attractions, funded entirely by Henricus Foundation revenues. Additionally, both Chesterfield County and Henrico County are contributing $25,000 each in support of additional part-time staffing at Henricus. • FY2012 revenues have been reduced by $150,000 due to elimination of the $5 youth sports fee (adopted in FY2011), by $145,900 for changes in service levels for school grounds maintenance, and by $130,800 from the Community Development Block Grant (CDBG) program subsidies. The loss of revenue from CDBG has been absorbed by the general fund. Additionally, revenues reflect an increase of $65,000 for the lease of softball fields to private/civic organizations. • Additionally $30,000 in outside revenue reimbursements is included to fund a part-time position to focus on the Midlothian Mines Park site.
FUTURE OUTLOOK
• A significant challenge for the department in FY2012 and coming years will be the continuance of a vigorous park facility renovation program, replacement of old and costly infrastructure such as lighting systems, tennis court surfaces, playgrounds, fencing, and building upgrades. The Capital Improvement Program begins to address this need with funding allocations of $3.2 million in FY2013, another $3.1 million in FY2014, and $5.1 million in FY2014 for these improvements. Providing adequate funding for park improvements assists in minimizing operating cost increases. • The Technology Improvement Program (TIP) recommends $117,500 in FY2013 and $122,500 in FY2014 to install automated remote lighting controls at park sites. This technology enhancement will reduce staff time devoted to controlling park lights as it will be done remotely with a computer. The FY2014 TIP also recommends $50,000 to fund interactive kiosks and virtual park tours technology. • Parks and Recreation is working with the Sports Toursim Advisory Committee (STAC) to implement recommendations for the Sports Tourism Plan. It is anticipated that as a result, additional regional events and tournaments will take place on county facilities as well as at private sports facilities. • Acquisition of the 500 acre Swift Creek Conservation Area is expected to take place by the end of 2011. It is anticipated that there will be public access to the site by water and by land by FY2012. • Increased levels of partnerships with historical foundations, cosponsored organizations, private enterprises, and other community resources will be developed in order to provide quality levels of service to the public. The recent partnership with the YMCA that will be located in the western Hull Street Road corridor will assist county residents by providing additional senior programs in that area of the county.
198 PARKS AND RECREATION
Goal: Maintain quality facilities. Supports countywide Strategic Goal 3 Objective: Ensure work orders are completed on time to support departmental functions Measure: Number of work orders processed and completed on time
Percent of Work Orders Completed and Processed on Time 91% 90% Initiatives 89% 88% 87% • Train staff on the work order process 86% • Review open work orders at weekly 85% 84% chief meetings 83% • Place realistic due dates on the work 82% orders FY08 FY09 FY010 FY11 FY12 FY13
ACTUALS PROJECTIONS
Results Target
Goal: Offer a diverse choice of quality programs. Supports countywide Strategic Goal 3 Objective: To provide programs for youth, adults, older adults, individuals with disabilities and the socio- economically challenged Measure: Number of individuals enrolled in recreation programs
Number of Participants in Recreation Programs 180,000 Initiatives 170,000
160,000 • Brochures advertising programs offered 150,000 • Internet registration system 140,000 • Public/Private partnerships 130,000 120,000 FY 08 FY 09 FY 010 FY 11 FY 12 FY13
ACTUALS PROJECTIONS
Results Target
199 SOCIAL SERVICES
DESCRIPTION
The Department of Social Services administers Assistance Program (SNAP), Temporary Assistance multiple programs that are available to the citizens for Needy Families (TANF), Medicaid, and of Chesterfield County and the City of Colonial Housing Choice Voucher program. Heights. The agency is governed by a nine-member social services board and is made up of three In collaboration with individuals, families, and the divisions: Benefit Programs, Administration, and community, the department’s mission is “to provide Social Work. These divisions all deliver services advocacy and excellent services that encourage self that meet the needs of customers and achieve the sufficiency, preserve and restore families, and mission of the department. The major program areas protect the well being of children, senior citizens, are foster care and adoption, Child Protective and people with disabilities.” The Department of Services, including investigations, assessments, and Social Services continues to seek improvement in ongoing counseling, employment services, child day providing exceptional communication between care services, adult services and emergency internal and external customers. assistance, general relief, Supplemental Nutrition
FINANCIAL ACT IVITY Change FY2010 FY2011 FY2012 FY2012 FY2011 to FY2013 FY2014 FY2015 Actual Adopted Approved Amended FY2012 Projected Projected Projected
Personnel $9,940,586 $10,405,800 $10,602,500 $10,179,200 -2.2% $10,179,200 $10,179,200 $10,179,200 Operating 9,384,143 10,089,000 10,089,000 10,755,500 6.6% 10,755,500 10,755,500 10,755,500
Capital 0 0 0 0 0.0% 0 0 0 Total $19,324,729 $ 20,494,800 $ 20,691,500 $ 20,934,700 2.1% $ 20,934,700 $ 20,934,700 $ 20,934,700
Revenue 14,791,751 15,640,500 15,773,000 16,013,100 2.4% 16,013,100 16,013,100 16,013,100 Net Cost $4,532,978 $4,854,300 $4,918,500 $4,921,600 1.4% $4,921,600 $4,921,600 $4,921,600
FT Pos. 177 175 175 175 0 175 175 175
HIGHLIGHTS
• An integrated adult protective services team performed 315 investigations during FY2010. The goal of this team is to protect adults over age 60 and disabled adults over age 18 from abuse, neglect, exploitation, and to provide services to maintain them in their own home. Assessments are performed, services and resources are recommended, and a mental health clinician on the team provides intervention and ongoing stabilization services. • Staff completed 927 child abuse/neglect investigations and family assessments in FY2010. This team provides protection for children under age 18 and includes helping the family by providing parenting skills classes, in home counseling and many other services. • The department received the national Hunger Choice Award for outreach efforts in the Supplemental Nutrition Assistance Program (SNAP). • The department also served as a pilot agency for the initial Quality Service Review of child welfare cases. • State funding is anticipated to increase by $417,800 and is all pass through restricted revenues earmarked for operating expenses related to adoption services. • Reductions in personnel are partially attributable to higher than anticipated turnover rates enabling the department to refill positions at minimum starting salaries.
200 SOCIAL SERVICES
FUTURE OUTLOOK
• The need for additional office space continues to be a critical issue. The Smith-Wagner Building Expansion/Renovation project, which was previously funded in the Capital Improvement Program, has been put on hold. • Staff turnover continues to be an issue. Caseloads are anticipated to remain heavy as long as the economy languishes. The specific criteria and skill set necessary to become a success in the social services field coupled with the lengthy training period for new hires has created huge challenges. Staff is working on ways to address stress levels and morale by implementing rewards and recognition efforts, holding periodic events, and improving communication.
Goal: Promote excellence in the delivery of social service programs. Supports countywide Strategic Goal 2 Objective: Obtain a 98 percent or better payment accuracy Measure: Supplemental Nutrition Assistance Program (SNAP) payment accuracy
SNAP Payment Accuracy
100% 98% Initiatives 96%
94% 92% • Constant supervision of cases and 90% corrective actions taken when errors are 88% identified 86% • In-house refresher training course FY08 FY09 FY010 FY11 FY12 FY13
ACTUALS PROJECTIONS
Res ults Target
Note: Projections are not available for FY2011 through FY2013.
201 SOCIAL SERVICES
Goal: Promote excellence in the delivery of social service programs. Supports countywide Strategic Goal 2 Objective: Achieve 50 percent or better rating for participants obtaining paid employment Measure: Percentage of Virginia Initiative for Employment not Welfare (VIEW) participants that obtain paid employment
Percentage of VIEW Participants that Obtain Paid Employment 51.0% Initiatives 50.0% 49.0% • VIEW Community Work Experience 48.0% Program 47.0% • VIEW job readiness component 46.0% 45.0% 44.0% FY 08 FY09 FY010 FY11 FY12 FY 13
ACTUALS PROJECTIONS
Res ults Target
Note: FY2008 actuals and projections for years FY2011 through FY2013 are not available.
202 VICTIM WITNESS
DESCRIPTION
The Chesterfield County Victim/Witness Assistance not limited to counselors specializing in the needs of Program (V/WAP) provides direct services to meet victims, and the state Criminal Injury Compensation the specific needs of innocent victims of crimes Fund for financial assistance with out-of-pocket occurring within the legal jurisdiction of medical, mental health, and funeral expenses. Chesterfield County. Regardless of whether the Depending on the victim’s unique situation and crime is a felony or a misdemeanor, and regardless needs, referrals and/or intercessions are regularly of whether or not an arrest is made, V/WAP made to other offices and agencies providing personnel handle victims’ cases individually. The specific services designed to meet the victim’s office is divided into three primary teams: general immediate and long-term emotional, psychological, violent crime (e.g., murder, felonious assault, and financial needs. robbery), domestic violence (e.g., domestic assaults / protective orders), and sexual assaults/abuse (both The V/WAP’s ongoing goal is to provide the juvenile and adult victims). V/WAP staff attempts greatest number of innocent victims of criminal to provide services that will, to the greatest degree offenses with the greatest degree of direct service possible, minimize the suffering of the victim(s) and possible, in compliance with the Crime Victim and maximize their ability to recover from the effects of Witness Rights Act, as published in Virginia Code the crime. Section 19.2-11.01. Contact with the victim, or victim’s family, begins immediately following the The V/WAP functions on a daily basis as an adjunct criminal offense. Services are provided throughout office to the Commonwealth’s Attorney’s Office. the criminal justice process, and in some cases, The primary focus of the Commonwealth’s Attorney continue for the years needed to complete the is to prosecute people charged with criminal appellate process. In addition to the services already offenses, and in most cases it is the victim who will described, the V/WAP also provides court escorts, be needed to testify in court. The V/WAP ensures advance notification of judicial proceedings when that the victims understand the importance of their possible, assistance with the preparation of Victim participation in what can be a lengthy criminal Impact Statements, intervention with employers, justice process, as opposed to the “instant results” collection agencies, and landlords, and assistance in often shown on television. Victims are assisted in efforts to collect court-ordered restitution. accessing available local resources, including but
FINANCIAL ACTIVITY Change FY2010 FY2011 FY2012 FY2012 FY2011 to FY2013 FY2014 FY2015 Actual Adopted Approved Amended FY2012 Projected Projected Projected Personnel $430,306 $450,600 $461,300 $444,700 -1.3% $444,700 $444,700 $444,700 Operating 25,489 35,000 34,600 32,700 -6.6% 32,700 32,700 32,700 Capital 0 0 0 0 0.0% 0 0 0 Total $455,796 $485,600 $495,900 $477,400 -1.7% $477,400 $477,400 $477,400
Revenue 305,990 276,400 276,400 276,400 0.0% 276,400 276,400 276,400 Net Cost $149,806 $209,200 $219,500 $201,000 -3.9% $201,000 $201,000 $201,000
FT Pos. 9988-1888 Note: One position will be transferred to Senior Advocate in FY2012.
203 VICTIM WITNESS
HIGHLIGHTS
• Although the services provided by the Victim/Witness Assistance Program are mandated by the commonwealth, sufficient funding for the program is never a guarantee. With the current economic downturn and potential for state budget cuts, the amount of the FY2012 grant funding for the program will remain uncertain until the grant is actually awarded in June. • In FY2010, the county funded 33 percent of this program. The county funds one full-time staff position, all operational costs, and supplements the personnel costs of the other seven staff members. • The American Recovery and Reinvestment Act grant award, which expires at the end of FY2011, funds the full-time personnel costs for one assistant director’s position. The grant was awarded based on the underserved population of stalking victims and victims seeking non-domestic protective orders in General District Court. From the hiring of that position in September 2009 through December 2010, this assistant director provided 2,180 specific, direct services to 221 victims. Beginning in July, those victims will be assisted based on the very limited availability of V/WAP staff. • In FY2010, the other Victim/Witness Assistance Program staff members provided 20,177 specific, direct services to 2,095 people who became innocent victims of crime in Chesterfield County. The current caseload significantly exceeds the state average and continues to grow. • Staffing levels in this department continue to be a challenge due to the growing workload demand.
FUTURE OUTLOOK
• The Victim/Witness Assistance Program strives hard to provide needed services, which are mandated by the state legislature, to innocent victims of crime. It has become increasingly difficult to simultaneously provide the quantity of services needed while maintaining outstanding customer service. • Changes in local demographics present ever-increasing challenges to the provision of services, particularly to non-English speaking victims. The V/WAP is fortunate to have one employee who is fully English/Spanish bilingual; however, the number of victims requiring interpreter services has quadrupled since FY2007.
204 VIRGINIA JUVENILE COMMUNITY CRIME CONTROL ACT
DESCRIPTION
The purpose of the Virginia Juvenile Community cooperative program between the state and the Crime Control Act (VJCCCA) is to provide a county. VJCCCA programs and services allow community-based system of graduated sanctions and youth to remain in the community where they face services that are appropriate to the severity of the appropriate consequences for their actions while juvenile’s offense and treatment needs. The purpose receiving services to address their needs. VJCCCA of the system is to deter crime by providing programs balance community safety considerations immediate, effective action that emphasizes with juvenile accountability and competency accountability of the juvenile offender and reduces building. the pattern of repeat offending. VJCCCA is a
COURT SERVICE UNIT
The Court Service Unit (CSU) operated three supervision, support, and treatment services for VJCCCA programs – the first offender program, youths with substance abuse issues, who are not substance abuse services, and the family resource appropriate for more intensive services. The family program. Through the first offender program, young resource program was designed to address the needs offenders are assessed to determine risk level and of first-time offenders with minor offenses. The service needs. Based on assessment results, youths program holds the offender accountable while receive services that meet their needs and reduce the improving behavior and family functioning through risk of further criminal justice involvement. The referral to community resources and up to 90 days of substance abuse services program provides intensive case management support.
FINANCIAL ACTIVITY Change FY2010 FY2011 FY2012 FY2012 FY2011 to FY2013 FY2014 FY2015 Actual Adopted Approved Amended FY2012 Projected Projected Projected
Personnel $168,404 $188,500 $188,500 $144,600 -23.3% $144,600 $144,600 $144,600 Operating 0 0 0 40,000 N/A 40,000 40,000 40,000 Capital 0 0 0 0 0.0% 0 0 0 Total $168,404 $188,500 $188,500 $184,600 -2.1% $184,600 $184,600 $184,600
Revenue 168,404 188,500 188,500 184,600 -2.1% 184,600 184,600 184,600 Net Cost $0 $0 $0 $0 0.0% $0 $0 $0
FT Pos. 55550555
JUVENILE DETENTION HOME
The Juvenile Detention Home (JDH) manages a Program is an alternative to secure detention that weekend community service program and a home costs approximately one quarter the cost of secure incarceration program. The Home Incarceration detention.
205 VIRGINIA JUVENILE COMMUNITY CRIME CONTROL ACT
FINANCIAL ACTIVITY Change FY2010 FY2011 FY2012 FY2012 FY2011 to FY2013 FY2014 FY2015 Actual Adopted Approved Amended FY2012 Projected Projected Projected
Personnel $274,414 $324,200 $324,200 $278,000 -14.3% $278,000 $278,000 $278,000 Operating 49,533 47,000 47,000 47,000 0.0% 47,000 47,000 47,000 Capital 0 0 0 0 0.0% 0 0 0 Total $323,947 $371,200 $371,200 $325,000 -12.4% $325,000 $325,000 $325,000
Revenue 323,947 371,200 371,200 325,000 -12.4% 325,000 325,000 325,000 Net Cost $0 $0 $0 $0 0.0% $0 $0 $0
FT Pos. 55550555
CHESTERFIELD ADOLESCENT REPORTING PROGRAM
The Chesterfield Adolescent Reporting Program program provides highly structured and well- (CARP) provides a community-based detention supervised group activities during the high-risk time alternative for youths who violate their terms of period between 2 PM and 8 PM, develops skills in probation or who commit new crimes while on youths that will support pro-social behaviors and probation, and enlarges the range of existing provides opportunities to repair harm done to the detention alternatives available to probation officers community by engaging youths in community in the 12th District Court Service Unit serving service activities. Chesterfield County and Colonial Heights. The
FINANCIAL ACTIVITY Change FY2010 FY2011 FY2012 FY2012 FY2011 to FY2013 FY2014 FY2015 Actual Adopted Approved Amended FY2012 Projected Projected Projected
Personnel $759,991 $406,900 $414,300 $391,200 -3.9% $391,200 $391,200 $391,200 Operating 116,226 154,300 154,300 66,400 -57.0% 66,400 66,400 66,400 Capital 0 0 0 0 0.0% 0 0 0 Total $876,217 $561,200 $568,600 $457,600 -18.5% $457,600 $457,600 $457,600
Revenue 386,172 349,900 349,900 255,100 -27.1% 255,100 255,100 255,100 Net Cost $490,044 $211,300 $218,700 $202,500 -4.2% $202,500 $202,500 $202,500
FT Pos. 105550555
206 VIRGINIA JUVENILE COMMUNITY CRIME CONTROL ACT
HIGHLIGHTS
• The Court Service Unit had 79 percent of the participants in the programs complete their services successfully in FY2010. • The Juvenile Detention Home had 163 participants in the Weekenders Program which provided 5,500 hours of weekend community service for the county’s Parks and Recreation department, in particular, valued at $58,368. • Youth Group Home successfully transitioned to Adolescent Reporting Center; program changed to a day and evening reporting program versus a 24 hour facility. • Slower than anticipated start up for reporting center after transition from a group home. The change will; however, enable the program to serve more teens over time.
FUTURE OUTLOOK
• There is a concern about the continuation of the level of state funding as there has been a 34 percent reduction between FY2007 and FY2012. • Staff will continue efforts to improve services, and adjust services based on population needs, utilize other sources of revenue, and ensure that the county continues to get the most benefit from VJCCCA funds.
Goal: To improve public safety by providing an effective criminal justice system that holds juveniles accountable through graduated sanctions. Supports countywide Strategic Goal 4 Objective: Provide services to young offenders based on documented needs Measure: Percent of clients successfully completing the Court Service Unit program
Percent Successfully Completing the Court Service Unit Program 84% 82% 80% 78% Initiatives 76% 74% • Family Resource Program 72% 70% • First Offender Program 68% • Substance Abuse Services Program FY08 FY09 FY10 FY11 FY12 FY13
ACTUALS PROJECTIONS
Results Target
207 VIRGINIA JUVENILE COMMUNITY CRIME CONTROL ACT
Goal: To improve public safety by providing an effective criminal justice system that holds juveniles accountable through graduated sanctions. Supports countywide Strategic Goal 4 Objective: To provide nonresidential supervision alternatives for lower-risk juvenile offenders Measure: Percent of juveniles with no new delinquency petitions or adult arrests while participating in the JDH Home Incarceration Program (HIP)
Percent of Juveniles with No New Delinquency Petitions or Adult Arrests While in HIP 120% 100% Initiatives 80% 60% • Careful screening prior to program 40% placement 20% • Monitoring process • Daily staff contact and follow-up 0% FY08 FY09 FY10 FY11 FY12 FY13
ACTUALS PROJECTIONS
Results Target
Goal: To improve public safety by providing an effective criminal justice system that holds juveniles accountable through graduated sanctions. Supports countywide Strategic Goals 2 and 4 Objective: To provide non-secure residential services for young offenders to develop responsible, self-reliant behavior Measure: Percent of juveniles with no new delinquency petitions or adult arrests while participating in the Reporting Center program
Chesterfield Adolescent Reporting Program 82% 80% 78% 76% Initiatives 74% 72% • Education assistance 70% 68% • Independent living skill development 66% • Community service FY08 FY09 FY10 FY11 FY12 FY13 • Employment assistance • Parent training ACTUALS PROJECTIONS
Results Target
Note: In FY2011 program changed to a day and evening reporting program versus a 24 hour facility. Results prior to FY2011 reflect the youth group home program.
208 YOUTH PLANNING AND DEVELOPMENT
DESCRIPTION
The Department of Youth Planning and bringing stakeholders together to develop Development serves the citizens of Chesterfield community resources for addressing youth issues. County by working to develop and improve the As a collaborative partner, Youth Planning and community assets that assist families in raising Development works with other organizations to children who are responsible, law abiding, and self create opportunities for enhancing services for reliant. youths and families.
Youth Planning and Development conducts research, The work of the department is guided by the Youth collects, organizes, analyzes, and disseminates Services Citizen Board, an advisory board information about issues relating to youths in comprised of community youths and adults and Chesterfield County. The department focuses on appointed by the Board of Supervisors.
FINANCIAL ACTIVITY Change FY2010 FY2011 FY2012 FY2012 FY2011 to FY2013 FY2014 FY2015 Actual Adopted Approved Amended FY2012 Projected Projected Projected Personnel $301,808 $289,400 $294,700 $284,400 -1.7% $284,400 $284,400 $284,400 Operating 29,532 26,000 26,600 21,800 -16.2% 21,800 21,800 21,800 Capital 0 0 0 0 0.0% 0 0 0 Total $331,340 $315,400 $321,300 $306,200 -2.9% $306,200 $306,200 $306,200
Revenue 12,304 500 500 500 0.0% 500 500 500 Net Cost $319,036 $314,900 $320,800 $305,700 -2.9% $305,700 $305,700 $305,700
FT Pos. 44440444
HIGHLIGHTS
• Chesterfield County was selected for a fourth time as "One of the 100 Best Communities for Young People." The award was based on an evaluation of the community's efforts to fulfill five essential promises critical to the well-being of young people: caring adults who are actively involved in their lives, safe places in which to learn and grow, a healthy start toward adulthood, an effective education that builds marketable skills, and opportunities to give back to the community. • Youth Planning and Development leverages approximately $200,000 in grant funds for prevention efforts. • Results of programs administered in the community in FY2010; a 63 percent reduction in inhalant abuse, a 75 percent reduction in alcohol sales to underage buyers, safe disposal of more than 500 pounds of prescription and over-the-counter medications. • The department continues to encourage and support an environment of cooperation, collaboration and community involvement to promote positive youth development and to address youth-related issues through a variety of strategies. Examples include school readiness planning, community youth forum, parent pods, and teen ambassadors.
FUTURE OUTLOOK
• There are sustainability concerns for the Substance Abuse Free Environment (SAFE) program due to lack of funding sources.
209 YOUTH PLANNING AND DEVELOPMENT
• Efforts to facilitate citizen access to information and resources will continue. Additional low-cost opportunities to utilize the Web and other technology resources to provide information that meets the needs of community youths and families will be evaluated. • Youth Planning and Development continues to concentrate on being visible in the community, on being aware of the issues important to the community and on being proactive in meeting community needs. By focusing on collaboration and being involved in local, regional and statewide initiatives, the department is positioned to promote positive youth development and to be a resource for our community.
Goal: To encourage and support an environment of cooperation, collaboration and community involvement in promoting positive youth development and addressing youth-related issues. Supports countywide Strategic Goal 3 Objective: To promote Chesterfield County’s partnership in local and regional youth initiatives to increase/improve community resources Measure: Programs/resources developed, implemented, and expanded and/or resources brought to the county
Programs/Resources Developed, Implemented, and Expanded Initiatives 20 • Positive Parenting Coalition Website 15 • Partnership with SAFE Inc. – Café 10 Conversations, Parent Pods, prescription drug initiative, SAFE Website redesign, 5 inhalant abuse prevention • Drug-free communities 5-year funding, 0 STOP Act Grant, Virginia ABC Community FY08 FY09 FY10 FY11 FY12 FY13 Coalitions Grant ACTUALS PROJECTIONS • Reporting center program design • SAFE finance policy Results Target
210 YOUTH PLANNING AND DEVELOPMENT
Goal: To collect and facilitate access to youth and family oriented resources and to improve customer service delivery. Supports countywide Strategic Goal 3 Objective: To communicate information to citizens through a variety of educational media Measure: Number of educational opportunities and events
Number of Participants of Educational Opportunities and Events 6000 5000 Initiatives 4000 3000 • WHY! Community Youth Forum 2000 • Town hall meeting – prescription drugs 1000 • Substance abuse summit • Youth focus groups on bullying and healthy 0 relationships FY08 FY09 FY10 FY11 FY12 FY13 • Café Conversations and Parent Pods ACTUALS PROJECTIONS
Results Target
Note: Target reduced to reflect budget reductions
211 YOUTH GROUP HOME GRANT - USDA
DESCRIPTION
The United States Department of Agriculture Youth Group Home anticipates continuing to receive (USDA) grant provides donations through the school level federal funding in the amount of $8,200 in lunch program. Donations are reimbursements FY2012. based on the number of youth served meals that comply with USDA guidelines.
FINANCIAL ACTIVITY Change FY2010 FY2011 FY2012 FY2012 FY2011 to FY2013 FY2014 FY2015 Actual Adopted Approved Amended FY2012 Projected Projected Projected Personnel $0 $0 $0 $0 0.0% $0 $0 $0 Operating 2,669 8,200 8,200 8,200 0.0% 8,200 8,200 8,200 Capital 0 0 0 0 0.0% 0 0 0 Total $2,669 $8,200 $8,200 $8,200 0.0% $8,200 $8,200 $8,200
Revenue 10,023 8,200 8,200 8,200 0.0% 8,200 8,200 8,200 Net Cost -$7,354 $0 $0 $0 0.0% $0 $0 $0
FT Pos. 00000000
212 COMMUNITY DEVELOPMENT
Citizens Elect
Board of Supervisors
County Administrator
Community Development
Environmental Economic Engineering Development
Building Inspections Utilities
Transportation Planning
213 COMMUNITY DEVELOPMENT
Change FY2010 FY2011 FY2012 FY2012 FY2011 to FY2013 FY2014 FY2015 Actual Adopted Approved Amended FY2012 Projected Projected Projected
GENERAL FUND
Administration $1,132,573 $910,800 $911,400 $836,300 -8.2% $836,300 $836,300 $836,300 Building Inspections 4,988,139 5,035,800 5,105,500 4,978,600 -1.1% 4,978,600 4,978,600 4,978,600 Economic Development 1,842,415 1,987,000 1,995,100 1,972,100 -0.7% 1,972,100 1,972,100 1,972,100 Environmental Engineering 3,743,400 3,766,600 3,837,500 3,771,600 0.1% 3,771,600 3,771,600 3,771,600 Planning 4,250,023 3,982,400 4,053,900 4,004,100 0.5% 4,004,100 4,004,100 4,004,100 Transportation 1,066,590 1,150,500 1,167,500 1,105,900 -3.9% 1,105,900 1,105,900 1,105,900
TOTAL GENERAL FUND $17,023,140 $16,833,100 $17,070,900 $16,668,600 -1.0% $16,668,600 $16,668,600 $16,668,600
SPECIAL REVENUE FUND
Community Development Block Grant* $2,093,473 $0 $0 $0 0.0% $0 $0 $0
TOTAL $2,093,473 $0 $0 $0 0.0% $0 $0 $0 SPECIAL REVENUE FUND
ENTERPRISE FUND
Utilities $114,537,237 $87,396,100 $95,453,900 $85,735,000 -1.9% $91,997,700 $106,888,800 $105,383,000
TOTAL $114,537,237 $87,396,100 $95,453,900 $85,735,000 -1.9% $91,997,700 $106,888,800 $105,383,000 ENTERPRISE FUND *Beginning with the FY2011 Budget, Community Development Block Grant has moved to General Government.
214 COMMUNITY DEVELOPMENT ADMINISTRATION
DESCRIPTION
Community Development Administration provides residents, and county departments to resolve direction, management, and coordination of the developmental and environmental issues. county’s development through the Departments of Community Development Administration Building Inspection, Economic Development, coordinates divisional activities, monitors Environmental Engineering, Planning, comprehensive programs, and manages the Transportation, and Utilities. As a regulatory inspection and approval of various development division, responsibilities range from initial processes from the conceptualization stages consultation with developers, oversight of through project completion. Staff also provides environmental impacts, and approval of all support for community and business interest groups construction projects. seeking assistance from the county to address varied and sometimes disparate concerns. Community Development Administration works with citizen groups, the business community,
FINANCIAL ACTIVITY Change FY2010 FY2011 FY2012 FY2012 FY2011 to FY2013 FY2014 FY2015 Actual Adopted Approved Amended FY2012 Projected Projected Projected
Personnel $877,603 $655,100 $655,700 $551,500 -15.8% $551,500 $551,500 $551,500 Operating 254,970 255,700 255,700 284,800 11.4% 284,800 284,800 284,800 Capital 0 0 0 0 0.0% 0 0 0 Total $1,132,573 $910,800 $911,400 $836,300 -8.2% $836,300 $836,300 $836,300
Revenue 69,938 58,200 58,200 0 -100.0% 0 0 0 Net Cost $1,062,636 $852,600 $853,200 $836,300 -1.9% $836,300 $836,300 $836,300
FT Pos. 7 4 4 4 0 4 4 4
HIGHLIGHTS
• Two Community Development administrative functions, the Office of Revitalization and the Community Development Block Grant (CDBG) office merged with other county departments in FY2011. This reorganization positioned the division to better meet its core mission. • In FY2010, Community Development Administration led and managed a $500,000 CDBG project for the Jefferson Davis Highway corridor. This project enabled the Jefferson Davis Association (JDA) to install: 900 linear feet of sidewalks to enhance pedestrian safety; approximately 100 fabric signs highlighting the historic significance of the area including Historic Route 1; and four permanent welcome signs at strategic entranceways to the corridor. • Creative efforts by divisional staff have resulted in several efficiencies in FY2010 and FY2011 including building inspectors making erosion and sediment control inspections during the course of their regular duties, which has resulted in 15,283 inspections performed and created Environmental Engineering staff time savings. Additionally, with the absorption of all county owned BMP maintenance under the purview of the Environmental Engineering Department, efficiencies have been realized through equipment resources and staff expertise.
215 COMMUNITY DEVELOPMENT ADMINISTRATION
FUTURE OUTLOOK
• The strengthening of environmental regulations at the state and federal levels are increasing the county’s responsibilities in pollution control and remediation. This will impact Community Development divisional funding needs over the next several years. • Significant continuing resources will need to be dedicated to the comprehensive planning process as the Planning Commission and Board of Supervisors identify future areas of study and refinements needed for the plan’s approval. Subsequent to plan approval, resources will be focused on the zoning ordinance rewrite and various plan elements over the next four years. • Staff will explore the development of a model for neighborhoods deemed in need of assistance or “at- risk.” Such a model would enable the county to have the necessary resources in place to assist neighborhoods, maximizing not only county resources but also the resources of neighborhood residents, area non-profits, and civic groups to help broaden citizen involvement and support. • Continued focus will be necessary in the Jefferson Davis Highway corridor and in other areas of the county to continue the successful improvement initiatives.
216 BUILDING INSPECTION
DESCRIPTION
The mission of the Building Inspection Department applications are routed to other Chesterfield County is to “ensure compliance with the governing reviewing departments for approval to proceed. building codes for the safety of our residents and Also, Building Inspection conducts on-site visitors.” The department’s primary function is to inspections for compliance of projects at different enforce provisions of the Virginia Uniform phases of construction; certificates of occupancy Statewide Building Code (VUSBC), which are issued when buildings are ready to occupy. In regulates new building construction as mandated by addition, Building Inspection is responsible for the Commonwealth of Virginia. In accordance with enforcement of the provisions of the Virginia the authority established in the code, the Property Maintenance Code, through both a department accepts permit applications, reviews complaint based and pro-active approach. The those applications for compliance with the VUSBC department also is the administrator of the county’s and issues permits when the proposed work is blight ordinance. compliant. As part of the permit process,
FINANCIAL ACTIVITY Change FY2010 FY2011 FY2012 FY2012 FY2011 to FY2013 FY2014 FY2015 Actual Adopted Approved Amended FY2012 Projected Projected Projected Personnel $4,487,639 $4,322,000 $4,403,400 $4,352,600 0.7% $4,352,600 $4,352,600 $4,352,600 Operating 500,501 648,800 637,100 626,000 -3.5% 626,000 626,000 626,000 Capital 0 65,000 65,000 0 -100.0% 0 0 0 Total $4,988,139 $5,035,800 $5,105,500 $4,978,600 -1.1% $4,978,600 $4,978,600 $4,978,600
Revenue 3,049,940 2,745,200 2,745,200 2,756,600 0.4% 2,823,500 2,892,300 2,962,600 Net Cost $1,938,199 $2,290,600 $2,360,300 $2,222,000 -3.0% $2,155,100 $2,086,300 $2,016,000
FT Pos. 63 61 61 61 0 61 61 61
HIGHLIGHTS
• Amid the slowdown in development activity, Building Inspection has committed to assisting other departments whose workloads have expanded and to making numerous process improvements that will benefit the department moving forward. • All of the department’s field inspectors have become certified to conduct erosion and sediment control inspections and have been performing such inspections to assist the Environmental Engineering Department. Their efforts have helped to ensure that the county stays in compliance with a number of environmental regulations and potentially avoid some costly state fines. • In addition, inspectors have placed a sharper focus on construction projects (mainly residential additions and renovations) performed without permits and are actively working with the associated parties to correct safety violations. These efforts have also generated $115,000 in unrealized permit revenue during the last year. • Furthermore, the department has been working on upgrades to the Community Development division’s Public One-Stop Service (POSSE) system to enable e-commerce applications to be developed and implemented. Staff anticipates that providing customers the ability to conduct web transactions with the county will vastly improve service delivery and response times and help to avoid additional administrative costs as the economy rebounds and transactions increase. • Building Inspection revenues are forecast to increase at a very modest pace in FY2012 as the economic picture begins to improve, particularly on the commercial construction front.
217 BUILDING INSPECTION
• On the expense side, the department’s budget reflects a modest, overall decline (just over one percent), resulting primarily from a reduction in capital expenditures.
FUTURE OUTLOOK
• The department will focus on the next upgrade to the POSSE system to position the expansion of web services to include inspection scheduling over the web. Future enhancements will also feature web-based permit applications and fee payments. • Moving forward, energy efficiency is expected to become a standard component of the inspection process. The department is working to better understand what will be required and it is possible that some additional resources could be needed depending on the role that local governments are ultimately assigned.
Goal: To effectively enforce the Virginia Uniform Statewide Building Code and applicable Chesterfield County ordinances. Supports Countywide Strategic Goal 4 Objective: Perform timely inspections as required by the Virginia Uniform Statewide Building Code Measure: Percentage of inspections completed within 48 hours
Percentage of Inspections Performed within 48 hours 100.2% 100.0% 99.8% Initiatives 99.6% 99.4% • Improve scheduling capabilities via the 99.2% department’s POSSE system 99.0% • Adjust staffing resources to meet 98.8% changing inspection demands FY08 FY09 FY10 FY11 FY12 FY13 ACTUALS PROJECTIONS
Results Target
218 ECONOMIC DEVELOPMENT
DESCRIPTION
The Department of Economic Development is industries already located in the county and works to responsible for the recruitment of new and improve the local business climate by working with expanding businesses to Chesterfield County. This the Board of Supervisors, regulatory agencies, and department also strives to create and maintain a other service departments. Economic Development stable and diverse business structure so that is also responsible for administering the county's adequate county services can be provided without a local Enterprise Zone Program in conjunction with disproportionate tax burden on residents. the Virginia Department of Housing and Community Additionally, the department assists businesses and Development.
FINANCIAL ACTIVITY Change FY2010 FY2011 FY2012 FY2012 FY2011 to FY2013 FY2014 FY2015 Actual Adopted Approved Amended FY2012 Projected Projected Projected Personnel $1,070,868 $1,180,300 $1,188,400 $1,209,200 2.4% $1,209,200 $1,209,200 $1,209,200 Operating 771,547 806,700 806,700 762,900 -5.4% 762,900 762,900 762,900 Capital 0 0 0 0 0.0% 0 0 0 Total $1,842,415 $1,987,000 $1,995,100 $1,972,100 -0.7% $1,972,100 $1,972,100 $1,972,100
Revenue 0 64,000 64,000 64,000 0.0% 64,000 64,000 64,000 Net Cost $1,842,415 $1,923,000 $1,931,100 $1,908,100 -0.8% $1,908,100 $1,908,100 $1,908,100
FT Pos. 11 11 11 11 0 11 11 11
HIGHLIGHTS
• On the new business side, the department has seen a notable increase in prospect activity, especially from international firms. Companies announced $121.7 million in new capital investment in Chesterfield during calendar year 2010 – more than double the total posted in 2009. • The department also continues to place great emphasis on existing businesses in the county. The Business Expansion Incentive Fund was established to provide support to expanding companies already doing business in Chesterfield. There are six active expansion projects underway that have been approved for funding through the Business Expansion Incentive Fund. When those projects are complete, they are projected to account for approximately $44.5 million in new investment and the creation/retention of 223 jobs. • In an effort to support entrepreneurship in the county, Economic Development partnered with the Chesterfield County Library System to launch a new small business initiative “My Business Starts Here.” The first “Small Business Resource Center” opened in September of 2010 inside the Meadowdale Library and is equipped with tools and resources for small businesses. The plan calls for additional resource centers to be set up in most of the county’s libraries and other access points, with the next one scheduled for the BizWorks Enterprise Center, the county’s small business incubator located in the Jefferson Davis Corridor. • In addition to cultivating new and existing business, the department has also taken on the responsibility of coordinating various revitalization initiatives in the county. To that end, the department has made significant progress in recent years with streetscape improvements along the Jefferson Davis corridor, Chesterfield Avenue in Ettrick and Midlothian Turnpike near Chesterfield Towne Center. • Progress on each of the department’s diverse fronts should continue in FY2012 as resource levels remain generally unchanged. The department’s total budget is down less than one percent via a reduction in operating expenses realized through lower technology costs, though the funding decrease is not expected to have an impact on program and service offerings.
219 ECONOMIC DEVELOPMENT
FUTURE OUTLOOK
• Meadowville Technology Park is one of the cornerstones to future economic growth in the county, though efforts to develop the park in recent years have been hampered by a lack of access to the site. However, in November of 2010, a groundbreaking ceremony for an interchange at Interstate 295 and Meadowville Road was held, which, once complete, is expected to spur development activity in the park. Accordingly, staff will be increasingly focused on Meadowville during FY2012 and beyond. • Incentives for prospective companies are playing a greater role in the competitive nature of economic development. That said one of the county’s most important incentive tools, Enterprise Zones, are scheduled to expire beginning in December of 2013. As a result, staff is exploring other options such as the possibility of creating Technology Zones to support the development of Meadowville Technology Park and other key gateways to the county. • The department’s role in revitalization is expected to expand over the next several years as more focus is placed on revamping older areas of the county. Revitalization is a fairly new function in the department and staff has tried to absorb those duties with existing resources wherever possible. However, moving forward, more resources could be needed depending on the direction and breadth of the revitalization efforts.
Goal: To expand the commercial and industrial tax base by successfully locating desired business and industry through varied marketing activities. Supports countywide Strategic Goals 1 and 6 Objective: Locate new industries to Chesterfield County Measure: Value of new business investment in Chesterfield County each year as tracked by the Chesterfield County Economic Development Department
New Business Investment Initiatives $160 $140 • Increase the number of existing firms $120 visited in order to identify expansion $100 $80 opportunities $60 • Attend trade shows, events and $40 marketing missions focused on target $20 industries $- • Continue to implement infrastructure CY08 CY09 CY10 CY11 CY12 CY13 projects in keeping with the ACTUALS PROJECTIONS Meadowville Technology Park Master Plan Results Target
220 ENVIRONMENTAL ENGINEERING
DESCRIPTION
The Department of Environmental Engineering is street signs, performing erosion and sediment comprised of seven divisions: Administration, control inspections and enforcement for all Drainage Maintenance Operations, Street Signs, construction projects in the county, maintaining Best Management Practices (BMP) Maintenance, drainage facilities, and reviewing residential and Plans Review, Water Quality Programs, and commercial development plans for erosion and Construction Inspections. Functions of these sediment control, road construction, and compliance divisions include implementing a comprehensive with other county ordinances and regulations. water quality program, fabricating and installing
FINANCIAL ACTIVITY Change FY2010 FY2011 FY2012 FY2012 FY2011 to FY2013 FY2014 FY2015 Actual Adopted Approved Amended FY2012 Projected Projected Projected Personnel $3,269,235 $3,238,100 $3,309,000 $3,253,500 0.5% $3,253,500 $3,253,500 $3,253,500 Operating 441,569 488,500 488,500 478,100 -2.1% 478,100 478,100 478,100 Capital 32,596 40,000 40,000 40,000 0.0% 40,000 40,000 40,000 Total $3,743,400 $3,766,600 $3,837,500 $3,771,600 0.1% $3,771,600 $3,771,600 $3,771,600
Revenue 320,458 298,500 299,000 315,900 5.8% 315,900 315,900 315,900 Net Cost $3,422,942 $3,468,100 $3,538,500 $3,455,700 -0.4% $3,455,700 $3,455,700 $3,455,700
FT Pos. 53 52 52 52 0 52 52 52
HIGHLIGHTS
• Operations in the BMP Maintenance section have become more efficient with the purchase of mission specific equipment during FY2010-11, utilizing funds collected for such during the development process. • With only minor changes, the Board of Supervisors approved the staff recommended revisions to the county’s streetlight policy which will increase efficiencies and reduce future service costs by an estimated $4 million over the next ten years. • New procedures have decreased overtime expenses by more than half. An on-call overtime modification has provided a professional development opportunity for lower graded staff who now have the responsibility of making decisions and overseeing projects which were previously handled by their supervisors at higher rates. Furthermore, state of the art capital equipment purchases over the past few years and the streamlining of administrative and time-keeping procedures have enabled the department to work more effectively, reducing the need for extra man hours. • The department has taken steps to accelerate the county wide replacement of street signs not meeting the new United States Department of Transportation standards for paddle and lettering sizes. • In FY2011 the department received a $4,000 water quality grant from the commonwealth for the citizen’s water quality monitoring program. • For FY2012, staff is estimating only $20,000 in BMP and $1,900 in street sign revenue due to the continued slowdown in residential development. However, a slight upturn in commercial development has led to a projected combined $18,000 increase in erosion control and program administration revenue. • The FY2012-2016 Capital Improvement Program includes $400,000 annually for drainage and stream restoration projects and $19,000 in FY2012 for a BMP Technology Improvement Project. • A $25,000 request for drainage maintenance materials and supplies was not included in this budget.
221 ENVIRONMENTAL ENGINEERING
FUTURE OUTLOOK
• The county is awaiting reissuance of its Individual Municipal Separate Storm Sewer System (MS4) Permit for water quality regulations from the commonwealth. Since the last permit issuance, requirements have continued to evolve which could cause problems for the county. To address these issues, the department has requested $87,600 for the personnel and operating expenses for an environmental investigator, who would inspect and investigate illegal discharging, and $250,000 to fund a project determining the scope of services and costs related to identifying and mapping storm water management systems and facilities for compliance. These requests are not included in the budget; however county staff is working on finding other possible solutions to this challenge. • Due to evolving and more restrictive storm water regulations and their projected high implementation costs, it is possible that the county may need to consider establishing a storm water utility in the near future.
Goal: Pro-Active Performance of Drainage Maintenance Operations. Supports countywide Strategic Goals 2 and 3 Objective: Act on drainage maintenance problems before receiving a request for service from customers Measure: Ratio of field staff initiated drainage projects to customer requested drainage projects better than 1:1
Ratio of Staff to Customer Initiated Drainage Projects 3.00 Initiatives 2.50
2.00 • Within daily time constraints, 1.50 personnel in the field are empowered 1.00 to respond at the scene to situations 0.50 observed 0.00 FY08 FY09 FY10 FY11 FY12 FY13
ACTUALS PROJECTIONS
Results Target
222 ENVIRONMENTAL ENGINEERING
Goal: Meet customer demand for rapid turnaround in subdivision plan review. Supports countywide Strategic Goals 2 and 7 Objective: Meet state mandated time limit to complete an initial subdivision plan review Measure: Average days to complete initial reviews
Average Days to Complete Initial Subdivision Plan Review 100.0 Initiatives
80.0 • Current economic climate has 60.0 reduced plan submission volume 40.0 overall leading to a reduction in the average number of days needed to 20.0 review a given plan as there are 0.0 fewer revised plans with priority FY08 FY09 FY10 FY11 FY12 FY13 over new submissions. ACTUALS PROJECTIONS
Results Target
223 PLANNING
DESCRIPTION
The Planning Department is responsible for guiding making recommendations to the Board of and regulating Chesterfield County’s long and short- Supervisors, Planning Commission, and Board of term development. Important initiatives include Zoning Appeals on zoning type requests; reviewing overseeing the county’s comprehensive planning site plans, subdivisions, building permits, and process, and efficiently and effectively guiding certificates of occupancy; conducting a zoning and construction for the benefit of present and future property maintenance program; and, providing generations. general planning assistance to the public.
The foundation of the Planning Department’s efforts The collection and management of planning related is The Plan for Chesterfield, the county’s information is also a key function of the Planning comprehensive plan. The Plan for Chesterfield Department. The department is responsible for the serves as a guide for growth, and contains analysis of major demographic, economic, and land recommendations for the county’s future use trends in Chesterfield, producing semi-annual development. Planning staff works with citizens reports on demographic, residential, and non- through a proactive, positive, and inclusive process residential growth. The department maintains critical for every plan amendment. information on pending and approved development cases, and is responsible for entering and Planning staff implements the Plan for maintaining important land use and zoning Chesterfield’s recommendations and the information in the county’s Geographic Information development requirements outlined in state law in System (GIS) system. numerous ways. These include reviewing and
FINANCIAL ACTIVITY Change FY2010 FY2011 FY2012 FY2012 FY2011 to FY2013 FY2014 FY2015 Actual Adopted Approved Amended FY2012 Projected Projected Projected Personnel $3,992,735 $3,716,400 $3,789,200 $3,784,900 1.8% $3,784,900 $3,784,900 $3,784,900 Operating 257,288 266,000 264,700 219,200 -17.6% 219,200 219,200 219,200 Capital 0 0 0 0 0.0% 0 0 0 Total $4,250,023 $3,982,400 $4,053,900 $4,004,100 0.5% $4,004,100 $4,004,100 $4,004,100
Revenue 734,140 569,500 569,500 582,700 2.3% 582,700 582,700 582,700 Net Cost $3,515,883 $3,412,900 $3,484,400 $3,421,400 0.2% $3,421,400 $3,421,400 $3,421,400
FT Pos. 52 49 49 49 0 49 49 49
HIGHLIGHTS
• The Planning Department is continuing its work on the revision of the county’s comprehensive plan. Once adopted, the plan will provide a more unified vision for the county’s future and incorporate all appropriate growth management tools into a county wide comprehensive planning process. A draft plan was distributed in January of 2011. • The department is also undertaking a revision of the county’s zoning ordinance to promote implementation of the major development related recommendations embedded in the new comprehensive plan. Staff anticipates a draft ordinance will be completed in FY2012 and be under review by the Planning Commission and the Board of Supervisors soon after.
224 PLANNING
• The department continues to make significant progress on the weed enforcement efforts and the newly established Volunteer Sign Removal Program. The sign removal program was the recipient of a 2010 National Association of Counties (NACo) award. • The Planning Department along with other county departments is nearing completion of the first phase of the Community Development Information System (CDIS) for zoning review tracking. Funding for the final phase of CDIS is included in the Capital Improvement Program. • The FY2012 financial plan includes a revised planning fee schedule for commercial projects which is designed to bring the county’s fees more in line with its peers in the region and ultimately enhance Chesterfield’s attractiveness to future economic development prospects. The revised fee schedule is not expected to have a revenue impact; however, as the projected revenue loss will be offset by the end of the planning fee holiday. • Planning’s FY2012 budget is generally unchanged, though its operating expenses are considerably lower due to a reduction in department vehicles and a countywide consolidation of technology costs, which is not expected to have any impact on the department’s ability to deliver services.
FUTURE OUTLOOK
• The Planning Department anticipates adoption of the new comprehensive plan and a revised zoning ordinance in FY2012 which will focus staff time on implementation of goals, policies, and recommendations in FY2013 and after. • Automation continues to be critical component of the department’s mission. Accordingly, staff is taking a multi-faceted approach to addressing information technology needs. Staff will strive to integrate the Planning Information Management System (PIMS) into CDIS, transition paper based files to document imaging via Laserfiche, and take full advantage of GIS to effectively track comprehensive plan implementation and development reviews.
Goal: To lead and guide the development of Chesterfield County to achieve a high quality sustainable community for present and future citizens. Supports countywide Strategic Goals 1, 2, 3, and 7 Objective: To help ensure community stability and quality through effective code compliance, while providing excellent customer service Measure: Percentage of zoning complaints resolved within 23 days of receipt
Percentage of Zoning Complaints Resolved within 23 Days of Receipt 25.0% Initiatives 24.0% 23.0% • Respond to complaints within five days 22.0% • Issue a notice establishing a ten day 21.0% window to comply with County Code 20.0% • Inspect the property two days after 19.0% compliance date 18.0% • Issue a summons if compliance not FY08 FY09 FY10 FY11 FY12 FY13 resolved ACTUALS PROJECTIONS
Results Target
225 TRANSPORTATION
DESCRIPTION
A goal of the Transportation Department is to plan, development community. Staff also manages, coordinate and implement a multi-modal coordinates, and/or oversees road construction transportation system for Chesterfield County that projects to assist in providing an adequate allows mobility of people and goods, consistent with transportation network. The Transportation the values of the community. The Transportation Department currently consists of nine full-time Department provides service primarily in the form of employees (seven engineers including the director, assistance, information, and recommendations on one administrative secretary, and one senior office technical and policy issues to the Board of assistant); and one permanent part-time engineer. Supervisors, county administration, citizens, and the
FINANCIAL ACTIVITY Change FY2010 FY2011 FY2012 FY2012 FY2011 to FY2013 FY2014 FY2015 Actual Adopted Approved Amended FY2012 Projected Projected Projected Personnel $982,606 $1,068,500 $1,085,500 $1,030,600 -3.5% $1,030,600 $1,030,600 $1,030,600 Operating 83,984 82,000 82,000 75,300 -8.2% 75,300 75,300 75,300 Capital 0 0 0 0 0.0% 0 0 0 Total $1,066,590 $1,150,500 $1,167,500 $1,105,900 -3.9% $1,105,900 $1,105,900 $1,105,900
Revenue 0 0 0 0 0.0% 0 0 0 Net Cost $1,066,590 $1,150,500 $1,167,500 $1,105,900 -3.9% $1,105,900 $1,105,900 $1,105,900
FT Pos. 9 9 9 9 0 9 9 9
HIGHLIGHTS
• With the reduction in state and federal resources for highway funding, the department strives to maximize transportation funding opportunities for the county by aggressively competing for all funding sources. Inadequate road construction funding requires the department to prudently evaluate road capacities and accident information in order to apply those limited resources towards the most deficient sections of the county’s road system. • Regarding road construction, the department primarily manages county funded projects, such as the county's road bond projects and many transportation cash proffer projects. With these projects, the department primarily focuses on isolated safety and capacity improvements. An important component of a county project is always providing exceptional customer service by conducting citizen informational meetings, responding to citizen surveys, meeting individually with property owners, and making all information readily available. • In addition to providing recommendations on all development proposals, the department will be directly involved in the rewrite of the subdivision ordinance and the update of the Comprehensive Plan. The department exceeded the targeted level for both the site plan and tentative subdivision plan review by achieving a 95 percent effectiveness rating. This reflects the department's establishing these processes as high priorities, resulting in meeting customers' expected timeframes for these reviews.
FUTURE OUTLOOK
• VDOT has implemented numerous new regulations. As the new regulations and standards are implemented, this will dramatically impact how new development proposals are evaluated by county staff. Staff will need to be able to interpret and introduce these changes to the development community and to the
226 TRANSPORTATION
county's decision makers. It is anticipated that as the economy improves, development proposals and construction projects within the county will significantly increase. The department would be tasked with managing additional projects and additional staff and resources may be needed to handle the workload. • The department’s focus is always on customer service and the need to ensure the most effective and efficient way to deliver services and products. The department will continue to make technological and other process improvements and evaluate and modify organizational structure and workload in order to meet customer expectations.
Goal: Develop and maintain a safe and efficient transportation network. Supports countywide Strategic Goals 1, 2, 3, 4 and 6 Objective: Provide appropriate recommendations on all site plans Measure: Percentage of recommendations provided within 21 days of plan submittal
Percentage of recommendations provided within 21 days of plan submittal 100% 99% 98% Initiatives 97% 96% • Review of county versus VDOT roles 95% 94% • Chesterfield Development Information 93% System (CDIS) FY08 FY09 FY10 FY11 FY12 FY13 • Ongoing technology improvements
ACTUALS PROJECTIONS
Results Target
Goal: Develop and maintain a safe and efficient transportation network. Supports countywide Strategic Goals 1, 2, 3, 4 and 6 Objective: Provide appropriate recommendations on all tentative subdivision plans Measure: Percentage of recommendations provided within 21 days of plan submittal
Percentage of recommendations provided within 21 days of plan submittal 100% 99% Initiatives 98% 97% • Reallocation and assignment of 96% additional staff and increased 95% supervision to assist with process 94% • Chesterfield Development 93% Information System (CDIS) FY08 FY09 FY10 FY11 FY12 FY13 • Review of county versus VDOT roles ACTUALS PROJECTIONS
Results Target
227 UTILITIES
DESCRIPTION
The Department of Utilities is a public utility that and maintenance, administration, and replacement of provides water and wastewater services. The facilities. Connection fees support the expansion of department provides high quality services to the system’s infrastructure. User charges and fees residential, commercial, and industrial customers support debt service. Services provided are located within the county. The user charges, which consistent with all federal, state, and county are among the lowest in the area, support operation regulations.
FINANCIAL ACTIVITY TOTAL DEPARTMENT Change FY2010 FY2011 FY2012 FY2012 FY2011 to FY2013 FY2014 FY2015 Actual Adopted Approved Amended FY2012 Projected Projected Projected
Personnel $18,239,167 $19,591,800 $20,048,200 $19,854,500 1.3% $21,196,400 $22,260,200 $23,371,300 Operating 46,589,467 45,091,300 43,228,700 43,134,500 -4.3% 43,576,300 45,759,600 48,043,200 Capital 266,705 809,000 527,000 527,000 -34.9% 520,000 546,000 573,500 CIP - Water 9,409,729 14,823,000 15,450,000 6,550,000 -55.8% 15,435,000 27,053,000 22,125,000 CIP - Wastewater 40,032,170 5,948,000 16,200,000 11,300,000 90.0% 11,270,000 11,270,000 11,270,000 Total $114,537,237 $86,263,100 $95,453,900 $81,366,000 -5.7% $91,997,700 $106,888,800 $105,383,000
Revenue 77,821,655 87,396,100 95,252,100 85,735,000 -1.9% 90,843,800 96,259,000 101,999,400
To/(From) Reserves/ Bond Proceeds ($36,715,582) $1,133,000 ($201,800) $4,369,000 285.6% ($1,153,900) ($10,629,800) ($3,383,600)
FT Pos. 302 283 283 286 3 286 286 286 Note: Three positions transferred to Utilities from Unassigned during FY2011.
WATER Change FY2010 FY2011 FY2012 FY2012 FY2011 to FY2013 FY2014 FY2015 Actual Adopted Approved Amended FY2012 Projected Projected Projected
Personnel $9,733,124 $10,792,000 $11,108,600 $10,929,100 1.3% $11,897,100 $12,495,500 $13,118,100 Operating 26,294,336 25,014,700 25,051,700 25,051,100 0.1% 24,991,300 26,243,700 27,553,600 Capital 50,496 412,200 363,000 363,000 -11.9% 350,000 367,500 386,100 CIP - Water 9,409,729 14,823,000 15,450,000 6,550,000 -55.8% 15,435,000 27,053,000 22,125,000 Total $45,487,686 $51,041,900 $51,973,300 $42,893,200 -16.0% $52,673,400 $66,159,700 $63,182,800
Revenue 40,696,406 44,836,400 49,159,400 44,007,600 -1.8% 46,612,800 49,374,200 52,301,500
To/(From) Reserves/ Bond Proceeds ($4,791,280) ($6,205,500) ($2,813,900) $1,114,400 NA ($6,060,600) ($16,785,500) ($10,881,300)
228 UTILITIES
WASTEWATER Change FY2010 FY2011 FY2012 FY2012 FY2011 to FY2013 FY2014 FY2015 Actual Adopted Approved Amended FY2012 Projected Projected Projected
Personnel $8,506,043 $8,799,800 $8,939,600 $8,925,400 1.4% $9,299,300 $9,764,700 $10,253,200 Operating 20,295,130 20,076,600 18,177,000 18,083,400 -9.9% 18,585,000 19,515,900 20,489,600 Capital 216,209 396,800 164,000 164,000 -58.7% 170,000 178,500 187,400 CIP - Wastewater 40,032,170 5,948,000 16,200,000 11,300,000 90.0% 11,270,000 11,270,000 11,270,000 Total $69,049,552 $35,221,200 $43,480,600 $38,472,800 9.2% $39,324,300 $40,729,100 $42,200,200
Revenue 37,125,249 42,559,700 46,092,700 41,727,400 -2.0% 44,231,000 46,884,800 49,697,900
To/(From) Reserves/ Bond Proceeds ($31,924,303) $7,338,500 $2,612,100 $3,254,600 -55.7% $4,906,700 $6,155,700 $7,497,700
HIGHLIGHTS
• The department’s goals in preparing the budget are focused on two main criteria. One is to be fiscally responsible by maintaining financial ratios that compare favorably with rating agencies’ median ratios for triple-AAA rated utilities. The ratios are excellent measures to assist the department in preserving its triple-AAA rating. The second criterion is keeping expenses as low as possible to limit any needed rate adjustments. This helps to ensure Chesterfield Utilities’ rates are still the lowest when benchmarked with other similar sized localities in the area and that rates continue to provide value to customers. • A new Customer Information System (CIS) is planned to be implemented in the spring of 2011. The new CIS will provide convenient customer service options such as telephone customer self service, internet access to review and update account information, electronic billing, and online payment. The technology will improve productivity and efficiency through new reliable state-of-the-art software for desktop productivity, available reports, and easy-to-use navigational tools. • The department continues with wastewater treatment plant upgrades to meet the Department of Environmental Quality’s (DEQ) requirements for nutrient (nitrogen and phosphorus) reductions at an estimated total cost of $132 million. The anticipated substantial completion date for projects at the Falling Creek and Proctor’s Creek plants are May 2011 and December 2012 respectively. • Phase II of the Southwest Corridor project, which extends 4.5 miles of 36-inch diameter waterline and 2 miles of 30-inch diameter waterline from the Appomattox River Water Authority (ARWA) to the intersection of Hull Street and Otterdale Roads, will be completed in FY2011 approximately $3.5 million under budget. This project will increase reliability by adding a third major feed into the distribution system from ARWA. • In FY2010, Utilities realized savings of approximately $600,000 in wastewater treatment chemical costs by using a less expensive alkalinity/ph chemical (which still meets requirements) in the treatment process. • In April 2010, staff successfully released 10,500 triploid sterile grass carp into the Swift Creek Reservoir to address the invasive hydrilla aquatic plant which had rapidly spread to almost half of the reservoir. The carp feeds on the hydrilla which reduces infestation and is considered to be the best long-term approach to controlling it. Short term results have been encouraging. • In April 2010, the department contracted with a private company to place ten existing water and wastewater pump stations on generators during the summers, allowing for a reduction in electrical assumption on the power grid during peak usage. While there was only one 5.5 hour event in the summer of 2010 which required the use of the generators, the revenue is anticipated to be over $84,000.
229 UTILITIES
• In November 2010, the wastewater collection division was accepted as an Environmental Enterprise, or E2, participant in the DEQ’s Virginia Environmental Excellence Program. This complements the DEQ Exemplary Environmental Enterprise, or E3 levels, achieved by both wastewater treatment plants. • The department must meet state health department regulations regarding water storage. Staff plans to build one new tank at Cosby Road and two replacement tanks at Elkhardt and Robious Roads by the end of FY2012. • Fitch Ratings reaffirmed Utilities AAA bond rating in March 2011, as the department continues to maintain its triple-AAA bond rating from the top three rating agencies, • FY2012 of the Utilities’ Capital Improvement Program (CIP) includes funding for City of Richmond water projects, water and wastewater rate stabilization, upgrades to wastewater pump stations, and nutrient removal projects at the South Central Wastewater Treatment Plant. Funding levels are $6.55 million for water projects and $11.3 million for wastewater projects. • FY2012 fee increases include: a water commodity charge of $.08 per one hundred cubic feet, a water and wastewater bi-monthly base charge of $2.72 for a residential 5/8” meter, and water and wastewater connection fees of $395.00 and $275.00 respectively for a residential 5/8” meter. The typical residential combined bi-monthly bill will increase to $94.76 or by 4.6 percent over the FY2011 bill.
FUTURE OUTLOOK
• The department will continue to address the county’s long-term water supply by evaluating additional potential water resource projects with the ARWA. Funding of $3.5 million is included in the CIP for those needs. • In the department’s efforts to continue to meet state health department regulations regarding water storage, the department will invest in one new tank at Nash Road and replace an existing tank in Matoaca with a higher volume tank for $5.5 million and $5.17 million respectively. • Other FY2013-2016 water CIP projects total $80.3 million and include a pump station and waterlines in the Huguenot Road area, Matoaca pump station expansion and replacement, waterline improvements in the Hicks/Cardiff Roads area, and various other projects. The Wastewater Division FY2013-2016 CIP totals $45 million and includes monies for rate stabilization. • Staff plans to develop user rate strategies to curb irrigation flow demands in the future. Staff is evaluating tiered rates and a surcharge rate as solutions for demand management and anticipates implementing a new rate structure in FY2013. • The department will continue to closely monitor the Environmental Protection Agency (EPA) review of the DEQ’s plans for pollution reductions to restore the Chesapeake Bay. If the EPA imposes stricter requirements than previously approved by the DEQ, additional upgrades will be needed at the wastewater treatment plants to meet further nutrient reductions. The costs to make the upgrades would be substantial with rate adjustments and external financing for funding likely. • With a decrease in the Equivalent Residential Unit (ERU) growth rate from a slow economy, the Utilities department is receiving less revenue from new connection fees. These connection fees are a vital revenue stream for funding Utilities’ expansion services and infrastructure. The projection of ERU growth in the next few years makes budgeting and planning challenging.
230 UTILITIES
Goal: Ensure the financial integrity of the department and efficiently allocate resources. Supports countywide Strategic Goal 1 Objective: Promote financial integrity Measure: Benchmark average customer bi-monthly bill
Comparison of 18 CCF Bills (CCF = 100 cubic feet) $180 $150 $120 Initiatives
$90 • Cost of Services $60 $30 $0 FY08 FY09 FY10 FY11 FY12*
Chesterfield Henrico Hanover Richmond
*Proposed bi-monthly bill for the City of Richmond
Goal: To meet or exceed customer expectations. Supports countywide Strategic Goal 2 Objective: Assure all customers’ needs are served in an expeditious, courteous, effective, and prompt manner Measure: Customer quality of service rating
Customer Service Index
5.00 4.95
4.90 Initiatives
4.85 • Follow up calls to customers to monitor 4.80 customer service 4.75 • Customer survey cards FY08 FY09 FY10 FY11 FY12 FY13
ACTUALS PROJECTIONS
Results Target
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232 SCHOOLS
SCHOOL GOVERNMENTAL FUNDS
FY2010 FY2011 FY2012 FY2012 FY2013 FY2014 FY2015 Revenues: Actual Adopted Approved Amended Projected Projected Projected
Local Sources $6,380,866 $7,685,800 $7,685,800 $7,086,400 $7,086,400 $7,086,400 $7,086,400 State 220,526,863 209,441,000 210,141,600 213,507,800 213,507,800 214,575,300 217,793,900 Federal 32,335,355 4,043,000 4,009,400 10,552,000 430,000 430,000 430,000 Food Services 35,227,314 20,228,000 20,228,000 20,352,200 20,352,200 20,352,200 20,352,200 Grants 30,334,378 31,475,800 23,539,200 24,370,000 24,370,000 24,370,000 24,370,000 Subtotal Revenues $324,804,776 $272,873,600 $265,604,000 $275,868,400 $265,746,400 $266,813,900 $270,032,500
Transfer from School CIP $0 $1,300,000 $0 $0 $0 $0 $0 Loan Proceeds/Use of Reserves 0 1,772,800 477,000 0 0 0 0 Trf. From Food Services 960,042 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 Trf. from General Fund: State Sales Tax 46,045,027 46,400,000 47,328,000 49,998,100 49,998,100 50,998,100 52,018,100 Local Taxes 240,089,410 233,181,900 227,000,000 227,392,200 227,392,200 233,575,600 237,466,600 Prior Year Revenue 0 12,000,000 12,000,000 11,607,800 12,000,000 12,000,000 12,000,000 Subtotal Trf. from General Fund $286,134,437 $291,581,900 $286,328,000 $288,998,100 $289,390,300 $296,573,700 $301,484,700 Use of Assigned Reserves 0 0 0 0 0 0 0 Assigned Fund Balance 54,001,775 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 Total Revenues $665,901,030 $569,528,300 $554,409,000 $566,866,500 $557,136,700 $565,387,600 $573,517,200
Expenditures: Instruction $381,411,263 $347,432,700 $340,044,200 $353,850,200 $347,476,500 $354,446,400 $362,181,000 Admin/Attend. & Health 16,699,515 17,518,100 17,553,600 18,518,900 16,566,300 16,862,600 17,333,500 Transportation 27,068,563 28,128,300 28,233,600 27,769,100 26,036,100 26,501,900 27,241,900 Operations & Maintenance 52,049,871 57,962,900 57,914,100 55,169,900 55,169,900 55,169,900 55,169,900 Technology 10,796,672 9,665,300 9,678,500 9,799,400 10,464,200 10,651,400 10,948,800 Debt Service 46,462,183 47,694,500 47,758,700 47,760,000 47,206,000 47,501,300 46,351,600 Grants 30,334,378 31,475,800 23,539,200 24,370,000 24,370,000 24,370,000 24,370,000 Food Services 35,227,314 20,228,000 20,228,000 20,352,200 20,352,200 20,352,200 20,352,200 Grounds Maintenance 2,161,000 1,938,700 1,975,100 1,792,800 2,011,500 2,047,900 2,084,300 Assigned Fund Balance 55,913,788 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 Reserve for Capital Projects 7,776,483 6,484,000 6,484,000 6,484,000 6,484,000 6,484,000 6,484,000 Total Expenditures $665,901,030 $569,528,300 $554,409,000 $566,866,500 $557,136,700 $565,387,600 $573,517,200
Enrollment 58,926 59,109 59,524 58,578 59,589 59,947 60,307 Average Daily Membership 58,667 58,883 59,297 58,330 59,361 59,718 60,075 Full Time Equivalents 8,137.5 7,858.0 7,836.0 7,775.0 7,829.0 7,829.0 7,829.0 Appomattox Governor's School 3,686,600 3,632,000 3,632,000 3,435,300 3,632,000 3,632,000 3,632,000
233 SCHOOLS
DESCRIPTION
The Board of Supervisors appropriates funds each needs of the school division. Accordingly, the school year for the operation of the school system. It is the budget is transmitted to the county administrator and responsibility of the superintendent and School Board of Supervisors each year. Board to develop an annual budget reflecting the
Funding Sources for Total School Budget in Millions
$266.5 $255.8 $263.4 $240.1 $245.2 $239.0
$159.3
$68.5 $64.4
FY2010 Actual FY2011 Adopted FY2012 Amended
General Fund State All Other
Note: The state revenues in the chart above include state food service funding and state grant funds and do not include the Appomattox Regional Governor’s School funding.
On April 26, 2011, the School Board adopted the reductions were made in overtime wages and FY2012 Financial Plan totaling $566,866,500. The maintenance supplies. Savings were also realized via total school budget includes the operating fund, further consolidations in central office staffing. grants, and food services funds. The FY2012 total school budget represents a decrease of $2,661,800 On the revenue side, the FY2012 budget includes a below the FY2011 adopted level. The school general fund transfer of $288,998,100 (including financial plan is balanced within projected revenues state sales tax), which represents a decrease of and reflects a decrease of 83.0 positions compared to $2,583,800, or 0.9 percent, from the FY2011 the FY2011 adopted levels adopted level. The decrease is the product of a 2.5 percent decline in local taxes, a 3.3 percent drop in Schools Operating Fund results of operations from prior school budgets, and For the first time in three years, there are no budget a $3.6 million, or 7.7 percent increase in state sales reductions directly affecting classroom instruction or tax for education. One the other hand, basic state aid administrative operations within individual schools. for school operations (which is separate from state In addition, no school programs will be reduced or sales tax) is projected to increase nearly 2.0 percent eliminated and there is a one-time, two percent to $213.5 million as the commonwealth’s revenue payment for all eligible employees. In summary, the outlook has brightened considerably. Similarly, FY2012 operating budget totals $522.1 million, an federal support for schools has expanded via $9.9 increase of $4.3 million, or 0.8 percent, from last million in Jobs Bill funding that is included in this year’s financial plan. To balance the school budget, financial plan.
234 SCHOOLS
Grants Fund The School Board’s CIP for FY2012 totals The additional funding in FY2010 and FY2011 from $20,704,300. Projects included are: $5.75 million to federal stimulus funds allowed for more support for provide major maintenance improvements at various Title I schools in the form of additional teachers, facilities countywide; $1.0 million to provide instructional assistants, materials, equipment and heating and cooling system upgrades at various tutoring support. Federal stimulus funds also facilities countywide; $3.0 million for replacement permitted the hiring of additional special education technology; $500,000 for energy and security teachers, aides, liaisons, coordinators and other improvements; and $1.9 million for technology support positions. In FY2012 and beyond, projects. Also included is $4.5 million for a Chesterfield will no longer receive the federal renovation project at Watkins Elementary School. sStimulus funds for Title I and IDEA as reflected by There is also an additional $9.0 million for other the $7.1 million reduction in the grants fund. This major maintenance projects that has been reduction will include approximately 55 positions as appropriated, but not yet transferred to the school well as the loss of funds for materials, supplies and CIP. Those funds are reflected in the general equipment, tutoring services, and staff development. government CIP balance, but are ultimately expected to be transferred to the School Board once there is Capital Improvement Program general consensus regarding the future use of the old The School Board adopted a Capital Improvement Clover Hill High School facility. Program (CIP) totaling $134,624,300 for FY2012- FY2016. Funding available for the program includes The FY2012-FY2016 Capital Improvement Program $95,151,400 of debt financing, $5,201,400 of cash document contains more detailed information and is proffer funds, $1,851,500 in state technology available on the internet by accessing the School funding, and $32,420,000 from the county transfer Board’s website. for school capital projects.
235 SCHOOLS
FY2012 Amended School Budget Revenues $566.8 (in millions)
State (including sales tax), $263.4
Other, $2.0
Local Sources, $7.1
Federal , $10.5
Food Services, $20.4
Grants, $24.4 General Fund Transfer, $239.0
FY2012 Amended School Budget Expenditures $566.8 (in millions)
Instruction, $353.9
Grounds Maintenance, $1.7
Reserves, $7.5
Food Service, $20.3 Grants, $24.3
Debt Service, $47.8 Admin/Attend. & Health, $18.5 Technology, $9.8 Operations & Transportation, Maint., $55.2 $27.8
236 SCHOOLS
The achievement of the five priority goals students, a safe supportive and nurturing learning established in the CCPS Design for Excellence environment, a knowledgeable and competent serves as a guide for all decisions. The budget workforce, community investment in public schools, addresses these goals: academic excellence for all and effective and efficient system management.
HIGHLIGHTS
• In general, despite the recent budget reduction, student achievement in Chesterfield remains at an all-time high. • There are 58,691 students enrolled this year, making Chesterfield one of the 100 largest school systems in the United States and the fifth largest in Virginia. • Every Chesterfield school is fully accredited. In fact, Chesterfield is the largest school system to have every eligible school accredited by the Virginia Department of Education for the last three years, and student pass rates on Virginia’s rigorous Standards of Learning tests routinely surpass state averages. For three of the past four years, the division made adequate yearly progress under No Child Left Behind. • In a 2010 citizen satisfaction survey, nearly 86 percent of residents rated Chesterfield schools as excellent or good. • For the fourth time, Chesterfield County was named one of the 100 Best Communities for Young People by America’s Promise Alliance. • More than 85 percent of Chesterfield students graduate on time, outperforming their peers across Virginia. More than 4,400 students graduated in 2010 from Chesterfield high schools with 57 percent earning advanced diplomas. Moreover, the class of 2010 earned $18.2 million in scholarships. • Beulah Elementary is a National Title I Distinguished School for sustained achievement. • Clover Hill High School student Abby Badura won the national Wendy’s High School Heisman in 2010, rising to the top of more than 55,000 outstanding student-athletes. • Bailey Bridge Middle School’s Misti Wajciechowski is the nation’s top health teacher, winning the Health Education Professional of the Year School K-12 Award. • Midlothian Middle School is the 2011 We the People state champion. • Chesterfield has four National Blue Ribbon Schools: James River High, Clover Hill Elementary, Robious Elementary and Grange Hall Elementary. • Four Chesterfield schools have achieved National School Change Awards: Bensley Elementary, Chalkley Elementary, Harrowgate Elementary and Carver Middle. • In 2011, 26 Chesterfield schools won Virginia Index of Performance awards, with four of those schools winning the highest honor, the Governor’s Award for Educational Excellence. • Chesterfield County Public Schools has the state’s top bus driver: Leslie Alderman. • Chesterfield educators won three Milken National Educator Awards in four years: Laura Lay of James River High, Joshua Cole of Chalkley Elementary and Laura Marshall of Grange Hall Elementary.
FUTURE OUTLOOK
• Recognizing the fact that the Federal Jobs Bill funding is only available for FY2012 and that other one- time funding is a part of the approved budget, the school division will be working diligently over the next year to prepare for the loss of those funds in FY2013, while continuing to protect the integrity of the classroom.
237 SCHOOLS
Goal: Academic Excellence Objectives: Closing achievement gaps, producing self-directed learners, and to learn 21st century skills
Percentage Passing SOL Reading Percentage Passing SOL Writing
93 95 100 90 92 91 100 89 90 89
80 80
60 60
40 40
20 20
0 0 FY08 FY09 FY10 FY13 FY08 FY09 FY10 FY13 Target Target
Percentage Passing SOL Mathematics Percentage Students Graduating in 4 Years 100 88 90 91 87 100 90 84 86 88 80 80 60 60
40 40
20 20
0 0 FY08 FY09 FY10 FY13 FY08 FY09 FY10 FY13 Target Target
238 TRANSFER TO SCHOOL FUND
DESCRIPTION
The Chesterfield County Public School system, with The county school system is supported by local more than 59,000 students, is among the 100 largest funds. The transfer to schools is the single largest school districts in the nation and the fifth largest in expenditure category in the county budget. The Virginia. The school system works toward the four superintendent and the School Board are responsible goals of the Design for Excellence strategic plan: for developing an annual budget reflecting the needs academic excellence for all students, a safe of the school division, while remaining within supportive and nurturing learning environment, a projected resources. The budget is transmitted to the knowledgeable and competent workforce, and county administrator and the Board of Supervisors community investment in public schools. These each year. After review, the Board of Supervisors goals serve as a guide for all decisions. appropriates funds for the operation of the school system.
FINANCIAL ACTIVITY Change FY2010 FY2011 FY2012 FY2012 FY2011 to FY2013 FY2014 FY2015 Actual Adopted Approved Amended FY2012 Projected Projected Projected State Sales Tax $46,045,027 $46,400,000 $47,328,000 $49,998,100 7.8% $49,998,100 $50,998,100 $52,018,100 Current Taxes 240,089,410 233,181,900 227,000,000 227,392,200 -2.5% 227,392,200 233,575,600 237,466,600 Prior Fiscal Year Carryovers 0 12,000,000 12,000,000 11,607,800 -3.3% 12,000,000 12,000,000 12,000,000 Total Transfer $286,134,437 $291,581,900 $286,328,000 $288,998,100 -0.9% $289,390,300 $296,573,700 $301,484,700
BUDGET ANALYSIS
The county transfer to schools is comprised of three decrease in local taxes for schools, and a 3.3 percent principal components: local taxes earmarked for decline in prior year revenue from previous school school operations, state sales tax for education (that budgets. passes through the general fund and is separate from the local-option sales taxes the county receives), and Local taxes for education is budgeted to decrease for any surplus funds set aside from prior fiscal years. FY2012, though the county has committed the same The FY2012 transfer to schools is $288,998,100, percentage of overall property tax revenue to representing a decrease of $2,583,800, or 0.9 percent, education in FY2012 as it did in the previous budget. from the FY2011 adopted total. The change in the Moving forward, staff anticipates that the total local local transfer is the product of a 7.8 percent increase transfer will be generally unchanged in FY2013 as in anticipated state sales tax receipts, a 2.5 percent declines in home values begin to moderate.
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240 OTHER
Change FY2010 FY2011 FY2012 FY2012 FY2011 to FY2013 FY2014 FY2015 Actual Adopted Approved Amended FY2012 Projected Projected Projected
Non-departmental Right-of-Way $22,496 $55,000 $55,000 $55,000 0.0% $55,000 $55,000 $55,000 Economic Development Incentive 0 110,000 110,000 110,000 0.0% 110,000 110,000 110,000 Economic Development Partnerships 1 969,382 863,700 863,700 923,700 6.9% 923,700 923,700 923,700 Subtotal Non-departmental $991,878 $1,028,700 $1,028,700 $1,088,700 5.8% $1,088,700 $1,088,700 $1,088,700
Miscellaneous Community Contracts $1,244,124 $538,000 $538,000 $635,200 18.1% $635,200 $635,200 $635,200 Convention Center 3,503,222 3,534,600 3,605,300 3,770,300 6.7% 3,845,700 3,922,600 4,001,100 Debt Service 21,540,673 26,549,100 27,104,600 26,262,200 -1.1% 25,874,200 26,419,800 26,726,300 Employee Benefits 3,482,360 7,537,600 7,628,700 7,384,400 -2.0% 10,423,100 13,455,700 20,121,900 Intracounty Hydrant Protection 2,452,600 589,600 589,600 589,600 0.0% 589,600 589,600 589,600 Interest Paid on Taxes 75,224 61,000 61,000 61,000 0.0% 61,000 61,000 61,000 Community Development Authorities 685,179 1,662,000 2,461,600 2,461,600 48.1% 2,461,600 2,461,600 2,461,600 Tax Relief for Elderly 3,367,278 3,864,400 3,922,400 4,600,000 19.0% 4,800,000 5,000,000 5,200,000 Other Miscellaneous Expenditures 6,751 107,000 107,000 107,000 0.0% 107,000 107,000 107,000 Subtotal Miscellaneous $36,357,411 $44,443,300 $46,018,200 $45,871,300 3.2% $48,797,400 $52,652,500 $59,903,700
TOTAL MISC. & NON-DEPT. $37,349,289 $45,472,000 $47,046,900 $46,960,000 3.3% $49,886,100 $53,741,200 $60,992,400
District Improvement Funds $4,440 $0 $242,500 $167,500 N/A $167,500 $167,500 $167,500 Streetlight Electrical Costs 702,484 763,200 801,500 755,500 -1.0% 755,500 755,500 755,500
Transfers Grants 2 $2,436,911 $2,099,400 $2,200,500 $855,900 -59.2% $855,900 $855,900 $855,900 Schools Operating 3 286,461,993 291,581,900 286,328,000 288,998,100 -0.9% 289,390,300 296,573,700 301,484,700 Other Funds 57,000 0 0 0 0.0% 0 0 0 Airport Fund 255,263 60,000 0 0 -100.0% 0 0 0 Comprehensive Services 1,806,100 2,294,900 2,294,900 1,710,700 -25.5% 1,710,700 1,710,700 1,710,700 Subtotal Transfers $291,017,267 $296,036,200 $290,823,400 $291,564,700 -1.5% $291,956,900 $299,140,300 $304,051,300
Capital Projects $15,720,721 $12,902,600 $13,741,800 $13,352,500 3.5% $13,973,100 $14,698,400 $11,838,300 Subtotal Trf to Capital Projects $15,720,721 $12,902,600 $13,741,800 $13,352,500 3.5% $13,973,100 $14,698,400 $11,838,300
TOTAL TRANSFERS $306,737,989 $308,938,800 $304,565,200 $304,917,200 -1.3% $305,930,000 $313,838,700 $315,889,600
Use of Reserves4 Pay-As-You-Go Capital Projects $0 $206,600 $1,526,800 $200,000 -3.2% $0 $0 $2,860,100 Net Increase in Use of Reserves 15,265,735 0 0 0 0.0% 0 0 0 Program Enhancements 0 839,400 857,000 500,000 -40.4% 250,000 250,000 6,640,300 Contingencies 0 415,800 478,900 0 -100.0% 0 0 0 Unassigned Fund Bal., Ending 53,495,000 53,495,000 53,495,000 53,495,000 0.0% 53,495,000 53,750,000 54,995,000 Total Reserves $68,760,735 $54,956,800 $56,357,700 $54,195,000 -1.4% $53,745,000 $54,000,000 $64,495,400
TOTAL OTHER $413,554,936 $410,130,800 $409,013,800 $406,995,200 -0.8% $410,484,100 $422,502,900 $442,300,400
1 Includes Richmond Metropolitan Convention & Visitor's Bureau and Petersburg Area Regional Tourism formerly recorded in Community Contracts. 2 Does not include transfers to grants that are reflected in individual departments and noted on divisional header sheets. 3 Transfer to the Schools CIP Reserve is included in the FY2010 actuals for transfer to School Operating Fund. 4 Includes restricted, committed, and assigned fund balance.
241 MISCELLANEOUS
DESCRIPTION
The non-departmental and miscellaneous budget and cannot logically be classified within specific category includes funding for programs or departments or divisions. They are consolidated in expenditures that are countywide in scope or impact this section.
FINANCIAL ACTIVITY Change FY2010 FY2011 FY2012 FY2012 FY2011 to FY2013 FY2014 FY2015 Actual Adopted Approved Amended FY2012 Projected Projected Projected Non-Departmental Right-of-Way 22,496 55,000 55,000 55,000 0.0% 55,000 55,000 55,000 Economic Development Incentive 0 110,000 110,000 110,000 0.0% 110,000 110,000 110,000 Economic Development Partnerships 1 969,382 863,700 863,700 923,700 6.9% 923,700 923,700 923,700 Subtotal $991,878 $1,028,700 $1,028,700 $1,088,700 5.8% $1,088,700 $1,088,700 $1,088,700
Miscellaneous Community Contracts 1,244,124 538,000 538,000 635,200 18.1% 635,200 635,200 635,200 Convention Center 3,503,222 3,534,600 3,605,300 3,770,300 6.7% 3,845,700 3,922,600 4,001,100 Employee Benefits 3,482,360 7,537,600 7,628,700 7,384,400 -2.0% 10,423,100 13,455,700 20,121,900 Tax Relief for Elderly 3,367,278 3,864,400 3,922,400 4,600,000 19.0% 4,800,000 5,000,000 5,200,000 Interest Paid on Taxes 75,224 61,000 61,000 61,000 0.0% 61,000 61,000 61,000 Intracounty Hydrant Protection 2,452,600 589,600 589,600 589,600 0.0% 589,600 589,600 589,600 Community Development Authorities 647,178 1,662,000 2,461,600 2,461,600 48.1% 2,461,600 2,461,600 2,461,600 Other Expenditures 6,751 107,000 107,000 107,000 0.0% 107,000 107,000 107,000 Subtotal $14,778,737 $17,894,200 $18,913,600 $19,609,100 9.6% $22,923,200 $26,232,700 $33,177,400
TOTAL $15,770,615 $18,922,900 $19,942,300 $20,697,800 9.4% $24,011,900 $27,321,400 $34,266,100
1Economic Development Partnerships represents regional alliances formerly reported in the Community Contracts category.
HIGHLIGHTS
Right of Way • Most utility right-of-way expenses for time and materials related to land acquisitions and easements are budgeted in specific road and maintenance projects. Time and materials for miscellaneous projects not large enough in scope to warrant individual cost centers are charged to the non-departmental right-of-way budget. These costs are expected to remain flat throughout this budget cycle.
Economic Development Incentive and Other • Chesterfield County annually budgets economic incentive funds that can be offered on a case-by-case basis to recruit new or expanding business in Chesterfield County. The county’s Economic Development Department works with domestic and foreign companies seeking to establish new facilities or to relocate or expand existing facilities in the county. The value of economic incentives made available to a company is dependent upon the prospective company’s total investment in land, building and equipment, and by the number and type of jobs the firm will add to the county. Funds not expended in a fiscal year are carried over for future economic development incentives. The county also participates in a number of regional partnerships that further enhance its ability to attract and expand business and tourism. More on the operations of the Economic Development Department can be found in the Community Development section of this document. Due to the economic downturn, sufficient BPOL revenue is not expected to be realized and thus the business grant and road programs have a zero budget for fiscal years 2011-2015. MISCELLANEOUS
Community Contracts • The Board of Supervisors endeavors to allocate available funds to effectively and equitably meet the needs of the community and organizations that rely on the county’s support. The current economic downturn has severely curtailed both the county’s budget and its ability to provide assistance to organizations outside county government that augment services to citizens. Agencies being funded in the FY2012 budget are focused on meeting the basic needs of life, providing training and increases to skill sets, and promoting tourism and business opportunities.
Convention Center • The county’s two percent transient occupancy tax is pledged to the Greater Richmond Convention Center Authority (GRCCA) as security for the financing of the now completed expansion of the downtown convention center. The two percent tax is returned to the county at the end of the fiscal year, resulting in no net financial impact. In addition to the two percent, the county provides all proceeds from a six percent transient occupancy tax to the GRCCA to help finance the expanded facility. In FY2012 the gross contributions to the GRCCA are budgeted at $3,770,300.
Economic Development Partnerships • The FY2012 Economic Development Partnership budget includes contributions to the Richmond Metropolitan Convention and Visitors Bureau (RMCVB) of $793,700, and the Petersburg Area Regional Tourism Corporation (PART) of $100,000. The funds are used by RMCVB for marketing and advertising programs, including the regional brand, "The Historic Richmond Region.” These campaigns are designed to attract more business to the expanded Convention Center, Henricus Historical Park, the Canal Walk, and the National Battlefield Park Visitors Center, while PART uses these funds to develop tourism in the southern area of the county. The county continues to actively promote growth and development within the region and to identify opportunities for regional relationships that further common goals.
Employee Benefits • Appropriations for the county’s supplemental retirement program and a portion of the costs related to the county’s workers’ compensation self-insurance plan are centralized in one cost center rather than in individual departments. Workers’ compensation self-insurance costs continue to escalate which dictate additional funding each year. Based upon annual actuarial report recommendations, funding for the supplemental retirement program will hold fairly steady for FY2012 and is projected to see modest increases in fiscal years 2013-2015. Additionally, minimal funds are set aside to address benefit increases for current employees and retirees in fiscal years 2013-2015. Employee retirement and health care benefits for fiscal years 2013-2015 will be budgeted in departments as more specific information on rates becomes available for those years. As required by the Governmental Accounting Standard Board, the county budgets for other post employment benefits (OPEB) which include medical and dental coverage extended to retirees by the county. The county has made changes to retiree benefits including restricting current employees’ eligibility for the benefit; capping the county’s future contribution for most current employees and retirees age 65 and over; and eliminating county contributions for OPEB for employees hired after July 1, 2006. With a significantly lower other post-employment benefit liability, the county is budgeting just over $3.1 million in addition to what it already spends on retiree health care to fully fund its share of the excess annual required contribution for post employment benefits. As part of the changes for the FY2012 adopted budget, the county will be mandated to absorb the cost of the Line of Duty Act expenses, which had previously been funded by the state. This life insurance benefit is strictly for public safety employees and qualifying volunteers that die in the line of duty. The county will be required to reimburse the state the FY2012 projected cost of the program. A recommendation on how to move forward on this program will be brought to the full Board of Supervisors for a decision at a later date.
MISCELLANEOUS
Intra-county Hydrant Protection • This expenditure represents the county’s cost for the operation and maintenance of fire hydrants by the Utilities Department. For decades the payment to the general fund from the Utilities Department in lieu of a tax payment was based on a formula driven by the assessed valuation of Utilities’ real estate and personal property assets. The general fund also reimbursed the Utilities Department for hydrant rental for fire suppression requirements. During FY2010 a new method of cost allocation was implemented for the hydrant rental program/payment in lieu of taxes. The Code of Virginia allows Utilities to reimburse a prorated portion of general fund costs associated with the Utilities Department usage of Fire/EMS, Police, Emergency Communications, and Waste and Resource Recovery services. The estimated reimbursement for hydrant rental from the general fund to Utilities is based on the Utilities Department costs incurred for the hydrant maintenance program. Therefore this revenue and expense remain flat for FY2012.
Community Development Authorities • The Board of Supervisors has adopted ordinances to create three Community Development Authorities (CDAs) in Chesterfield County. The creation of each CDA was the result of petitions filed with the Board of Supervisors by the owners of more than 51 percent of the land area within the respective CDA districts. CDAs issue special assessment revenue bonds to finance certain infrastructure improvements located within the CDA district. The Watkins Centre CDA issued $20 million in revenue bonds in October 2007 for various road improvements to service a 640-acre mixed-use commercial, retail and residential project currently under construction. Additionally, the Lower Magnolia Green CDA intends to issue special assessment bonds for road improvements within the development. The Chippenham Place CDA was formed to finance infrastructure improvements needed to revitalize the former Cloverleaf Mall site. Bonds for the Chippenham project are projected to be sold in the late summer. The Board of Supervisors has adopted ordinances authorizing the levy of special assessments on real property within each CDA.
Tax Relief for the Elderly and Disabled • The real estate tax relief for the elderly and disabled program provides full or partial relief from real estate taxes for elderly or disabled individuals who meet specific income and net worth guidelines. In calendar year 2010, 3,437 eligible participants were granted relief. For FY2012 the program is anticipated to grow by $435,600 to $4,300,000. Several revisions to the program’s eligibility structure have been approved over the last several years. The last changes made removed the cap on the amount of eligible relief for households earning between $0 and $37,000 annually and approved an increase in the net worth to $350,000. These revisions have expanded program eligibility and increased the amount of relief available to existing participants. The county passed an ordinance change subsequent to adoption of the FY2012 budget to enable real estate tax relief to veterans that have been deemed 100% disabled by the Veteran’s Administration as of January 1, 2011. This change was incorporated into the adopted budget and is estimated to render an additional $500,000 in tax relief.
DISTRICT IMPROVEMENT FUNDS
DESCRIPTION
Funds are appropriated each fiscal year to each of the organizations to which the county has statutory five magisterial districts in the county plus one authority to donate; public school programs that the countywide fund for streetlight installations at parks School Board has authority to support and requests and schools and for other extraordinary from Virginia public universities; and contributions circumstances. to organizations to which the county is authorized by statute to donate. The county attorney’s office District Improvement Funds can be expended only reviews each request for district improvement funds for public purposes for which the Board of for legal compliance and each eligible request must Supervisors could legally appropriate tax revenue and be approved by majority vote of the Board. are restricted to projects that fall into one of the Expenditures are consistent with county Strategic following five categories: public improvements to Goals 1, 3 and 4: to be exemplary stewards of the public land; the purchase of property or equipment public trust and a model of excellence in government, which the county will own; public events or to be known for extraordinary quality of life, and to programs sponsored either by the county or by be the safest and most secure community.
FINANCIAL ACTIVITY Change FY2010 FY2011 FY2012 FY2012 FY2011 to FY2013 FY2014 FY2015 Actual Adopted Approved Amended FY2012 Projected Projected Projected DIF costs* $4,440 $0 $242,500 $167,500 N/A $167,500 $167,500 $167,500 Streetlights 706,924 763,200 801,500 755,500 5.0% 755,500 755,500 755,500 Total $711,364 $763,200 $1,044,000 $923,000 36.8% $923,000 $923,000 $923,000
Revenue 0 0 0 0 0% 0 0 0 Net Cost $711,364 $763,200 $1,044,000 $923,000 36.8% $923,000 $923,000 $923,000
FT Pos. 0 0 0 0 0 0 0 0 *Funds are transferred from each District Improvement Fund account to the department responsible for procurement of the approved goods or services; therefore, typically no actual expenditures are reflected here.
HIGHLIGHTS
• In FY2010, District Improvement Funds provided over $38,000 in streetlight expenditures. • In the past five years, a total of 218 streetlights have been approved by the Board to Supervisors to be installed within Chesterfield County. • In FY2010, over $38,000 was used in support of Chesterfield County Schools. • For FY2012, $33,500 is being appropriated to each of the five districts.
FUTURE OUTLOOK
• Electricity and maintenance costs for existing streetlights are budgeted to remain flat for FY2013-FY2015. • The Board of Supervisors approved a revised street light policy on December 1, 2010 which provides guidelines on energy efficiency, reducing light pollution, and should minimize future increases in operating costs based on fewer new installations being approved.
245 DISTRICT IMPROVEMENT FUNDS
Goal: To be the safest and most secure community. Supports countywide Strategic Goal Number 4 Objective: Enhance safety and deter crime by installing lighting in hazardous or crime-prone areas Measure: Number of citizen-requested streetlights installed as a result of Board of Supervisor’s approval
Board Approved Streetlights Installed
Initiatives 70 60 • Enhance safety in the community 50 • Enhance citizen safety by lightening 40 dark walkways and areas where 30 crime rates have risen 20 10 0 FY06 FY07 FY08 FY09 FY10
Goal: To be exemplary stewards of the public trust Objective: Make permanent improvements to county property Measure: Funds expended on citizen and departmental requests for allowable projects
FY2010 District Improvement Fund Uses Initiatives
Other • Citizen and county department Public Safety requests for improvements not in Comm Events the budget • Purchase equipment and make 1 Schools permanent improvements to Parks county property Streetlights • Fund those requests that will provide immediate benefit to the most citizens $0 $20,000 $40,000 $60,000 $80,000
246 TRANSFER – CAPITAL IMPROVEMENTS
DESCRIPTION
Capital improvement projects are substantial Capital improvement projects can be financed in a projects that usually have a long life and do not variety of ways, including the sale of general recur annually. Typically, to be included in the obligation and revenue bonds, lease/purchase county’s Capital Improvement Program (CIP), agreements, federal and state funds, grants, direct projects must cost in excess of $100,000. Capital contributions from sources such as private projects may include, but are not limited to, developers, cash proffers, and direct county construction of new buildings (such as libraries and contributions such as the general fund. The amounts fire stations); other projects (such as storm water reflected below represent the direct county, or “Pay- management projects); major renovations; additions as-You-Go” portion of the CIP, as further detailed in or conversions of existing facilities; park and the Capital Improvement Program document. recreation facilities; airport improvements; and certain road improvements.
FINANCIAL ACTIVITY Change FY2010 FY2011 FY2012 FY2012 FY2011 to FY2013 FY2014 FY2015 Actual Adopted Approved Amended FY2012 Projected Projected Projected
GF Transfer $13,946,400 $13,169,200 $15,268,600 $13,552,500 2.9% $13,973,100 $14,698,400 $14,698,400 Allocated to Proj. 13,946,400 12,962,600 13,741,800 13,352,500 3.0% 13,973,100 14,698,400 11,838,300
Net Add. to Assigned Fund Bal $0 $206,600 $1,526,800 $200,000 -3.2% $0 $0 $2,860,100
HIGHLIGHTS
• The county is committed to funding a significant portion of capital improvements with current revenues and now funds at least 20 percent of general government improvement projects and at least 10 percent of school projects with current revenue over the multi-year CIP. The county’s current, or pay-as-you-go, revenues represent 43.4 percent of the current Capital Improvement Program. • While the Board of Supervisors’ established policy allocates an amount equal to at least five percent of general fund departmental expenditures (excluding transfers, grants, fund balance, debt service, and respective flow-through expenditures having no direct benefit to the general fund) to pay-as-you-go county and school capital improvements, the county percentage in FY2012 is budgeted closer to 4.3 percent and by FY2016 the allocation increases to 4.7 percent. However, the estimated balance in the county’s assigned capital project fund balance is projected to be $4.0 million at FY2011 year end and is expected to provide adequate coverage for unforeseen capital project needs. As a result, the amount of the transfer not allocated to projects in FY2012 is $200,000 and no additional increases are planned until FY2015.
FUTURE OUTLOOK
• The county will continue to adopt a multi-year Capital Improvement Program and Biennial Financial Plan within the policy guidelines established by the Board of Supervisors. • General fund growth rates will be monitored and planned contributions to the Capital Improvement Program will be adjusted accordingly as each year’s plan is developed.
247 TRANSFER – CAPITAL IMPROVEMENTS
Goal: Assure financial integrity. Supports countywide Strategic Goal 1 Objective: Allow for flexibility and unforeseen circumstances in capital funding Measure: Annual CIP transfers not allocated to projects
Annual CIP Transfers Not Allocated to Projects ($000s) $2,500 Initiatives $2,000 $1,500 • Multi-year Capital Improvement $1,000 Program • Project steering committee oversight $500 • Financial policies $- • Budgeted project contingencies FY08 FY09 FY10 FY11 FY12 FY13 ACTUALS PROJECTIONS
Results Target
Goal: Assure financial integrity. Supports countywide Strategic Goal 1 Objective: Fund Capital projects with current revenues Measure: Percentage of general fund expenditures committed to capital projects
Percentage of General Fund Expenditures Commited to CIP 8.0% 7.0% Initiatives 6.0% 5.0% 4.0% • Financial policies 3.0% • Cash proffers when appropriate 2.0% • Three year revenue and expenditure 1.0% 0.0% projections FY08 FY09 FY10 FY11 FY12 FY13
ACTUALS PROJECTIONS
Results Target
Note: FY2008 through FY2011 reflect annual CIP adopted percentages, FY2012 and FY2013 reflect percentages as reflected in the FY2012 – 2016 CIP.
248 READER’S GUIDE RELATING TO THE CAPITAL IMPROVEMENT PROGRAM
The Capital Improvement Program (CIP), revised combination with the Capital Improvement Plan annually, proposes the acquisition, development, document that was published in 2010. The enhancement or replacement of public facilities to published FY2011 – FY2015 CIP document serve county citizens. The CIP depicts the includes detailed information concerning all funded arrangement of selected projects in priority order projects, including descriptions, location, and and establishes cost estimates and anticipated operating impacts. funding sources. The CIP also incorporates the county’s three-year Technology Improvement Explanations of the amendments included in this Program (TIP). The TIP is also revised annually document are organized along the divisions of and depicts technology projects in priority order. county government. Divisions are listed The Utilities’ CIP and the School Board’s CIP are alphabetically and in total in the CIP summary also detailed in this plan. tables. Following are divisional sections that provide divisional totals by project and highlights of Chesterfield County prepares a biennial budget to major projects included in the CIP in the short term forecast future resource allocations necessary to (fiscal years FY2012 and FY2013) and in the long meet programmatic needs. Chesterfield’s biennium term (fiscal years FY2014 – FY2016). Also begins on July 1 of even-numbered years; the included in the divisional highlights sections are second year of the biennium begins on July 1 of explanations of changes made to specific projects odd-numbered years. FY2012 is the second year of originally included in the FY2011 – FY2015 CIP. the biennium. Consequently, when adopting the FY2011 Capital Improvement Program budget, the A few new projects are funded in the FY2012 – Board also approved a budget for FY2012 through FY2016 amended CIP. Therefore, a full narrative of FY2016, with the understanding that the approved each new project follows each divisional highlights out year budgets would be revisited in the following section in this document. year and after amendments, the first year of the CIP would be formally adopted. This document Similar amendment information for School and summarizes the amendments to the approved Utility capital projects is also included in this FY2011 – FY2015 Plan and should be used in document.
249 COMPOSITION OF THE
CAPITAL IMPROVEMENT PROGRAM
FY2012 - FY2016
County Capital Improvement Program $161,629,700
School Board Capital Improvement Program 134,624,300
Utilities Department Capital Improvement Program 157,438,000
TOTAL CIP $453,692,000
250
COUNTY CIP SUMMARY
Note: Detailed project descriptions may be found in last year’s adopted FY2011-2015 Capital Improvement Program document.
251 COUNTY CIP SUMMARY
FY2012 FY2013 Sources: General Fund $13,352,500 $13,973,100 Debt Funded 4,377,000 6,396,000 Other Sources 1,250,000 1,365,600 Cash Proffers 537,600 252,300
TOTAL SOURCES $19,517,100 $21,987,000
Uses: Environmental Engineering $400,000 $400,000 General Services 4,295,000 5,344,600 Health and Social Services 0 420,600 Libraries 0 0 Parks and Recreation 4,499,600 3,157,300 Public Safety 4,877,000 9,346,000 Technology Improvements 2,945,500 2,518,500 Transportation 2,500,000 800,000
TOTAL USES COUNTY $19,517,100 $21,987,000
`
252 COUNTY CIP SUMMARY
TOTAL FY2014 FY2015 FY2016 FY2012-2016
$14,698,400 $11,838,300 $16,321,300 $70,183,600 5,758,700 37,122,000 24,451,000 78,104,700 0 25,000 130,000 2,770,600 386,500 734,200 8,660,200 10,570,800
$20,843,600 $49,719,500 $49,562,500 $161,629,700
$400,000 $400,000 $400,000 $2,000,000 1,947,000 5,270,000 2,323,000 19,179,600 3,758,700 0 0 4,179,300 1,076,800 9,117,400 5,509,300 15,703,500 3,075,900 5,079,100 1,870,000 17,681,900 7,785,200 26,853,000 27,800,000 76,661,200 2,000,000 2,200,000 2,200,000 11,864,000 800,000 800,000 9,460,200 14,360,200
$20,843,600 $49,719,500 $49,562,500 $161,629,700
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254
ENVIRONMENTAL ENGINEERING
PROJECT HIGHLIGHTS
255 ENVIRONMENTAL ENGINEERING PROJECT SUMMARY
TOTAL FY2012 Project FY2012 FY2013 FY2014 FY2015 FY2016 to FY2016
Alice Heights Drainage (GF) $0 $20,000 $0 $0 $0 $20,000 Archway Drainage (GF) 0 0 40,000 80,000 0 120,000 Conifer & Bluffside Drainage (GF) 100,000 100,000 0 0 0 200,000 Huntingcreek Hills Drainage (GF) 0 50,000 0 0 0 50,000 Lakewood Farms Drainage (GF) 0 0 0 55,000 0 55,000 Oakland Avenue Drainage (GF) 0 30,000 160,000 0 0 190,000 Prestwould Farms/Austin Road Drainage (GF) 0 0 0 65,000 0 65,000 Surrywood Drainage (GF) 0000200,000 200,000 Wrens Nest Road Drainage (GF) 100,000 0 0 0 0 100,000 Total Drainage Projects $200,000 $200,000 $200,000 $200,000 $200,000 $1,000,000
Midlothian Mines Stream Restoration (GF) $200,000 $0 $0 $0 $0 $200,000 Pocoshock Creek Stream Restoration (GF) 0 200,000 200,000 200,000 200,000 800,000 Total Stream Restoration Projects $200,000 $200,000 $200,000 $200,000 $200,000 $1,000,000
Total $400,000 $400,000 $400,000 $400,000 $400,000 $2,000,000
Funding Source Key: (GF) General Fund, (GO-Ref.) General Obligation Bonds - Referendum, (LP) Lease Purchase Financing, (Grant) Grant Funding Sources, (CP) Cash Proffers, (Other) Federal, State, Foundation Contributions, Donations
256 ENVIRONMENTAL ENGINEERING HIGHLIGHTS
DESCRIPTION
A function of the Environmental Engineering Department is maintenance of drainage facilities located in easements throughout the county. Major drainage or erosion problems that can not be rectified using the drainage operating budget are included in the Capital Improvement Program (CIP). The CIP can include stream restoration, flow dissipation devices, storm sewers, paved ditches, storm water basins and rip rap projects. Potential projects are evaluated based on information gained through the county’s stream monitoring program and the drainage data maintenance system. The projects are then prioritized based on the severity of the problem, number of citizens served, potential dedication of easements, and overall costs.
HIGHLIGHTS
Highlights of major environmental engineering projects included in the proposed Capital Improvement Program in the short term (fiscal years FY2012 and FY2013) and in the long term (fiscal years FY2014 – FY2016) are detailed below:
Short Term Projects (FY2012 and FY2013): Long Term Projects (FY2014 through FY2016): • Alice Heights Drainage • Archway Drainage • Conifer and Bluffside Drainage • Lakewood Farms Drainage • Huntingcreek Hills Drainage • Oakland Avenue Drainage • Oakland Avenue Drainage • Pocoshock Creek Stream Restoration • Midlothian Mines Stream Restoration • Prestwould Farms/Austin Road Drainage • Pocoshock Creek Stream Restoration • Surrywood Drainage • Wrens Nest Road Drainage
CHANGES FROM THE APPROVED FY2011 – FY2015 CIP
Below are amendment highlights to the FY2011 – FY2015 Capital Improvement Program:
• Shift Surrywood Drainage project funding to FY2016 and move previously allocated FY2012 funding to the Conifer and Bluffside Drainage project. • Complete Midlothian Mines Stream Restoration project with funding from FY2012 and shift the Pocoshock Creek Stream Restoration project out one year with funding to begin in FY2013. • Shift Lakewood Farms Drainage funding to FY2015 from FY2013-2014. • Add Alice Heights and Huntingcreek Hills Drainage projects to the CIP. • Add funding to the Archway Drainage project and delay the project one year to FY2014.
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258
GENERAL SERVICES
HIGHLIGHTS AND NEW PROJECTS
259 GENERAL SERVICES PROJECT SUMMARY
TOTAL FY2012 Project FY2012 FY2013 FY2014 FY2015 FY2016 to FY2016
Audio/Visual Upgrades - Circuit/General District Courtrooms (GF) $0 $0 $75,000 $500,000 $0 $575,000 Blight Eradication/Demolition (GF) 75,000 75,000 75,000 75,000 75,000 375,000 Camp Baker Slope Remediation (GF) 0 600,000 0 0 0 600,000 Demolition of Fire Training Facility (GF) 0000370,000 370,000 Environmental Management Program (GF) 250,000 250,000 250,000 250,000 250,000 1,250,000 Fleet Maintenance Facility (LP, Other) 500,000 1,215,600 0 2,977,000 0 4,692,600 Fort Darling Landfill Remediation (GF) 0 1,034,000 257,000 178,000 288,000 1,757,000 Historical Properties Maintenance and Repairs (GF) 300,000 600,000 0 0 0 900,000 IST Building Cooling Tower Replacement (GF) 250,000 0 0 0 0 250,000 Major Facilities Maintenance & Repair, HVAC Replacement (GF) 720,000 870,000 590,000 590,000 640,000 3,410,000 Post Closure Maintenance at Landfills (GF) 700,000 700,000 700,000 700,000 700,000 3,500,000 Renovation of the Lane B. Ramsey Building (GF) 1,500,000 0 0 0 0 1,500,000
Total $4,295,000 $5,344,600 $1,947,000 $5,270,000 $2,323,000 $19,179,600
Funding Source Key:
(GF) General Fund, (GO-Ref.) General Obligation Bonds - Referendum, (LP) Lease Purchase Financing, (Grant) Grant Funding Sources, (CP) Cash Proffers, (Other) Federal, State, Foundation Contributions, Donations
260 GENERAL SERVICES HIGHLIGHTS
DESCRIPTION
The Department of General Services is responsible for a variety of functions that provide auxiliary and daily operational support to the various functions in and around the county. These include waste disposal services to county residents, building maintenance, automotive and radio operations, capital projects monitoring, and print shop services to internal county departments. General Services manages the capital and maintenance needs related to these functional areas. These capital needs are prioritized based on the most efficient and cost-effective allocation of limited resources.
HIGHLIGHTS
Highlights of major general services projects included in the proposed Capital Improvement Program in the short term (fiscal years FY2012 and FY2013) and in the long term (fiscal years FY2014 – FY2016) are detailed below:
Short Term Projects (FY2012 and FY2013): Long Term Projects (FY2014 through FY2016): • Fund remediation efforts at the Fort Darling • Fund continued remediation efforts at the Landfill and at Camp Baker for slope Fort Darling Landfill. stabilization. • Construct a new satellite maintenance • Finish renovations of the Lane B. Ramsey facility for county and school fleet vehicles. Administration building and fund • Demolish the current fire training facility. maintenance and repair at select historical • Fund replacement audio/visual equipment at sites. the Circuit/General District courts building. • Replace a cooling tower and water source • Continue the annual allocation for post heat pumps at the IST building. closure landfill maintenance, major facilities • Purchase land and design a fleet satellite repair and maintenance, blight eradication, maintenance facility. and environmental remediation. • Finance the annual allocation to cover post closure landfill maintenance, major facilities repair and maintenance, blight eradication, and environmental remediation.
CHANGES FROM THE APPROVED FY2011 – FY2015 CIP
Below are amendments to the FY2011 – FY2015 Capital Improvement Program:
• Delay the courtroom A/V replacement project two years to FY2014, the fire training facility demolition by one year to FY2016, and the Fort Darling Landfill remediation project by one year to FY2013. • Add a project to replace the cooling tower and water source heat pumps at the Information Systems Technology building in FY2012 and fund maintenance and repairs at select historical properties in FY2012 and FY2013. • Add funds to the major maintenance and repairs project for roof replacements at the Enon and Midlothian branch libraries. • Advance the purchase of land for the fleet satellite facility one year to FY2012.
Detailed descriptions of individual projects previously funded may be found in the Adopted FY2011 – FY2015 Capital Improvement Program document and are not reprinted here.
261 HISTORICAL PROPERTIES MAINTENANCE AND REPAIRS
Functional Area: Management Services Department: General Services
Project Description/Justification: Estimated Project Costs:
Funding is provided in FY2012 and FY2013 to The total project cost is estimated at $900,000. begin an on-going maintenance program for various historic properties located near the county complex. In order to utilize these properties, major repairs and Operating Cost Detail: on-going maintenance of the inside and exteriors of these valuable assets is needed. Funding will No impact on the operating budget is anticipated. address roof and HVAC system repairs, exterior and interior painting, and other maintenance needs at properties including Castlewood, Magnolia Grange, Impact If Not Completed: the Historic Jail, and the County Museum. Continued aging of the facilities will prevent the buildings from being used for historical and tourism Facility Plan: events.
Not applicable.
Location/Site Status:
Various locations at the county complex.
Financing / Operating Budget Impact
Prior TOTAL
Years FY2012 FY2013 FY2014 FY2015 FY2016 FY12-16 Financing General Fund $0 $300,000 $600,000 $0 $0 $0 $900,000 GO-Referendum 0 0 0 0 0 0 0 Lease Purchase 0 0 0 0 0 0 0 Other Sources 0 0 0 0 0 0 0
Cash Proffers 0 0 0 0 0 0 0 TOTAL $0 $300,000 $600,000 $0 $0 $0 $900,000
Operating Expenses Personnel $0 $0 $0 $0 $0
Operating 0 0 0 0 0 TOTAL $0 $0 $0 $0 $0
262 IST BUILDING COOLING TOWER REPLACEMENT
Functional Area: Management Services Department: General Services
Project Description/Justification: Estimated Project Costs:
Funding is provided in FY2012 to replace the The total project cost is estimated at $250,000. cooling tower and water source heat pumps at the county’s Information Systems Technology building. The project will involve duct rework and all Operating Cost Detail: necessary piping modifications for units installed in 1987. Some power efficiency savings are likely as the older equipment is replaced.
Facility Plan: Impact If Not Completed: Not applicable. Continued aging of the system may result in increased maintenance costs and could potentially Location/Site Status: place system continuance in jeopardy. The reliability of these systems in the IST building is IST Building, Krause Road. critical due to the electronic equipment located in the facility.
Financing / Operating Budget Impact
Prior TOTAL
Years FY2012 FY2013 FY2014 FY2015 FY2016 FY12-16 Financing General Fund $0 $250,000 $0 $0 $0 $0 $250,000 GO-Referendum 0 0 0 0 0 0 0 Lease Purchase 0 0 0 0 0 0 0 Other Sources 0 0 0 0 0 0 0
Cash Proffers 0 0 0 0 0 0 0 TOTAL $0 $250,000 $0 $0 $0 $0 $250,000
Operating Expenses Personnel $0 $0 $0 $0 $0
Operating 0 0 0 0 0 TOTAL $0 $0 $0 $0 $0
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264
HEALTH AND SOCIAL SERVICES
PROJECT HIGHLIGHTS
265 HEALTH AND SOCIAL SERVICES PROJECT SUMMARY
TOTAL FY2012 Project FY2012 FY2013 FY2014 FY2015 FY2016 to FY2016
Mental Health Support Services Intermediate Care Facility (GF, LP) $0 $420,600 $3,758,700 $0 $0 $4,179,300
Total $0 $420,600 $3,758,700 $0 $0 $4,179,300
Funding Source Key:
(GF) General Fund, (GO-Ref.) General Obligation Bonds - Referendum, (LP) Lease Purchase Financing, (Grant) Grant Funding Sources, (CP) Cash Proffers, (Other) Federal, State, Foundation Contributions, Donations
266 HEALTH AND SOCIAL SERVICES HIGHLIGHTS
DESCRIPTION
The county’s departments of Health, Mental Health Support Services, and Social Services provide many services to county residents including disease prevention and health services, programs to provide mental health, mental retardation and substance abuse services, as well as programs designed to lessen or alleviate serious financial, abusive and other family difficulties. Capital improvement requests in this program area relate to additional facility capacity needs and to renovations of older buildings which serve a growing county population, many of whom are the county’s most vulnerable.
HIGHLIGHTS
Highlights of major health and social service projects included in the proposed Capital Improvement Program in the short term (fiscal years FY2012 and FY2013) and in the long term (fiscal years FY2014 – FY2016) are detailed below:
Short Term Projects (FY2012 and FY2013): Long Term Projects (FY2014 through FY2016): • Design a new intermediate care facility for • Construct the intermediate care facility. adults with intellectual disabilities.
CHANGES FROM THE APPROVED FY2011 – FY2015 CIP
Below are amendments to the FY2011 – FY2015 Capital Improvement Program:
• Reduce construction estimates for the intermediate care facility based on a smaller, 9,500 square foot facility.
A detailed description of this project may be found in the Adopted FY2011 – FY2015 Capital Improvement Program document.
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268
LIBRARIES
PROJECT HIGHLIGHTS
269 LIBRARIES PROJECT SUMMARY
TOTAL FY2012 Project FY2012 FY2013 FY2014 FY2015 FY2016 to FY2016
Central Library (GF, CP) $0 $0 $0 $434,400 $800,000 $1,234,400 Chester Library Community Arts Center (GO-Ref., Other) 0 0 0 0 1,081,000 1,081,000 Library Technology Upgrades (GO-Ref.) 0 0 0 1,000,000 0 1,000,000 Robious Road Area Library (GF, GO-Ref., CP) 0 0 1,076,800 7,683,000 2,828,300 11,588,100 Route 360 West Area Library (GO-Ref.) 0 0 0 0 800,000 800,000
Total $0 $0 $1,076,800 $9,117,400 $5,509,300 $15,703,500
Funding Source Key:
(GF) General Fund, (GO-Ref.) General Obligation Bonds - Referendum, (LP) Lease Purchase Financing, (Grant) Grant Funding Sources, (CP) Cash Proffers, (Other) Federal, State, Foundation Contributions, Donations
270 LIBRARIES HIGHLIGHTS
DESCRIPTION
Libraries provide access to high quality educational, cultural, and recreational information services and resources that enhance the quality of life for county citizens. In consideration of county population growth projections and the need for renovation of aging facilities, the Libraries Department has developed long range plans to address facilities, staffing, collections and technology needs. These plans, as well as the county’s analysis of existing and future growth patterns, heavily influence the prioritization of capital requests included in the county’s Capital Improvement Program.
HIGHLIGHTS
Highlights of major library projects included in the proposed Capital Improvement Program in the short term (fiscal years FY2012 and FY2013) and in the long term (fiscal years FY2014 – FY2016) are detailed below:
Short Term Projects (FY2012 and FY2013): Long Term Projects (FY2014 through FY2016): • None. • Study and begin preliminary engineering for the renovation of public areas and build out of unfinished space at Central Library. • Design a new Route 360 West Library. • Design and construct a library in the Robious Road area. • Fund library technology upgrades. • Fund the county’s portion of the design of the Chester Library Community Arts Center.
CHANGES FROM THE APPROVED FY2011 – FY2015 CIP
Below are amendments to the FY2011 – FY2015 Capital Improvement Program:
• Postpone design of a Route 360 West library until FY2016. • Move design of the Chester Library Community Arts Center from FY2014 to FY2016. • Delay funding for the Central Library project to FY2015. • Delay library technology upgrades to FY2015.
Detailed descriptions of individual projects previously funded may be found in the Adopted FY2011 – FY2015 Capital Improvement Program document and are not reprinted here.
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272
PARKS AND RECREATION
HIGHLIGHTS AND NEW PROJECTS
273 PARKS AND RECREATION PROJECT SUMMARY
TOTAL FY2012 Project FY2012 FY2013 FY2014 FY2015 FY2016 to FY2016
Brown and Williamson Conservation Area (GF) $0 $0 $0 $100,000 $0 $100,000 Central Area Football Game Site (GF) 0 0 375,000 375,000 0 750,000 Civil War Historical Site Improvements (GF) 125,000 50,000 50,000 0 0 225,000 Cogbill Road Community Park (GF, Grant) 0 0 0 434,000 0 434,000 Dutch Gap Conservation Area (GF, GO-Ref.) 0 0 0 1,070,000 0 1,070,000 Eppington Plantation (GF) 50,000 50,000 50,000 50,000 50,000 250,000 Falling Creek Ironworks Park (GF) 20,000 20,000 20,000 20,000 20,000 100,000 Henricus Historical Park (GF) 125,000 150,000 150,000 150,000 150,000 725,000 Irvin G. Horner Park (CP) 137,600 252,300 0 0 0 389,900 Matoaca Park Expansion (GO-Ref.) 827,000 0 0 0 0 827,000 Park Improvements (GF, GO-Ref., CP) 950,000 800,000 1,150,000 1,150,000 1,000,000 5,050,000 Park Land Acquisition (GF, CP) 0 800,000 280,900 430,100 0 1,511,000 Parks and Recreation Administration Building (GF) 0 0 0 800,000 0 800,000 Parks and Recreation Building Repair (GF) 400,000 0 0 0 0 400,000 Parks and Recreation Master Plan Update (GF) 0 0 0 0 150,000 150,000 Radcliffe Appomattox River Conservation Area (GF, Grant) 0 250,000 0 0 0 250,000 Route 360 West Area Park (GO-Ref.) 0 0 500,000 0 0 500,000 School Site Improvements (GF, GO-Ref.) 800,000 785,000 500,000 500,000 500,000 3,085,000
274 PARKS AND RECREATION PROJECT SUMMARY
TOTAL FY2012 Project FY2012 FY2013 FY2014 FY2015 FY2016 to FY2016 Senior Centers (GF) 315,000 0 0 0 0 315,000 Swift Creek Conservation Area (Grant) 750,000 0 0 0 0 750,000
Total $4,499,600 $3,157,300 $3,075,900 $5,079,100 $1,870,000 $17,681,900
Funding Source Key:
(GF) General Fund, (GO-Ref.) General Obligation Bonds - Referendum, (LP) Lease Purchase Financing, (Grant) Grant Funding Sources, (CP) Cash Proffers, (Other) Federal, State, Foundation Contributions, Donations
275 PARKS AND RECREATION HIGHLIGHTS
DESCRIPTION
Parks and Recreation provides a comprehensive system of leisure programs, educational opportunities, and recreational facilities for all county citizens while conserving and protecting environmental, historical, and cultural resources. As such, the department’s capital improvement requests encompass projects which advance these programs and goals. The department establishes its capital project requests based on the expressed needs of the citizens, initiatives to preserve and protect declining amounts of undeveloped lands for green space, and recreational opportunities. Identified projects are then ranked and prioritized based on the county’s needs in relation to existing and future growth patterns.
HIGHLIGHTS
Highlights of major parks and recreation projects included in the proposed Capital Improvement Program in the short term (fiscal years FY2012 and FY2013) and in the long term (fiscal years FY2014 – FY2016) are detailed below:
Short Term Projects (FY2012 and FY2013): Long Term Projects (FY2014 through FY2016): • Continue improvements approved in the • Provide improvement funding at the Dutch 2004 bond referendum including Matoaca Gap Conservation Area, Route 360 West Park and various other county park sites. Area Park, Cogbill Road Community Park, • Fund senior center programming through a and the Brown & Williamson Conservation 20 year lease at Rt. 360 West YMCA and Area. space build out at SportsQuest. • Construct a central area football game site. • Fund improvements at various park sites • Fund an update to the Parks and Recreation including Irvin G. Horner Park, Radcliffe Master Plan. Appomattox River Conservation Area, Swift • Begin the design of a new Parks and Creek Conservation Area, and various Civil Recreation Administration building. War sites. • Set aside funding for park land acquisition. • Provide major repair and renovations of the main Parks and Recreation building.
CHANGES FROM THE APPROVED FY2011 – FY2015 CIP
Below are amendments to the FY2011 – FY2015 Capital Improvement Program:
• Delay funding for the Cogbill Road Community Park one year to FY2015. • Shift funding for the Dutch Gap Conservation Area from FY2013 to FY2015. • Add new projects including funding for improvements of fields, turf and irrigation at Tomahawk Middle School, a central area football game site, improvements at Swift Creek Conservation Area, an update to the parks and recreation master plan, improvements at various Civil War Park sites as well as at the Brown and Williamson Conservation Area, and funding for major maintenance work at the Parks and Recreation administration building. • Reduce funding and delay improvements at the Radcliffe Appomattox River Conservation Area. • Delay funding for the 360 West Area Park one year to FY2014. • Reduce funding available for future park land acquisition by $622,700 over five years.
Detailed descriptions of individual projects previously funded may be found in the Adopted FY2011 – FY2015 Capital Improvement Program document and are not reprinted here.
276 BROWN AND WILLIAMSON CONSERVATION AREA
Functional Area: Human Services Department: Parks and Recreation
Project Description/Justification: Location/Site Status:
Brown & Williamson Conservation Area is a 240 2800 and 2900 Bermuda Hundred Road, in the acre forested property located on the tidal James Bermuda Magisterial District. Site is owned by the River, obtained by donation from Brown & county. Williamson Tobacco Company. It contains a 14 acre lake and old growth timber stands, in addition to highly diverse forest, swamp, and riparian Estimated Project Costs: ecosystems. Phase I, of this multi-phase project, planned in FY2015, will be used to construct an The total project is estimated to cost $750,000. access road, parking area, and an initial trail system.
Operating Cost Detail: Facility Plan: There are no ongoing, operating costs associated Master Conservation Area Development Plan dated with this project. 2003. Parks and Recreation Master Plan dated 2002. Public Facility Plan dated April 14, 2004. Riverfront Plan dated 1997. All call for access to the James Impact If Not Completed: River and increased natural area interpretive facilities. If this project is not completed, valuable public access to unique ecosystems and lower James riparian areas will not be provided.
Financing / Operating Budget Impact
Prior TOTAL Years FY2012 FY2013 FY2014 FY2015 FY2016 FY12-16 Financing General Fund $0 $0 $0 $0 $100,000 $0 $100,000 GO-Referendum 0 0 0 0 0 0 0 Lease Purchase 0 0 0 0 0 0 0 Other Sources 0 0 0 0 0 0 0 Cash Proffers 0 0 0 0 0 0 0 TOTAL $0 $0 $0 $0 $100,000 $0 $100,000
Operating Expenses Personnel $0 $0 $0 $0 $0 Operating 0 0 0 0 0 TOTAL $0 $0 $0 $0 $0
277 CENTRAL AREA FOOTBALL GAME SITE
Functional Area: Human Services Department: Parks and Recreation
Project Description/Justification: Estimated Project Costs:
This project will develop a game site for co- The total project is estimated to cost $750,000. sponsored youth football leagues in the central area of the county, to relieve overcrowding at Harry G. Daniel Park and other sites. The project will be Operating Cost Detail: developed in two phases, Phase I will construct the field, turf and irrigation systems and install lighting. It is expected that there will be operating costs Phase II will add a restroom, a concession trailer pad associated with this project, as a result of the and utilities, a mobile concession trailer and elevated facility’s various maintenance needs. Staff projects press box. The proposed location for this facility is that it will cost approximately $10,000 to maintain O.B. Gates Elementary School. Any site chosen will the site in FY2015 and then $12,600 annually be county owned. thereafter.
Facility Plan: Impact If Not Completed:
Parks and Recreation Master Plan adopted 2002. If the site is not provided, the department will not be Public Facilities Plan adopted April 14, 2004. able to meet the increasing demand for football facilities in this area of the county. The existing sites would continue to be overused, resulting in higher Location/Site Status: maintenance expenses at those facilities.
O.B. Gates Elementary School, in the Dale Magisterial District.
Financing / Operating Budget Impact
Prior TOTAL Years FY2012 FY2013 FY2014 FY2015 FY2016 FY12-16 Financing General Fund $0 $0 $0 $375,000 $375,000 $0 $750,000 GO-Referendum 0 0 0 0 0 0 0 Lease Purchase 0 0 0 0 0 0 0 Other Sources 0 0 0 0 0 0 0 Cash Proffers 0 0 0 0 0 0 0 TOTAL $0 $0 $0 $375,000 $375,000 $0 $750,000
Operating Expenses Personnel $0 $0 $0 $5,000 $5,100 Operating 0 0 0 5,000 7,500 TOTAL $0 $0 $0 $10,000 $12,600
278 CIVIL WAR HISTORICAL SITE IMPROVEMENTS
Functional Area: Human Services Department: Parks and Recreation
Project Description/Justification: Location/Site Status:
The county has seven Civil War parks that contain Bermuda Magisterial District. fortifications and earthworks that were an important part of the Bermuda Hundred Campaign of 1864. Two parks, the 39th Illinois Park and Ware Bottom Estimated Project Costs: Church Battlefield Park are undeveloped. The remaining five parks have different levels of The total project is estimated to cost $225,000. development most of which is inadequate or outdated. This project would provide funding in order to open the 39th Illinois Park and Ware Operating Cost Detail: Bottom Church Battlefield Park to the public and to renovate the remaining five parks in a safe and It is expected there will be minimal on-going efficient manner for public use. Funding will be used maintenance costs associated with this project. to address general improvements to include walking trails, landscaping, and historic interpretive signage. Impact If Not Completed:
Facility Plan: If this project is not completed, valuable educational and historical sites would not be enhanced and Parks and Recreation Master Plan adopted 2002. further developed for residents and visitors. More Public Facilities Plan adopted April 14, 2004. specifically, it would likely hinder tourism activity in the county during upcoming activities planned for the 150th anniversary of the Civil War.
Financing / Operating Budget Impact
Prior TOTAL Years FY2012 FY2013 FY2014 FY2015 FY2016 FY12-16 Financing General Fund $0 $125,000 $50,000 $50,000 $0 $0 $225,000 GO-Referendum 0 0 0 0 0 0 0 Lease Purchase 0 0 0 0 0 0 0 Other Sources 0 0 0 0 0 0 0 Cash Proffers 0 0 0 0 0 0 0 TOTAL $0 $125,000 $50,000 $50,000 $0 $0 $225,000
Operating Expenses Personnel $0 $0 $0 $0 $0 Operating 7,500 7,700 7,800 8,000 8,100 TOTAL $7,500 $7,700 $7,800 $8,000 $8,100
279 PARKS AND RECREATION BUILDING REPAIR
Functional Area: Human Services Department: Parks and Recreation
Project Description/Justification: Estimated Project Costs:
The Parks and Recreation administration building is The total project is estimated to cost $400,000. in need of renovations to preserve its usefulness as beneficial office space. Funding for the brick portion of the building will allow for the Operating Cost Detail: replacement of the roof, gutters, downspouts and windows in addition to interior renovations and It is expected that there will not be any additional, painting. It is also anticipated that an aging, wooden ongoing, operating costs associated with this project. modular structure attached to the main building will be removed. Impact If Not Completed:
Facility Plan: If the Parks’ building is not renovated, it will lead to even more costly repairs to the structure going Not applicable. forward in addition to higher energy expenses. Moreover, the current structure detracts from the historic appeal of that portion of the county Location/Site Status: complex.
Chesterfield County complex; 6801 Mimms Loop.
Financing / Operating Budget Impact
Prior TOTAL Years FY2012 FY2013 FY2014 FY2015 FY2016 FY12-16 Financing General Fund $0 $400,000 $0 $0 $0 $0 $400,000 GO-Referendum 0 0 0 0 0 0 0 Lease Purchase 0 0 0 0 0 0 0 Grant Funding 0 0 0 0 0 0 0 Cash Proffers 0 0 0 0 0 0 0 TOTAL $0 $400,000 $0 $0 $0 $0 $400,000
Operating Expenses Personnel $0 $0 $0 $0 $0 Operating 0 0 0 0 0 TOTAL $0 $0 $0 $0 $0
280 PARKS AND RECREATION MASTER PLAN UPDATE
Functional Area: Human Services Department: Parks and Recreation
Project Description/Justification: Estimated Project Costs:
The current Parks and Recreation 20 year The total project is estimated to cost $150,000. comprehensive plan is 10 years old and in need of an update. The development of the plan will use a combination of consultant services and staff Operating Cost Detail: resources and include public input sessions, a countywide survey, and site, facility, and There are no operating costs associated with this programming recommendations. Additionally, the project. process will provide an update of the department’s mission, goals, and objectives. The department’s ability to plan for the future will be improved Impact If Not Completed: resulting in better customer service and the efficient use of available county resources. Without an update, the department will be guided by a ten year old plan built on outdated information. Moreover, future department planning decisions will Facility Plan: less likely reflect current community priorities.
Parks and Recreation Master Plan, dated August 2002, recommended update in ten years.
Location/Site Status:
Countywide, no acquisition.
Financing / Operating Budget Impact
Prior TOTAL Years FY2012 FY2013 FY2014 FY2015 FY2016 FY12-16 Financing General Fund $0 $0 $0 $0 $0 $150,000 $150,000 GO-Referendum 0 0 0 0 0 0 0 Lease Purchase 0 0 0 0 0 0 0 Other Sources 0 0 0 0 0 0 0 Cash Proffers 0 0 0 0 0 0 0 TOTAL $0 $0 $0 $0 $0 $150,000 $150,000
Operating Expenses Personnel $0 $0 $0 $0 $0 Operating 0 0 0 0 0 TOTAL $0 $0 $0 $0 $0
281 SENIOR CENTERS
Functional Area: Human Services Department: Parks and Recreation
Project Description/Justification: Operating Cost Detail:
This project includes $265,000 for furniture, It is expected this project will require approximately fixtures, and equipment to outfit the senior center $97,000 in FY2012 and similar amounts in space the county has leased from SportsQuest, as subsequent years in order to fund the various well as another $50,000 to fund a 20 year lease for staffing, utility, programming, and other operating additional space at a YMCA location for senior- expenses associated with the two locations. related programming.
Facility Plan: Impact If Not Completed:
Parks and Recreation Master Plan adopted 2002. If the furniture, fixture, and equipment funding is not Public Facilities Plan adopted April 14, 2004. provided, the SportsQuest facility will be extremely limited in its usefulness, as the lease does not provide any such amenities. More generally, without Location/Site Status: this funding, the additional space needed to handle the growth in senior programs being requested will To be determined. not be available.
Estimated Project Costs:
The total project is estimated to cost $315,000.
Financing / Operating Budget Impact
Prior TOTAL Years FY2012 FY2013 FY2014 FY2015 FY2016 FY12-16 Financing General Fund $0 $315,000 $0 $0 $0 $0 $315,000 GO-Referendum 0 0 0 0 0 0 0 Lease Purchase 0 0 0 0 0 0 0 Grant Funding 0 0 0 0 0 0 0 Cash Proffers 0 0 0 0 0 0 0 TOTAL $0 $315,000 $0 $0 $0 $0 $315,000
Operating Expenses Personnel $71,300 $72,700 $74,200 $75,700 $77,200 Operating 25,700 26,200 26,700 27,200 27,700 TOTAL $97,000 $98,900 $100,900 $102,900 $104,900
282 SWIFT CREEK CONSERVATION AREA
Functional Area: Human Services Department: Parks and Recreation
Project Description/Justification: Location/Site Status:
Swift Creek Conservation Area is a 440 acre Matoaca Magisterial District at park sites owned by forested property located along the tidal Swift Creek the county. at its confluence with the Appomattox River, obtained by donation. The site contains 56 acres of surface water ponds/creeks, two miles of creek Estimated Project Costs: frontage and swamp/marsh ecosystems. This first phase of a multi-phase project will develop an access The total project is estimated to cost $750,000. roadway, parking area, trail system, and interpretive displays to the ecosystems. The site has water access from White Bank Park in Colonial Heights. The site Operating Cost Detail: is owned by the county and grant funding will be used for this project. The development of the Swift Creek Conservation area will carry with it an annual, estimated maintenance expense of approximately $3,500. Facility Plan:
Parks and Recreation Master Plan adopted 2002. Impact If Not Completed: Public Facilities Plan adopted April 14, 2004. Without developing this property, boating access opportunities in the county will remain limited and far below current demand. In addition, the county will not be able to meet the growing requests for environmental education and recreation in the area.
Financing / Operating Budget Impact
Prior TOTAL Years FY2012 FY2013 FY2014 FY2015 FY2016 FY12-16 Financing General Fund $0 $0 $0 $0 $0 $0 $0 GO-Referendum 0 0 0 0 0 0 0 Lease Purchase 0 0 0 0 0 0 0 Grant Funding 0 750,000 0 0 0 0 750,000 Cash Proffers 0 0 0 0 0 0 0 TOTAL $0 $750,000 $0 $0 $0 $0 $750,000
Operating Expenses Personnel $0 $0 $2,500 $2,600 $2,700 Operating 0 0 1,000 1,000 1,000 TOTAL $0 $0 $3,500 $3,600 $3,700
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284
PUBLIC SAFETY
HIGHLIGHTS AND NEW PROJECTS
285 PUBLIC SAFETY PROJECT SUMMARY
TOTAL FY2012 Project FY2012 FY2013 FY2014 FY2015 FY2016 to FY2016
360 West District Police Station (GF, LP) $0 $4,800,000 $0 $0 $0 $4,800,000 Animal Control Shelter Renovations (GF) 527,000 0000527,000 Courthouse/Route 288 Fire & Rescue Station (GO-Ref.) 0 0 0 0 5,900,000 5,900,000 Emergency Generator at L.C. Bird High School (GF) 0 0 623,000 983,000 0 1,606,000 Fire Apparatus Replacement Program (GO-Ref.) 1,500,000 0 0 0 1,500,000 Fire Station Facilities Planning, Design, Construction, and Land Acquisition (GO-Ref., CP) 1,500,000 00001,500,000 Fire Station Repairs (GF) 400,000 400,000 400,000 450,000 450,000 2,100,000 Mobile Data Replacement Computers (GF) 700,000 800,000 900,000 900,000 900,000 4,200,000 Public Safety Training Center at Enon (GO-Ref., LP) 0 3,096,000 0 4,270,000 0 7,366,000 Radio System Battery Replacement (GF) 0 0 103,500 0 0 103,500 Radio Data System Replacement (GF) 0 0 0 0 5,000,000 5,000,000 Radio System Replacement (GF, GO-Ref.) 0 0 1,500,000 20,000,000 15,300,000 36,800,000 Security Enhancements (GF) 250,000 250,000 250,000 250,000 250,000 1,250,000 Self-Contained Breathing Apparatus Replacement (GF) 0 0 4,008,700 0 0 4,008,700
Total $4,877,000 $9,346,000 $7,785,200 $26,853,000 $27,800,000 $76,661,200
Funding Source Key:
(GF) General Fund, (GO-Ref.) General Obligation Bonds - Referendum, (LP) Lease Purchase Financing, (Grant) Grant Funding Sources, (CP) Cash Proffers, (Other) Federal, State, Foundation Contributions, Donations
286 PUBLIC SAFETY HIGHLIGHTS
DESCRIPTION
The Public Safety Division strives to maintain an excellent level of service to county residents. This service includes police and fire protection, jail, court security, civil process operations as well as the dispatching of all incoming emergency calls by the Emergency Communications Center. The safety of all county citizens is a strategic priority for the county. Project priorities are established based on a balance between new facilities and the maintenance of existing facilities, as well as the capital facilities plan, training requirement standards, and technology advances.
HIGHLIGHTS
Highlights of major public safety projects included in the proposed Capital Improvement Program in the short term (fiscal years FY2012 and FY2013) and in the long term (fiscal years FY2014 – FY2016) are detailed below:
Short Term Projects (FY2012 and FY2013): Long Term Projects (FY2014 through FY2016): • Construct a combined support building for • Construct a fire training tower at the Public Police, Fire, and Sheriff at the Public Safety Safety Training Center at Enon. Training Center at Enon. • Construct the Courthouse/Route 288 Fire • Build a police station in the Hull Street Road and Rescue Station. area. • Replace self-contained breathing apparatus • Fund replacement fire apparatus. for the Fire Department. • Set aside funding for future fire facilities • Study and fund the replacement of the planning, construction, and land acquisition. county’s emergency services radio • Complete renovations at the county’s animal communication system, and the first phase control shelter. of a radio data system replacement.
CHANGES FROM THE APPROVED FY2011 – FY2015 CIP
Below are amendments proposed to the FY2011 – FY2015 Capital Improvement Program:
• Advance design of the fire training tower at the Public Safety Training Center at Enon by one year. • Delay installation of an emergency generator at L.C. Bird High School from FY2013 to FY2014. • Add funds in FY2016 to complete the county’s emergency radio system replacement. • Move construction of the Hull Street Road Police Station from FY2014 to FY2013. • Delay construction of the Courthouse/288 Fire Station until FY2016. • Begin replacement of the county’s 800 MHz Radio Data System in FY2016. • Shift purchase of the self-contained breathing apparatus for the Fire department from FY2012 to FY2014. • Add $1.5 million to purchase replacement fire apparatus. • Add $1.5 million for future fire facilities planning, construction, and land acquisition.
Detailed descriptions of individual projects previously funded may be found in the Adopted FY2011 – FY2015 Capital Improvement Program document and are not reprinted here.
287 FIRE APPARATUS REPLACEMENT PROGRAM
Functional Area: Public Safety Department: Fire
Project Description/Justification: Estimated Project Costs:
This project provides funding in FY2012 for the Apparatus purchase cost is estimated to be $1.5 purchase of fire apparatus. The department currently million. maintains a fleet of 31 engines, seven aerial trucks, three tankers, three heavy rescue vehicles, two specialty team units, one air utility vehicle, one Operating Cost Detail: mobile command center and one foam apparatus. The department’s goal is to achieve a 15 year On-going maintenance and fleet lease payments are replacement cycle for all service vehicles. currently included in Fire’s operating budget.
Facility Plan: Impact If Not Completed:
Not applicable. As emergency response vehicles age they become more expensive to maintain or have to be removed from service. The impact of an aging fleet may Location/Site Status: affect the department’s ability to deliver reliable emergency services. Fire stations throughout the county.
Financing / Operating Budget Impact
Prior TOTAL
Years FY2012 FY2013 FY2014 FY2015 FY2016 FY12-16 Financing General Fund $0 $0 $0 $0 $0 $0 $0 GO-Referendum 0 1,500,000 0 0 0 0 1,500,000 Lease Purchase 0 0 0 0 0 0 0 Other Sources 0 0 0 0 0 0 0
Cash Proffers 0 0 0 0 0 0 0 TOTAL $0 $1,500,000 $0 $0 $0 $0 $1,500,000
Operating Expenses Personnel $0 $0 $0 $0 $0
Operating 0 0 0 0 0 TOTAL $0 $0 $0 $0 $0
288 FIRE STATION FACILITIES PLANNING, DESIGN, CONSTRUCTION & LAND ACQUISITION
Functional Area: Public Safety Department: Fire
Project Description/Justification: Estimated Project Costs:
This project addresses the need for future fire station The total allocated in the FY2012-FY2016 cycle is facilities by providing funding for land acquisition, $1.5 million. preliminary site assessments, possible design and engineering work. During the site assessment phase, particular attention will be given to stations Operating Cost Detail: identified in the county’s Public Facilities Plan. The allocation will provide funding for multiple sites. The operating budget will not be impacted during the FY2012-FY2016 time frame.
Facility Plan: Impact If Not Completed: The county’s Public Facilities Plan – currently under review. Land acquisition costs will begin to escalate as residential and commercial growth occurs. Increasing development may compromise the Location/Site Status: county's ability to acquire land for the fire and rescue stations in the most desirable locations for Countywide. Future year sites to be determined optimal response times. based on the Public Facilities Plan.
Financing / Operating Budget Impact
Prior TOTAL Years FY2012 FY2013 FY2014 FY2015 FY2016 FY12-16 Financing General Fund $0 $0 $0 $0 $0 $0 $0 GO-Referendum 0 1,200,000 0 0 0 0 1,200,000 Lease Purchase 0 0 0 0 0 0 0 Other Sources 0 0 0 0 0 0 0 Cash Proffers 0 300,000 0 0 0 0 300,000 TOTAL $0 $1,500,000 $0 $0 $0 $0 $1,500,000
Operating Expenses Personnel $0 $0 $0 $0 $0 Operating 0 0 0 0 0 TOTAL $0 $0 $0 $0 $0
289 RADIO DATA SYSTEM REPLACEMENT
Functional Area: Public Safety Department: Emergency Communications
Project Description/Justification: Location/Site Status:
This project involves the replacement of the current Existing owned/leased tower sites. Computer-Aided Dispatch System (CADS), Records Management System (RMS), and Mobile Data System to provide the public safety departments Estimated Project Costs: with a sound technical and operational strategic plan to maintain essential public safety software Initial project costs within the FY2012-FY2016 CIP applications and the integrity of the radio data period are $5 million. Additional funding to communications system. The Mobile Data System is complete the project will be needed in future years. comprised of the Mobile Data Computer (MDC) units in emergency response vehicles that provide CADS service information, directions to the call Operating Cost Detail: locations, access to essential records, and a redundant method of communication to the 800 There should be no operating impacts during this MHz voice radio system. This system also includes planning cycle; however, further cost information the radio/data infrastructure, located at various tower will become available as the project unfolds. sites throughout the county, which provides the network on which the MDCs operate. Impact If Not Completed:
Facility Plan: The ability of the county to maintain the public safety CAD/RMS/Mobile Data System will degrade Not applicable. as the available components are no longer manufactured or supported. In addition, if this project is not completed, the Chesterfield County public safety departments will experience a loss in the functionality of these systems.
Financing / Operating Budget Impact
Prior TOTAL
Years FY2012 FY2013 FY2014 FY2015 FY2016 FY12-16 Financing General Fund $0 $0 $0 $0 $0 $5,000,000 $5,000,000 GO-Referendum 0 0 0 0 0 0 0 Lease Purchase 0 0 0 0 0 0 0 Other Sources 0 0 0 0 0 0 0
Cash Proffers 0 0 0 0 0 0 0 TOTAL $0 $0 $0 $0 $0 $5,000,000 $5,000,000
Operating Expenses Personnel $0 $0 $0 $0 $0
Operating 0 0 0 0 0 TOTAL $0 $0 $0 $0 $0
290
TECHNOLOGY IMPROVEMENTS
HIGHLIGHTS AND NEW PROJECTS
291 TECHNOLOGY IMPROVEMENTS SUMMARY
TOTAL FY2012 Project FY2012 FY2013 FY2014 FY2015 FY2016 to FY2016
Chesterfield Development Information System - CDIS (GF) $300,000 $250,000 $0 $0 $0 $550,000 Financial/Human Resources System (GF) 570,500 368,500 0 0 0 939,000 Technology Infrastructure Refresh (GF) 675,000 400,000 500,000 600,000 600,000 2,775,000 Technology Improvements (GF) 1,400,000 1,500,000 1,500,000 1,600,000 1,600,000 7,600,000
Total $2,945,500 $2,518,500 $2,000,000 $2,200,000 $2,200,000 $11,864,000
Funding Source Key:
(GF) General Fund, (GO-Ref.) General Obligation Bonds - Referendum, (LP) Lease Purchase Financing, (Grant) Grant Funding Sources, (CP) Cash Proffers, (Other) Federal, State, Foundation Contributions, Donations
292 TECHNOLOGY IMPROVEMENTS HIGHLIGHTS
DESCRIPTION
The Information Systems Technology Department provides information technology services and support to county departments and schools. This support includes design and implementation of large technology projects funded within the county’s Capital Improvement Program. In addition, the department provides oversight for the Information Technology Steering Committee, chartered by the county administrator to formulate strategic direction, prioritize major initiatives, address strategic countywide technology issues, and provide recommendations which support the county’s strategic plan. Through the use of a formal prioritization model, the IT Steering Committee develops a slate of project recommendations for inclusion in the annual Technology Improvement Program (TIP). The TIP is an annual allocation of funds within the county’s CIP set aside for the orderly and systematic acquisition of technology improvements.
HIGHLIGHTS
Highlights of technology improvement projects included in the proposed Capital Improvement Program in the short term (fiscal years FY2012 and FY2013) and in the long term (fiscal years FY2014 – FY2016) are detailed below:
Short Term Projects (FY2012 and FY2013): Long Term Projects (FY2014 through FY2016): • Complete a major software upgrade and • Continue systematic replacement of Phase III of the county’s financial and information system infrastructure. human resource system. • Fund continued Technology Improvement • Complete the final phase of development of Program funds. the Chesterfield Development Information System (CDIS). • Provide funds for critical system infrastructure. • Continue funding of the Technology Improvement Program (see following schedule for project details).
CHANGES FROM THE APPROVED FY2011 – FY2015 CIP
Below are amendments to the FY2011 – FY2015 Capital Improvement Program:
• Add $2.8 million over the five year program for critical system infrastructure. • Increase funding for the Financial and Human Resource System project due to an extended implementation cycle.
Detailed descriptions of individual projects previously funded may be found in the Adopted FY2011 – FY2015 Capital Improvement Program document and are not reprinted here.
293 TECHNOLOGY INFRASTRUCTURE REFRESH
Functional Area: Management Services Department: Various County Departments
Project Description/Justification: Location/Site Status:
The county maintains a vast array of infrastructure Multiple county facilities. used to support all county departments including Public Safety, Utilities, Treasurer, Commissioner of the Revenue, Planning, and Libraries. As Estimated Project Costs: infrastructure ages and can no longer be maintained, replacing it with newer, maintainable technology is The amount allocated to the project over five years necessary. Without funding this ongoing need, is $2,775,000. aging equipment failures due to extended refresh cycles may occur. Operating Cost Detail: Refresh cycles of all technology infrastructure are defined by the type of equipment and the availability No impact on the operating budget. of maintenance and repair parts. The county Information Systems Technology Department (IST) is charged with maintaining and managing the Impact If Not Completed: county’s infrastructure. Critical to this effort is the avoidance of emergency situations which result in The risk of impacting county business functions system outages and disruptions of customer services. increases as more county infrastructure exceeds the recommended refresh cycle. The continuance of The county’s current refresh cycles over the past few daily county operations is critical and any unplanned years have lengthened beyond industry standards. system outages must be avoided and actions taken to Project funding shown below will begin to address mitigate any risk of failure. the equipment replacement needs.
Financing / Operating Budget Impact
Prior TOTAL Years FY2012 FY2013 FY2014 FY2015 FY2016 FY12-16 Financing General Fund $0 $675,000 $400,000 $500,000 $600,000 $600,000 $2,775,000 GO-Referendum 0 0 0 0 0 0 0 Lease Purchase 0 0 0 0 0 0 0 Other Sources 0 0 0 0 0 0 0 Cash Proffers 0 0 0 0 0 0 0 TOTAL Financing $0 $675,000 $400,000 $500,000 $600,000 $600,000 $2,775,000
Operating Expenses Personnel $0 $0 $0 $0 $0 Operating 0 0 0 0 0 TOTAL Operating $0 $0 $0 $0 $0
294 Technology Improvement Program Technology Funding FY2012 - FY2014
Project Name FY2012 FY2013 FY2014 Total
Countywide E-mail Archive System $150,000 $0 $0 $150,000 PC Replacement Program 125,000 125,000 125,000 375,000
Community Development PASS-BMP Maint. Mgmt. Module (Env. Eng.) 19,000 0 0 19,000
General Government Budget Preparation System (Budget & Management) 50,000 0 0 50,000 Citizen Information Line (Public Affairs) 0 50,000 0 50,000 Mobile Content Learning System (Center Org. Excel.) 0 18,000 0 18,000 Technology Training Center Furniture Replacement (IST) 0 0 60,000 60,000
Human Services Automated Remote Lighting Controls (Parks & Recreation) 0 117,500 122,500 240,000 GPS Fleet Tracking System (Mental Health) 0 15,300 0 15,300 Interactive Kiosks & Virtual Park Tours (Parks & Recreation) 0 0 50,000 50,000 Laptops - Mental Health Records Access (Mental Health) 0 144,900 0 144,900 Patient Flow System (Health) 34,500 0 0 34,500 Security Enhancement (Youth Group Home) 0 54,700 0 54,700 Telephone System Upgrades (Libraries) 30,000 0 0 30,000 Videotaping Counseling Sessions (Mental Health) 0 0 118,900 118,900
Management Services Backfile Conversion of Case Files (Circuit Court Clerk) 0 250,000 350,000 600,000 Chesterfield Managed Area Network Feasibility Study (CMAN) 0 200,000 0 200,000 Chesterfield.gov Mobile Site (IST) 10,000 0 0 10,000 Citizen Relationship Management (IST) 0 60,400 20,000 80,400 Courtroom Tech Improvement (Commonwealth's Attorney) 151,000 151,500 151,500 454,000 Dog License Inventory Sales and Billing System (Treasurer) 50,000 0 0 50,000 Enterprise Business Application Conversion (IST) 200,000 200,000 200,000 600,000 On-line Fine and Cost Collection (Circuit Court Clerk) 35,000 25,000 0 60,000 Risk Assessment and Management Tools (IST) 0 0 75,000 75,000 State Income & Estimated Tax System (Treasurer) 0 0 122,500 122,500
Public Safety AVID Video Production Upgrade (Fire) 0 35,700 0 35,700 Fire Records Mgmt. System Replacement (Fire) 295,500 52,000 54,600 402,100 Inventory Control Software/Hardware (Fire) 0 0 50,000 50,000 Jail Video Visitation (Sheriff) 250,000 0 0 250,000
Total $1,400,000 $1,500,000 $1,500,000 $4,400,000
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296
TRANSPORTATION
HIGHLIGHTS AND NEW PROJECTS
297 TRANSPORTATION PROJECT SUMMARY
TOTAL FY2012 Project FY2012 FY2013 FY2014 FY2015 FY2016 to FY2016 Industrial Access Projects (GF) $300,000 $300,000 $300,000 $300,000 $300,000 $1,500,000 Newbys Bridge Road Extended (GF) 1,700,000 00001,700,000 Road Fund Projects (GF) 500,000 500,000 500,000 500,000 500,000 2,500,000 Road Planning, Design, Construction & Right-of-Way Acquisition (CP) 0 0 0 0 8,660,200 8,660,200
Total $2,500,000 $800,000 $800,000 $800,000 $9,460,200 $14,360,200
Funding Source Key:
(GF) General Fund, (GO-Ref.) General Obligation Bonds - Referendum, (LP) Lease Purchase Financing, (Grant) Grant Funding Sources, (CP) Cash Proffers, (Other) Federal, State, Foundation Contributions, Donations
298 TRANSPORTATION HIGHLIGHTS
DESCRIPTION
The Transportation Department develops safe and efficient county roadway networks and supporting transportation facilities. Although there is insufficient state funding for road projects, certain improvements can be accomplished with local funding. The evaluation by the Transportation Department of current county road capacities and frequency of traffic accidents become key measuring tools to determine which road projects require the most immediate attention, and therefore, which ones will become part of the county’s Capital Improvement Plan.
HIGHLIGHTS
Highlights of major transportation projects included in the Capital Improvement Program in the short term (fiscal years FY2012 and FY2013) and in the long term (fiscal years FY2014 – FY2016) are detailed below:
Short Term Projects (FY2012 and FY2013): Long Term Projects (FY2014 through FY2016): • Continue funding for construction of • Provide $8.7 million over the five year industrial access projects. period for road improvements made • Provide matching funds for state road necessary by development growth. revenue intended to improve traffic flow and capacity. • Add funds to extend Newbys Bridge Road between Walmsley Boulevard and Hull Street Road near Manchester Fire and Rescue Station.
CHANGES FROM THE APPROVED FY2011 – FY2015 CIP
Below are amendments to the FY2011 – FY2015 Capital Improvement Program:
• Fund construction of a road extending Newbys Bridge Road between Hull Street Road and Walmsley Boulevard to enhance fire response times and improve traffic patterns around nearby neighborhoods.
See Appendix G for a list of prioritized and additional transportation project funding requests.
Detailed descriptions of individual projects previously funded may be found in the Adopted FY2011 – FY2015 Capital Improvement Program document and are not reprinted here.
299 NEWBYS BRIDGE ROAD EXTENDED
Functional Area: Community Development Department: Transportation
Project Description/Justification: Estimated Project Costs:
This project provides funding in FY2012 for the Engineering and road construction costs are construction of an approximately 850 foot roadway estimated to be $1.7 million in FY2012. extending Newbys Bridge Road between Walmsley Boulevard and Hull Street Road. The road extension will provide more expedient emergency response Operating Cost Detail: access to the Newbys Bridge Road area south of Walmsley Boulevard while providing direct access There are no operating costs associated with the to Route 360 from areas along Newbys Bridge Road. project.
Facility Plan: Impact If Not Completed:
Not applicable. Without the construction of the road extension, an opportunity to improve fire response times and provide additional travel options for county residents Location/Site Status: will be lost.
Newbys Bridge Road and Walmsley Boulevard area in the Clover Hill Magisterial District. The project will impact emergency response times in the Clover Hill and Dale Magisterial Districts.
Financing / Operating Budget Impact
Prior TOTAL
Years FY2012 FY2013 FY2014 FY2015 FY2016 FY12-16 Financing General Fund $0 $1,700,000 $0 $0 $0 $0 $1,700,000 GO-Referendum 0 0 0 0 0 0 0 Lease Purchase 0 0 0 0 0 0 0 Other Sources 0 0 0 0 0 0 0
Cash Proffers 0 0 0 0 0 0 0 TOTAL $0 $1,700,000 $0 $0 $0 $0 $1,700,000
Operating Expenses Personnel $0 $0 $0 $0 $0
Operating 0 0 0 0 0 TOTAL $0 $0 $0 $0 $0
300
SCHOOL CIP SUMMARY
301 SCHOOL CIP SUMMARY
FY2012 FY2013 Sources: CIP Reserve Transfer $6,484,000 $6,484,000 Debt Financing 12,368,800 21,427,000 State Technology Funds 1,851,500 0 Cash Proffers 0 0
TOTAL SOURCES $20,704,300 $27,911,000
Uses: Additions/Renovations Elementary Schools: Enon Elementary $0 $0 Harrowgate Elementary 0 0 Matoaca Elementary 0 0 Watkins Elementary 4,500,000 0 Elementary Additions/Renovations 0 0 Additions/Renovations High Schools: Midlothian High 0 12,000,000 Monacan High 0 0 Administrative Space 0 0 Energy Improvements 250,000 250,000 Security Enhancements 250,000 250,000 Future Acquisitions 0 0 HVAC Upgrades 1,000,000 6,000,000 Major Maintenance 5,750,000 3,500,000 Technology Improvements: Technology Plan 4,102,800 2,911,000 Replacement Technology 3,000,000 3,000,000 State Technology Projects 1,851,500 0
TOTAL USES $20,704,300 $27,911,000
302 SCHOOL CIP SUMMARY
TOTAL FY2014 FY2015 FY2016 FY2012-2016
$6,484,000 $6,484,000 $6,484,000 $32,420,000 16,573,600 18,516,000 26,266,000 95,151,400 0 0 0 1,851,500 2,161,900 1,512,200 1,527,300 5,201,400
$25,219,500 $26,512,200 $34,277,300 $134,624,300
$500,000 $4,500,000 $0 $5,000,000 500,000 4,500,000 0 5,000,000 500,000 7,000,000 0 7,500,000 0 0 0 4,500,000 3,000,000 0 13,000,000 16,000,000
0 0 0 12,000,000 1,000,000 0 12,000,000 13,000,000 750,000 1,250,000 0 2,000,000 250,000 250,000 250,000 1,250,000 250,000 250,000 250,000 1,250,000 2,161,900 1,512,200 1,527,300 5,201,400 6,000,000 0 0 13,000,000 4,000,000 4,000,000 4,000,000 21,250,000
3,057,600 0 0 10,071,400 3,250,000 3,250,000 3,250,000 15,750,000 0 0 0 1,851,500
$25,219,500 $26,512,200 $34,277,300 $134,624,300
303 SCHOOL HIGHLIGHTS
DESCRIPTION
The School’s Capital Improvement Program, approved by the School Board on January 19, 2011, is based on an extensive analysis of enrollment trends and monitoring of prior year enrollment patterns. While trends can change as a result of the economy, major new residential developments, changes in interest rates, and major corporate relocations, the current plan continues projects shared with and approved by voters in the 2004 bond referendum. It also identifies funds for new schools and classroom additions that are anticipated to be necessary to accommodate current students and projected growth.
HIGHLIGHTS
Highlights of major school projects included in the proposed Capital Improvement Program in the short term (fiscal years FY2012 and FY2013) and in the long term (fiscal years FY2014 – FY2016) are detailed below:
Short Term Projects (FY2012 and FY2013): Long Term Projects (FY2014 through FY2016): • Provide funding for critical major • Begin additions and renovations at Matoaca maintenance and HVAC needs, and Elementary, Enon Elementary, Harrowgate technology replacement. Elementary, Monacan High, and • Continue funding for energy improvements administrative space. and security enhancements at various school • Set aside funding to provide additions and facilities. renovations at various elementary school • Continue projects planned in the 2004 bond facilities. referendum, including renovations at • Continue annual funding for critical major Watkins Elementary and Midlothian High. maintenance and HVAC needs, technology replacement and future acquisitions.
CHANGES FROM THE APPROVED FY2011 – FY2015 CIP
Below are amendments to the FY2011 – FY2015 Capital Improvement Program:
• Provide additional funding for continued major maintenance ($2.3 million), critical HVAC needs ($6.0 million), the technology plan ($2.0 million), and state technology projects ($1.9 million) compared to the same years of last year’s plan. • Move renovations at Watkins Elementary from FY2013 to FY2012. • Add an additional $13 million in FY2016 to relieve overcrowding and provide upgrades as necessary at select elementary schools. • Reduce funding for future acquisitions ($1.6 million) compared to the same years of last year’s plan.
Detailed descriptions of individual projects previously funded may be found in the Adopted FY2011 – FY2015 Capital Improvement Program document and are not reprinted here. Additional information regarding these projects is also included in the School Board’s Proposed FY2012 – FY2016 Capital Improvement Plan.
304
UTILITIES CIP SUMMARY
305 UTILITY CIP SUMMARY WASTEWATER SYSTEM
Cost Appropriation FY2012 Sources Transfer from Wastewater Operating/Bonds $0 $0 $11,300,000
TOTAL SOURCES $11,300,000
Projects TYPE Contingency Fund (Expansion) E ON-GOING $405,800 $0 Extension for Economic Development E/R ON-GOING 575,100 0 Highway Projects E/R ON-GOING 765,800 0 Rate Stabilization Reserve R ON-GOING 48,702,000 5,100,000 South Central Wastewater Treatment Plant R 9,000,000 3,000,000 6,000,000 Upgrades to Pump Stations E/R 1,607,500 1,077,800 200,000
TOTAL WASTEWATER $11,300,000
E = EXPANSION $100,000 R = REPLACEMENT $11,200,000
306 UTILITY CIP SUMMARY WASTEWATER SYSTEM
FY2013 FY2014 FY2015 FY2016 FY2012-2016
$11,270,000 $11,270,000 $11,270,000 $11,270,000 $56,380,000
$11,270,000 $11,270,000 $11,270,000 $11,270,000 $56,380,000
$100,000 $100,000 $100,000 $100,000 $400,000 100,000 100,000 100,000 100,000 400,000 50,000 50,000 50,000 50,000 200,000 11,020,000 11,020,000 11,020,000 11,020,000 49,180,000 0 0 0 0 6,000,000 0 0 0 0 200,000
$11,270,000 $11,270,000 $11,270,000 $11,270,000 $56,380,000
$175,000 $175,000 $175,000 $175,000 $800,000 $11,095,000 $11,095,000 $11,095,000 $11,095,000 $55,580,000
307 UTILITY CIP SUMMARY WATER SYSTEM
Cost Appropriation FY2012 Sources Transfer from Water Operating/Bonds $0 $0 $8,550,000
TOTAL SOURCES $6,550,000
Projects TYPE Contingency Fund (Expansion) E ON-GOING $330,800 $0 Extention for Economic Development E/R ON-GOING 974,500 0 Hicks/Cardiff Water Line Improvements E/R 1,150,000 0 0 Highway Projects E/R ON-GOING 1,071,900 0 Huguenot Pump Station E 13,500,000 0 0 Huguenot Waterline, Phase 1 E 3,680,000 0 0 Huguenot Waterline, Phase 2 E 5,480,000 0 0 Matoaca Pump Station E/R 1,600,000 0 0 Matoaca Water Tank E/R 5,740,000 0 0 Nash Tank E 5,700,000 200,000 0 Rate Stabilization Reserve R ON-GOING 36,273,000 4,500,000 Richmond Capacity - Replacement R ON-GOING 10,704,000 2,000,000 Swift Creek Dam Grout Joints R 175,000 125,000 50,000 Water Resources Development E 82,500,000 0 0
TOTAL WATER $6,550,000
E = EXPANSION $0 R = REPLACEMENT $6,550,000
308 UTILITY CIP SUMMARY WATER SYSTEM
FY2013 FY2014 FY2015 FY2016 FY2012-2016
$13,435,000 $28,553,000 $20,625,000 $29,895,000 $101,058,000.00
$15,435,000 $27,053,000 $22,125,000 $29,895,000 $101,058,000
$100,000 $100,000 $100,000 $100,000 $400,000 100,000 100,000 100,000 100,000 400,000 0 0 0 150,000 150,000 50,000 50,000 50,000 50,000 200,000 0 0 0 1,500,000 1,500,000 0 552,000 368,000 2,760,000 3,680,000 0 0 822,000 550,000 1,372,000 0 3,900,000 0 0 3,900,000 0 5,166,000 0 0 5,166,000 0 0 0 5,500,000 5,500,000 9,185,000 9,185,000 9,185,000 9,185,000 41,240,000 4,000,000 8,000,000 10,000,000 10,000,000 34,000,000 0 0 0 0 50,000 2,000,000 0 1,500,000 0 3,500,000
$15,435,000 $27,053,000 $22,125,000 $29,895,000 $101,058,000
$2,175,000 $9,793,000 $2,865,000 $10,534,500 $25,367,500 $13,260,000 $17,260,000 $19,260,000 $19,360,500 $75,690,500
309 UTILITIES HIGHLIGHTS
DESCRIPTION
The Utility Department’s Capital Improvement Plan provides for the county’s upcoming water and wastewater infrastructure needs. The plan combines projections of growth, needed capital replacement, changes in customer use patterns, and environmental needs.
HIGHLIGHTS
Highlights of major utility projects included in the proposed Capital Improvement Program in the short term (fiscal years FY2012 and FY2013) and in the long term (fiscal years FY2014 – FY2016) are detailed below:
Short Term Projects (FY2012 and FY2013): Long Term Projects (FY2014 through FY2016): • Continue payments to the City of Richmond • Fund payments to the City of Richmond for to fund water plant and infrastructure water plant and infrastructure improvements improvements and replacements as required and replacements as required by the City of by the City of Richmond and Chesterfield Richmond and Chesterfield contract. contract. • Construct a new water tank at Nash Road to • Allocate funding to address future water meet state health department regulations supply by evaluating potential water regarding water storage. resource projects with the Appomattox River • Replace the existing Matoaca tank and pump Water Authority. station with a new higher volume tank and • Allocate funding for the county’s portion of pump station. the cost of the South Central Wastewater • Allocate funding to address future water Authority’s effort to address the Chesapeake supply. Bay initiatives related to reducing nutrient • Allocate funding to pursue additional loading to the Bay and its tributaries. capacity from the City of Richmond to • Continue annual contributions to the rate supplement water supply to the county. stabilization water and wastewater funds • Continue annual contributions to the rate based on estimated depreciation of Utilities’ stabilization water and wastewater funds fixed assets. based on estimated depreciation of Utilities’ fixed assets.
CHANGES FROM THE APPROVED FY2011 – FY2015 CIP
Below are amendments to the FY2011 – FY2015 Capital Improvement Program:
• Add $552,000 in FY2014 and $368,000 in FY2015 for engineering and easement acquisition for the Huguenot 24 inch Water Line Phase I project. This project was previously called the Huguenot 16 inch Water Line project. • Add $822,000 in FY2015 for engineering of the Huguenot 24 inch Water Line Phase II project. • Add $50,000 in FY2012 for the Swift Creek Dam Grout Joints project. • Add $200,000 in FY2012 to the Upgrades to Pump Stations project. • Remove $300,000 in both the water and wastewater CIP for Replacement Contingency. • Move the Richmond Water at Huguenot project and the Hicks/Cardiff Water Line Improvements project from the FY2011 – FY2015 CIP to a later date. • Remove funding for the Sewer Facilities Rehabilitation project. • Move the $2 million in FY2012 and $1.5 million in FY2014 to FY2013 and FY2015, respectively, for the Water Resources Development project.
310 UTILITIES HIGHLIGHTS
• Delay the $1.2 million for the Matoaca Pump Station from FY2013 to FY2014 and add $2.7 million for this project to reflect the current cost estimate. • Move the $5.2 million for the Matoaca water tank from FY2013 to FY2014. • Decrease amount allocated for City of Richmond water plant capacity projects by $4.5 million for FY2012 through FY2015. • Decrease water rate stabilization funding by $3.7 million for FY2012 through FY2015. • Decrease wastewater rate stabilization funding by $2.6 million for FY2012 through FY2015.
Detailed descriptions of individual projects previously funded may be found in the Adopted FY2011 – FY2015 Capital Improvement Program document and are not reprinted here.
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312 APPENDIX A AUTHORIZED POSITIONS FY2007-FY2012
FY2007 FY2008 FY2009 FY2010 FY2011 FY2012 FY2012 Actual Actual Actual Actual Adopted Approved Amended DEPARTMENT
GENERAL GOVERNMENT Budget & Management 13 13 14 13 11 11 11 Center for Organizational Excellence 0 0 0 10 10 10 10 Chesterfield University 7 10 10 0 0 0 0 Clerk to the Board 2 2 2 2 2 2 2 County Administration 7 7 7 7 6 6 6 County Attorney 13 13 13 11 11 11 11 Human Resource Management(1) 27 27 29 28 27 27 26 Intergovernmental Relations 2 1 2 2 1 1 1 Public Affairs(1), (2) 78 8 8 7 7 9 Quality Office 3 3 3 0 0 0 0 Total General Government 81 84 88 81 75 75 76
MANAGEMENT SERVICES Administration 2 2 2 2 2 2 2 Accounting 38 40 40 39 39 39 39 Document Services 6 6 6 6 7 7 7 General Services Administration 10 10 10 10 8 8 8 Buildings & Grounds 70 75 71 68 66 66 66 Information Systems Technology 92 96 95 100 99 99 99 Internal Audit 8 8 8 7 7 7 7 Purchasing 15 16 16 16 16 16 16 Registrar 6 9 9 9 9 9 9 Waste and Resource Recovery 37 37 31 30 21 21 21 Total Management Services 284 299 288 287 274 274 274
ASSESSMENT & COLLECTION Commissioner of the Revenue 49 49 49 47 43 43 43 License Inspector 9 9 9 7 7 7 7 Real Estate Assessments(3) 43 43 43 42 39 39 37 Treasurer 44 44 44 44 43 43 43 Total Assessment & Collection 145 145 145 140 132 132 130
ADMINISTRATION OF JUSTICE Circuit Court Clerk 42 44 44 44 44 44 44 Commonwealth's Attorney 45 45 45 44 43 43 43 Courts 7 7 7 7 7 7 7 Total Administration of Justice 94 96 96 95 94 94 94
313 APPENDIX A AUTHORIZED POSITIONS FY2007-FY2012
FY2007 FY2008 FY2009 FY2010 FY2011 FY2012 FY2012 Actual Actual Actual Actual Adopted Approved Amended DEPARTMENT
PUBLIC SAFETY Animal Control 18 19 19 18 18 18 18 Emergency Communications Center(3) 82 82 82 78 77 77 79 Fire and Emergency Medical Services 444 446 451 451 451 451 451 Police 561 592 600 600 597 597 597 Sheriff 250 265 266 266 266 266 266 Total Public Safety 1,355 1,404 1,418 1,413 1,409 1,409 1,411
HUMAN SERVICES Administration 2 3 3 3 3 3 3 Access Transportation Program 1 1 1 1 1 1 1 Community Corrections Services(4) 00 0 0 0 0 40 Cooperative Extension(2) 11 2 2 3 3 2 Limited English Speaking Program 1 1 1 1 0 0 0 Health(5) 29 32 34 35 35 35 36 Juvenile Detention Home 74 73 73 59 59 59 59 Library 69 76 76 74 61 61 61 Law Library 1 1 1 1 1 1 1 Mental Health Support Services(6) 332 363 376 368 357 357 356 Parks and Recreation 117 121 123 123 108 108 108 Senior Advocate(7) 00 0 0 0 0 1 Social Services 180 180 177 177 175 175 175 Youth Planning and Development 4 4 4 4 4 4 4 Total Human Services 811 856 871 848 807 807 847
COMMUNITY DEVELOPMENT Administration 8 8 8 7 4 4 4 Building Inspections 72 72 72 63 61 61 61 Economic Development 10 12 12 11 11 11 11 Environmental Engineering 67 67 59 53 52 52 52 Planning 54 56 60 52 49 49 49 Transportation 9 10 10 9 9 9 9 Total Community Development 220 225 221 195 186 186 186
SUB TOTAL GENERAL FUND 2,990 3,109 3,127 3,059 2,977 2,977 3,018
314 APPENDIX A AUTHORIZED POSITIONS FY2007-FY2012
FY2007 FY2008 FY2009 FY2010 FY2011 FY2012 FY2012 DEPARTMENT Actual Actual Actual Actual Adopted Approved Amended
OTHER Airport 6 6 6 6 5 5 5 Comprehensive Services 4 4 4 4 4 4 4 Capital Projects 7 6 6 5 3 3 3 Capital Projects Management 6 7 7 7 7 7 7 Fire and EMS Revenue Recovery 15 15 15 15 15 15 15 Fleet Management(8) 78 82 88 88 86 86 85 Grants: Adult Drug Court 3 3 3 2 2 2 2 Community Development Block Grant 5 4 4 4 4 4 3 Domestic Violence Resource Center(4) 11 1 1 1 1 0 Options 0 1 1 1 1 1 0 Post Trial 32 29 29 29 29 29 0 Pretrial Services 7 7 7 7 7 7 0 Dual Treatment Track 2 2 2 2 2 2 0 Domestic Violence (V-STOP) 1 1 1 1 1 1 1 Domestic Violence Prosecutor 1 1 1 1 1 1 1 Families First 7 9 9 9 8 8 8 Juvenile Drug Court(9) 55 5 5 2 2 2 Litter Program 1 1 0 0 0 0 0 Part C(6) 46 6 6 5 5 6 Police Grants 19 1 1 1 1 1 1 Project Exile 2 0 0 0 0 0 0 Victim/Witness(7) 88 8 9 9 8 8
VA Juvenile Community Crime Control 21 21 21 20 15 15 15
Radio Shop(8) 17 18 18 18 17 18 18 Risk Management 15 15 15 14 12 12 12 Utilities(10) 293 293 302 302 283 283 286
"Unassigned" Responsibility Center/ Not 8 9 10 9 20 20 16 Funded(5), (10)
SUB TOTAL OTHER 568 555 570 566 540 540 498
TOTAL FULL-TIME POSITIONS 3,558 3,664 3,697 3,625 3,517 3,517 3,516
Notes: 1 One position transferred from Human Resource Management to Public Affairs during FY2011. 2 One position transferred from Cooperative Extension to Public Affairs during FY2011. 3 Two positions transferred from Real Estate Assessments to Emergency Communications Center with the adoption of the FY2012 budget.
315 APPENDIX A AUTHORIZED POSITIONS FY2007-FY2012
4 Forty positions moved to the General Fund positions with the movement of Community Corrections Services out of the Special Revenue Fund. 5 One position transferred from Unassigned to Health during FY2011. 6 One position transferred from MHSS to Part C during FY2011. 7 One position transferred from Victim Witness to Sr. Advocate with the adoption of the FY2012 budget. 8 One position transferred from Fleet to Radio Shop during FY2011. 9 One position not shown in appendix of authorized positions in FY2011 as reflected in narrative. 10 Three positions transferred from Unassigned to Utilities during FY2011.
316 APPENDIX A AUTHORIZED SCHOOLS FULL-TIME EQUIVALENT POSITIONS FY2007-FY2012
FY2007 FY2008 FY2009 FY2010 FY2011 FY2012 Actual Actual Actual Actual Adopted Amended DEPARTMENT SCHOOLS FULL-TIME POSITIONS Superintendent 1.0 1.0 1.0 1.0 1.0 1.0 Assistant Superintendent 3.0 4.0 4.0 4.0 3.0 3.0 Director 21.0 21.0 22.0 20.0 20.0 20.0 Supervisor 29.0 30.0 31.0 33.0 32.0 32.0 Assistant Director 23.0 27.0 28.0 27.0 25.0 25.0 Database Administrator 2.0 2.0 2.0 2.0 2.0 2.0 Other Administrative Staff 13.0 13.0 13.0 11.0 12.0 12.0 Teacher 4024.9 4140.7 4206.2 4243.9 3957.0 3892.9 Librarian 88.4 89.0 92.4 93.0 92.0 92.6 Guidance Counselor 155.8 158.0 155.0 155.8 158.8 160.0 Instructional Specialist 29.0 31.0 31.0 29.5 30.0 29.0 Administrative Assistant 34.0 40.0 41.0 27.0 22.0 22.0 Principal 62.0 64.0 65.0 65.0 65.0 63.0 Assistant Principal 96.0 101.0 100.0 102.0 96.0 98.0 Microcomputer Analyst 70.0 70.0 69.0 65.0 57.0 56.0 Other Instructional Staff 0.0 11.0 22.0 24.0 18.0 21.0 Nurse 4.0 4.0 6.0 7.0 7.0 7.0 Psychologist 32.0 33.0 31.4 27.0 35.0 32.0 Educational Diagnostician 13.0 14.0 14.0 13.0 13.0 12.0 Social Worker 23.0 23.0 24.0 23.0 25.5 21.0 Educational Liaison 22.0 21.0 21.0 22.0 22.0 22.0 Occupational/Physical Therapist 19.0 19.0 20.0 20.0 20.0 21.0 Accountant 9.0 10.0 11.0 11.0 11.0 11.0 Technology Integrator 69.0 59.0 59.0 44.0 34.0 34.0 Other Professional 30.0 29.0 31.0 33.0 31.0 33.0 Instructional Aide 846.0 870.0 894.0 898.5 852.0 844.0 Tutor/Security Monitor 38.0 38.0 40.0 40.0 39.0 37.0 Printer 4.0 4.0 4.0 4.0 4.0 4.0 Clinic Aide 58.0 60.0 63.0 63.0 63.0 63.0 Center Based Educator 11.0 11.0 11.0 10.0 9.0 9.0 Home/Family Educator 5.0 5.0 5.0 5.0 5.0 5.0 Hearing Impaired Interpreter 13.0 14.0 15.0 17.0 17.0 17.0 Technology Resource Assistant 41.2 37.4 27.2 26.8 26.0 25.4 Secretary/Clerk 384.0 394.0 405.0 369.0 367.0 363.0 Trades/Crafts/Utility Worker 190.0 194.0 198.0 175.0 170.0 170.0 Bus Driver 542.0 516.0 521.0 516.0 512.0 512.0 Custodian 398.0 419.0 438.0 438.0 438.0 438.0 Warehouse Staff 22.0 25.0 25.0 24.0 24.0 24.0 Food Service Manager 84.0 85.0 88.0 88.0 89.0 89.0 Food Service Worker 2.0 0.0 0.0 1.0 0.0 0.0 SUBTOTAL FULL-TIME POSITIONS 7,511.3 7,687.1 7,834.2 7,778.5 7,404.3 7,322.9
317 APPENDIX A AUTHORIZED SCHOOLS FULL-TIME EQUIVALENT POSITIONS FY2007-FY2012
FY2007 FY2008 FY2009 FY2010 FY2011 FY2012 Actual Actual Actual Actual Adopted Amended
PART-TIME POSITIONS Director 1.0 0.0 1.0 0.0 0.0 0.0 Teacher 34.4 50.0 42.9 30.4 50.5 49.8 Librarian 2.2 3.0 4.2 3.4 2.0 1.4 Guidance Counselor 4.6 5.4 6.0 4.6 5.2 2.0 Psychologist 3.0 3.0 4.6 5.0 1.0 0.0 Educational Diagnostician 1.0 0.0 0.0 0.0 0.0 0.0 Social Worker 1.0 1.0 1.0 1.0 0.5 1.0 Occupational/Physical Therapist 3.5 3.5 1.7 2.5 2.5 1.5 Administrative Assistant 0.0 0.0 0.5 0.5 0.5 0.7 Microcomputer Analyst 0.6 0.6 0.6 0.6 0.6 0.6 Other Instructional Staff 0.0 0.0 0.0 0.0 0.0 Other Professional 1.2 1.2 0.6 0.6 0.6 1.0 Instructional Aide 20.5 21.5 21.0 22.5 3.5 1.0 Tutor/Monitor 1.0 1.0 1.0 1.0 2.0 2.0 Hearing Impaired Interpreter 0.0 0.0 0.0 0.0 0.0 1.0 Technology Resource Assistant 1.8 1.8 1.0 2.2 2.2 2.6 Clerical 2.0 2.5 1.5 0.0 0.0 0.0 Trades/Craft 1.0 1.0 1.0 1.0 0.5 0.5 Custodian 7.5 7.0 7.0 7.0 7.0 7.0 Food Service Worker 374.0 351.0 369.0 374.0 375.0 380.0 SUBTOTAL PART-TIME POSITIONS 460.3 453.5 464.6 456.3 453.6 452.1
SCHOOLS TOTAL ALL POSITIONS 7,971.6 8,140.6 8,298.8 8,234.8 7,857.9 7,775.0
318 APPENDIX B FY2012 VEHICLES
Department and Item Quantity Replacement New Cost GENERAL FUND Fire EMS Other Fire Vehicles 5 X $200,000 Engine 1 X 500,000 Total 700,000
Parks and Recreation Truck, 1 ton dump, 4 wheel drive 1 X 45,000 Total 45,000
Police Police Cruiser 43 X 1,032,000 Other Police Vehicles 18 X 317,000 Total 1,349,000
TOTAL GENERAL FUND $2,094,000
OTHER FUNDS Fleet Management Truck 12 X $406,600 Truck, SUV 11 X 194,400 Sedan 9 X 168,000 Van, passenger 6 X 138,000 Van, cargo 9 X 293,000 Total 1,200,000
Revenue Recovery-Fire EMS Ambulance 3 X 761,300 Total 761,300
Utilities Dump Truck 1 X 102,000 Total 102,000
TOTAL OTHER FUNDS $2,063,300
TOTAL ALL FUNDS (excluding Schools) $4,157,300
319 APPENDIX C FY2012 CAPITAL OUTLAY ITEMS OTHER THAN VEHICLES Department and Item Quantity Replacement New Cost GENERAL FUND Buildings and Grounds Front End Loader 1 X $35,000 Total 35,000
Document Services Collator 1 X 100,000 Shrink-wrap Machine 1 X 12,300 Total 112,300
Environmental Engineering Track Loader 1 X 40,000 Total 40,000
Parks and Recreation Tractor 1 X 25,000 Trailer, heavy equipment 1 X 10,000 Total 35,000
TOTAL GENERAL FUND $222,300
OTHER FUNDS Fleet Management Flush machine, heavy duty coolant 2 X $12,000 Lift, recessed for school bus 1 X 85,000 Exhaust/Ventilation system 1 X 7,500 Diagnostic equipment X 7,000 Tire changer/balancer system 1 X 10,000 Total 121,500
Radio Shop Service monitor 1 X 38,000 Security upgrades to radio tower sites 162,000 Total 200,000
Revenue Recovery-Fire EMS Defibrillator 4 X 100,000 Total 100,000
Utilities Storage Area Network (SAN) Storage 1 X 25,000 Enterprise Blade Servers 2 X 15,000 Blade Enclosure for Servers 1 X 45,000 Network Engineering Copier 1 X 45,000 Network Communications Switch for Proctors Creek 1 X 10,000 Plotter 1 X 25,000 Large Format Scanner 1 X 20,000 Repair equipment for pumps and VFD drive units and motors 1 X 90,000 HVAC Rehab 1 X 30,000 Hypochlorite Storage Tanks 3 X 60,000 Addison-Evans Water Treatment Plant Equipment Upgrade 1 X 40,000 Reservoir Survey Boat 1 X 20,000 Total 425,000
TOTAL OTHER FUNDS $846,500
TOTAL ALL FUNDS (excluding Schools) $1,068,800
320 APPENDIX D GENERAL FUND REVENUE ESTIMATES FY2010 FY2011 FY2012 FY2012 Description Actual Budget Approved Amended CHSTFLD TOWNE CTR SVC DIST TAX $65,295 $0 $0 $130,000 CP INTERCHANGE SVC DIST TAX 171,458 0 0 170,000 PS REAL ESTATE 12,263,109 11,250,000 11,250,000 12,500,000 REAL ESTATE SECT 58 REFUND (1,251,242) (400,000) (400,000) (1,300,000) REAL ESTATE TAXES 304,603,384 292,573,600 291,381,900 284,097,400 WATKINS CENTRE INCREM TAX 708,498 0 0 750,000 WATKINS CENTRE SPECIAL ASSESS 412,500 0 0 0 Total Real Property $316,973,003 $303,423,600 $302,231,900 $296,347,400
PERSONAL PROP SEC 58 REFUND ($1,316,460) ($1,200,000) ($1,200,000) ($1,500,000) PERSONAL PROP TAXES 47,935,564 50,611,500 51,623,700 49,134,000 PS PESONAL PROP 211,955 250,000 250,000 300,000 REFUNDS PRORATION (966,714) (1,300,000) (1,300,000) (1,200,000) Total Personal Property $45,864,344 $48,361,500 $49,373,700 $46,734,000
MACHINE AND TOOLS PROPERTY TAX $4,339,276 $4,300,000 $4,300,000 $4,500,000 MOBILE HOME PROPERTY TAXES 137,675 150,000 150,000 150,000 Total Other Property $4,476,950 $4,450,000 $4,450,000 $4,650,000
INTEREST ON PERSONAL PROP $539,037 $500,000 $500,000 $500,000 INTEREST ON REAL ESTATE 590,603 500,000 500,000 500,000 PENALTY ON PERSONAL PROP 897,390 950,000 950,000 950,000 PENALTY ON REAL ESTATE 1,017,220 1,000,000 1,000,000 1,000,000 Total Penalties and Interest $3,044,249 $2,950,000 $2,950,000 $2,950,000
Total Property Taxes $370,358,546 $359,185,100 $359,005,600 $350,681,400
ELECTRIC CONSUMER TAX $4,997,797 $6,173,000 $6,265,600 $6,487,500 ELECTRIC CONSUMPTION TAX STATE 1,177,227 0 0 0 GAS CONSUMPTION TAX STATE 121,384 0 0 0 GAS UTILITY TAX 1,214,517 1,331,900 1,351,900 1,383,000 WATKINS SALES TAX INCREMENTAL 142,821 0 0 0 Total Utility Taxes $7,653,746 $7,504,900 $7,617,500 $7,870,500
BANK STOCK TAX $1,652,635 $1,229,300 $1,229,300 $1,652,600 BUSINESS AND PROF LICENSE TAX 15,576,574 15,964,100 16,762,300 16,365,200 BUSINESS LICENSE SEC 58 REFUND (412,892) (600,000) (700,000) (600,000) CABLE TV FRANCHISE FEE 2,073,769 3,160,800 3,224,000 0 LOCAL SALES AND USE TAXES 37,775,437 35,585,600 36,475,200 40,268,700 MOTOR VEHICLE LICENSES TAX (20) 0 0 0 MOTOR VEHICLE REGISTRATION FEE 6,698,428 7,087,800 7,300,400 7,174,000 PUBLIC EDUCATION AND GOVT FEE 416,623 0 0 0 RECORDATION TAX 3,905,500 4,521,900 4,748,000 3,620,300 SHORT-TERM RENTAL TAX 198,431 175,000 180,000 218,300 TELECOMMUNICATIONS SALES TAX 12,946,850 11,798,400 12,093,400 16,011,900 TRANS OCCUPANCY TAX 2% PERCENT 874,523 883,700 901,400 941,200 TRANS OCCUPANCY TAX 6% PERCENT 2,628,699 2,650,900 2,703,900 2,829,100 Total Other Taxes $84,334,557 $82,457,500 $84,917,900 $88,481,300
TOTAL TAXES $462,346,849 $449,147,500 $451,541,000 $447,033,200
ABANDONED VEHICLE PERMITS $8,800 $9,000 $9,000 $9,000 BURN PERMIT FEES 9,200 7,600 7,600 7,600 COMMERCIAL BLDG PERMITS 677,899 400,000 400,000 600,000 COMMERCIAL ELECTRICAL PERMITS 215,400 125,000 125,000 200,000 COMMERCIAL HEATING PERMIT FEE 124,603 75,000 75,000 125,000 COMMERCIAL PLUMBING PERMITS 93,217 75,000 75,000 100,000 COMR OTHER PERMIT FEES 1,185 1,900 1,900 2,000 CONCEALED WEAPONS FEES 73,217 30,000 30,000 30,000 CONDITIONAL STANDARD ENFORCE 19,275 25,000 25,000 20,000 CONDITIONAL USE PLANNED DEV 18,600 30,000 30,000 35,000 CONDITIONAL USES 27,628 20,000 20,000 50,000 DANGEROUS DOG REGISTRATION FEE 1,350 0 0 0 DMV STOP FEES 380,050 230,000 230,000 395,000 DOG LICENSES 89,628 80,000 80,000 80,000
321 APPENDIX D GENERAL FUND REVENUE ESTIMATES FY2010 FY2011 FY2012 FY2012 Description Actual Budget Approved Amended ELEVATOR CERTIF FEE 18,336 19,000 19,000 18,000 ENTERTAINMENT PERMITS 400 0 0 400 EROSION CONTROL FEES 73,750 40,000 40,000 45,000 FINAL CHECK SUBDIVISIONS 43,060 75,000 75,000 40,000 FIRE PERMITS 57,809 89,000 89,000 65,000 GOLD SILVER DEALERS FEE 4,600 0 0 0 LAND USE APPLICATION FEES 1,720 1,500 1,500 1,500 MOBILE HOME APPLICATIONS 3,300 2,000 2,000 2,000 NOT READY INSPECTION FEE 12,654 19,000 19,000 12,500 PARADE APPLICATION FEES 250 0 0 0 PLAN REVIEW FEES 160,457 142,100 142,100 159,000 PLAN REVIEW FEES COMM DEV 7,118 13,600 13,600 14,700 REAL ESTATE TRF FEES 7,758 8,800 8,800 7,400 RESIDENTIAL BLDG PERMITS 801,249 809,000 809,000 600,000 RESIDENTIAL BMP MAINT FEES 49,735 85,300 85,300 20,000 RESIDENTIAL ELECTRICAL PERMITS 259,567 264,000 264,000 260,000 RESIDENTIAL HEATING PERMIT FEE 127,392 132,000 132,000 125,000 RESIDENTIAL PLUMBING PERMITS 401,407 415,000 415,000 400,000 RESIDENTIAL REINSPECTION FEES 84,602 125,000 125,000 85,000 RESUBMITTED PLAN REVIEW FEES 15,100 10,000 10,000 10,000 REZONING FEES 217,352 60,000 60,000 100,000 SEPTIC TANK PERMITS 5,350 7,100 7,100 6,000 SIGN PERMITS 46,950 54,500 54,500 50,000 SITE PLANS 48,679 80,000 80,000 60,000 SOIL REPORT FEE SEWAGE 3,255 7,800 7,800 3,500 SOLICITOR PERMITS 2,240 1,000 1,000 1,000 SPECIAL EXCEPTIONS 4,600 5,000 5,000 5,000 SUBSTANTIAL ACCORD FEE 0 5,000 5,000 15,000 TEMP CERTIFICATE OF OCCUPANCY 12,017 17,000 17,000 12,500 TENTATIVE SUBDIVISIONS 132,470 45,000 45,000 25,000 VARIANCES 15,200 17,000 17,000 30,000 ZONING CERTIFICATE FEES 6,525 6,000 6,000 7,000 Total Permits and Fees $4,364,953 $3,664,200 $3,664,200 $3,834,100
COURT FINES $1,537,954 $1,350,000 $1,350,000 $1,500,000 CURFEW VIOLATIONS 523 500 500 0 FORFEITURES 549,909 0 0 0 HNDCP PARK FINE LATE PENALTY 2,820 0 0 0 PARKING FINES 24,935 16,000 16,000 16,000 RESTITUTION POLICE DEPT 3,221 1,500 1,500 1,500 Total Fines and Forfeitures 2,119,362 1,368,000 1,368,000 1,517,500
CONCESSION RENTAL COMMISSION $44,741 $13,000 $13,000 $16,000 CP INTERCHANGE SVC DIST INT 785 0 0 0 INTEREST BANK DEPOSITS (64,822) 0 0 0 INTEREST ON FINES AND WARRANTS 45,376 35,500 35,500 45,800 INTEREST ON INV (15,636) 1,500,000 2,500,000 1,250,000 RENTAL OF BLDG 51,010 58,000 58,000 53,600 RENTAL OF EQUIP 0 800 800 800 RENTAL OF GARDEN PLOT 2,380 8,300 8,300 3,000 RENTAL OF GENERAL PROPERTY 370,580 299,300 306,500 330,300 RENTAL OF PARK LIGHTS 41,554 35,000 35,000 35,000 RENTAL OF SHELTERS 46,893 44,000 44,000 42,200 TREASURER INTEREST RECEIVED 775,026 0 0 0 UNREAL GAIN LOSS TREAS 3,125 0 0 0 Total Use of Money and Property $1,301,013 $1,993,900 $3,001,100 $1,776,700
ACCIDENT REPORTS $23,390 $30,000 $30,000 $30,000 ACCOUNTING CHG 106,725 121,100 121,100 121,100 ACCOUNTING HEALTH INS ADMIN 1,353 0 0 0 ADMIN FEES 73,950 65,000 65,000 75,000 APPOMATTOX AUTH POLICE BOAT 3,000 3,000 3,000 3,000 BAD CHECK CHG 8,130 11,000 11,000 8,000 BLUE CROSS BLUE SHIELD PYMT 100,297 106,000 106,000 100,000 BULKY BRUSH COLLECTION FEE 500 0 0 0
322 APPENDIX D GENERAL FUND REVENUE ESTIMATES FY2010 FY2011 FY2012 FY2012 Description Actual Budget Approved Amended BULKY WASTE COLLECTION FEE 1,735 0 0 0 CAMP FEES 91,923 79,400 79,400 59,400 CCCTP COUPON DISCOUNTED 35,159 0 0 0 CCCTP COUPON REV FEES 490,417 148,900 148,900 520,400 CERTIFIED MAIL FEE 495 500 500 500 CHESTERFIELD UNIV NONCOUNTY 37,552 15,000 15,000 20,000 CITY RICHMOND LIBRARY USE FEE 85,500 246,700 246,700 85,500 CLIENT PMTS 950,788 905,900 905,900 1,010,400 COMM ATTY CIRCUIT CT FEES 8,283 0 0 0 CONSTRUCTION MATERIAL FULL LD 78,346 87,100 87,100 55,700 CONSTRUCTION MATERIAL HALF LD 75,278 83,800 83,800 75,500 CONVENIENCE FEES 5,681 0 0 5,700 COUNTY MAP SALES AND UPDATES 27,806 9,000 9,000 5,000 COURT FEES RECOVERED 66,175 55,000 55,000 77,500 COURT SECURITY SHERIFF 474,159 200,000 200,000 500,000 COURTHOUSE MAINT FEE 87,741 81,100 81,100 87,700 CREDIT CARD FEES 3,448 0 0 3,400 CUSTOMER VAL CARD LEVEL 1 36,453 0 0 0 CUSTOMER VAL CARD LEVEL 2 10,447 0 0 0 DEFERRAL CHG 10,630 12,000 12,000 6,000 DELINQ ADMIN FEE 962 0 0 0 DEPT OF REHABILITATION SVCS 195,252 222,600 222,600 218,300 DNA FEES SHERIFF 2,590 3,000 3,000 2,000 DOCUMENT COPY FEES 19,652 20,000 20,000 3,600 DOG BOARD FEES 30,984 35,000 35,000 35,000 DOLLAR PER DAY FEE 49,203 50,000 50,000 40,500 DRUNK DRIVER CHGS 655 0 0 0 DUI TRAFFIC OFFENSES 142,682 135,000 135,000 135,000 EMP HC-OTHER MED SERVICES 27,586 0 0 0 EMPL HC-MED PROG OVERSIGHT 24,000 24,000 24,000 24,000 EMPL HC-VACCINATIONS 162,079 160,000 160,000 160,000 EMPLOY HC PHYSICALS 78,057 70,000 70,000 70,000 EMPLOYEE HC DRUG TESTS 58,984 50,000 50,000 50,000 EMPLOYEE HC-FIRST VISITS 178,048 153,000 153,000 153,000 FALSE ALARM CHG 95,450 120,000 120,000 120,000 FALSE ALARM REFUNDS (740) 0 0 0 FAMIS PMTS 1,578 7,800 7,800 1,500 FINGERPRINT FEE 11,930 3,000 3,000 3,000 INCTY ACCOUNTING CHGS 325,200 317,100 317,100 308,500 INCTY BLDG RENTAL HEALTH 53,280 55,600 55,600 55,600 INCTY BLDG RENTAL SS 105,400 105,400 105,400 105,400 INCTY CHESTERFIELD UNIV 9,420 10,000 10,000 10,000 INCTY INTERNAL AUDIT FEE 3,000 3,500 3,500 3,500 INCTY IST DATA PROCESSING 1,610,688 1,625,400 1,625,400 275,600 INCTY JANITORIAL SVC 125,238 65,400 65,400 43,000 INCTY MHMRSA CHGS 130,000 167,200 167,200 162,800 INCTY PC CHGS 387,310 380,000 380,000 62,900 INCTY PRINT SHOP CHGS 286,488 450,000 450,000 450,000 INCTY PURCHASING CHGS 520,500 530,900 533,800 533,800 INCTY TREAS COLLECTIONS 65,545 60,400 60,400 60,400 INCTY UTILITY DEPT REIMB 408,300 543,900 497,000 523,900 INSTRUCTIONAL FEES 255,673 214,000 214,000 213,800 JAIL PROCESSING FEE 59,592 48,500 48,500 53,000 JUVENILE HOME 170,830 152,900 152,900 152,900 LAW LIBRARY FEES 111,579 110,100 110,100 110,300 LECTURE FEE 13,026 11,000 11,000 9,000 LIBRARY FINES 351,671 334,700 334,700 334,700 MAILING FEES 0 500 500 500 MED FLIGHT FUND 199,765 174,100 174,100 174,100 MEDICAID COINSURANCE 23,706 14,000 14,000 18,200 MEDICAID EARLY INTERVENTION 31,668 0 0 0 MEDICAID ICF MR 0 802,900 802,900 802,900 MEDICAID PMTS 78,536 60,600 60,600 65,500 MEDICAID REHABILITATION 20,163 50,000 50,000 50,000 MEDICAID SPO CRISIS 9,663 4,500 4,500 9,700
323 APPENDIX D GENERAL FUND REVENUE ESTIMATES FY2010 FY2011 FY2012 FY2012 Description Actual Budget Approved Amended MEDICAID SPO ICT 583,670 653,900 653,900 582,000 MEDICAID SPO INTENSIVE IN HOME 56,330 87,500 87,500 60,000 MEDICAID SPO MH CASE MGMT 1,211,614 1,331,600 1,331,600 1,297,900 MEDICAID SPO MR CASE MGMT 2,973,942 2,889,600 2,889,600 3,077,900 MEDICAID SPO PSYCHOSOCIAL 475,402 517,000 517,000 524,200 MEDICAID SPO SUPPORTED LIVING 247,975 287,200 287,200 271,900 MEDICAID TRANSPORTATION 389,187 396,300 396,300 405,700 MEDICAID WAIVER 3,202 0 0 0 MEDICAID WAIVER CONGREGATE 5,452,081 5,175,600 5,175,600 5,185,000 MEDICAID WAIVER DAY SUPPORT 2,113,545 2,212,200 2,212,200 2,185,000 MEDICAID WAIVER EMPLOYMENT 1,148,267 1,266,400 1,266,400 1,184,100 MEDICAID WAIVER ENVIRON MODIFI 116,199 125,000 125,000 155,000 MEDICAID WAIVER PRE-VOC 10,250 40,000 40,000 40,000 MEDICAID WAIVER SUPPORTED RESI 192,618 260,000 260,000 240,000 MEDICAID-MEDALLION II 181,840 135,700 135,700 159,300 MEDICAL CO-PAYMENTS 8,361 9,000 9,000 8,200 MEDICARE PMTS 66,955 87,900 87,900 90,000 MONITORING FEES 8,855 51,900 51,900 30,000 NON-DUI TRAFFIC OFFENSES 119,391 0 0 120,000 NONRESIDENT RECREATIONAL FEE 17,600 22,500 22,500 14,800 OFFENSE REPORTS 9,895 11,000 11,000 11,000 OTHER INS PMTS 85,884 81,600 81,600 81,400 OVERSIZED VEHICLE TIRES 240 200 200 0 PENALTY CHGS 23,837 16,000 16,000 22,000 PERSONAL PROP DELINQ FEES 979,584 900,000 900,000 900,000 PHOTOGRAPHS ACCIDENTS 555 1,000 1,000 1,000 PLAYGROUND FEES 24,203 20,000 20,000 20,000 POLICE OFFICERS FEES 839,659 1,000,000 1,000,000 1,000,000 PRINT CHRG EXTERNAL CUSTOMER 28,440 23,700 23,700 23,700 PRINTING SVCS 7,262 50,000 50,000 50,000 REAL ESTATE DELINQ FEES 202,728 200,000 200,000 200,000 RECORD CHECKS 1,420 2,000 2,000 2,000 RECYCLING FEE 0 1,495,000 1,495,000 2,030,800 RECYCLING PROCEEDS 112,367 110,000 110,000 98,500 REGISTRATION FEES 6,086 0 0 42,000 REIMBURSEMENT OF LEGAL FEES 2,264 0 0 0 RESIDENTIAL GATE LANDFILL FEE 1,253,953 1,006,100 1,006,100 1,073,400 SALE OF ANIMALS 18,760 16,000 16,000 60,000 SALE OF CONTRACT 384,137 505,200 505,200 505,200 SALE OF LIBRARY SVCS 977 1,000 1,000 1,000 SALE OF PUBLICATIONS 4,260 6,100 6,100 5,800 SALE OF RECYCLING BINS 186 200 0 0 SHERIFF'S FEES 18,291 18,300 18,300 18,300 SPECIAL EVENTS 3,329 2,000 2,000 2,000 SPORTS PROGRAM FEES 74,529 130,000 130,000 0 SVCS TO COURTS 455,500 500,400 500,400 368,000 TOURNAMENT CHGS 43,627 9,500 9,500 9,500 TRAINING ACADEMY FEES 48,436 38,000 38,000 40,000 TRAINING ACADEMY FEES CLEARING 176 0 0 0 TREAS GARNISHMENT FEES 2,580 0 0 2,500 VEHICLE TIRES 5,624 6,700 6,700 5,500 VEHICLE TIRES W RIMS 3,505 4,800 4,800 3,400 WEED REMOVAL FEE 5,748 13,000 13,000 8,000 WEEKEND JAIL TIME FEE 63,380 75,000 75,000 79,800 WELLNESS CONTRIBUTION 1,609 0 0 0 WHITE GOODS WITH FREON 27,972 35,100 35,100 30,000 WHITE GOODS WITHOUT FREON 40,365 44,200 44,200 32,400 WORK RELEASE PROGRAM 60,783 65,000 65,000 71,700 Total Service Charges $29,549,988 $31,542,900 $31,498,700 $30,885,600
ANIMAL FRIENDLY PLATE REVENUE $6,474 $0 $0 $0 BLACK HISTORY DONATIONS 0 100,000 100,000 0 BOUNCE BACK PROGRAM COMMISSION 1,141 0 0 0 CARE OF PRISONERS 0 7,500 7,500 0 DONATIONS AND CONTRIB 208,140 14,900 15,400 108,000
324 APPENDIX D GENERAL FUND REVENUE ESTIMATES FY2010 FY2011 FY2012 FY2012 Description Actual Budget Approved Amended GAIN SHARING - REVENUE 273,664 0 0 300,000 INCTY INS RECOVERY 251,435 50,000 50,000 50,000 LOSS PREVENTION REVENUE 327,200 353,300 353,300 340,900 OTHER MISC REVS 655,688 559,000 559,000 746,300 PUBLIC PHONE COMM 75,911 95,000 95,000 75,000 REFUNDS 14,445 0 0 0 REIMB CHESTERFIELD SCH 8,865,600 7,126,300 7,200,300 6,955,200 REIMB COLONIAL HEIGHTS 480,608 478,900 312,000 415,800 REIMB DRUG TESTING 7,735 7,500 7,500 7,500 REIMB HEALTH COOPERATIVE 55,998 0 0 0 REIMB HEALTH DEPT 25,528 31,700 31,700 0 REIMB OTHER 1,612,282 964,700 964,700 966,300 REIMB OTHER LOCALITIES 16,631 6,400 6,400 6,400 REIMB RICHMOND CENTER 2,031,030 1,383,700 1,401,400 1,691,200 REIMB STATE EXP 130,413 130,000 130,000 131,000 REIMB STATE VEHICLE 38,114 39,000 39,000 38,000 REIMB TELEPHONE USAGE 6,089 7,500 7,500 5,700 REIMB TOWING 13,780 2,900 2,900 2,900 SALE OF RECYCLING BINS 0 0 200 200 SALE OF SUPPLIES 533 0 0 0 SALE OF SURPLUS EQUIP 13,119 7,000 7,000 8,800 SALE OF VEHICLES 136,026 100,000 100,000 100,000 SETTLEMENT 1,942 0 0 0 SS INCENTIVE PMTS 8,800 0 0 5,000 Total Recovered Costs & Misc. $15,258,327 $11,465,300 $11,390,800 $11,954,200
ANIMAL STATE INC TAX DONATIONS $2,041 $0 $0 $0 DMV SELECT PROGRAM COMMISSION 53,558 62,500 62,500 62,500 EDU 1/8% STATE SALES TAX 4,505,541 0 0 0 EDU STATE SALES TAX RECEIPTS 41,605,074 46,400,000 47,328,000 49,998,100 SHRD EXP INS, SHERIFF (8,121) 0 0 0 VA AID TREATMENT PERSONNEL 172,583 130,000 130,000 153,600 VA CLERK EXCESS FEES 455,097 430,000 430,000 346,900 VA COMP BOARD AID JAIL EXP 1,820,307 952,600 952,600 1,452,200 VA CRIM JUSTICE SVC PROBATON 12,301 8,000 8,000 8,000 VA DISTRIB FIRE PROGRAM FUND 717,045 348,600 348,600 500,000 VA EMERGENCY MEDICAL SVC 277,238 225,500 245,500 225,000 VA FIN ASSIST MH SVC 2,822,388 2,746,000 2,746,000 2,746,000 VA FIN ASSIST MR SVC 104,798 81,800 81,800 81,800 VA FIN ASSIST PUBLIC LIBRARY 203,461 215,100 215,100 191,800 VA GRANTORS TAX DEEDS 1,388,563 1,353,300 1,421,000 1,067,400 VA HB 599 FUNDS 7,822,068 4,000,000 4,000,000 7,421,000 VA JAIL BLOCK GRANT 592,135 850,000 850,000 592,000 VA JUVENILE DETENT CARE CHILD 6,100 4,400 4,400 4,400 VA JUVENILE DETENT HOMES 1,621,982 0 0 0 VA MISC STATE AID 1,059,253 2,639,600 2,639,600 3,715,400 VA MOBILE HOME TITLING TAXES 35,792 70,000 70,000 70,000 VA P ASSIST WELFARE ADMIN 5,425,926 6,287,500 6,287,500 6,705,300 VA PPTRA 41,092,048 41,092,000 41,092,000 41,092,000 VA ROLLING STOCK TAX 13,415 96,400 96,400 96,400 VA SHEXP CLERK CC INS RECOVERY (11,734) 0 0 0 VA SHEXP CLERK CIRCUIT CT 869,477 596,200 596,200 908,800 VA SHEXP CLERK CIRCUIT CT FICA 43,082 0 0 37,000 VA SHEXP CLERK CIRCUIT CT INS 1,368 0 0 0 VA SHEXP CLERK CIRCUIT CT VRS 29,541 0 0 11,000 VA SHEXP COMM ATTY 3,009 1,164,800 1,164,800 1,565,800 VA SHEXP COMM ATTY DP 103,279 100,200 100,200 81,000 VA SHEXP COMM ATTY FICA 107,051 0 0 0 VA SHEXP COMM ATTY INS 1,419,482 0 0 0 VA SHEXP COMM ATTY VSRS 73,344 0 0 0 VA SHEXP COMM OF REV 418,510 116,000 116,000 426,500 VA SHEXP COMM OF REV FICA 31,926 0 0 0 VA SHEXP COMM OF REV INS 947 0 0 0 VA SHEXP COMM OF REV VRS 21,960 0 0 0 VA SHEXP REGIS ELECTION BOARDS 79,782 81,000 81,000 75,000
325 APPENDIX D GENERAL FUND REVENUE ESTIMATES FY2010 FY2011 FY2012 FY2012 Description Actual Budget Approved Amended VA SHEXP SHERIFF 1,874,461 2,418,000 2,418,000 1,851,200 VA SHEXP SHERIFF FICA 293,443 301,900 301,900 220,000 VA SHEXP SHERIFF VSRS 189,483 145,500 145,500 0 VA SHEXP TREAS 411,950 115,300 115,300 394,500 VA SHEXP TREAS FICA 31,081 0 0 0 VA SHEXP TREAS INS 970 0 0 0 VA SHEXP TREAS VRS 21,902 0 0 0 VA STATE ACUTE CARE 460,238 696,700 696,700 696,700 VA STATE EMERGENCY 118,760 125,000 125,000 125,000 VA STATE REINVESTMENT 167,336 176,100 176,100 176,100 VA SUBSTANCE ABUSE SVCS 932,821 932,800 932,800 932,800 VA VEHICLE RENTAL TAX 681,278 700,000 700,000 729,600 Total State Revenue $120,175,339 $115,662,800 $116,678,500 $124,760,800
ARRA ADOPTION ASSIST 93.659 $56,302 $0 $0 $0 ARRA BYRNE STATE 16.803 304,244 0 0 0 ARRA CCDBC 93.713 555,906 0 0 0 ARRA FC IV-E 93.658 38,770 0 0 0 ARRA SNAP 10.561 110,788 0 0 0 FED CDBG 1,096,222 969,500 969,500 969,500 FED FIN ASSIST OTHER 136,668 30,000 30,000 0 FED FIN ASSIST PUBLIC SAFETY 32,299 26,400 26,400 26,400 FED FIN ASSIST SEC 8 HOUSING 12,184 17,500 17,500 17,500 FED PASS THRU WELFARE 8,213,382 8,988,300 9,120,800 8,960,400 FED PRESQULE NW REFUGE 95-469 13,197 3,600 3,600 3,600 Total Federal Revenue $10,569,964 $10,035,300 $10,167,800 $9,977,400
TOTAL TAXES AND REVENUE $645,685,794 $624,879,900 $629,310,100 $631,739,500
TRF FROM CP PROFFER $726,800 $250,000 $550,000 $250,000 TRF FROM FLEET 11,800 12,000 12,300 12,300 TRF FROM MHMRSA 0 108,700 106,600 106,600 TRF FROM SPECIAL REV FUND 697,205 749,000 819,000 1,101,300 TRF FROM WASTEWATER 2,600 2,600 2,700 2,200 TRF FROM WATER FUND 2,500 2,600 2,700 3,200 TRF FROM WATER PMT LIEU OF TAX 2,452,600 589,600 589,600 589,600 Total Financing Sources $3,893,505 $1,714,500 $2,082,900 $2,065,200
USE OF RESTRICTED, COMMITTED, OR ASSIGNED FUND BALANCE: COUNTY $0 $8,935,700 $6,508,200 $6,525,500 SCHOOLS 0 12,000,000 12,000,000 11,607,800 UNASSIGNED FUND BALANCE 53,495,000 53,495,000 53,495,000 53,495,000 Total Use of Reserves & Unassigned Fund Balance* $53,495,000 $74,430,700 $72,003,200 $71,628,300
Total Other $57,388,505 $76,145,200 $74,086,100 $73,693,500
TOTAL GENERAL FUND REVENUE $703,074,299 $701,025,100 $703,396,200 $705,433,000 *Reserves equal Committed, Restricted or Assigned
326 APPENDIX E GENERAL FUND REVENUE PROJECTIONS FY2013 FY2014 FY2015 Description Projected Projected Projected CHSTFLD TOWNE CTR SVC DIST TAX $130,000 $130,000 $130,000 CP INTERCHANGE SVC DIST TAX 170,000 170,000 170,000 PS REAL ESTATE 12,500,000 12,500,000 12,500,000 REAL ESTATE SECT 58 REFUND (1,300,000) (1,300,000) (1,300,000) REAL ESTATE TAXES 283,287,100 290,253,600 303,122,800 WATKINS CENTRE INCREM TAX 750,000 750,000 750,000 WATKINS CENTRE SPECIAL ASSESS 0 0 0 Total Real Property $295,537,100 $302,503,600 $315,372,800
PERSONAL PROP SEC 58 REFUND ($1,500,000) ($1,500,000) ($1,500,000) PERSONAL PROP TAXES 51,099,400 53,143,400 55,269,100 PS PESONAL PROP 300,000 300,000 300,000 REFUNDS PRORATION (1,200,000) (1,200,000) (1,200,000) Total Personal Property $48,699,400 $50,743,400 $52,869,100
MACHINE AND TOOLS PROPERTY TAX $4,500,000 $4,500,000 $4,500,000 MOBILE HOME PROPERTY TAXES 150,000 150,000 150,000 Total Other Property $4,650,000 $4,650,000 $4,650,000
INTEREST ON PERSONAL PROP $500,000 $500,000 $500,000 INTEREST ON REAL ESTATE 500,000 500,000 500,000 PENALTY ON PERSONAL PROP 950,000 950,000 950,000 PENALTY ON REAL ESTATE 1,000,000 1,000,000 1,000,000 Total Penalties and Interest $2,950,000 $2,950,000 $2,950,000
Total Property Taxes $351,836,500 $360,847,000 $375,841,900
ELECTRIC CONSUMER TAX $6,617,300 $6,749,600 $6,884,600 ELECTRIC CONSUMPTION TAX STATE 0 0 0 GAS CONSUMPTION TAX STATE 0 0 0 GAS UTILITY TAX 1,410,700 1,438,900 1,467,700 WATKINS SALES TAX INCREMENTAL 0 0 0 Total Utility Taxes $8,028,000 $8,188,500 $8,352,300
BANK STOCK TAX $1,685,700 $1,719,400 $1,753,800 BUSINESS AND PROF LICENSE TAX 16,856,200 17,361,900 17,882,800 BUSINESS LICENSE SEC 58 REFUND (600,000) (600,000) (600,000) CABLE TV FRANCHISE FEE 0 0 0 LOCAL SALES AND USE TAXES 41,074,100 41,895,600 42,733,500 MOTOR VEHICLE LICENSES TAX 0 0 0 MOTOR VEHICLE REGISTRATION FEE 7,317,500 7,463,900 7,613,200 PUBLIC EDUCATION AND GOVT FEE 0 0 0 RECORDATION TAX 3,692,700 3,766,600 3,841,900 SHORT-TERM RENTAL TAX 222,700 227,200 231,700 TELECOMMUNICATIONS SALES TAX 16,412,200 16,740,400 17,158,900 TRANS OCCUPANCY TAX 2% PERCENT 960,000 979,200 998,800 TRANS OCCUPANCY TAX 6% PERCENT 2,885,700 2,943,400 3,002,300 Total Other Taxes $90,506,800 $92,497,600 $94,616,900
TOTAL TAXES $450,371,300 $461,533,100 $478,811,100
ABANDONED VEHICLE PERMITS $9,000 $9,000 $9,000 BURN PERMIT FEES 7,600 7,600 7,600 COMMERCIAL BLDG PERMITS 615,000 630,400 646,200 COMMERCIAL ELECTRICAL PERMITS 205,000 210,100 215,400 COMMERCIAL HEATING PERMIT FEE 128,100 131,300 134,600 COMMERCIAL PLUMBING PERMITS 102,500 105,100 107,700 COMR OTHER PERMIT FEES 2,100 2,200 2,300 CONCEALED WEAPONS FEES 30,000 30,000 30,000 CONDITIONAL STANDARD ENFORCE 20,000 20,000 20,000 CONDITIONAL USE PLANNED DEV 35,000 35,000 35,000 CONDITIONAL USES 50,000 50,000 50,000 DANGEROUS DOG REGISTRATION FEE 0 0 0 DMV STOP FEES 395,000 395,000 395,000 DOG LICENSES 80,000 80,000 80,000
327 APPENDIX E GENERAL FUND REVENUE PROJECTIONS FY2013 FY2014 FY2015 Description Projected Projected Projected ELEVATOR CERTIF FEE 18,500 19,000 19,500 ENTERTAINMENT PERMITS 400 400 400 EROSION CONTROL FEES 45,000 45,000 45,000 FINAL CHECK SUBDIVISIONS 40,000 40,000 40,000 FIRE PERMITS 66,600 68,300 70,000 GOLD SILVER DEALERS FEE 0 0 0 LAND USE APPLICATION FEES 1,500 1,500 1,500 MOBILE HOME APPLICATIONS 2,000 2,000 2,000 NOT READY INSPECTION FEE 12,800 13,100 13,400 PARADE APPLICATION FEES 0 0 0 PLAN REVIEW FEES 159,000 159,000 159,000 PLAN REVIEW FEES COMM DEV 14,700 14,700 14,700 REAL ESTATE TRF FEES 7,400 7,400 7,400 RESIDENTIAL BLDG PERMITS 615,000 630,400 646,200 RESIDENTIAL BMP MAINT FEES 20,000 20,900 21,800 RESIDENTIAL ELECTRICAL PERMITS 266,500 273,200 280,000 RESIDENTIAL HEATING PERMIT FEE 128,100 131,300 134,600 RESIDENTIAL PLUMBING PERMITS 410,000 420,300 430,800 RESIDENTIAL REINSPECTION FEES 87,100 89,300 91,500 RESUBMITTED PLAN REVIEW FEES 10,000 10,000 10,000 REZONING FEES 100,000 100,000 100,000 SEPTIC TANK PERMITS 6,000 6,000 6,000 SIGN PERMITS 50,400 50,800 51,200 SITE PLANS 60,000 60,000 60,000 SOIL REPORT FEE SEWAGE 3,500 3,500 3,500 SOLICITOR PERMITS 1,000 1,000 1,000 SPECIAL EXCEPTIONS 5,000 5,000 5,000 SUBSTANTIAL ACCORD FEE 15,000 15,000 15,000 TEMP CERTIFICATE OF OCCUPANCY 12,800 13,100 13,400 TENTATIVE SUBDIVISIONS 25,000 25,000 25,000 VARIANCES 30,000 30,000 30,000 ZONING CERTIFICATE FEES 7,000 7,000 7,000 Total Permits and Fees $3,899,600 $3,967,900 $4,037,700
COURT FINES $1,500,000 $1,500,000 $1,500,000 CURFEW VIOLATIONS 0 0 0 FORFEITURES 0 0 0 HNDCP PARK FINE LATE PENALTY 0 0 0 PARKING FINES 16,000 16,000 16,000 RESTITUTION POLICE DEPT 1,500 1,500 1,500 Total Fines and Forfeitures 1,517,500 1,517,500 1,517,500
CONCESSION RENTAL COMMISSION $16,000 $16,000 $16,000 CP INTERCHANGE SVC DIST INT 0 0 0 INTEREST BANK DEPOSITS 0 0 0 INTEREST ON FINES AND WARRANTS 45,800 45,800 45,800 INTEREST ON INV 2,750,000 4,250,000 5,250,000 RENTAL OF BLDG 53,600 53,600 53,600 RENTAL OF EQUIP 800 800 800 RENTAL OF GARDEN PLOT 3,000 3,000 3,000 RENTAL OF GENERAL PROPERTY 330,300 330,300 330,300 RENTAL OF PARK LIGHTS 35,000 35,000 35,000 RENTAL OF SHELTERS 42,200 42,200 42,200 TREASURER INTEREST RECEIVED 0 0 0 UNREAL GAIN LOSS TREAS 0 0 0 Total Use of Money and Property $3,276,700 $4,776,700 $5,776,700
ACCIDENT REPORTS $30,000 $30,000 $30,000 ACCOUNTING CHG 121,100 121,100 121,100 ACCOUNTING HEALTH INS ADMIN 0 0 0 ADMIN FEES 75,000 75,000 75,000 APPOMATTOX AUTH POLICE BOAT 3,000 3,000 3,000 BAD CHECK CHG 8,000 8,000 8,000 BLUE CROSS BLUE SHIELD PYMT 100,000 100,000 100,000 BULKY BRUSH COLLECTION FEE 0 0 0
328 APPENDIX E GENERAL FUND REVENUE PROJECTIONS FY2013 FY2014 FY2015 Description Projected Projected Projected BULKY WASTE COLLECTION FEE 0 0 0 CAMP FEES 59,400 59,400 59,400 CCCTP COUPON DISCOUNTED 0 0 0 CCCTP COUPON REV FEES 520,400 520,400 520,400 CERTIFIED MAIL FEE 500 500 500 CHESTERFIELD UNIV NONCOUNTY 20,000 20,000 20,000 CITY RICHMOND LIBRARY USE FEE 85,500 85,500 85,500 CLIENT PMTS 1,010,400 1,010,400 1,010,400 COMM ATTY CIRCUIT CT FEES 0 0 0 CONSTRUCTION MATERIAL FULL LD 55,700 55,700 55,700 CONSTRUCTION MATERIAL HALF LD 75,500 75,500 75,500 CONVENIENCE FEES 5,700 5,700 5,700 COUNTY MAP SALES AND UPDATES 5,000 5,000 5,000 COURT FEES RECOVERED 77,500 77,500 77,500 COURT SECURITY SHERIFF 500,000 500,000 500,000 COURTHOUSE MAINT FEE 87,700 87,700 87,700 CREDIT CARD FEES 3,400 3,400 3,400 CUSTOMER VAL CARD LEVEL 1 0 0 0 CUSTOMER VAL CARD LEVEL 2 0 0 0 DEFERRAL CHG 6,000 6,000 6,000 DELINQ ADMIN FEE 0 0 0 DEPT OF REHABILITATION SVCS 218,300 218,300 218,300 DNA FEES SHERIFF 2,000 2,000 2,000 DOCUMENT COPY FEES 3,600 3,600 3,600 DOG BOARD FEES 35,000 35,000 35,000 DOLLAR PER DAY FEE 40,500 40,500 40,500 DRUNK DRIVER CHGS 0 0 0 DUI TRAFFIC OFFENSES 135,000 135,000 135,000 EMP HC-OTHER MED SERVICES 0 0 0 EMPL HC-MED PROG OVERSIGHT 24,000 24,000 24,000 EMPL HC-VACCINATIONS 160,000 160,000 160,000 EMPLOY HC PHYSICALS 70,000 70,000 70,000 EMPLOYEE HC DRUG TESTS 50,000 50,000 50,000 EMPLOYEE HC-FIRST VISITS 153,000 153,000 153,000 FALSE ALARM CHG 120,000 120,000 120,000 FALSE ALARM REFUNDS 0 0 0 FAMIS PMTS 1,500 1,500 1,500 FINGERPRINT FEE 3,000 3,000 3,000 INCTY ACCOUNTING CHGS 308,500 308,500 308,500 INCTY BLDG RENTAL HEALTH 55,600 55,600 55,600 INCTY BLDG RENTAL SS 105,400 105,400 105,400 INCTY CHESTERFIELD UNIV 10,000 10,000 10,000 INCTY INTERNAL AUDIT FEE 3,500 3,500 3,500 INCTY IST DATA PROCESSING 275,600 275,600 275,600 INCTY JANITORIAL SVC 43,000 43,000 43,000 INCTY MHMRSA CHGS 162,800 162,800 162,800 INCTY PC CHGS 62,900 62,900 62,900 INCTY PRINT SHOP CHGS 450,000 450,000 450,000 INCTY PURCHASING CHGS 533,800 533,800 533,800 INCTY TREAS COLLECTIONS 60,400 60,400 60,400 INCTY UTILITY DEPT REIMB 525,300 526,700 528,100 INSTRUCTIONAL FEES 213,800 213,800 213,800 JAIL PROCESSING FEE 53,000 53,000 53,000 JUVENILE HOME 152,900 152,900 152,900 LAW LIBRARY FEES 110,300 110,300 110,300 LECTURE FEE 9,000 9,000 9,000 LIBRARY FINES 334,700 334,700 334,700 MAILING FEES 500 500 500 MED FLIGHT FUND 174,100 174,100 174,100 MEDICAID COINSURANCE 18,200 18,200 18,200 MEDICAID EARLY INTERVENTION 0 0 0 MEDICAID ICF MR 802,900 802,900 802,900 MEDICAID PMTS 65,500 65,500 65,500 MEDICAID REHABILITATION 50,000 50,000 50,000 MEDICAID SPO CRISIS 9,700 9,700 9,700
329 APPENDIX E GENERAL FUND REVENUE PROJECTIONS FY2013 FY2014 FY2015 Description Projected Projected Projected MEDICAID SPO ICT 582,000 582,000 582,000 MEDICAID SPO INTENSIVE IN HOME 60,000 60,000 60,000 MEDICAID SPO MH CASE MGMT 1,297,900 1,297,900 1,297,900 MEDICAID SPO MR CASE MGMT 3,077,900 3,077,900 3,077,900 MEDICAID SPO PSYCHOSOCIAL 524,200 524,200 524,200 MEDICAID SPO SUPPORTED LIVING 271,900 271,900 271,900 MEDICAID TRANSPORTATION 405,700 405,700 405,700 MEDICAID WAIVER 0 0 0 MEDICAID WAIVER CONGREGATE 5,185,000 5,185,000 5,185,000 MEDICAID WAIVER DAY SUPPORT 2,185,000 2,185,000 2,185,000 MEDICAID WAIVER EMPLOYMENT 1,184,100 1,184,100 1,184,100 MEDICAID WAIVER ENVIRON MODIFI 155,000 155,000 155,000 MEDICAID WAIVER PRE-VOC 40,000 40,000 40,000 MEDICAID WAIVER SUPPORTED RESI 240,000 240,000 240,000 MEDICAID-MEDALLION II 159,300 159,300 159,300 MEDICAL CO-PAYMENTS 8,200 8,200 8,200 MEDICARE PMTS 90,000 90,000 90,000 MONITORING FEES 30,000 30,000 30,000 NON-DUI TRAFFIC OFFENSES 120,000 120,000 120,000 NONRESIDENT RECREATIONAL FEE 14,800 14,800 14,800 OFFENSE REPORTS 11,000 11,000 11,000 OTHER INS PMTS 81,400 81,400 81,400 OVERSIZED VEHICLE TIRES 0 0 0 PENALTY CHGS 22,000 22,000 22,000 PERSONAL PROP DELINQ FEES 900,000 900,000 900,000 PHOTOGRAPHS ACCIDENTS 1,000 1,000 1,000 PLAYGROUND FEES 20,000 20,000 20,000 POLICE OFFICERS FEES 1,000,000 1,000,000 1,000,000 PRINT CHRG EXTERNAL CUSTOMER 23,700 23,700 23,700 PRINTING SVCS 50,000 50,000 50,000 REAL ESTATE DELINQ FEES 200,000 200,000 200,000 RECORD CHECKS 2,000 2,000 2,000 RECYCLING FEE 2,030,800 2,030,800 2,030,800 RECYCLING PROCEEDS 98,500 98,500 98,500 REGISTRATION FEES 42,000 42,000 42,000 REIMBURSEMENT OF LEGAL FEES 0 0 0 RESIDENTIAL GATE LANDFILL FEE 1,073,400 1,073,400 1,073,400 SALE OF ANIMALS 60,000 60,000 60,000 SALE OF CONTRACT 505,200 505,200 505,200 SALE OF LIBRARY SVCS 1,000 1,000 1,000 SALE OF PUBLICATIONS 5,800 5,800 5,800 SALE OF RECYCLING BINS 0 0 0 SHERIFF'S FEES 18,300 18,300 18,300 SPECIAL EVENTS 2,000 2,000 2,000 SPORTS PROGRAM FEES 0 0 0 SVCS TO COURTS 368,000 368,000 368,000 TOURNAMENT CHGS 9,500 9,500 9,500 TRAINING ACADEMY FEES 40,000 40,000 40,000 TRAINING ACADEMY FEES CLEARING 0 0 0 TREAS GARNISHMENT FEES 2,500 2,500 2,500 VEHICLE TIRES 5,500 5,500 5,500 VEHICLE TIRES W RIMS 3,400 3,400 3,400 WEED REMOVAL FEE 8,000 8,000 8,000 WEEKEND JAIL TIME FEE 79,800 79,800 79,800 WELLNESS CONTRIBUTION 0 0 0 WHITE GOODS WITH FREON 30,000 30,000 30,000 WHITE GOODS WITHOUT FREON 32,400 32,400 32,400 WORK RELEASE PROGRAM 71,700 71,700 71,700 Total Service Charges $30,887,000 $30,888,400 $30,889,800
ANIMAL FRIENDLY PLATE REVENUE $0 $0 $0 BLACK HISTORY DONATIONS 0 0 0 BOUNCE BACK PROGRAM COMMISSION 0 0 0 CARE OF PRISONERS 0 0 0 DONATIONS AND CONTRIB 108,000 108,000 108,000
330 APPENDIX E GENERAL FUND REVENUE PROJECTIONS FY2013 FY2014 FY2015 Description Projected Projected Projected GAIN SHARING - REVENUE 300,000 300,000 300,000 INCTY INS RECOVERY 50,000 50,000 50,000 LOSS PREVENTION REVENUE 340,900 340,900 340,900 OTHER MISC REVS 746,300 746,300 746,300 PUBLIC PHONE COMM 75,000 75,000 75,000 REFUNDS 0 0 0 REIMB CHESTERFIELD SCH 6,955,200 6,955,200 6,955,200 REIMB COLONIAL HEIGHTS 415,800 415,800 415,800 REIMB DRUG TESTING 7,500 7,500 7,500 REIMB HEALTH COOPERATIVE 0 0 0 REIMB HEALTH DEPT 0 0 0 REIMB OTHER 966,300 966,300 966,300 REIMB OTHER LOCALITIES 6,400 6,400 6,400 REIMB RICHMOND CENTER 1,710,000 1,729,200 1,748,800 REIMB STATE EXP 131,000 131,000 131,000 REIMB STATE VEHICLE 38,000 38,000 38,000 REIMB TELEPHONE USAGE 5,700 5,700 5,700 REIMB TOWING 2,900 2,900 2,900 SALE OF RECYCLING BINS 200 200 200 SALE OF SUPPLIES 0 0 0 SALE OF SURPLUS EQUIP 8,800 8,800 8,800 SALE OF VEHICLES 100,000 100,000 100,000 SETTLEMENT 0 0 0 SS INCENTIVE PMTS 5,000 5,000 5,000 Total Recovered Costs & Misc. $11,973,000 $11,992,200 $12,011,800
ANIMAL STATE INC TAX DONATIONS $0 $0 $0 DMV SELECT PROGRAM COMMISSION 62,500 62,500 62,500 EDU 1/8% STATE SALES TAX 0 0 0 EDU STATE SALES TAX RECEIPTS 49,998,100 50,998,100 52,018,100 SHRD EXP INS, SHERIFF 0 0 0 VA AID TREATMENT PERSONNEL 153,600 153,600 153,600 VA CLERK EXCESS FEES 346,900 346,900 346,900 VA COMP BOARD AID JAIL EXP 1,452,200 1,452,200 1,452,200 VA CRIM JUSTICE SVC PROBATON 8,000 8,000 8,000 VA DISTRIB FIRE PROGRAM FUND 500,000 500,000 500,000 VA EMERGENCY MEDICAL SVC 225,000 225,000 225,000 VA FIN ASSIST MH SVC 2,746,000 2,746,000 2,746,000 VA FIN ASSIST MR SVC 81,800 81,800 81,800 VA FIN ASSIST PUBLIC LIBRARY 191,800 191,800 191,800 VA GRANTORS TAX DEEDS 1,078,100 1,088,900 1,099,800 VA HB 599 FUNDS 7,421,000 7,421,000 7,421,000 VA JAIL BLOCK GRANT 592,000 592,000 592,000 VA JUVENILE DETENT CARE CHILD 4,400 4,400 4,400 VA JUVENILE DETENT HOMES 0 0 0 VA MISC STATE AID 3,715,400 3,715,400 3,715,400 VA MOBILE HOME TITLING TAXES 70,000 70,000 70,000 VA P ASSIST WELFARE ADMIN 6,705,300 6,705,300 6,705,300 VA PPTRA 41,092,000 41,092,000 41,092,000 VA ROLLING STOCK TAX 96,400 96,400 96,400 VA SHEXP CLERK CC INS RECOVERY 0 0 0 VA SHEXP CLERK CIRCUIT CT 908,800 908,800 908,800 VA SHEXP CLERK CIRCUIT CT FICA 37,000 37,000 37,000 VA SHEXP CLERK CIRCUIT CT INS 0 0 0 VA SHEXP CLERK CIRCUIT CT VRS 11,000 11,000 11,000 VA SHEXP COMM ATTY 1,565,800 1,565,800 1,565,800 VA SHEXP COMM ATTY DP 81,000 81,000 81,000 VA SHEXP COMM ATTY FICA 0 0 0 VA SHEXP COMM ATTY INS 0 0 0 VA SHEXP COMM ATTY VSRS 0 0 0 VA SHEXP COMM OF REV 426,500 426,500 426,500 VA SHEXP COMM OF REV FICA 0 0 0 VA SHEXP COMM OF REV INS 0 0 0 VA SHEXP COMM OF REV VRS 0 0 0 VA SHEXP REGIS ELECTION BOARDS 75,000 75,000 75,000
331 APPENDIX E GENERAL FUND REVENUE PROJECTIONS FY2013 FY2014 FY2015 Description Projected Projected Projected VA SHEXP SHERIFF 1,851,200 1,851,200 1,851,200 VA SHEXP SHERIFF FICA 220,000 220,000 220,000 VA SHEXP SHERIFF VSRS 0 0 0 VA SHEXP TREAS 394,500 394,500 394,500 VA SHEXP TREAS FICA 0 0 0 VA SHEXP TREAS INS 0 0 0 VA SHEXP TREAS VRS 0 0 0 VA STATE ACUTE CARE 696,700 696,700 696,700 VA STATE EMERGENCY 125,000 125,000 125,000 VA STATE REINVESTMENT 176,100 176,100 176,100 VA SUBSTANCE ABUSE SVCS 932,800 932,800 932,800 VA VEHICLE RENTAL TAX 736,900 744,300 751,700 Total State Revenue $124,778,800 $125,797,000 $126,835,300
ARRA ADOPTION ASSIST 93.659 $0 $0 $0 ARRA BYRNE STATE 16.803 0 0 0 ARRA CCDBC 93.713 0 0 0 ARRA FC IV-E 93.658 0 0 0 ARRA SNAP 10.561 0 0 0 FED CDBG 969,500 969,500 969,500 FED FIN ASSIST OTHER 0 0 0 FED FIN ASSIST PUBLIC SAFETY 26,400 26,400 26,400 FED FIN ASSIST SEC 8 HOUSING 17,500 17,500 17,500 FED PASS THRU WELFARE 8,960,400 8,960,400 8,960,400 FED PRESQULE NW REFUGE 95-469 3,600 3,600 3,600 Total Federal Revenue $9,977,400 $9,977,400 $9,977,400
TOTAL TAXES AND REVENUE $636,681,300 $650,450,200 $669,857,300
TRF FROM CP PROFFER $250,000 $250,000 $250,000 TRF FROM FLEET 12,600 12,900 12,900 TRF FROM MHMRSA 104,300 101,800 99,300 TRF FROM SPECIAL REV FUND 1,101,300 1,101,300 1,101,300 TRF FROM WASTEWATER 2,200 2,200 2,200 TRF FROM WATER FUND 3,300 3,400 3,400 TRF FROM WATER PMT LIEU OF TAX 589,600 589,600 589,600 Total Financing Sources $2,063,300 $2,061,200 $2,058,700
USE OF RESTRICTED, COMMITTED, OR ASSIGNED FUND BALANCE: COUNTY $5,925,500 $5,924,600 $5,923,700 SCHOOLS 12,000,000 12,000,000 12,000,000 UNASSIGNED FUND BALANCE 53,495,000 53,495,000 53,750,000 Total Use of Reserves & Unassigned Fund Balance* $71,420,500 $71,419,600 $71,673,700
Total Other $73,483,800 $73,480,800 $73,732,400
TOTAL GENERAL FUND REVENUE $710,165,100 $723,931,000 $743,589,700 *Reserves equal Committed, Restricted or Assigned
332 APPENDIX F Commission on Local Government 2010 Survey of Cash Proffers Accepted by Local Governments
Date: August 31, 2010 Locality: Chesterfield County County X City Town Name: Allan M. Carmody Title: Budget Director Phone: (804) 748-1600 Fax: (804) 751-4988 E-mail: [email protected]
Did your locality accept cash proffers at any time during the 2009-2010 Fiscal Year? YES X X NO
If you answered "No" for the 2009-2010 Fiscal Year, additional information is not needed. Please return the survey to the Commission on Local Government as indicated on the next page.
If you answered "Yes" for the 2009-2010 fiscal year, provide the following information concerning the cash proffers accepted by your locality: (See definitions on next page.) SUPPLEMENTAL DATA Program LIFE TO DATE FY2009-10 1 Jan. 1990 - June 30, 2010 1. Total amount of cash proffer revenue collected by the locality during the 2009-2010 fiscal year: $3,949,758 $57,390,572
2. Estimated amount of cash proffers pledged during the 2009-2010 fiscal year and whose payment was conditioned only on time: $0 $526,474,885 2
3. Total amount of cash proffer revenue expended by the locality during the 2009-2010 fiscal year: $3,818,450 $44,498,929
4. Indicate the Purpose(s) and amount(s) for which the expenditures in number 3 above were made: Schools $2,160,700 $19,615,893 Roads and Other Transportation Improvement 864,983 16,720,554 Fire and Rescue/Public Safety - 1,930,700 Libraries 252,767 2,120,767 Parks, Recreation, and Open Space 540,000 4,111,014 Water and Sewer Service Extension - - Community Centers - - Stormwater Management - - Special Needs Housing - - Affordable Housing - - Miscellaneous - - Total Dollar Amount Expended (Should Equal Amount in Number 3 Above) $3,818,450 $44,498,928 Notes: 1. Revenues in prior years can be used for expenditures in subsequent years. Accordingly, it is possible for expenditures in any one year to be higher than the revenues collected in the same year. 2. The Life to Date figure is inclusive of proffers that are not conditioned only on time. Chesterfield County has accepted cash proffers that typically are required to be paid prior to the issuance of a building permit (thus excluded from survey question number 2). We have provided supplemental data reflecting our results since approval of the first case with cash proffers in 1990. The figures in the right-hand column are inclusive of proffers conditioned on factors other than time. The Life to Date figures are inclusive of FY2010 pledges totaling $37,932 of which none was not collected in FY2010 and are conditioned on factors other than time.
Comments: Chesterfield County has accepted cash proffers that typically are required to be paid prior to the issuance of a Use additional building permit (thus excluded from survey question number 2). We have provided supplemental data sheet if reflecting our results since approval of the first case with cash proffers in 1990. The figures in the right-hand necessary. column are inclusive of proffers conditioned on factors other than time.
333 APPENDIX G TRANSPORTATION DEPARTMENT - UNFUNDED CIP PROJECT REQUESTS (FY2012 - 2016)
Pr# PROJECT NAME PE R/W Const. Other Total Prioritized Requests
1 Route 360 - widen to six lanes from Winterpock Road to Woodlake Village Parkway $0 $0 $0 $0 $12,000,000 2 Road Fund Projects (Construction per year) 0 0 1,000,000 0 5,000,000 3 General Road Improvements (Construction per year) 0 0 1,000,000 0 5,000,000 4 Miscellaneous Shoulder Improvements - approximately one (1) mile per year 180,000 500,000 1,320,000 0 10,000,000 5 Industrial Access (Costs per year) 30,000 120,000 150,000 0 1,500,000 6 East/West Limited Access Preliminary Engineering and Right-of-way 0 0 0 0 9,000,000 7 Route 10 @ Old Bermuda/Meadowville - intersection improvements and signalization 0 0 0 0 15,000,000 8 Route 360 - widen to six lanes from Genito Road to Route 288 interchange 0 0 0 0 17,600,000 9 Route 1 @ Old Bermuda Hundred Road - turn lanes and signal 0 0 0 0 5,000,000 10 Route 10 - Route 1 to Interstate 95 6-lane widening 0 0 0 0 4,000,000
Pr# PROJECT NAME PE R/W Const. Other Total Additional Requests
11 Arch Road - widen pavement and construct shoulders - Route 60 to Reams Road $0 $0 $0 $0 $4,000,000 12 Arch Road @ Arboretum - turn lanes and signalization 150,000 500,000 1,350,000 0 2,000,000 13 Arch Road @ Knightsbridge - extend southbound lane on Arch Road 0 0 0 0 500,000 14 Bailey Bridge Road - widen pavement and construct shoulders - High School to Spring Run 0 0 0 0 3,800,000 15 Beach Road - reconstruct shoulder along north side between Nash Road and Gates Bluff 0 0 50,000 0 50,000 16 Beach Road - reconstruct shoulders from Nash Road to Woodland Pond Parkway 0 0 0 0 7,200,000 17 Beach Road - reconstruct shoulders from Woodland Pond Parkway to Brandy Oaks 0 0 0 0 22,000,000 18 Beach Road - widen to four lanes from Route 10 to Nash Road 0 0 0 0 13,500,000 19 Beach Road @ Nash Road - intersection improvements and signalization 0 0 0 0 4,500,000
334 APPENDIX G TRANSPORTATION DEPARTMENT - UNFUNDED CIP PROJECT REQUESTS (FY2012 - 2016)
Pr# PROJECT NAME PE R/W Const. Other Total Additional Requests (continued) 20 Beach Road @ Spring Run Road Intersection Improvements - right turn lane $0 $0 $100,000 $0 $100,000 21 Belmont Road - widen pavement and construct shoulders - Barkbridge to Whitepine 0 0 0 0 11,600,000 22 Belmont Road @ Licking Creek - replace bridge/realign curve 400,000 500,000 3,300,000 0 4,200,000 23 Beulah Road - widen pavement and construct shoulders - Kingsland Road to Summerleaf 0 0 0 0 5,000,000 24 Beulah Road - widen pavement and construct shoulders - Hopkins to Cinderwood Drive 0 0 0 0 1,000,000 25 Bradley Bridge Road - two lane reconstruction, Lewis Road to Woodpecker Road 1,000,000 5,000,000 16,000,000 0 22,000,000 26 Branders Bridge Road - widen pavement and construct shoulders - Route 10 to Whitehouse 0 0 0 0 12,000,000 27 Centralia Road - install box culvert at Crooked Branch 100,000 100,000 1,300,000 0 1,500,000 28 Centralia Road - reconstruct from Nott Lane to Chester Road 0 0 0 0 25,000,000 29 Cogbill Road - reconstruct from Route 10 to Cyrus Street 0 0 0 0 12,000,000 30 Cogbill Road @ Canasta Drive - sight distance improvements 10,000 15,000 30,000 0 55,000 31 Courthouse Road @ Berrand Road - sight distance improvements 0 0 0 0 30,000 32 Dalebrook and Beulah Roads - construct additional box culvert 50,000 50,000 700,000 0 800,000 33 Dundas Road - Pedestrian Walkway over railroad 200,000 400,000 1,600,000 0 2,200,000 34 East River Road - widen to 4-lanes from County Line to Chesterfield Avenue 0 0 0 0 8,200,000 35 Ecoff Avenue Reconstruction 1,000,000 4,000,000 10,600,000 0 15,600,000 36 Elkhardt Road - reconstruction east of Turner Road 500,000 1,700,000 5,200,000 0 7,400,000 37 Enon Church / Meadowville Industrial Access Road 0 0 0 12,000,000 12,000,000 38 Fordham Road @ Paulhill Road - (safety - sight distance improvement) 10,000 5,000 135,000 0 150,000 39 Genito Road Headwall 15,000 0 120,000 0 135,000 40 Genito Road Streetlights - from Fox Chase Lane to Watercove Road 0 0 100,000 0 100,000 41 Genito Road - shoulder improvements from Mt. Hermon to Otterdale 400,000 1,000,000 6,600,000 0 8,000,000 42 Genito Road @ Otterdale Road - sight distance improvements 15,000 40,000 30,000 0 85,000 43 Happy Hill Road - widen pavement and construct shoulders, Rt 1/301 to Old Happy Hill 0 0 0 0 12,000,000 44 Harbour Poibnte Road Headwall 10,000 0 120,000 0 130,000
335 APPENDIX G TRANSPORTATION DEPARTMENT - UNFUNDED CIP PROJECT REQUESTS (FY2012 - 2016)
Pr# PROJECT NAME PE R/W Const. Other Total Additional Requests (continued) 45 Hensley Road - improve from Beach Road to Springford Parkway $0 $0 $0 $0 $9,200,000 46 Hickory Road @ Matoaca Road - intersection improvements 500,000 1,000,000 2,000,000 0 3,500,000 47 Hicks Road - widen pavement and construct shoulders - Providence Road to Route 360 0 0 0 0 4,000,000 48 Hicks Road - improve curve north of Dowd Lane 50,000 200,000 500,000 0 750,000 49 HMK Road Improvements - Powhite Pkwy and Chippenham Pkwy 0 0 0 0 50,000,000 50 Holly View Parkway Extended to Brad McNeer Parkway 500,000 300,000 8,400,000 0 9,200,000 51 Hopkins Road - widen pavement and construct shoulders - Beulah to Old Hopkins 0 0 0 0 2,700,000 52 Hopkins Road @ Old Lane - realign and improve intersection 500,000 1,000,000 2,000,000 0 3,500,000 53 I-95 to I-295 Connector Road - Walthall 0 0 0 0 171,200,000 54 Jessup Road Reconstruction - Route 10 to Pineland Road 300,000 600,000 2,500,000 0 3,400,000 55 Kingsland Road - widen pavement and construct shoulders - Route 10 to Hopkins Road 0 0 0 0 5,200,000 56 Kingsland Road - replace box culvert at Reedy Branch 100,000 200,000 2,300,000 0 2,600,000 57 Lacy Farm Road - reconstruction and paving 0 0 0 0 1,000,000 58 Little Creek Lane - improve creek crossing at Watch Run Creek 20,000 60,000 300,000 0 380,000 59 Mount Hermon Road - widen and improve as a two-lane road Genito to Old Hundred 0 0 0 0 16,000,000 60 Nash Road - widen pavement and construct shoulders - Applewhite Lane to Woodpecker 0 0 0 0 10,400,000 61 Nash Road Extension - two-lane road, from Beach Road to Route 10 0 0 0 0 7,400,000 62 Newbys Bridge Rd - widen pavement and construct shoulders - Walmsley to Falling Creek 0 0 0 0 5,600,000 63 Newbys Bridge Rd - widen pavement and construct shoulders - Falling Creek to Belmont 0 0 0 0 11,200,000 64 North/South Arterial (Railroad R/W) Route 10 to Branders Bridge Road 0 0 0 0 9,200,000 65 North/South Arterial (Railroad R/W) Route 10 to Chester Road 0 0 0 0 13,800,000 66 North/South Limited Access Facility - Design and Right-of-way 0 0 0 0 7,500,000 67 Old Bermuda Hundred Road - widen pavement and construct shoulders - 1/301 to Route 10 0 0 0 0 11,200,000 68 Old Bon Air Road - widen pavement and construct shoulders - Robious to Ironmill Road 0 0 0 0 4,000,000 69 Old Bon Air @ Rockaway - improve alignment 0 0 0 0 2,300,000
336 APPENDIX G TRANSPORTATION DEPARTMENT - UNFUNDED CIP PROJECT REQUESTS (FY2012 - 2016)
Pr# PROJECT NAME PE R/W Const. Other Total Additional Requests (continued) 70 Old Hundred Road Headwall $15,000 $0 $120,000 $0 $135,000 71 Old Hundred Road, Genito to Route 360 - utility adjustments 0 0 0 0 600,000 72 Old Lane railroad crossing - surface replacement 0 0 0 0 150,000 73 Osborne Road @ Elokomin Ave - intersection improvements east of 1/301 50,000 50,000 300,000 0 400,000 74 Otterdale Road Extension - Route 360 to Beach Road (Paved Road) 0 0 5,000,000 -850,000 4,150,000 75 Otterdale Road - reconstruct from Woolridge Road to Genito Road 0 0 0 0 27,600,000 76 Park-and-Ride Facilities/Commuter Rail Lots 0 0 0 0 2,000,000 77 Pocoshock Boulevard Extended - Hull Street Road to Walmsley Boulevard 0 0 0 0 1,750,000 78 Powhite Parkway - acquire remaining right-of-way, from current terminus to Route 360 0 0 0 0 33,500,000 79 Powhite Pkwy-widen to four (4) lanes from 288 to Watermill Parkway 0 0 0 0 10,000,000 80 Powhite Parkway Extension - Route 288 to Hull Street Road - PE and Right-of-way 0 0 0 0 38,200,000 81 Powhite Parkway Extension (Two Lanes) to Route 360 0 0 0 0 73,600,000 82 Powhite Parkway Extension - 4-lanes, from Brandermill Parkway to Woolridge Road 0 0 0 0 15,000,000 83 Powhite Parkway Toll Removal 0 0 0 0 67,503,579 84 Providence Road - widen pavement and construct shoulders - Route 60 to Courthouse Road 0 0 0 0 16,000,000 85 Qualla Road - widen pavement and construct shoulders - Claypoint Road to Beach Road 0 0 0 0 9,600,000 86 Reams Road - widen pavement and construct shoulders - Courthouse Road to Providence 0 0 0 0 8,800,000 87 Reams Road - turn lanes at various locations 500,000 1,000,000 5,000,000 0 6,500,000 88 Reams Road @ Courthouse Road - extend 2-lane eastbound section on Reams Road 0 0 0 0 2,250,000 89 Reconstruct and Pave Dirt Roads - approximately one (1) mile per year 0 0 1,000,000 0 5,000,000 90 River Road, Second Branch to Bundle - improve shoulders 0 0 0 0 11,000,000 91 River Road @ Graves Road - sight distance improvements 30,000 50,000 50,000 0 130,000 92 River Road @ Nash Road - construct turn lanes and realign intersection 100,000 200,000 1,000,000 0 1,300,000 93 Route 1 @ Route 10 - construct dual left turn lanes on eastbound Route 10 approach 0 0 0 0 500,000 94 Route 1 @ Sand Hills Drive - intersection improvements 100,000 400,000 1,000,000 0 1,500,000
337 APPENDIX G TRANSPORTATION DEPARTMENT - UNFUNDED CIP PROJECT REQUESTS (FY2012 - 2016)
Pr# PROJECT NAME PE R/W Const. Other Total Additional Requests (continued) 95 Route 1 @ Willis Road - intersection improvements $100,000 $400,000 $1,000,000 $0 $1,500,000 96 Route 10 - 6-lane widening, Route 288 to Frith Lane 0 0 0 0 14,000,000 97 Route 10 - 6-lane widening, Warebottom Spring Road to Old Bermuda/Meadowville 0 0 0 0 30,000,000 98 Route 10 Landscaping - Centralia Road to Village of Chester 0 0 0 0 350,000 99 Route 10 @ Lewis Road - construct dual left turn lanes on Lewis Road 100,000 300,000 600,000 0 1,000,000 100 Route 10 @ Old Bermuda Hundred Road - eastbound left and right turn lanes 30,000 50,000 300,000 0 380,000 101 Route 288 East of I-95 to Old Stage Road 0 0 0 0 30,000,000 102 Route 288 @ Qualla Road Diamond Interchange 0 0 0 0 40,000,000 103 Route 360 Streetlights - Old Hundred Road to Woodlake Village Parkway 0 0 0 0 400,000 104 Route 360 - widen to eight lanes from Spring Run Road through Woodlake Village Parkway 0 0 0 0 15,000,000 105 Route 360 - widen to six lanes from Woodlake Village Parkway to Otterdale Road 0 0 0 0 25,000,000 106 Route 360 @ Chippenham Parkway - eastbound right turn lane 30,000 0 300,000 0 330,000 107 Route 360 Streetscaping - from Old Hundred Road to Swift Creek 0 0 0 0 70,000 108 Route 360 @ Courthouse Road Intersection Improvements (add'l SB right) 250,000 1,750,000 2,000,000 0 4,000,000 109 Route 360 @ Manchester M.S. - intersection improvements (exiting RT) 0 0 100,000 0 100,000 110 Route 60 @ Arch Road - dual left turn lanes 300,000 800,000 1,500,000 0 2,600,000 111 Route 60 - widen to six lanes from Courthouse/Huguenot to Old Buckingham Road 0 0 0 0 16,100,000 112 Route 60 @ Ruthers Road Intersection Improvements - turn lanes 300,000 800,000 1,500,000 0 2,600,000 113 Route 60 @ Sturbridge - additional southbound lane on Sturbridge 100,000 150,000 400,000 0 650,000 114 Route 60 streetlights in the Village of Midlothian 0 0 0 0 180,000 115 Sidewalks - various locations Countywide, see attached project list (Costs per year) 0 0 0 1,500,000 7,500,000 116 Sight and Sound Barriers - Powhite and Route 288 0 0 0 50,000,000 50,000,000 117 Sight and Sound Barriers - Powhite and Route 288, Phase 1 0 0 0 0 1,000,000 118 Signalization - various locations Countywide (Costs per year) 0 0 0 1,000,000 5,000,000 119 Spring Run Road - widen pavement and construct shoulders - Route 360 to Beach Road 0 0 0 0 26,000,000
338 APPENDIX G TRANSPORTATION DEPARTMENT - UNFUNDED CIP PROJECT REQUESTS (FY2012 - 2016)
Pr# PROJECT NAME PE R/W Const. Other Total Additional Requests (continued) 120 State Park Mitigation Bank (Costs per year) $0 $0 $0 $0 $500,000 121 Storage Lane Improvements - various locations Countywide 0 0 0 1,000,000 5,000,000 122 Subdivision Streets - resurfacing (Costs per year) 0 0 0 0 250,000 123 Thoroughfare Plan Road Major Stream Crossings (Costs per year) 0 0 0 1,000,000 5,000,000 124 Traffic Calming Devices (Construction per year) 0 0 100,000 0 500,000 125 Winterfield Road - railroad crossing surface replacement 0 0 0 0 110,000 126 Winterpock Road - extend SB through lane from current terminus thru Ashbrook/McEnnally 0 0 0 0 2,500,000 127 Winterpock Road - widen pavement and construct shoulders - Route 360 to Beach Road 0 0 0 0 12,000,000 128 Woodpecker Road - widen pavement and construct shoulders - Nash Rd to Matoaca Rd 0 0 0 0 26,000,000 129 Woodpecker Road @ Nash Road - realign intersection offset 0 0 0 0 3,000,000 130 Woodpecker Road @ Sandy Ford Road - sight distance improvements 0 0 0 0 1,000,000 131 Woods Edge Road - widen pavement and construct shoulders - I-95 to Ramblewood Road 0 0 0 0 8,000,000 132 Woolridge Road - safety improvements south of Crown Point 0 0 0 0 2,500,000
339 APPENDIX G TRANSPORTATION DEPARTMENT - UNFUNDED CIP PROJECT REQUESTS (FY2012 - 2016)
Pr# PROJECT NAME PE R/W Const. Other Total
Below are specific projects identified in the noted CIP project above
Sidewalk/Bikelane Projects (Project #115) 1 Chesterfield Avenue Sidewalk Safety Improvements, Phase 1 $0 $0 $0 $0 $300,000 2 Cogbill Road Sidewalk - Meadowbrook High School to Route 10 0 0 0 0 500,000 3 Genito/Old Hundred/Charter Colony Streetlights and Sidewalks 0 0 0 0 400,000 4 Fordham Road - Pedestrian Walkway - Hull Street Road to Jacobs Road 200,000 400,000 2,200,000 0 2,800,000 5 Harrowgate Road Sidewalk - from Broadwater to Cougar Trail 0 0 0 0 250,000 6 Hopkins Road Sidewalks - Falstone Road to Cogbill Road 50,000 50,000 1,200,000 0 1,300,000 7 Midlothian Village Sidewalks 0 0 0 0 500,000 8 Old Bon Air Road Bike Path - Robious Road to Ironmill Road 200,000 400,000 2,100,000 0 2,700,000 9 Old Centralia Road Sidewalk - Castlebury to Glen Oaks Court 0 0 0 0 500,000 10 Osborne Road - Cliff Lawn Drive to Wilton Drive 0 0 0 0 300,000 11 Point of Rocks Bike Lane - Enon Church Road from Point of Rocks Park to Route 10 300,000 1,000,000 4,100,000 0 5,400,000 12 Route 10/Village of Chester - pedestrian improvements 0 0 0 0 200,000 13 Route 60 Sidewalk - from Midlothian Middle School to American Family Fitness 0 0 0 0 367,000 14 Salisbury Road Sidewalk - Robious Road to Winterfield Road 0 0 0 0 4,580,000 15 Shady Banks Paved Shoulder - from Ashbrook Parkway to Featherchase 0 0 0 0 130,000 16 Smoketree Drive Sidewalk - from current sidewalk terminus to Courthouse Road 0 0 0 0 980,400 17 Spirea Road Sidewalk - Mountain Laurel Drive to Sunflower Lane 0 0 0 0 400,000 18 Springford Parkway Trail - from Collington Drive to Summerford Drive 0 0 0 0 160,000 19 Walton Bluff Pkwy Paved Shoulder Sidewalk - from Lucks Lane to Queensgate Road 0 0 0 0 2,300,000 20 Walton Park Sidewalk - from Watch Hill Road to North Woolridge Road 0 0 0 0 1,500,000
340 APPENDIX G TRANSPORTATION DEPARTMENT - UNFUNDED CIP PROJECT REQUESTS (FY2012 - 2016)
Pr# PROJECT NAME PE R/W Const. Other Total Reconstruct and Pave Dirt Road Projects (Project #89) 1 Frameway Road Paving $0 $0 $0 $0 $300,000 2 Omaha Street Paving $30,000 $30,000 $200,000 $0 $260,000 3 Potts Street Paving 30,000 40,000 230,000 0 300,000 4 Russwood Road Paving 0 0 0 0 750,000 5 Scottwood Road Paving 0 0 0 0 750,000 6 Second Branch Road Paving - south of River Road 0 0 0 0 1,500,000 7 Tower Light Road Paving 0 0 0 0 450,000 8 Turnerville Road Paving 0 0 0 0 450,000 9 Wild Turkey Run Paving 0 0 0 0 375,000
Signalization Projects (Project #118) 1 Powhite/Old Hundred @ Brandermill Parkway 2 River Road @ Pickett Avenue 3 Route 1/301 @ Old Bermuda Hundred Road 4 Route 1/301 @ Sand Hills Drive 5 Route 10 @ Ecoff Avenue 6 Route 10 @ Parker Lane 7 Route 10 @ Rock Spring Road 8 Route 60 Mast Arm Signal Modifications (eight intersections) 9 Route 360 @ Broadstone Road/Tanbark Road 10 Route 360 @ Lynview Drive/LaPrade Library 11 Route 360 @ Lynchester Drive/Amberleigh Boulevard Note: Cost estimates are not currently available for the above signalization projects
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342 FY2012 APPROPRIATIONS RESOLUTION
A RESOLUTION TO APPROPRIATE DESIGNATED FUNDS AND ACCOUNTS FROM DESIGNATED ESTIMATED REVENUES FOR FY2012 FOR THE OPERATING BUDGETS AND THE CAPITAL IMPROVEMENT PROGRAM FOR THE COUNTY OF CHESTERFIELD, VIRGINIA
BE IT HEREBY RESOLVED by the Board of Supervisors of the County of Chesterfield:
That for the fiscal year beginning on the first day of July 2011 and ending on the thirtieth day of June 2012, the following sections shall be adopted:
Sec. 1 The following designated funds and accounts shall be appropriated from the designated estimated revenues to operate and provide a capital improvement program for the county. It is the intent of the Board of Supervisors that general property taxes levied on January 1, 2011, and due December 5, 2011, be appropriated for FY2012.
FY2012 Amended General Fund Estimated Revenue: Local Sources: General Property Taxes $350,681,400 Other Local Taxes 96,351,800 Licenses, Permits, & Fees 3,834,100 Fines, Forfeitures & Uses of Money & Property 3,294,200 Service Charges 30,885,600 Miscellaneous and Recovered Costs 11,954,200 Other Agencies: State and Federal 134,738,200 Other Financing Sources: Use of Restricted, Committed, or Assigned Fund Balance 18,133,300 Transfer from County Grants Fund 1,101,300 Transfer from County Capital Projects Fund 250,000 Transfer from Mental Health, Support Services 106,600 Transfer from Fleet Management 12,300 Transfer from Water Operating Fund 592,800 Transfer from Wastewater Operating Fund 2,200 Unassigned Fund Balance 7/1/2011 53,495,000 Total Revenues $705,433,000
Appropriations: General Government $47,471,900 Administration of Justice 8,405,900 Public Safety 143,204,500 Public Works 16,625,600 Health & Welfare 71,069,600 Parks, Recreation, Cultural 17,758,900 Community Development 15,522,200 Debt Service 26,262,200 Operating Transfers 304,917,200 Assignments 700,000 Unassigned Fund Balance, 6/30/2012 53,495,000 Total General Fund: $705,433,000 * *Plus encumbrances carried forward in all funds in an amount not to exceed $15 million, which will be reappropriated into the fiscal year beginning July 1, 2011. (See "Section 5")
343 FY2012 APPROPRIATIONS RESOLUTION
Comprehensive Services Fund Estimated Revenue: Reimbursement, Colonial Heights $124,200 State Aid, Comprehensive Services 3,315,600 State, Miscellaneous 150,000 Transfer from Social Services 445,200 Transfer from Schools 921,100 Transfer from General Fund 1,710,700 Use of Unassigned Fund Balance 1,042,300 Total Revenues and Funding Sources $7,709,100
Appropriations: Operating Expenses $7,709,100 Total Appropriations $7,709,100
School Operating Fund Estimated Revenue: Local Sources $21,239,100 State 215,709,300 Federal 38,310,400 Transfer from School Operating 609,600 Transfer from School Food Service 1,000,000 Transfer from General Fund: State Sales Tax 49,998,100 Local Taxes 216,599,400 Prior Year Revenue 11,607,800 Grounds Maintenance 1,792,800 Total General Fund 279,998,100 Use of Assigned Fund Balance 1,000,000 Total Revenues and Funding Sources $557,866,500
Appropriations: Instruction $366,611,400 Administration, Attendance & Health 19,018,900 Pupil Transportation 27,769,100 Operations & Maintenance 56,169,900 Technology 12,102,400 Debt Service 47,760,000 Food Service 20,158,000 Grounds Maintenance 1,792,800 Transfer and Assignment for School Capital Projects 6,484,000 Total Appropriations $557,866,500
Schools - Appomattox Regional Governor's School Fund Estimated Revenue: Local Sources $2,377,300 State 1,058,000 Total Revenues and Funding Sources $3,435,300
Appropriations Education $3,435,300 Total Appropriations $3,435,300
344 FY2012 APPROPRIATIONS RESOLUTION
County Grants Fund Estimated Revenue: Other Governments $10,118,400 Transfer from General Fund 1,020,500 Use of Restricted, Committed, or Assigned Fund Balance 184,900 Total Revenues and Funding Sources $11,323,800
Appropriations: Adult Drug Court $642,400 Clerk of the Circuit Court Technology Trust Fund 154,900 Community Corrections Services Domestic Violence Victim Advocate (V-STOP) 52,900 Community Development Block Grant 1,881,800 Community Services Board Part C 831,500 Domestic Violence Prosecutor 98,900 Families First 517,300 Fire & EMS Revenue Recovery 5,202,200 Juvenile Drug Court Grant 340,000 Litter Grant 26,000 Police Grants Domestic Violence Coordinator 48,100 USDA Juvenile Detention Grant 75,000 USDA Youth Group Home Grant 8,200 Victim/Witness Assistance 477,400 Virginia Juvenile Community Crime Act (VJCCCA) 967,200 Total Appropriations $11,323,800
County CIP Fund Estimated Revenue: Transfer from General Fund $13,352,500 General Obligation Bonds 4,377,000 Developer Contributions 537,600 Transfer from Cash Proffers 537,600 Grants 750,000 Other/Interest Earnings 750,000 Total Revenues $20,304,700
Appropriations: County Capital Projects $19,517,100 Transfer from Cash Proffer Fund 537,600 Transfer to General Fund 250,000 Total County CIP Funds $20,304,700
County Other Capital Projects Estimated Revenue: Debt/Bond Proceeds $9,000,000 Total Revenue $9,000,000
Appropriations: County Other Capital Projects $9,000,000 Total County Other CIP Funds $9,000,000
345 FY2012 APPROPRIATIONS RESOLUTION
Schools CIP Fund Estimated Revenue: Transfer from School Operating Fund $6,484,000 Debt/Bond Proceeds 12,368,800 State Technology Funds 1,851,500 Total Revenue and Transfers $20,704,300
Appropriations: School Capital Projects $20,704,300 Total Appropriations $20,704,300
Vehicle and Communications Maintenance Estimated Revenue: Fleet Management Charges $16,793,500 Radio Shop Charges 2,268,900 Use of Unrestricted Net Assets - Fleet 500,000 Total Revenue and Funding Sources $19,562,400
Appropriations: Fleet Management Operations $16,793,500 Fleet Capital Project 500,000 Radio Shop Operations 2,225,200 Unrestricted Net Assets - Radio Shop 43,700 Total Appropriations $19,562,400
Capital Projects Management Fund Estimated Revenue: Reimbursement for Services $837,300 Total Revenue $837,300
Appropriations: Construction Management Operations $837,300 Total Appropriations $837,300
Risk Management Fund Estimated Revenue: Use of Committed/Assigned Net Assets $2,151,800 Operating Revenues 6,976,700 Use of Unrestricted Net Assets 3,751,500 Total Revenue $12,880,000
Appropriations: Risk Management Operations $9,755,700 Use of Unrestricted Net Assets 3,124,300 Total Appropriations $12,880,000
Airport Fund Estimated Revenue: Operating Revenue $709,200 Total Revenue $709,200
Appropriations: Airport Operations $709,200 Total Appropriations $709,200
346 FY2012 APPROPRIATIONS RESOLUTION
Utilities Funds Estimated Revenue: Service Charges $69,375,000 Capital Cost Recovery Charges 10,308,800 Hydrant/Fire Protection 589,600 Other Revenue 5,461,600 Total Revenue $85,735,000
Appropriations: Operations $55,920,300 Debt Service 7,006,100 Transfer to Capital Projects Fund 17,850,000 Payment in Lieu of Taxes 589,600 Addition to Unrestricted Net Assets 4,369,000 Total Appropriations $85,735,000
Utilities Capital Project Funds Estimated Revenue: Transfer from Improvement/Replacement Fund $17,850,000 Total Revenue $17,850,000
Appropriations: Capital Projects $17,850,000 Total Appropriations $17,850,000
Sec. 2 Appropriations in addition to those contained in the general appropriation resolution may be made by the Board only if there is available in the fund an unencumbered and unappropriated sum sufficient to meet such appropriations.
Sec. 3 The County Administrator may, as provided herein, except as set forth in Sections 7, 12, 13, 14, 15, 16 and 18, authorize the transfer of any unencumbered balance or portion thereof from one classification of expenditure to another within the same department or appropriation category. The County Administrator may transfer up to $50,000 from the unencumbered appropriated balance and prior year end carry forward assignments from one appropriation category (including assigned fund balance) to another appropriation category. No more than one transfer may be made for the same item causing the need for a transfer, unless the total amount to be transferred for the item does not exceed $50,000.
Sec. 4 The County Administrator may increase appropriations for non-budgeted revenue that may occur during the fiscal year as follows:
a) Insurance recoveries received for damage to any county property, including vehicles, for which County funds have been expended to make repairs.
b) Refunds or reimbursements made to the county for which the county has expended funds directly related to that refund or reimbursement.
c) Revenue not to exceed $50,000.
347 FY2012 APPROPRIATIONS RESOLUTION
Sec. 5 All outstanding encumbrances, both operating and capital, in all county funds up to $15 million, at June 30, 2011 shall be an amendment to the adopted budget and shall be reappropriated to the 2012 fiscal year to the same department and account for which they were assigned in the previous year. At the close of the fiscal year, all unassigned appropriations lapse for budget items other than: capital projects; general fund transfers for capital projects and grants; construction assignments for capital projects; assignments for county and school future capital projects; other use of restricted, committed, or assigned fund balances; District Improvement Funds; donations restricted to specific purposes; federal and state grants, PPTRA revenues; other revenue and program income; revenue recovery funds; Title IV-E funds; cash proffers; all tax revenues received for special assessment districts and interest earnings thereon; Economic Development incentive funds; actual transient occupancy tax revenues received and budgeted expenditures in connection with the Richmond Convention Center; and refunds for off-site and oversized water and wastewater facilities. Any funds budgeted in a given fiscal year that are specifically budgeted to add to an assignment of fund balance shall be automatically authorized to be assigned during the year end process.
Sec. 6 Appropriations designated for capital projects will not lapse at the end of the fiscal year. The County Administrator may approve transfers between funds to enable the capital projects to be accounted for correctly. Upon completion of a capital project, staff is authorized to close out the project and transfer any remaining balances to the original funding source. The County Administrator may approve construction contract change orders up to an increase of $49,999 and approve all change orders for reductions to contracts. The Board of Supervisors must approve all change orders of $50,000 or more or when the aggregate of all changes to a contract exceeds 10% of the original contract amount or 20% if the original contract is for less than $500,000.
Sec. 7 The County Administrator is authorized to approve transfers among Utilities funds and capital projects as long as funding sources are consistent and total net appropriation is not increased. Should the actual contract price for a project be less than the appropriation, the County Administrator may approve the transfer of excess funds back to the original funding source upon completion of the project.
Sec. 8 Upon completion of a grant program, the County Administrator is authorized to close the grant and transfer balances back to the funding source. The County Administrator is authorized to reprogram Community Development Block Grant funds by closing program cost centers and transferring funding to newly approved programs based on adoption by the Board of Supervisors.
Sec. 9 The County Administrator may reduce revenue and expenditure appropriations related to programs, functions, or departments funded all or in part by the Commonwealth of Virginia and/or the federal government to the level approved by the responsible state or federal agency.
Sec. 10 The Director of Accounting is authorized to make transfers to various funds for which there are transfers budgeted. The Director shall transfer funds only as needed up to amounts budgeted, or in accordance with any existing bond resolutions that specify the manner in which transfers are to be made.
Sec. 11 The Treasurer may advance monies to and from the various funds of the county to allow maximum cash flow efficiency. The advances must not violate county bond covenants or other legal restrictions that would prohibit such an advance. The Treasurer may also advance cash in support of employee benefit accounts.
Sec. 12 The County Administrator is authorized to make expenditures from Trust & Agency Funds for the specified reasons for which the funds were established. In no case shall the expenditure exceed the available balance in the fund.
Sec. 13 The County Administrator is authorized to transfer among appropriation categories and/or appropriate funds and assignments of fund balance in excess of $50,000 for supplemental retirement, Workers’ Compensation, healthcare for retirees and other compensation-related costs, as well as for transfers to departments to cover energy/fuel costs.
348 FY2012 APPROPRIATIONS RESOLUTION
Sec. 14 The County Administrator may appropriate revenues and increase expenditures in excess of $50,000 for funds received by the county from asset forfeitures for expenditures related to drug enforcement or other allowable expenditures. The balance of these funds shall not lapse but be carried forward into the next fiscal year.
Sec. 15 The County Administrator may increase the general fund appropriation in the School Operating Fund contingent upon availability of funds and other circumstances, based on the following schedule:
a) Increase general fund transfer/appropriation on December 15 by $3,000,000.
b) Increase general fund transfer/appropriation on February 15 by $3,000,000.
c) Increase general fund transfer/appropriation on May 5 by $3,000,000.
Sec. 16 The County Administrator is authorized to reallocate funding sources for capital projects, arbitrage rebates/penalties, and debt service payments and to appropriate bond interest earnings to minimize arbitrage rebates/penalties, including the appropriation of transfers among funds to accomplish such reallocations. Budgets for specific capital projects will not be increased beyond the level authorized by Sections 3 and 4.
Sec. 17 Salaries for Planning Commissioners will be increased equivalent to the merit increase county employees are eligible for. The effective date for pay increases, including the Planning Commission and the Board of Supervisors, may cross fiscal years.
Sec. 18 The County Administrator is authorized to approve transfers among funds and capital projects as long as total net appropriation is not increased.
Sec. 19 The Utilities Department rate stabilization assignment shall be maintained as per guidelines outlined below:
a) The minimum annual contribution to the assignment will be 50% of the previous year's depreciation on fixed assets.
b) The annual contribution to the assignment will continue until 100% of accumulated depreciation on the fixed assets is funded. If at the beginning of a fiscal year a reserve balance exceeds 100% of accumulated depreciation, a reduction in the annual contribution may be considered.
c) Funds cannot be used from the rate stabilization assignment if the balance falls below 25% of that utility's fixed asset accumulated depreciation, other than for Utility internal borrowing purposes.
d) The declaration of a financial emergency by the Director of Utilities and a corresponding four-fifths vote by the Board of Supervisors at a publicly advertised meeting declaring the existence of such an emergency is required to suspend Sec. 19a, Sec. 19b, and Sec. 19c.
Sec. 20 Upon adoption of this resolution, the School Board and/or the School Superintendent may make expenditure and revenue changes within the school fund as follows:
a) Transfers of $50,000 or less are subject to the approval of the Superintendent.
b) Transfers of $50,001 to $499,999 require the approval of the Superintendent and the School Board.
c) Transfers of $500,000 or more require the approval of the Superintendent, the School Board, and the Board of Supervisors.
The School Board and/or the School Superintendent shall prepare a budget status report reflecting changes to the approved school budget between appropriation categories, as amended, and the report shall be presented to the County Administrator quarterly.
349 FY2012 APPROPRIATIONS RESOLUTION
Sec. 21 In accordance with the requirements set forth in Section 58.1-3524(C)(2) and Section 58.1-3912(E) of the Code of Virginia, as amended by Chapter 1 of the Acts of Assembly (2004 Special Session 1) and as set forth in Item 503.E (Personal Property Tax Relief Program) of Chapter 951 of the 2005 Acts of Assembly, any qualifying vehicle situated within the County commencing January 1, 2006, shall receive personal property tax relief in the following manner: a) Personal use vehicles valued at $1,000 or less will be eligible for 100% tax relief; b) Personal use vehicles valued at $1,001 to $20,000 will be eligible for 65% tax relief; c) Personal use vehicles valued at $20,001 or more shall receive 65% tax relief on the first $20,000 of value; d) All other vehicles which do not meet the definition of “qualifying” (business use vehicles, farm use vehicles, motor homes, etc.) will not be eligible for any form of tax relief under this program. Pursuant to authority conferred in Item 503.D of the 2005 State Appropriations Act, the County Treasurer shall issue a supplemental personal property tax bill in the amount of 100 percent of tax due without regard to any former entitlement to state PPTRA relief, plus applicable penalties and interest, to any taxpayer whose taxes with respect to a qualifying vehicle for tax year 2005 or any prior tax year remain unpaid on September 1, 2006, or such date as state funds for reimbursement of the state share of such bill have become unavailable, whichever occurs first. e) Penalty and interest with respect to bills issued pursuant to this section shall be computed on the entire amount of tax owed. Interest shall be computed at the rate provided in Section 9-51 of the county code from the original due date of the tax.
Sec. 22 The County Administrator is authorized to reduce a department's current year budget appropriation by a dollar amount equal to the prior year's overspending inclusive of encumbrances carried forward.
350 STATISTICS
Population
Chesterfield County is the most populated locality in the Richmond/Petersburg MSA and the fourth most populated locality in the Commonwealth of Virginia. The county population has experienced gradual but steady increases since 1990. Since 2002, population has grown an average of 1.88 percent per annum.
Year Population % Change 2011 318,000 0.63% 2010 316,000 0.64% 2009 314,000 0.96% 2008 311,000 1.63% 2007 306,000 2.34% 2006 299,000 2.75% 2005 291,000 2.46% 2004 284,000 2.16% 2003 278,000 2.58% 2002 271,000 2.65%
Chesterfield County Population 340,000 3.0%
320,000 2.5%
300,000 2.0%
280,000 1.5%
260,000 1.0%
240,000 0.5%
220,000 0.0% 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011
Population % Change
Source: Planning Department, Chesterfield County population estimates 2002 through 2011.
351 STATISTICS
Per Capita Income
The per capita income in Chesterfield County increased at an average rate of 4.16 percent over the 1999 to 2008 time period. Per capita income is an important factor in county revenues, as revenues generally increase with a rise in income.
Year Per Capita Income (1) Rate of Growth 2008 $43,425 3.67% 2007 $41,888 5.16% 2006 $39,834 3.61% 2005 $38,446 5.46% 2004 $36,457 4.77% 2003 $34,798 0.84% 2002 $34,508 2.39% 2001 $33,704 4.55% 2000 $32,236 7.31% 1999 $30,040 3.87%
Per Capita Income $50,000
$40,000
$30,000
$20,000
$10,000
$0 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008
Income Profile
Chesterfield County Virginia Richmond MSA 2000(2) 2004(2) 2008(2) 2000(2) 2004(2) 2008(2) 2000(2) 2004(2) 2008(2) Median Household Income $58,537 $62,384 $71,327 $46,677 $51,689 $61,210 $46,800 $52,468 $58,662
Sources: (1) U.S. Bureau of Economic Analysis (2) U.S. Census Bureau
352 STATISTICS
Unemployment Rates
Chesterfield has a diversified employment base primarily consisting of jobs in the service, trade, and government sectors. In 2010 the county’s unemployment rate equaled that of the commonwealth but still remained below the rate of the Richmond MSA.
Year Chesterfield MSA VA 2010 7.0% 7.8% 7.0% 2009 6.6% 7.5% 6.7% 2008 3.6% 4.2% 4.2% 2007 2.6% 3.1% 3.0% 2006 2.7% 3.2% 3.0% 2005 3.1% 3.7% 3.5% 2004 3.3% 3.9% 3.7% 2003 3.5% 4.2% 4.1% 2002 3.4% 4.1% 4.2% 2001 2.6% 3.1% 3.2%
Unemployment Rates
8.0% 7.0% 6.0% 5.0% 4.0% 3.0% 2.0% 1.0% 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010
Chesterfield MSA VA
Source: Virginia Employment Commission annual rate.
353 STATISTICS
Building Permits
Permitting activity in Chesterfield County has slowed dramatically in recent years in response to turmoil in United States financial markets, a sharp increase in foreclosures, and weak job growth. In 2010 commercial activity saw its first increase since 2007; however, the number of single family dwelling permits continued to decline.
Commercial & Single Family Year Industrial Dwellings 2010 1,076 642 2009 777 690 2008 904 885 2007 918 1,398 2006 821 1,885 2005 852 2,386 2004 791 2,526 2003 740 2,243 2002 733 1,881 2001 710 2,176
Building Permits
3,000
2,000
1,000
0 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010
Commercial & Industrial Single Family Dwellings
Source: Chesterfield County’s Department of Building Inspections at December 31, 2010.
354 STATISTICS
Chesterfield Business Statistics
Largest Private Employers Number of Company Product/Business Employees E.I. du Pont de Nemours and Company Plastic Films, Synthetic Fibers Manufacturing 2478 United Parcel Service Express Delivery Services 1761 CJW Medical Center Health Care 1566 Wal-Mart Stores, Incorporated Retail Trade 1555 Hill PHOENIX, Incorporated Refrigeration Equipment Manufacturing 1100 Martin’s Supermarkets, Incorporated Retail Food Distribution 1089 Saint Francis Medical Center Health Care 1080 Capital One Financial Services 1069 Vangent, Incorporated Call Center 897 The Kroger Co. Retail Food Distribution 875 Food Lion, Incorporated Retail Food Distribution 869 Honeywell International, Incorporated Synthetic Fibers Manufacturing 685 Dupont Teijin Films Polyester film Manufacturing 630 Alstom Power, Incorporated Generation Equipment Manufacturing 582 Target Corporation Retail Trade 560 Source: Chesterfield County Economic Development, January 2011.
Chesterfield’s Principal Taxpayers Percentage 2010 of Total Assessed Assessed (1) Taxpayer Type of Property Value Valuation Rank
Dominion Virginia Power Public Utility $810,129,535 2.23% 1 Verizon Communications Communications Company 291,357,123 0.80 2 E. I. duPont De Nemours and Company Plastic Films, Synthetic Fibers 216,556,250 0.60 3 Macerich Partnership Mall/Shopping Center 116,686,100 0.32 4 Philip Morris, USA Refined Tobacco Leaf 116,321,940 0.32 5 Brandywine Operating Partnership Office Buildings 108,458,000 0.30 6 Bon Secours St. Francis Medical Center Health Care 103,755,400 0.29 7 Zaremba Metropolitan Mid LLC Mall/Shopping Center 81,562,600 0.22 8 Columbia Gas of Virginia, Incorporated Public Utility 64,467,975 0.18 9 Wal-Mart Stores, Incorporated Retail Trade 63,203,800 0.17 10 $1,972,498,723 5.43%
Source: Assessor and Commissioner of Revenue, Chesterfield County. (1) Includes real estate, personal property, machinery and tools, and public service assessed value.
355 STATISTICS
Chesterfield County Government Full-Time Positions
Chesterfield County’s per capita staffing ratio has averaged 11.6 employees per 1,000 residents over the past ten years.
Positions per 1,000 Fiscal Year Positions (1) Residents 2011 3,517 11.1 2010 3,625 11.5 2009 3,703 11.8 2008 3,654 11.7 2007 3,539 11.6 2006 3,486 11.7 2005 3,387 11.6 2004 3,274 11.5 2003 3,220 11.6 2002 3,115 11.5
Number of Chesterfield County Full-Time Employees per 1,000 Chesterfield Residents 4,000 14 3,500 12 3,000 10 2,500 2,000 8 1,500 6 1,000 4 500 2 0 0 FY2002 FY2003 FY2004 FY2005 FY2006 FY2007 FY2008 FY2009 FY2010 FY2011 Positions Positions/1000
(1) Authorized permanent full-time positions, all funds—does not include part-time personnel, full-time equivalents or School Board employees.
356 STATISTICS
Assessed Valuation of Taxable Property (1)
The assessed value of taxable property has been a reliable source of revenue for the county during much of the last decade. More recently; however, the pace of growth in both real and personal property value has moderated, and even turned negative in some instances, resulting in financial challenges for the county.
Personal Machinery & Year Real Estate (2) Property Tools Public Service 2010 $31,604,176,413 $3,047,498,874 $435,428,490 $1,294,938,309 2009 32,982,514,796 3,147,719,082 438,809,420 1,198,254,238 2008 32,762,275,384 3,499,786,465 435,488,170 1,114,518,126 2007 28,897,587,316 3,401,486,749 543,314,870 926,030,901 2006 24,474,700,767 3,392,314,230 457,959,170 977,692,155
Real Estate - Assessed Value
35 30 25 20 15
Billions ($) 10 5 0 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010
Other Taxable Property - Assessed Value
4 3 2 ($)
B illions B 1 0 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010
Personal Property Machinery & Tools Public Service
(1) Assessed values of all classes of property approximate market value. (2) The values include both halves of the year’s assessments.
357 STATISTICS
Other Data
Year Parks(1) Libraries Registered Voters Fire Stations 2010 45 9 209,418 21 2009 44 9 209,078 21 2008 45 10 202,640 21 2007 43 10 186,181 21 2006 43 10 184,384 21 2005 43 10 179,286 21 2004 43 10 174,674 19 2003 41 10 167,621 18 2002 31 10 167,055 17 2001 31 10 162,153 17
(1) Information includes sites available to the public as a result of partnership agreements.
Education
The public school system consists of 38 elementary schools, 12 middle schools and 11 high schools. A technical center provides career development training. Selected comparative information follows: Student Avg. School Daily Annual Costs Cost per Teaching Student to School Year Facilities Membership ($000) Student Positions Teacher Ratio 2010 65 58,667 $593,000 $10,108 4,566 12.8 2009 64 58,273 $611,920 $10,501 4,512 12.9 2008 62 58,226 $593,586 $10,195 4,464 13.0 2007 60 57,749 $537,520 $9,308 4,307 13.4 2006 59 56,663 $482,775 $8,520 4,228 13.4 2005 59 55,570 $455,910 $8,204 4135 13.4 2004 59 54,850 $419,819 $7,654 4119 13.3 2003 59 53,618 $405,898 $7,570 3942 13.6 2002 59 52,337 $372,211 $7,112 3793 13.8 2001 59 51,222 $361,385 $7,055 3715 13.8
Source: School Board Administration, Chesterfield County (1) FY2009 includes operating and debt service costs, net of refinanced debt. $15,611,372 recorded as payment to refunded bond escrow agent and $46,259,935 recorded as debt service expenditures. (2) FY2007 includes operating and debt service costs, net of refinanced debt. $41,086,463 recorded as payment to primary government of which $18,671,249 was used to refund bonds and $22,415,214 used for debt service expenditures. (3) FY2005 includes operating and debt service costs, net of refinanced debt. $54,204,820 recorded as payment to primary government of which $15,844,564 was used to refund bonds and $38,360,256 was used for debt service expenditures. (4) FY2004 includes operating and debt service costs, net of refinanced debt. $90,939,406 recorded as payment to primary government of which $51,311,805 was used to refund bonds and $39,627,601 was used for debt service expenditures. (5) FY2003 includes operating and debt service costs, net of refinanced debt. $62,738,619 recorded as payment to primary government of which $24,895,053 was used to refund bonds and $37,843,566 was used for debt service expenditures.
358 STATISTICS
Property Tax Rate
(Per $100 of Assessed Value) Last Ten Fiscal Years
Personal Property Motor Vehicles Wild Vehicle Trailer Real Motor Vehicles of Voluntary or Exotic and All Machinery Year Estate Airplanes Special Fuels Personnel (1) Animals Semi-Trailer(2) Others (3) and Tools 2010 $0.95(5) $0.50 $3.24 $0.96 $0.01 $0.96 $3.60 $1.00 2009 0.95(5) 0.50 3.24 0.96 0.01 0.96 3.60 1.00 2008 0.97/0.95(4)(5) 0.50 3.24 0.96 0.01 0.96 3.60 1.00 2007 1.04/ 0.97 (4)(5) 0.50 3.24 0.96 0.01 0.96 3.60 1.00 2006 1.07/1.04 (4)(5) 0.50 3.24 0.96 0.01 0.96 3.60 1.00 2005 1.07 0.50 3.24 0.96 0.01 0.96 3.60 1.00 2004 1.07 0.50 3.24 0.96 0.01 0.96 3.60 1.00 2003 1.07 0.50 3.24 0.96 0.01 0.96 3.60 1.00 2002 1.08/1.07 (4) 0.50 3.24 0.96 0.01 0.96 3.60 1.00 2001 1.08 0.50 3.24 0.96 0.01 0.96 3.60 1.00
Source: Chesterfield County Accounting Department (1) Includes motor vehicles owned by members of volunteer rescue squads, volunteer fire departments, volunteer police chaplains, and auxiliary police officers. (2) Includes motor vehicles, trailers, and semi-trailers with a gross vehicle weight of 10,000 pounds or more to transport property for hire by a motor carrier engaged in interstate commerce. (3) Includes automobiles (except those mentioned above), boats, boat trailers, other motor vehicles and all tangible personal property used or held with any mining, manufacturing or other business, trade, occupation or profession, including furnishings, furniture, and appliances in rental units. (4) The real estate tax rate was different for each half of the tax year. (5) In 2006, the county initiated a supplemental property tax in the Powhite-Charter Colony Parkway Interchange Service District. Real property in the district is charged this supplemental tax rate of $0.15 per $100 in addition to the real estate rate.
Bond Ratings
Moody's Fitch Ratings Standard & Poor's General Obligation Aaa AAA AAA Utilities Revenue Aaa AAA AAA
359 STATISTICS
Debt Ratio of Annual Debt Service Expenditures for General Long-term Debt to Total General Expenditures and Other Financing Uses
Ratio of Fiscal Total Total Debt Total Debt Service to Year Principal Interest Service Expenditures(1) Expenditures 2010 $44,075,601 $23,841,263 $67,916,864 $743,892,952 9.1% 2009 43,910,171 23,992,255 67,902,426 823,568,821 8.2 2008 41,352,282 22,184,734 63,537,016 829,155,267 7.7 2007 39,106,776 20,248,273 59,355,049 789,657,209 7.5 2006 36,738,215 18,823,764 55,561,979 681,215,176 8.2 2005 33,843,492 17,941,758 51,785,250 671,205,890 7.7 2004 34,429,508 16,950,600 51,380,108 628,604,408 8.2 2003 34,357,772 16,815,327 51,173,099 584,491,014 8.8 (1) 2002 33,879,257 18,311,916 52,191,173 583,944,189 8.9
Source: Chesterfield County, Virginia CAFRs – Exhibit IV (Statement of Revenues, Expenditures and Changes in Fund Balances – Governmental Funds) (1) In FY2002, the school capital projects fund was not shown in Exhibit IV, $56,536,619 was added to total general government expenditures (page 111 of FY02 CAFR) to make comparable.
360 GLOSSARY
Accrual Basis A basis of accounting in which transactions are recognized at the time they are incurred, not when cash is received or spent.
Adopted Budget A plan of financial operations approved by the Board of Supervisors highlighting major changes made to the County Administrator's Advertised Fiscal Plan. The Adopted Budget reflects approved tax rates and estimates of revenues, expenditures, transfers and departmental goals, objectives, performance measures and initiatives.
Appropriation An authorization granted by the Board of Supervisors to a specified organization, such as a unit of county government, to make expenditures and incur obligations for specific purposes. An appropriation is limited in dollar amount and when it may be spent, usually expiring at the end of the fiscal year.
Appropriation Resolution A legally binding document prepared by the Department of Budget and Management which delineates by fund or category and/or by department or grant all expenditures and revenues adopted by the Board of Supervisors and reflected in the Adopted Budget.
Assessed Valuation The official valuation of property as a basis for property taxation.
Assessment Ratio The ratio of same year property assessments to property sales.
Asset Resources owned or held by a government, which have monetary value.
Assigned Fund Balance For the general fund, amounts constrained for the intent to be used for a specific purpose by a governing board or a body or official that has been delegated authority to assign amounts. Amount reported as assigned should not result in a deficit in unassigned fund balance.
Authorized Positions Employee full-time permanent positions, which are authorized in the Adopted Budget, to be filled during the fiscal year.
Available (unassigned) Fund For the general fund, amounts not classified as nonspendable, restricted, Balance committed, or assigned. The general fund is the only fund that would report a positive amount in unassigned fund balance.
BPOL Business, Professional, and Occupational License Refers to the license tax that is levied upon those doing business or engaging in a profession, trade, or occupation in the county.
Balance Sheet A financial statement disclosing the assets, liabilities and equity of an entity at a specified date.
Balanced Budget A term used to describe a budget in which total revenues equal total expenditures, reserves, and unassigned fund balance for a given time period.
Base Budget Cost of continuing existing levels of service in the current budget year.
Basis of Accounting The timing of recognition of transactions or events for financial statement
361 GLOSSARY
reporting purposes. Chesterfield County either uses the accrual or the modified accrual basis of accounting, as appropriate for each fund type or activity, in accordance with the US generally accepted accounting principles (GAAP) applicable to governmental units.
Basis of Budgeting The method used to determine when revenues and expenditures are recognized for budgetary purposes. Chesterfield County’s budget is presented on the same basis as that used for financial statement reporting purposes; however the budget is presented using a different perspective than the financial statement presentation and requires a budget to GAAP reconciliation for financial statement reporting.
Best Management Practices A collection of structural practices and vegetative measurements which, when (BMP) properly designed, installed and maintained, will provide effective erosion and sedimentation control for all rainfall events up to and including a 24-year, 24- hour rainfall
Biennial Financial Plan A two-year financial and operational plan used for planning. Provided to residents, elected officials, and interested parties for informational purposes.
Biennium A period of two years and is often used to describe the period of two consecutive years for which the budget provides funding.
Bond Interest bearing certificates of public indebtedness used primarily to finance capital projects. They evidence the issuer's obligation to repay a specified principal amount on a set maturity date, together with interest at a stated rate, or according to a formula which determines that rate.
Bond - General Obligation A type of bond backed by the full faith, credit and taxing power of the issuing (G.O.) government.
Bond - Revenue A type of bond backed only by the revenues from a specific enterprise or project, such as a hospital or toll-road.
Bond Rating An evaluation performed by an independent rating service of the credit quality of bonds issued. Ratings are intended to measure the probability of timely repayment of principal and interest on municipal securities.
Budget An annual financial plan that identifies a plan of operation for the fiscal year. It states expenditures required and identifies revenues necessary to finance the plan.
Budget Calendar A schedule of key dates a government follows to prepare and adopt its budget.
Budgetary Control The control or management of a government or enterprise in accordance with the approved budget for the purpose of keeping expenditures within the limitations of available appropriations and resources.
CAFR Comprehensive Annual Financial Report—A report compiled annually which provides detailed information on an organization’s financial status at year end.
362 GLOSSARY
CDBG Community Development Block Grant.
Capital Improvement A plan of acquisition, development, enhancement or replacement of public Program (CIP) facilities and/or infrastructure to serve the county citizenry. The CIP is a reflection of the physical development policies of the county and typically encompasses a five-year period and includes projects in excess of $100,000.
Capital Outlay Assets of a substantial nature ($5,000 or more) expected to have a useful life of two or more years. Examples include vehicles, large scanners and computer servers.
Capital Projects Fund Used to account for financial resources that are restricted, committed, or assigned to expenditure for capital outlay, including the acquisition or construction of capital facilities and other capital assets.
Carryover Funds Unexpended funds from the previous fiscal year that may be used to cover expenses in the current fiscal year.
Codified Ordinance An ordinance related to a specific code, such as the Code of the Commonwealth of Virginia or the Code of the County of Chesterfield.
Committed Fund Balance Amounts constrained for a specific purpose by a government using its highest level of decision-making authority. It would require action by the same group to remove or change the constraints placed on the resources.
Comprehensive Plan A long-term plan to control and direct the use and development of property in the county. It is also used to make strategic decisions regarding water and sewage lines, infrastructure, and roads.
Constitutional Officers Elected officials whose positions are established by the Constitution of the Commonwealth or its statutes. (Clerk of the Circuit Court, Commissioner of the Revenue, Commonwealth’s Attorney, Sheriff, and Treasurer).
Contingency A budgetary assignment established for emergencies or unforeseen expenditures.
Contractual Services An object series that includes services rendered to private firms, individuals or other governmental entities; examples include utilities, rent, maintenance agreements and professional consulting services.
Debt Ratio A comparative statistic illustrating the relationship between the issuer’s outstanding debt and such factors as its tax base, population or expenditures.
Debt Service The payment of principal and interest on borrowed funds through instruments such as bonds.
Deficit The excess of an entity’s liabilities over its assets or the excess of expenditures over revenues during a single accounting period.
363 GLOSSARY
Department An organizational unit of government functionally unique in its delivery of service.
Depreciation The decrease in value of physical assets due to use and the passage of time.
Disbursement Payments made in cash.
Encumbrance A carry over of funds for an anticipated expenditure prior to payment for the item. Funds usually are assigned or encumbered once a contract obligation has been signed.
Enterprise Fund A self-supporting fund designed to account for activities provided to external customers, and supported by user charges; examples include the Utilities and Airport funds.
Enterprise Resource Planning ERP systems are software solutions designed to integrate an organization’s (ERP) business processes through the efficient use of common data elements and defined workflow processes. Primarily developed to serve the financial and human resource functions; the breadth of these systems now reaches beyond these core areas.
Enterprise Zone An area, designated by a local government, as ready for development or redevelopment. Businesses locating or expanding, within the Zone, are eligible for certain tax and economic development incentives.
Expenditure The payment of cash upon the transfer of property or services for the purpose of acquiring an asset, service, or settling a loss.
Expenditure Object Code An expenditure classification referring to the lowest and most detailed level of classification, such as utility charges, office supplies and furniture.
Fines & Forfeitures Revenue received from forfeitures and authorized fines such as library and parking violation fines.
Fiscal Year The period of time used by the county for budgeting and accounting purposes. Chesterfield County uses the twelve-month period beginning on July 1st and ending June 30th.
Assets of a long-term nature that continue to be held or used, such as land, Fixed Assets buildings, machinery, furniture and equipment.
Fringe Benefits Contributions made by the county for its share of personnel costs for Social Security, pension, medical, and life insurance plans.
Full-time Equivalent (FTE) Number of staff members, including full-time and part-time employees.
Fund An accounting entity with a group of self-balancing accounts. Budgets for all funds are adopted on a basis consistent with Generally Accepted Accounting Principles (GAAP).
364 GLOSSARY
Fund Balance The amount of spendable resources remaining restricted, committed, assigned, or unassigned in a fund at a specific point in time. A negative unassigned fund balance is sometimes referred to as a deficit.
General Fund The General Fund is the primary location of all financial activity associated with ordinary operations of the county. Most taxes are accrued in this fund and transfers are made to Schools for debt service and Capital Projects funds as appropriate. The General Fund is the most critical fund in the Chesterfield County budget.
General Obligation Bond A certificate of debt issued by a government in which the payment of the (GO Bond) original investment plus interest is guaranteed and secured by the full faith and credit of the government. Issuance of these bonds usually requires voter approval.
General Obligation Debt Indebtedness whereby the general taxing power of the jurisdiction is pledged to repay both the principal and interest associated with the debt.
General Property Taxes A category of county revenue from taxes levied on property located in or owned by the residents and businesses of Chesterfield County. This includes taxes on real and personal property, motor vehicles, mobile homes, intangibles, and equipment.
Goal A broad statement of purpose. A goal represents a framework of outcomes to be achieved on behalf of the customers and reflects realistic expectations for the unit providing the service.
Grant Contributions or gifts of cash or other assets from another government to be used or expended for a specified purpose, activity or facility.
Green Space Land which is left undeveloped by private citizens or the county.
Infrastructure Public domain fixed assets such as roads, bridges, drainage systems, lighting systems, and similar assets that are immovable and are only of value to the governmental unit.
Interfund Transfers The movement of monies between funds of the same governmental entity. These do not include loans, quasi-external transactions, or reimbursements.
Intergovernmental Revenue Revenue from other governments, such as the state or federal government, in the form of grants, entitlements, shared revenue or payments in lieu of taxes.
Internal Service Charges Charges to user departments for internal services provided by another governmental department.
Internal Service Fund A fund used to account for the financing of goods or services provided by one department to another governmental department on a cost-reimbursement basis.
Lag Measure A performance measure that provides a result of an action previously taken
365 GLOSSARY
(outcome measure).
Lead Measure A performance measure that drives the result of a lag measure (predicts future outcomes).
Leadership Group An upper level group of county managers who determines and sets county policy, and makes decisions regarding the direction of the county. They were instrumental in the establishment of the county’s Strategic Plan. The group includes the County Administrator, Deputy County Administrators, Police Chief, Fire Chief, Budget and Management Director, Human Resources Director and the County Attorney.
Levy To impose taxes, special assessments or service charges for the support of government activities.
Licenses & Permits Fees collected for the issuance of licenses and permits such as business licenses and sign permits.
Line-item Budget A departmental budget that specifies types of expenditures planned for the fiscal year.
Long-Term Debt Debt that has a maturity of more than one year from date of issuance.
Materials and Supplies An object series that includes expendable materials and operating supplies necessary to conduct departmental operations.
Measures A structured statement that describes the means by which actual outcomes and outputs are measured against planned outcomes and outputs. All measures should be aligned with and gauged by organizational goals.
Miscellaneous Revenue All revenue received, not otherwise classified into another line item, such as interest, concessions, and rental of property/equipment.
Mission Statement A written description stating the purpose of an organizational unit (department or agency) and its function.
Modified Accrual A basis of accounting in which revenues are recorded when susceptible to accrual, i.e. both measurable and available to finance expenditures of the fiscal period.
Multi-Year Funds Funds that maintain prior year appropriations and actual revenues and expenditures in addition to current fiscal year information. Multi-year funds are used for federal/state grant programs and most major capital projects/programs where financial information specific to a particular program or project is normally spread over two or more years. In these funds, once revenues and expenditures have been appropriated, they do not lapse at the end of the fiscal year. Therefore, it is not necessary to re-appropriate remaining balances at the start of each year.
Nonspendable Fund Balance Amounts that cannot be spent due to form; for example, inventories and
366 GLOSSARY
prepaid amounts. Also, long-term loan and notes receivables, and property held for resale would be reported here unless the proceeds are restricted, committed or assigned. Amounts that must be maintained intact legally or contractually (corpus or principal of a permanent fund).
Object Series An expenditure classification referring to the types of items purchased or services obtained (e.g., personal services, materials, supplies and equipment).
Objective A statement of results to be achieved by a specific period of time in order to accomplish stated goals. Objectives describe specific measurable outputs within a designated time frame.
Obligation An amount the county is legally required to satisfy through use of its resources, including liabilities and unliquidated encumbrances.
Operating Budget Plans of current expenditures and the proposed means to finance them. The operating budget contains appropriations for such expenditures as salaries, fringe benefits, supplies, training, utilities, fuel, various services, repair and maintenance, rentals and leases, and capital outlay for various departments such as Police, Fire, Social Services, and Parks and Recreation.
Operating Expenses Proprietary fund expenses directly related to the fund’s primary activities.
Operating Revenue Funds that the county receives as income to pay ongoing operations, such as taxes, fees for specific services, interest earnings and grant revenues.
Ordinance A formal legislative enactment by the governing body of a municipality. If not in conflict with any higher form of law, such as a state statute or constitutional provision, it has the full force and effect of law within the boundaries of the municipality.
Other Financing Sources Non-operating revenue received to assist with financing county operations such as recoveries, gifts/donations, and the sale of surplus fixed assets.
Other Taxes Taxes collected as authorized by Virginia State Law or County Ordinance such as sales tax, telecommunications tax, hotel-motel tax, and motor vehicle registration fee.
Penalties & Interest Fees collected for violations or delinquent payments.
Performance Measure Data collected to determine how effective or efficient a program is in achieving its goals and objectives. Used to provide continuous feedback and identify where adjustments or corrective actions are needed.
Personal Property A category of property, other than real estate, identified for purposes of taxation. It includes resident owned items, corporate property, and business equipment. Examples of personal property include automobiles, motorcycles, trailers, boats, airplanes, business furnishings and manufacturing equipment.
Personal Services An object series that includes employee salaries, wages and fringe benefits.
367 GLOSSARY
Privatization The outsourcing of services normally performed by a department.
Proffer Funds negotiated at the time of rezoning to help defray the capital costs associated with resultant development.
Program A plan or unit under which action may be taken towards meeting an individual or set of goal(s) in the provision of a particular service. Examples of a county program include the Community Enhancement Program and Tax Abatement Program.
Property Tax Rate The dollar amount applied to the assessed value of various categories of property used to calculate the amount of taxes to be collected. The tax rate is usually expressed as an amount per $100 of assessed valuation.
Proprietary Fund A fund category used to account for the business-type activities within a government. This category includes two fund types: enterprise fund and internal service fund.
Public Service Property Property specifically designated for public service use, including property purchased or received as a gift by a government. Public Service Property includes real property and other property, such as computers, copiers and cash registers.
Real Property Real estate, including land and improvements (building, fencing, paving) classified for purposes of tax assessment.
Reclassification A personnel action approved when an employee’s position duties and responsibilities change substantially. The result is an increase or decrease in the salary grade assigned to the position.
Refunding Bond A certificate of debt, issued by a government, which is used to pay the principal and interest on existing debt. The new debt proceeds are placed in a trust with a fiscal agent and used specifically to satisfy the scheduled interest payments and maturity/call date of the refunded debt.
Regrade An increase in the salary grade assigned to a position classification as a result of market movements.
Reserve Budgetary terminology used by the county to indicate the portion of fund balance that is either restricted, committed, or assigned.
Resolution An order of a legislative body requiring less legal formality than an ordinance or statute.
Resources Amounts available for appropriation including estimated revenues fund transfers and beginning balances.
Restricted Fund Balance Amounts constrained for a specific purpose by external parties, constitutional provision or enabling legislation.
368 GLOSSARY
Revenue A source of income that provides an increase in net financial resources, and is used to fund expenditures. Budgeted revenue is categorized according to its source, such as local, state, federal or other financing sources.
Revenue Bond A certificate of debt issued by a government in which the payment of the original investment plus interest is guaranteed by specific revenues generated by the project financed.
Special Revenue Fund A governmental fund used to account for the proceeds of specific revenue sources that are legally restricted or committed to expenditure for specific purpose such as grants for specific programs.
Statute A written law enacted by a duly organized and constituted legislative body.
Target Budget Desirable expenditure levels provided to departments for purposes of developing the coming year’s recommended budget. The amount is based on the prior year’s adopted budget with adjustments made for benefit changes.
Taxes Compulsory charges levied by a government for the purpose of financing services performed for the common benefit of all people.
Technology Improvement Plan to enhance the county’s technological capabilities and service delivery Program (TIP) through upgrades or replacement of existing software and hardware, including implementation costs. This three-year program includes projects costing in excess of $15,000 or requiring more than four months of IST staff time to implement/complete.
Triple-Triple A Bond Rating The highest credit rating that a government agency may receive from the three major independent rating agencies (Standard & Poor’s, Moody’s and Fitch).
Unassigned Fund Balance For the general fund, amounts not classified as nonspendable, restricted, committed or assigned. The general fund is the only fund that would report a positive amount in unassigned fund balance. Unencumbered Balance The amount of an appropriation that is neither expended nor encumbered. It is essentially the amount of money still available for future expenses.
Unrestricted Net Assets An equity account that reflects the accumulated spendable earnings of any enterprise or internal service fund.
User Charges The payment of a fee for direct receipt of a public service by the party who benefits from the service.
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370 INDEX
Access Transportation Program...... 162 Accounting...... 83 Adolescent Reporting Program - VJCCCA ...... 206 Adult Drug Court ...... 165 Airport...... 87 Airport Summary ...... 46 Animal Control ...... 141 Appropriations Resolution...... 343 Basis of Accounting, Structure of County Funds, and Basis of Budgeting ...... 16 Board of Supervisors...... 55 Budget and Management ...... 57 Budget Process...... 5 Building Inspections ...... 217 Buildings and Grounds ...... 89 Capital Projects Management ...... 91 Capital Projects Management Summary...... 45 Capital Improvement Program...... 249 Brown and Williamson Conservation Area ...... 277 Central Area Football Game Site...... 278 Civil War Historical Site Improvements...... 279 County CIP Summary...... 251 Environmental Engineering Projects Summary...... 256 Environmental Engineering Highlights ...... 257 Fire Apparatus Replacement Program ...... 288 Fire Station Facilities Planning, Design, Construction & Land Acquisition ...... 289 General Services Projects Summary ...... 260 General Services Highlights ...... 261 Health and Social Services Summary ...... 266 Health and Social Services Highlights...... 267 Historical Properties Maintenance and Repairs ...... 262 IST Building Cooling Tower Replacement ...... 263 Libraries Projects Summary...... 270 Libraries Highlights...... 271 Newbys Bridge Road Extended...... 300 Parks and Recreation Building Repair...... 280 Parks and Recreation Master Plan Update...... 281 Parks and Recreation Projects Summary ...... 274 Parks and Recreation Highlights...... 276 Public Safety Projects Summary...... 286 Public Safety Highlights ...... 287 Radio Data System Replacement...... 290 Schools CIP Summary ...... 301 Schools Project Highlights...... 304 Senior Centers...... 282 Swift Creek Conservation Area ...... 283 Technology Funding...... 295 Technology Improvements Projects Summary ...... 292 Technology Improvements Highlights ...... 293 Technology Infrastructure Refresh ...... 294 Transportation Projects Summary...... 298 Transportation Highlights...... 299 Utilities CIP Wastewater System Summary ...... 306
371 INDEX
Utilities CIP Water System Summary ...... 308 Utilities Highlights...... 310 Center for Organizational Excellence...... 63 Chesterfield Employee Medical Center ...... 72 Circuit Court ...... 136 Circuit Court Clerk ...... 131 Clerk to the Board...... 65 Commissioner of the Revenue ...... 119 Commonwealth's Attorney...... 134 Community Contracts ...... 243 Community Corrections Services ...... 168 Community Development - Administration...... 215 Community Development Block Grant ...... 59 Comprehensive Services...... 171 Comprehensive Services Summary...... 41 Consolidated Revenue and Expenditure Summary...... 34 Convention Center ...... 243 Cooperative Extension ...... 173 County Administration...... 67 County Attorney ...... 69 Courts...... 136 Court Service Unit – VJCCCA ...... 205 Debt...... 50 Disability Services Board ...... 163 District Improvement Funds ...... 245 Document Services ...... 93 Domestic Violence Prosecutor...... 134 Domestic Violence Coordinator (V-Stop) Grant (CCS) ...... 170 Economic Development...... 219 Emergency Communications Center...... 144 Employee Benefits...... 243 Environmental Engineering ...... 221 Families First ...... 195 Financial Policies...... 8 Fire and Emergency Medical Services...... 146 Fire and EMS Revenue Recovery...... 150 Fleet Management...... 95 Fleet Management and Radio Summary...... 43 General District Court...... 136 General Fund Balance Analysis...... 48 General Fund Expenditure Summary...... 39 General Fund Revenue Summary ...... 38 General Services - Administration...... 85 Grants Summary ...... 42 Health...... 176 Human Resource Management ...... 70 Human Services - Administration...... 161 Information Systems Technology ...... 103 Intergovernmental Relations...... 74 Internal Audit...... 106 Juvenile Detention Grant – USDA...... 181 Juvenile Detention Home...... 179
372 INDEX
Juvenile Detention Home – VJCCCA ...... 205 Juvenile and Domestic Relations Court ...... 137 Juvenile Drug Court...... 182 Juvenile Probation...... 184 Law Library ...... 190 Library ...... 187 License Inspections...... 121 Litter Program...... 101 Magistrate ...... 138 Management Services - Administration...... 81 Mental Health Support Services ...... 191 Mental Health Grants...... 193 Miscellaneous ...... 242 Multi-Year Projections...... 49 Parks and Recreation...... 197 Part C Program...... 193 Planning ...... 224 Police ...... 152 Police Grants...... 155 Public Affairs...... 76 Purchasing...... 109 Radio Shop...... 97 Real Estate Assessments ...... 123 Registrar...... 112 Revenue Analysis...... 21 Risk Management ...... 114 Risk Management Summary...... 44 Riverside Regional Jail ...... 156 School Operating Fund Summary...... 40 Schools...... 233 Senior Advocate...... 163 Sheriff ...... 156 Social Services...... 200 Tax Relief for the Elderly ...... 244 Technology Trust Fund...... 131 Transfer to Capital Improvements ...... 247 Transfer to School Fund...... 239 Transportation...... 226 Treasurer ...... 125 Utilities...... 228 Utilities Summary ...... 47 Victim/Witness Grant ...... 203 Virginia Juvenile Community Crime Control Act (VJCCCA) ...... 205 Waste and Resource Recovery...... 99 Youth Group Home Grant (USDA)...... 212 Youth Planning and Development ...... 209
373
This document was prepared by the Office of Budget and Management, Chesterfield County, Post Office Box 40, Chesterfield, Virginia 23832. For additional information, contact Allan M. Carmody, Director of Budget and Management (804) 748-1548.
Website: www.chesterfield.gov
Budget and Management Staff Allan M. Carmody, Director Debbie Stone, Senior Budget Analyst Matt Harris, Senior Budget Analyst Martha Reiss, Senior Budget Analyst John Page, Budget Analyst Angela Quinn, Budget Analyst Kelly Zeoli, Budget Analyst Lori Hawkins, Budget Operations Analyst Tammi Tomlinson, Budget Operations Analyst Ashley DeBiase, Administrative Assistant Tamarah Holmes, Housing and Grant Coordinator Robbie Campbell, Housing and Grant Coordinator Paulette Johnson, Senior Accounting Technician